Zeitschriftenartikel: „Human Resources Management“

1

Parameshwara, Parameshwara. „Emerging Trends in Human Resources Management“. Indian Journal of Applied Research 4, Nr. 4 (01.10.2011): 85–86. http://dx.doi.org/10.15373/2249555x/apr2014/23.

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Bilevičienė, Tatjana, Eglė Bilevičiūtė und Gintarė Paražinskaitė. „Innovative Trends in Human Resources Management“. ECONOMICS & SOCIOLOGY 8, Nr. 4 (20.12.2015): 94–109. http://dx.doi.org/10.14254/2071-789x.2015/8-4/7.

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3

Thotlani, Rekha. „Human Resources Management in Indian Call Center“. Indian Journal of Applied Research 3, Nr. 1 (01.10.2011): 70–71. http://dx.doi.org/10.15373/2249555x/jan2013/28.

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4

Lišková, S., und P. Tomšík. „Competency-based approach to human resources management“. Agricultural Economics (Zemědělská ekonomika) 59, No. 11 (29.11.2013): 496–504. http://dx.doi.org/10.17221/68/2013-agricecon.

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 The paper deals with the competency approach to human resources management. The approach is seen as one of the possibilities to effectively manage work performance. The paper focuses on defining the term competency, components of competency, types of competencies, and on identification of competencies. The paper also focuses on the competency models, their types, approaches to them, and the procedures of their creation. Finally, the paper summarizes the possibilities of the use of the competency approach in various spheres of management of human resources, and it describes the connection of the competency approach with the strategic management.  

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Mukhtorov, Botir, und Murodjon Ermatov. „METHODS OF EFFECTIVE HUMAN RESOURCE MANAGEMENT“. International Journal Of Management And Economics Fundamental 03, Nr. 05 (01.05.2023): 76–80. http://dx.doi.org/10.37547/ijmef/volume03issue05-10.

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Labor resources and their effective management are important factors in creating a perfect and competitive national economic system in the Republic of Uzbekistan. Therefore, the article covers issues such as the definition of the concept of "Management of human resources" and the study of the level of application of methods of effective management of human resources in Uzbekistan.

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Alomari, Ali Saeed. „The Role of Human Resources Information Systems in Improving the Performance of Human Resources Management“. Indian Journal of Science and Technology 12, Nr. 35 (30.09.2019): 01–06. http://dx.doi.org/10.17485/ijst/2019/v12i35/147859.

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7

Mcbain, Richard. „Human Resources Management“. Henley Manager Update 14, Nr. 3 (März 2003): 24–34. http://dx.doi.org/10.1177/174578660301400303.

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8

Mcbain, Richard. „Human Resources Management“. Henley Manager Update 14, Nr. 4 (Juni 2003): 23–35. http://dx.doi.org/10.1177/174578660301400403.

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9

Mcbain, Richard. „Human Resources Management“. Henley Manager Update 15, Nr. 1 (September 2003): 20–32. http://dx.doi.org/10.1177/174578660301500103.

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10

Mcbain, Richard. „Human Resources Management“. Henley Manager Update 15, Nr. 2 (Dezember 2003): 24–35. http://dx.doi.org/10.1177/174578660301500203.

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Mcbain, Richard. „Human Resources Management“. Henley Manager Update 15, Nr. 3 (März 2004): 23–34. http://dx.doi.org/10.1177/174578660401500303.

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12

Mcbain, Richard. „Human Resources Management“. Henley Manager Update 15, Nr. 4 (Juni 2004): 21–34. http://dx.doi.org/10.1177/174578660401500403.

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13

Marco Lajara, Bartolomé, Francisco García Lillo und Vicente Sabater Sempere. „Human resources management“. Employee Relations 25, Nr. 1 (Februar 2003): 61–80. http://dx.doi.org/10.1108/01425450310453526.

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14

Ziegel, Eric R. „Human Resources Management“. Technometrics 30, Nr. 3 (August 1988): 359. http://dx.doi.org/10.1080/00401706.1988.10488422.

