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Journal articles on the topic 'Resource Management and Administration'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 February 2022

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1

Klingner, Donald. "Reinventing Public Personnel Administration as Strategic Human Resource Management." Public Personnel Management 22, no. 4 (December 1993): 565–78. http://dx.doi.org/10.1177/009102609302200406.

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Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

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2

Manring, Nancy J. "Collaborative Resource Management." Administration & Society 30, no. 3 (July 1998): 274–91. http://dx.doi.org/10.1177/0095399798303003.

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3

Webster, Stuart, and Sandip Patel. "The Petroleum and Geothermal Energy Resources (Resource Management and Administration) Regulations 2013." APPEA Journal 54, no. 1 (2014): 373. http://dx.doi.org/10.1071/aj13038.

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These Regulations have been proposed under the Petroleum and Geothermal Energy Resources Act 1967 to replace the existing Schedule of Onshore Petroleum Exploration and Production Requirements 1991 (Amended 21 May 2010). The Department of Mines and Petroleum (DMP) is the agency that administers the regulations on behalf of the Minister and keeps the Minister informed of petroleum or geothermal energy resource activities. A draft was released on 5 April 2014 for public comment. The precise form and language of the proposed Regulations may change after public consultation, but the intent of the regulations will remain the same. The regulations will provide the framework for administration and compliance for petroleum field developments, geothermal energy projects, well construction and data submission and release. Activities are expected to be carried out in accordance with good oilfield practice and be compatible with the optimum long-term recovery of petroleum or geothermal energy. The Resource Management and Administration Regulations (RMA) have moved from a prescriptive type of regime to an objectives-based risk management regime requiring operators to manage their operations ensuring world’s leading practice and a fit-for-purpose design. It is expected that operators will apply the relevant standards appropriate for their activities. It is understood also that technology will change and that standards might be changed to embrace the new technology. It is this factor that makes objectives-based regulation more apt than prescription-based regulation. Another factor is that prescription is unlikely to cover every possible circumstance that might occur. The focus is on a whole-of-life approach to exploration and development, from an initial exploration process, through any well interventions all the way to final decommissioning. This includes requiring titleholders to consider what maintenance and monitoring programs will be in place throughout the life of wells and to be ready for eventual decommissioning. The DMP has a continuous improvement process which involves monitoring developments in regulation worldwide. Published papers on drilling, completion, hydraulic stimulation, cementing and production on both conventional reservoirs and also shale and tight sands have been, and continue to be, researched to ensure that the regulations cover all aspects of petroleum and geothermal resource development.

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Oliveira Rocha, José António. "New Human Resource Management in Portuguese Public Administration." Perspectivas - Journal of Political Science 22 (June 19, 2020): 50–58. http://dx.doi.org/10.21814/perspectivas.2675.

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A Gestão de Recursos Humanos mudou conforme o tipo de Estado e o modelo de gestão pública. Depois de um período clássico, em que, em boa verdade, não havia gestão, foi adotada a Nova Gestão Pública (NPM), que, em termos de recursos humanos, tende a aproximar a gestão pública da gestão empresarial. A eficiência constitui o valor máximo a prosseguir, tendo-se adotado métodos e técnicas de gestão empresarial, como a avaliação de desempenho com base em objetivos, o contrato individual de trabalho, a terceirização e a autonomia financeira.Com a crise de 2007/2008, o Estado centralizou a gestão de recursos humanos. O objetivo era agora controlar a despesa pública, sendo que os serviços públicos eram responsáveis por grande parte dessa despesa. Aconteceu o mesmo em Portugal, tendo vindo a sofisticar-se nos últimos dois anos.

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5

Humphrey, Tammi. "Perioperative Services: Administration, Resource Management, and Patient Care." AORN Journal 74, no. 2 (August 2001): 259–60. http://dx.doi.org/10.1016/s0001-2092(06)61540-8.

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6

S., Kristian Adi, Suhatati Tjandra, and S. T. B. Tambunan. "Perancangan Website Human Resource Administration." Journal of Information System,Graphics, Hospitality and Technology 1, no. 01 (May 10, 2019): 9–14. http://dx.doi.org/10.37823/insight.v1i01.8.

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Pengelolaan sumber daya manusia merupakan salah satu faktor utama dalam pengembangan suatu perusahaan. Pengaturan Sumber daya manusia pada sebuah perusahaan sangatlah rumit dan membutuhkan ketelitian. Untuk itu diperlukan suatu sistem yang dapat membantu tugas HRD pada perusahaan yang disebut Human resource Management System (HRM System). Kesalahan yang kecil pada pengaturan sumber daya manusia pada perusahaan akan berakibat fatal terutama pengaturan yang berhubungan dengan anggaran atau biaya. Penggaturan angaran untuk sumber daya manusia membutuhkan bantuan dalam hal pencatatan maupun sistem yang akurat sehingga tidak ada kesalahan dan celah yang merugikan pihak perusahaan dan pegawai. Perancangan Website ini, bertujuan untuk mengembangkan sistem Human Resource Administration dengan menggunakan jaringan intranet. Pembuatan akan dibantu dengan kerangka kerja untuk pembuatan website yang bernama Laravel guna memudahkan pembuatan serta pengembangan website kedepanya. Website ini juga dilengkapi dengan database MySql dan Semantic UI sebagai tampilan utama website

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7

De Freitas Bradley, Christopher. "Human Resource Reforms in Public Administration: The Importance of the Reward System." HOLISTICA – Journal of Business and Public Administration 8, no. 2 (August 1, 2017): 49–58. http://dx.doi.org/10.1515/hjbpa-2017-0012.

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Abstract Human resource management encompasses administrating and managing human resources or otherwise known as employees. The HR or Human Resources department of any company, whether it be public or private, deals with the day to aspects pertaining to employees, from the recruitment process to probably the most important aspect for any employee; remuneration and benefits. The importance of finding a perfect equilibrium between monetary and non-monetary incentives is crucial in obtaining an efficient work environment, as well as increasing productivity and employee motivation. Having an administrative background or knowledge is essential for any HR manager, in order to detect and implement the most beneficial reward system for both implicated parties. This paper aims to examine human resource reforms in public administration, primarily in reference to the remunerations of civil servants and employees by giving examples of the importance of salary within the structure of human resource management, looking at new laws involving the increase of salaries within the near future, concluding with suggestions on improving the reward system implemented by human resource managers in Romania’s system of public administration.

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Sodré, Ezequiel Alves de Godoi, Irene Reis, Cárbio Almeida Waqued, Tereza Cristina Pinheiro de Lima, and Denise Lúcia Mateus Gomes Nepomuceno. "Integrated Management Applications in the Public Administration in Goiás." Journal of Business and Economics 9, no. 12 (December 22, 2018): 1062–72. http://dx.doi.org/10.15341/jbe(2155-7950)/12.09.2018/007.

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This study presents an organizational diagnosis of the Regional Electoral Court in Goiás by focusing on the Information Technology department. It aims to explain the advantages, disadvantages, facilities and difficulties to implement and execute integrated management applications in the structure of the Court. Methodologically, an exploratory and descriptive research was used along with qualitative analysis through semi-structured interviews with IT leaders. These researches provided a better comprehension of the theme by analyzing the actions related to the IT area with focus on innovation and Enterprise Resource Planning at a public agency. The study concludes that Enterprise Resource Planning applications are — even with the considerable disadvantages of development costs or acquisitions — one efficient and viable alternative, with the benefit of streamlining the use of physical, financial and human resources, providing a true revolution in operational and managerial activities through process economicity and optimization. The support given by senior management and the availability of sufficient resources and infrastructure make implementation easier, while the difficulties happen due to resistance to change by end users and cuts in public funding for the development of new systems.

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Havens, Donna S., and Jacqueline A. Dienemann. "CGEAN: A Resource for Nursing Administration." JONA: The Journal of Nursing Administration 30, no. 11 (November 2000): 510–11. http://dx.doi.org/10.1097/00005110-200011000-00003.

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10

Covell, Caroline. "Human Resources Management for Effective Public Administration." Chinese Public Administration Review 6, no. 3/4 (November 5, 2016): 61. http://dx.doi.org/10.22140/cpar.v6i3/4.92.

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Managing human resources in public administration is difficult and complex because it is an academic field, a field of scientific management and application, and a field of managerial professionalism, which includes legal and political processes. Effective management of human resources in public administration requires the incorporation of human resources development and continuous and strategic planning for “the right person for the right job.” The contemporary public administration with personnel that possess “employable skills” belittles the government and reduces its capacity. This system has resulted in a human resource management style that is based on feelings. This paper argues that traditional human management is more effective and it determines the success and the strength of the government. The crisis faced by public administration today is the result of the reinventing the government movement–a system whose human resources management is based on “employable skills,” multitasking, and a fast-paced environment. This system diminishes the importance of knowledge, science, and professionalism. It causes a leadership crisis and poor capacity governance. This paper describes the theoretical foundation of human resources management in the government. This paper also discusses a comparative analysis between line-department and matrix approach as an alternative solution to improve the capacity of public employees so that they can perform effectively and maximize their potential.