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15

Berger, Florence, Martin E. Evans und Bonnie Farber. „Human-Resources Management“. Cornell Hotel and Restaurant Administration Quarterly 27, Nr. 3 (November 1986): 44–50. http://dx.doi.org/10.1177/001088048602700312.

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16

ANTONY, M. RUBAN. „Trends Reshaping The Future of Human Resources Management“. International Journal of Scientific Research 3, Nr. 4 (01.06.2012): 1–2. http://dx.doi.org/10.15373/22778179/apr2014/216.

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17

MURTHY K.V.S.N, MURTHY K. V. S. N., KARTHIGA S. KARTHIGA.S und Dr RAJANDRAN K. V. R. Dr. RAJANDRAN K.V.R. „The Management of Human Resources and Technological Change“. International Journal of Scientific Research 3, Nr. 4 (01.06.2012): 179–80. http://dx.doi.org/10.15373/22778179/apr2014/221.

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18

Shah, Dr Ghanshyam Prasad. „Human Resources Management Practices in Nepalese Commercial Bank“. International Journal of Research Publication and Reviews 5, Nr. 4 (11.04.2024): 4677–83. http://dx.doi.org/10.55248/gengpi.5.0424.1045.

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19

Mamaiashvili, Jemal. „OUTSOURCING AS AN ACTOR IN HUMAN RESOURCES MANAGEMENT“. Economic Profile 18, Nr. 2(26) (19.12.2023): 63–68. http://dx.doi.org/10.52244/ep.2023.26.06.

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Among all other resources, Human Resources are the most relevant in increasing the efficiency of companies' operations. Currently, the attitude towards the role and importance of Human Resources has changed significantly. As the issue of using modern information technologies and thinking in global categories becomes more active, special emphasis is placed on relationships with that personnel who can offer innovations to company leaders. In fact, they constitute the main core of the intellectual capital of production. The purpose of the article is to analyze the role and place of information technologies in the management (including strategy) of Human Resources. The subject of the research is outsourcing in personnel management. When does a company turn to outsourcing? This is the main issue around which many discussions and scientific disputes have been and are being conducted today in the scientific space. Research on Human Resources outsourcing in Georgia is still scarce. This article is a modest attempt to fill this gap. As a result of the study, both general and case-specific factors of Human Resources management that are currently relevant for Georgia were identified.

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Canice Kudonoo, Enyonam, und Victoria Tsedzah. „Human Capital Management: Taking Human Resources Management to the Next Level in Anglophone, West Africa“. International Journal of Management Science and Business Administration 1, Nr. 6 (2015): 19–30. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.16.1002.

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In this article, we propose ways for organizations in Anglophone West African (AWA) countries to tackle their human capital challenges in order to attain a competitive edge and globally position themselves. Human capital is critical to an organization’s survival. While organizations in advanced countries are focusing their attention on building their human capital for the sustenance of competitive advantage, those in AWA countries lag behind, leading to poor service delivery and low productivity. Resource-based view and open systems theories highlight the importance of human capital management for organizational effectiveness. The paper adopts a conceptual approach and proposes a human capital centered model comprising six core factors that are vital in facilitating effective human capital management for sustainable competitive advantage. It concludes by emphasizing effective research collaboration between academia and industry in AWA countries and suggests testing of the model in organizations in AWA countries for applicability.

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Wright, Patrick M. „Book Review: Human Resources, Management, and Personnel: Strategy and Human Resource Management“. ILR Review 57, Nr. 1 (Oktober 2003): 145–46. http://dx.doi.org/10.1177/001979390305700111.

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22

Ramapriya, M., und Dr S. Sudhamathi. „Models of Strategic Human Resource Management and Human Resources Policies“. International Journal of Management Research and Social Science 7, Nr. 4 (02.01.2021): 116–21. http://dx.doi.org/10.30726/ijmrss/v7.i4.2020.74022.

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23

A.R., Akhmedjanov. „Competency-based Human Resources Management System at Service Enterprises“. Journal of Advanced Research in Dynamical and Control Systems 12, SP7 (25.07.2020): 144–49. http://dx.doi.org/10.5373/jardcs/v12sp7/20202092.