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Islam, K. M. Anwarul, and Orobah Ali Barghouthi. "Human Resource Management: An Islamic Perspective." International Journal of Islamic Business & Management 1, no. 1 (December 13, 2017): 10–13. http://dx.doi.org/10.46281/ijibm.v1i1.46.

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The point of this paper was "Practically equivalent to the different subjects in the board, HR is an exceptional topic as it manages living creatures rather than advertising where the most noteworthy subject is the "item/administration" or business morals where basic leadership in circumstances is the topic.

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Jin, Chun Jiu, Hai Feng Lu, Yi Zhang, Ajay Kumar Jha, and Shu Li Liu. "Study on Advanced Management of Water Resource." Applied Mechanics and Materials 448-453 (October 2013): 1046–50. http://dx.doi.org/10.4028/www.scientific.net/amm.448-453.1046.

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This work introduced water resource management of some developed countries such as the USA, Australia, Japan, Germany, France, etc. The countries developed individual water resources management models based on their own conditions. In America, a coordinative mode between region and river basin was formed. The Japanese muti-flood control mode which clarified the responsibilities of the administration and local government enhanced the management. Singapore owns a unique management mode, which effectively guaranteed the implementation of water resource management. This work offers references to the formation of water resource management modes suitable for different countries.

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Treitler, Inga, David Ruppert, and Richard Stoffle. "The Changing Culture of Resource Management." Practicing Anthropology 16, no. 3 (July 1, 1994): 3–6. http://dx.doi.org/10.17730/praa.16.3.33g238k073414650.

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President Clinton recently held a conference at the White House with representatives of some 250 of the nation's recognized Indian tribes. The purpose of the meeting was to acknowledge the sovereign status of American Indian governments. Sovereign status of Indian tribes is not a creation of the current administration, but the President's official recognition of this status is an important step toward fulfilling rights and privileges that such status entails.

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14

Dvoráková, Zuzana. "ENCOURAGING ETHICAL BEHAVIOUR IN PUBLIC ADMINISTRATION BY HUMAN RESOURCE MANAGEMENT." Journal of Business Economics and Management 6, no. 3 (September 30, 2005): 171–78. http://dx.doi.org/10.3846/16111699.2005.9636105.

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The public administration reform in the Czech Republic set off with a reform of the territorial public administration at the end of the 90s. The reform established a joint public administration model in the territories, power decentralization, and de‐concentration of operative functions from ministries to regions and municipalities. The reform outcomes largely depend on the quality of human resources in public administration, their ethical values, and status in the society. The public sector always needs to solve a traditional ethics dilemma whether public officials serve citizen or politician purposes. The paper is aimed at ethical values in the Czech public administration, ethics dilemmas in the public sector, and human resource management in territorial self‐governments supporting ethical behaviour. An abnormal situation comes into being in the Czech Republic as public officials incline to serving neither citizens nor politicians. Some municipal authorities strive to improve public administration ethics by designing and implementing new HR practices, codes of ethics and anticorruption programmes.

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15

Panteleit, Björn, Sven Jensen, Katherina Seiter, Hannah Budde, and James McDiarmid. "A regional geological and groundwater flow model of Bremen (Germany): an example management tool for resource administration." Zeitschrift der Deutschen Gesellschaft für Geowissenschaften 164, no. 4 (December 1, 2013): 569–80. http://dx.doi.org/10.1127/1860-1804/2013/0035.

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Hou, Yilin, Patricia Ingraham, Stuart Bretschneider, and Sally Coleman Selden. "Decentralization of Human Resource Management." Review of Public Personnel Administration 20, no. 4 (October 2000): 9–22. http://dx.doi.org/10.1177/0734371x0002000403.

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17

Nakpodia, E. D. "Human Resource Management in School Administration in Delta State Nigeria." Journal of Social Sciences 23, no. 3 (June 2010): 179–87. http://dx.doi.org/10.1080/09718923.2010.11892827.

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18

McBriarty, Mark. "Personnel Administration vs. Human Resource Management: The Civil Service Dilemma." International Journal of Public Sector Management 1, no. 3 (March 1988): 46–52. http://dx.doi.org/10.1108/eb002937.

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19

‘Woody’ Horton, Forest. "Information resource management in public administration: a decade of progress." Aslib Proceedings 37, no. 1 (January 1985): 9–17. http://dx.doi.org/10.1108/eb050951.

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20

Biolik-Stich, Bożena. "COMPETENCE MANAGEMENT IN PUBLIC ADMINISTRATION." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 1 (March 31, 2019): 229–38. http://dx.doi.org/10.5604/01.3001.0013.2433.

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Contemporary public administration is changing in spite of fact that it’s tasks are specified by law. Changes in human resource management of public administration are imposed by environment. This article includes literature survey of the subject in conjunction with proffesional work observation. The purpose of this article is to prepare concept review about competence management in literature and refer it to managing of a workgroup in public administration. This article is a prelude to the examination of competence management in public administration subject. The article’s prologue leads to the purpose of the essay and the next chapters present different points of view on competence management in organizations. Thereafter author refers it to the competence management to public administration. The summarization includes the results of the literature analysis in regard to article’s purpose

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21

Maguire, Keith. "British Public Administration and Japanese Management: An Alternative Perspective on Human Resource Management." Teaching Public Administration 15, no. 2 (September 1995): 49–60. http://dx.doi.org/10.1177/014473949501500204.

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22

Wilson, Goddey. "Environmental Factors and Human Resource Management in Local Government Administration in Nigeria." UJAH: Unizik Journal of Arts and Humanities 20, no. 2 (March 17, 2020): 130–48. http://dx.doi.org/10.4314/ujah.v20i2.7.

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Human resource management is the mobilisation of available human resource in the organization to achieve the organizational goals. Human resource management activities are not devoid of challenges in any organization, including Local Government Councils in Nigeria; hence, this study identified such challenges as environmental factors and classified it as internal and external environmental factors affecting human resource management in Nigerian Local Governments. These factors were identified on account of the observed irregularities in human resource management policies and practice in the Local Government service. This study therefore aims at examining the environmental factors affecting human resource management in Nigerian local governments between 2010-2018. Data were collected from observations, interviews and documented facts on the subject matter, while system theory was used to explain the interdependence of the various departments and its effects on human resource management in the Councils. The study findings identified poor capacity building and orientation, activities of trade unions, administrative policies and politics, capacity of the Council leadership, among others as internal factors; and political, social, legal, physical, etc., as part of the external environmental factors affecting human resource management in Nigerian Local Governments. The study concluded that the internal and external factors have significant effects on the human resource management and productivity of the Local Governments in Nigeria. This study further made some recommendations on strategies to achieve effective human resource management in Nigerian Local Governments. Keywords: Staff development, Local Government, environmental factors, human resource management, organizational productivity.

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23

Haque, Amlan, Mario Fernando, and Peter Caputi. "Perceived human resource management and presenteeism." Asia-Pacific Journal of Business Administration 11, no. 2 (July 16, 2019): 110–30. http://dx.doi.org/10.1108/apjba-02-2018-0038.

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PurposeThe purpose of this paper is to investigate the mediating effect of employee turnover intentions (ETI) on the relationship between perceived human resource management (PHRM) and presenteeism. The notion of presenteeism is described as coming to work when unwell and unable to work with full capacity.Design/methodology/approachUsing social exchange theory and structured equation modelling, hypotheses were tested using responses from 200 full-time Australian employees.FindingsThe results show that employees’ PHRM significantly influenced presenteeism and ETI. As predicted, PHRM negatively influenced presenteeism and ETI positively influenced presenteeism. The direct influence of PHRM on presenteeism was fully mediated by ETI.Practical implicationsThis paper suggests that organisations expecting to address presenteeism by promoting PHRM may experience an adverse result when employees conceal turnover intentions.Social implicationsForm the perspective of social exchange, this study focuses on ETI as a mediating variable and sheds light on employees’ hidden attitudes about their jobs to explain how PHRM can influence presenteeism in Australia. Consequently, the findings should help both organisations and employees to identify ways that PHRM can reduce presenteeism.Originality/valueThis paper examines the unique meditational role of ETI in the relationship between PHRM and presenteeism, which is an area of inquiry that has not been fully examined in the literature of HRM. In addition, it examines presenteeism among Australian employees in relation to PHRM.

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Siegel, Gilbert B. "Human Resource Development for Emergency Management." Public Administration Review 45 (January 1985): 107. http://dx.doi.org/10.2307/3135005.