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24

Bloom, Matt. „Book Review: Human Resources, Management, and Personnel: Human Resource Management and Technical Change“. ILR Review 48, Nr. 1 (Oktober 1994): 181–82. http://dx.doi.org/10.1177/001979399404800122.

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25

Trubicyn, K., Yu Gubarev und O. Kalmykova. „Customs Human Resources Management“. Management of the Personnel and Intellectual Resources in Russia 10, Nr. 4 (17.09.2021): 62–69. http://dx.doi.org/10.12737/2305-7807-2021-10-4-62-69.

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The article discusses the issues of human resource management of customs authorities: the main methods and forms of the process of selection and placement of personnel of customs authorities. The results of the analysis of the organization of the process of selection and placement of officials and employees of customs authorities on the example of the Samara customs are presented. Practical recommendations for improving the organization and increasing the efficiency of the process of selection and placement of personnel in the customs authorities of the Russian Federation, formed on the basis of the DEA analytical method, are proposed.

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Everwijn, Sem, und Ruud Reuland. „Human resources management reanimated!“ International Journal of Hospitality Management 8, Nr. 2 (Januar 1989): 105–10. http://dx.doi.org/10.1016/0278-4319(89)90070-4.

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27

Kossek, Ellen Ernst. „Human Resources Management Innovation“. Human Resource Management 26, Nr. 1 (1987): 71–92. http://dx.doi.org/10.1002/hrm.3930260105.

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Krawczyk, Aleksandra Ewa. „Multigenerational human resources’ management“. Journal of Modern Science 55, Nr. 1 (28.03.2024): 515–33. http://dx.doi.org/10.13166/jms/185766.

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W artykule wskazano na znaczenie zarządzania różnorodnością pokoleniową we współczesnych przedsiębiorstwach. Każda generacja posiada swoją specyfikę, różne umiejętności, preferencje, oczekiwania, postawy czy sposoby komunikowania, ponieważ każda z nich została ukształtowana przez inne wydarzenia społeczne i kulturowe, gospodarcze czy polityczne. Łączy ich jednak poszukiwanie pracodawcy, który zrozumie ich indywidualne potrzeby, doceni wkład pracy i zagwarantuje adekwatne warunki pracy, rozwój oraz wynagrodzenie. Celem artykułu jest zaprezentowanie odmienności poszczególnych grup pokoleniowych, gdyż zrozumienie ich stanowi warunek konieczny skutecznego zarządzania wielopokoleniowym kapitałem ludzkim. Ścieranie się w miejscu pracy różnorodnych doświadczeń i poglądów, wynikających z wieku, pozwala przeanalizować wiele scenariuszy, zyskać szerszą perspektywę i wybrać najbardziej korzystne i innowacyjne rozwiązanie. Jako metodę badawczą wykorzystano analizę dostępnej literatury, badań i publikacji naukowych.

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Chlivickas, Eugenijus, Palmira Papšienė und Arnas Papšys. „HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS“. Business, Management and Education 8, Nr. 1 (20.12.2010): 51–65. http://dx.doi.org/10.3846/bme.2010.04.

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The following processes pose challenges for the organization: self-establishment in the market economy, restructuring, globalization, development of techniques and technology, formation of information society, development of a knowledge economy, change of the society economic situation and democratic processes. In the organization which is constantly changing a new approach to the organization is formed. It is viewed as an operating system where company employees, i.e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organizational goals. In the constantly changing organization a new approach to the organization is formed. It is viewed as an operating system where company employees, i. e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organization objectives. Human resource management process cannot be separated from the strategy. Strategic human resource management is a part of strategic management concept in the organization. Theoretical provisions for the management of human resources, presented in the academic literature, confirm the influence of this functional area of management on the overall organization performance results. For the organization, which is operating in the global market, it is essential to manage existing or potential labor resources effectively. One of the main staff evaluation criteria is the effectiveness of personnel management. New tendencies encourage closer association of human resource management with organization strategy. “Four-C” model competence, commitment, compliance and cost efficiency is helpful in assessing the effectiveness of organization human resources policies conformity with its strategy.