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Vermeeren, Brenda. "Influencing public sector performance: studying the impact of ability-, motivation- and opportunity-enhancing human resources practices on various performance outcomes in the public sector." International Review of Administrative Sciences 83, no. 4 (December 14, 2015): 717–37. http://dx.doi.org/10.1177/0020852315591642.

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Background In response to recent calls in the literature to decompose both the human resources system and performance, this study has examined the effects of ability-, motivation- and opportunity-enhancing human resources practices on the effectiveness, efficiency and fairness of public organizations, with job satisfaction considered as a mediating variable. Aim Insights from Human Resource Management and performance research, mostly conducted in the private sector, have been combined with public management literature in order to gain insight into the Human Resource Management–performance relationship in the public sector. Method Regression analysis with a bootstrapping method was used to test the mediating effects. Results The analysis showed that the three human resources components heterogeneously impact upon the three performance outcomes. Further, the results showed that ability-enhancing and opportunity-enhancing human resources practices are more strongly related to performance outcomes than motivation-enhancing human resources practices. Conclusion Decomposing Human Resource Management and performance provides greater insight into the Human Resource Management–performance relationship. Points for practitioners The results show that investing in Human Resource Management positively influences performance outcomes. Moreover, our results show that various aspects of public performance require different human resources approaches. Investing in ability-enhancing human resources practices seems to be particularly relevant if one wants to enhance effectiveness. All the human resources practices, but especially ability-enhancing ones, are relevant to enhancing efficiency. However, investing in motivation-enhancing human resources practices seems to make little sense if one is seeking to enhance fairness.

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Xu, Zhongguo, Yuefei Zhuo, Rong Liao, Cifang Wu, Yuzhe Wu, and Guan Li. "LADM-Based Model for Natural Resource Administration in China." ISPRS International Journal of Geo-Information 8, no. 10 (October 14, 2019): 456. http://dx.doi.org/10.3390/ijgi8100456.

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China’s rapid urbanization and industrialization have continually placed massive pressure on the country’s natural resources. The fragmented departmental administration of natural resources also intensifies the problem of sustainable use. Accordingly, China’s central government has launched natural resource administration reform from decentralization to unification. This study systematically analyzes the reform requirements from legal, organizational, and technical aspects. The right structure of China’s natural resource assets for fulfilling such requirements is examined in this work through a review of relevant legal text, and such a right structure is converted into a draft national technical standard of China’s natural resource administration on the basis of the land administration domain model (LADM). Results show that China’s natural resource administration covers lands, buildings, structures, forests, grasslands, waters, beaches, sea areas, minerals, and other fields. The types of private rights over natural resources include ownerships, land-contracted management rights (cultivated land, forest land, grassland, and water area), rights to use construction land (state-owned and collective-owned), rights to use agricultural land, rights to use homestead land, breeding rights on water areas and beaches, rights to use sea areas, rights to use uninhabited islands, and mining rights. The types of public rights over natural resources include comprehensive land use, urban and rural, sea use, and territory space planning. Furthermore, various types of these property rights can be converted into corresponding classes in LADM on the basis of the analysis of the property subject, object, and rights.

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Wang, Li Fang, Xiang Bin Wu, Hui Cao, and Bao Yi Zhang. "Research on 'One-Map' Mineral Resource Management Information System (MRMIS) of China." Advanced Engineering Forum 4 (June 2012): 193–200. http://dx.doi.org/10.4028/www.scientific.net/aef.4.193.

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Based on the results of national mining rights on-the-spot survey and related foundation and business database, the general idea and the tech-framework of ‘one-map’ mineral resource management information system (MRMIS) was studied through comprehensively and systematically analysis of mineral resources administration’s present status, business processes and the demands in the future. The ‘one-map’ should not only be a comprehensive map, but also a ‘relation graph’ that would reflect the businesses’ relations, and workflow driving approach should be used to realize organic interconnection of each business in ‘one-map’. The national, provincial, municipal and county four levels MRM interconnecting network was designed on the basis of C/S, B/S and M/S hybrid software architecture, and the integrated tech-framework of effective supervision for mineral resources administration and information services for the public was achieved.

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Selden, Sally Coleman, and Robert Wooters. "Structures in Public Human Resource Management." Review of Public Personnel Administration 31, no. 4 (May 2, 2011): 349–68. http://dx.doi.org/10.1177/0734371x11408698.

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Pettijohn, Carole D., and David H. Coursey. "Information resource management in Florida: A primer." International Journal of Public Administration 17, no. 1 (January 1994): 155–82. http://dx.doi.org/10.1080/01900699408524896.

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Britt, Wayne. "Ethics and human resource management in business." Canadian Public Administration/Administration publique du Canada 34, no. 1 (March 1991): 44–49. http://dx.doi.org/10.1111/j.1754-7121.1991.tb01434.x.

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Sufriadi, Sufriadi. "The Effectiveness of Human Resource Planning on the Administration Staff." Jurnal Ilmiah Peuradeun 5, no. 1 (January 28, 2017): 115. http://dx.doi.org/10.26811/peuradeun.v5i1.162.

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This research aimed to determine the planning arrangement, the implementation effectiveness and the efforts to overcome the obstacles in the planning and implementing human resource planning on the administration staff at the Faculty of Education and Teacher Training of UIN Ar-Raniry Banda Aceh. Administration and human resource management are the capital of the development in which the purpose of it is to gain the improvement in all aspects. Human resources are very valuable that require a serious planning when adopted into an organization. Human resources are known as a crucial component, recognized as a universal element in the organization effectiveness and a key to a competitive profit source. Besides giving an excellent service to the society, the task of human resources is to complete all the programs or the activities related to the government policies that affect human welfare in positive ways. The research used the qualitative method with case study design because the focus of this research was the specific phenomenon, the human resource planning on the staff administration.

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McGregor, Eugene B. "The Public Sector Human Resource Puzzle: Strategic Management of a Strategic Resource." Public Administration Review 48, no. 6 (November 1988): 941. http://dx.doi.org/10.2307/976989.

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Lawrason, Robin E., and Bruce Parkhurst. "Media Resource Center Management in Higher Education." IALLT Journal of Language Learning Technologies 19, no. 2 (January 30, 2019): 9–28. http://dx.doi.org/10.17161/iallt.v19i2.9167.

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Changes in the organization of learning resources including language/learninglabs have occurred over the years. Surveys within higher education over the last tenyears indicate less local autonomy and more centralized control, either withinindividual colleges or within central media or library facilities. It is not clear whetherlibrary involvement is advantageous in all institutions. Factors affecting successfulintegration include the age, size, and traditions of the university, training and skills ofstaff and director, support of the central administration, and a clear mission for theuse of learning resources.An earlier version of this paper was presented for IALL at the Annual Conventionof the Association for Educational Communications and Technology in 1984 in Dallas,Texas.

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Mitchell, D. P. "Land administration trends and their implications for Australian natural resource management." Journal of Spatial Science 54, no. 2 (December 2009): 35–47. http://dx.doi.org/10.1080/14498596.2009.9635177.

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Couture Gagnon, Alexandre. "Linking New Public Management With Public Human Resource Management Reform." Journal of Public Administration Research and Theory 26, no. 4 (May 11, 2016): 823–24. http://dx.doi.org/10.1093/jopart/muw034.

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Firsts, Juris. "Systemic approach to knowledge and skills management in the context of education administration." SOCIETY, INTEGRATION, EDUCATION. Proceedings of the International Scientific Conference 2 (May 30, 2015): 562. http://dx.doi.org/10.17770/sie2013vol2.611.

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Much has been written on the significance of knowledge management, the challenges facing organizations, and the relevant human resource management activities involved in assuring the acquisition and transfer of knowledge. Higher education plays an important role in preparing students to assume the knowledge management and human resource roles so necessary to organizations. The authors examined the relationship between knowledge management, human resource management, and typical knowledge learning goals of an accredited medical education program. The work is based on the relationship between knowledge management, human resource management and competence development process.

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Allred, Steve, Evan M. Berman, James Bowman, Jonathan West, Montgomery Vanwart, T. Zane Reeves, Donald E. Klingner, and John Nalbandian. "Human Resource Management Texts: Paradox, Practice, and Practicality." Public Performance & Management Review 24, no. 4 (June 2001): 440. http://dx.doi.org/10.2307/3381231.

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Hossain, Farhad, and Tuhafeni Helao. "Local governance and water resource management: experiences from Northern Namibia." Public Administration and Development 28, no. 3 (August 2008): 200–211. http://dx.doi.org/10.1002/pad.499.

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Olsen, H. F. "ESTUARINE MANAGEMENT AREAS: A PRIORITY RANKING SYSTEM." Marine Research in Indonesia 19 (May 10, 2018): 7–20. http://dx.doi.org/10.14203/mri.v19i0.369.

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The Queensland Fisheries Service is the instrumentality responsible for administration of fisheries matters within Queensland, Australia. The Fisheries Act provides legislation to protect, conserve, manage and develop the aquatic resources of the State. As a means of evaluating resource data a priority ranking system is proposed which provides for both quantitative and qualitative assessments of estuaries in terms of regional planning for best land use.

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Chen, Wei Tong, Tsung Chieh Tsai, Sing Wei Liou, and Wen Shiou Shen. "A Simplified Way of Implementing Value Engineering for Public Works." Applied Mechanics and Materials 357-360 (August 2013): 2925–30. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2925.

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VE is frequently seen as a luxury management tool with a high implementation threshold which potential adopters may find intimidating. How to implement VE in the face of various objective conditions and resource situations is a critical issue for increasing the breadth and depth of VE implementation. The paper develops an innovative Office VES (OF-VES) for use by public agencies suffering from insufficient financial, human or technical resources. OF-VES can be used by smaller public administration departments to successfully reduce the threshold for resource-poor public administrations to implement VES, thus promoting the application of VE.

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Dewangan, Bhupesh Kumar, Amit Agarwal, Tanupriya Tanupriya, and Ashutosh Pasricha. "Cloud Resource Optimization System Based on Time and Cost." International Journal of Mathematical, Engineering and Management Sciences 5, no. 4 (August 1, 2020): 758–68. http://dx.doi.org/10.33889/ijmems.2020.5.4.060.

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Resource management in cloud could be a time and cost-effective activity if it is managed property. These resources are accessible and computable which is totally dependent upon the management techniques applied in cloud. In a cloud setting, heterogeneous, vulnerability, and scattering of resources creates many issues of distribution among the workloads which need to be compute. Specialists still face inconveniences to pick the prudent, material and expend less time to execution of resource portion to the cloud. This investigation delineates an expansive composed writing examination of asset administration inside the space of cloud typically and cloud asset administration based on SLA with multi-objective functions like cost and time. In this paper, an autonomic cloud resource-management technique is proposed to resolve identified issues by adopting the self-characteristics mechanism and improved Antlion optimization algorithm and tested in cloudsim toolkit and Aws Ec2 environment. The implementation results of proposed work are the evidence that it is better performing as compared with the existing frameworks, however, the performance evaluation method depends upon the different cloud environment and it may vary.

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Löffler, Elke. "Personnel Management in German Public Administration." Review of Public Personnel Administration 17, no. 3 (July 1997): 69–81. http://dx.doi.org/10.1177/0734371x9701700307.

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Fortmann, Louise, Emery Roe, and Michel van Eeten. "At the threshold between governance and management: community-based natural resource management in Southern Africa." Public Administration and Development 21, no. 2 (2001): 171–85. http://dx.doi.org/10.1002/pad.156.

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Seo, JungWook. "Resource dependence patterns, goal change, and social value in nonprofit organizations: does goal change matter in nonprofit management?" International Review of Administrative Sciences 86, no. 2 (July 31, 2018): 368–87. http://dx.doi.org/10.1177/0020852318778782.

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Resource acquisition is an important factor for the survival and success of nonprofit organizations. Nonprofit organizations are not free from the demands of potential funders and they experience involuntary goal changes in competitive environments. This article investigates the relationships among resource dependence patterns (resource dependency, resource competitiveness, and resource diversity), goal change, and social value in nonprofit organizations. The findings suggest that competition for financial resources (resource competitiveness) is positively associated with goal change in nonprofit organizations. Goal change in an environment of high resource competitiveness has a negative effect on social value. On the other hand, the empirical findings show that a diversified or balanced revenue structure (high resource diversity) helps nonprofit organizations to maintain their social value. Points for practitioners This study shows that frequent goal change can damage social value in the nonprofit sector. This can be interpreted as indicating that the involvement of external stakeholders makes it difficult to attain social value in that the demands of potential donors are a major cause of goal change in nonprofit organizations. To alleviate this problem, a nonprofit organization should try to reduce its dependency on one or a few financial resources for its autonomy and social value. In the mid- and long-term view, nonprofit organizations should enhance their financial independence in order to ensure their survival and success, as well as to improve their social value.

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Mathews, Audrey. "Diversity: A Principie of Human Resource Management." Public Personnel Management 27, no. 2 (June 1998): 175–85. http://dx.doi.org/10.1177/009102609802700205.

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As more and more organizations implement diversity initiatives, personnel and human resource managers play increasingly significant roles. This arriele explores some of the challenges personnel and human resources managers face implementing diversity. It discusses strategies personnel and human resources managers are employing to address the need for diversity and suggests methods to implement diversity as a principie of human resource management (HRM). These strategies include processes such as diversity audits to identify organizational problems, aligning workforce planning with strategic plans, benchmarking personnel/human resources practices and positioning diversity as a top-level management function. The arricie also examines the benefits of flex management, partnering with management, and educating and training managers/line supervisors to effectively manage diversity.

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Farnham, David. "Human Resource Management in European Public Services." Review of Public Personnel Administration 24, no. 4 (December 2004): 283–90. http://dx.doi.org/10.1177/0734371x04269713.

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Berman, Evan M., Jonathan P. West, and Xiaohu Wang. "Using Performance Measurement in Human Resource Management." Review of Public Personnel Administration 19, no. 2 (April 1999): 5–17. http://dx.doi.org/10.1177/0734371x9901900202.

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Tamrakar, Dr Ashish Kumar, Dr Abhishek Verma, Dr Vishnu Kumar Mishra, and Dr Megha Mishra. "Time and Cost Based Cloud Resource Optimization System." Journal of University of Shanghai for Science and Technology 23, no. 09 (September 24, 2021): 1167–77. http://dx.doi.org/10.51201/jusst/21/09656.

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Cloud computing is an emerging technology through which resources can be shared over the internet with different users either free or on a rent basis. Resource scheduling in cloud computing is a challenging area for researchers as is maximum utilization can opt through efficient resource scheduling algorithm. Other than this, virtual machine provisioning, packaging, and availability guarantee decrease the performance. Resource management in cloud could be a time and cost effective activity if it is managed property. These resources are accessible and computable which is totally dependent upon the management techniques applied in cloud.In a cloud setting, heterogeneous, vulnerability, and scattering of resources creates many issues of distribution among the workloads which need to be compute. Specialists still face inconveniences to pick the prudent, material and expend less time to execution of resource portion to the cloud. This investigation delineates an expansive composed writing examination of asset administration inside the space of cloud typically and cloud asset administration based on SLA with multi-objective functions like cost and time. In this paper, an autonomic cloud resource management technique is proposed to resolve identified issues by adopting the self-characteristics mechanism and improved Antlion optimization algorithm and tested in cloudsim toolkit and Aws Ec2 environment. The implementation results of proposed work are the evidence that it is better performing as compared with the existing frameworks, however, the performance evaluation method depends upon the different cloud environment and it may vary.

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Zhang, Cheng. "Design and Implementation of a Database for Human Resources Management of Higher Vocational Colleges." Advanced Materials Research 998-999 (July 2014): 1382–85. http://dx.doi.org/10.4028/www.scientific.net/amr.998-999.1382.

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For vocational colleges, talent is the key to their development and efficient human resource administration is the power to move the college forward. As a vocational college, how to administrate its staff according to its own characteristics has always been the emphasis of the college. In vocational colleges, human resources can be comparatively complicated and there is great fluency in their staff and there is a great variety of the period of teaching and rewards among all the staff. To the human resources department, some traditional file administration system cannot satisfy the current vocational college human resources information administration. It is very important to use modern information technologies to build a scientific and efficient human resources management system for vocational colleges. In this paper, we present the design and implementation of the management system combining with advanced database technology.

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Kotlars, Aleksandrs. "Resource and Internal Process Management in Third Party Logistics." Economics and Business 32, no. 1 (December 1, 2018): 228–46. http://dx.doi.org/10.2478/eb-2018-0018.

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Abstract Contemporary third-party logistics (3PL) companies tend to broaden their competences in different fields and apart from traditional logistics services provide various value-added services to their customers. A systematic approach of 3PL resource management, as well as performance and quality indicator measurement are needed to forecast development of key performance indicators of a company. The purpose of this study is to discover contemporary tendencies of 3PL with regard to resources, performance and quality related issues, to determine resources, processes and quality indicators of 3PL, and to develop a system dynamics model for optimization of internal resources and processes of a company. The paper provides a systematic review of literature related to management of 3PL resources, quality and performance measurement. A model of management and optimization of 3PL resources and internal processes is developed by applying System Dynamics. The developed model consists of six blocks, namely, commercial activities, operations, procurement, administration, personnel management and quality management, representing different areas of internal activities of 3PL.

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