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Bandara P.M.G.R.I, Kumarasiri R.D.S.R, Silva H.C.M und Herath A.M.T.N. „Human Resource Management System“. International Journal of Engineering and Management Research 12, Nr. 4 (31.08.2022): 125–53. http://dx.doi.org/10.31033/ijemr.12.4.16.

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The main focus of the essay, "Human Resources Management System," is on controlling the administrator of a company's human resources department. The systems and procedures at the intersection of human resources and management are referred to as a human resource management system (HRMS).technology (IT) with human resources management (HRM). It combines HRM as a discipline, especially its fundamental HR actions and procedures related to information technology, as opposed to data processing programming. Systems developed into enterprise resource planning (ERP) software packages and established procedures. This paper's major goal is to make it easier for the administrator to keep track of everyday activities including attendance, projects, work, appointments, etc. This essay discusses the steps involved in identifying the personnel, tracking their hourly attendance, and figuring out their actual payable hours or days. This document should keep track of every employee's time spent working for the firm so that it may be used to evaluate performance. Based on that, transfers, dismissals, and promotions are possible.

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JIEQIAN, ZHANG, und RUDNAK ILDIKO. „HUMAN RESOURCE MANAGEMENT IN CHINA UNDER ECONOMIC GLOBALIZATION“. Journal Plus Education 35, Nr. 1 (26.03.2024): 89–103. http://dx.doi.org/10.24250/jpe/1/2024/zj/ri/.

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Economic globalization is the development characteristic and advantage of modern economy, especially the in-depth development of knowledge economy and people-oriented era, which has become the decisive factor of the world economy in the 21st century. In this context, competition among countries increasingly revolves around the quantity, quality and development level of human resources. This transformation has brought both opportunities and challenges to human resource management (HRM) in China. Economic globalization has prompted China's human resources management concepts to be re-examined and updated, and the field of human resources management has shown a more diversified pattern. The subjects of human resources management are constantly changing, and it is necessary to adjust the human resource’s structure and improve the overall quality of the workforce. While economic globalization has brought opportunities to China, it has also brought tremendous pressure to China's human resources management. Fierce international competition has posed a severe test to human resources and challenged traditional human resource management methods and structures. This article deeply explores the impact of economic globalization on human resource management in China. It analyzes how China's human resources management responds to the emergence of diverse talent market, the growing demand for cross-cultural skills, the fluidity of global talent flows, the need for technology and digital transformation, and the regulation and compliance faced in operations challenge. Globalized environment. By understanding and responding to these changes, China's human resource management can proactively respond to the changing situation and seize the opportunities brought by economic globalization.

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Brauns, Melody. „Aligning Strategic Human Resource Management To Human Resources, Performance And Reward“. International Business & Economics Research Journal (IBER) 12, Nr. 11 (29.10.2013): 1405. http://dx.doi.org/10.19030/iber.v12i11.8179.

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In a rapidly changing business environment, one may recognise the words the only thing constant in life is change by French author Francois de la Rockefoucauld. Yet, with on-going change, it can be difficult to know what to do and how to do it. The world out there is harsh and competition is fierce. Indeed, the world is changing at a rapid pace. Therefore, both public and private sectors have to plan for the future and prepare for any unforeseen circumstance. This paper will discuss the link between Strategic Human Resource Management, Human resources, Performance and Reward, what we know, and the future direction of Strategic Human Resource Management. Strategic Human Resource Management involves making those decisions that define the overall vision, mission, core values and objectives of the organisation, thus determining the most effective utilisation of its resources. Walker (1992: 16) states that Strategic Management enables managers to respond to environmental changes based on a defined business mission, vision and values. Strategies are directional plans that guide management actions in the pursuit of opportunities. In essence, strategies point the way for the most promising changes. They are plans that give direction and address people related business issues. Human Resource strategies are important because they help determine how to manage people in relation to business strategies. Strategic Human Resource Management aligns Human Resources, which is necessary for the success of the organisation.

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Rowland, Kendrith M. „Book Review: Human Resources: Human Resource Management: Contemporary Perspectives in Canada“. ILR Review 39, Nr. 4 (Juli 1986): 617. http://dx.doi.org/10.1177/001979398603900436.

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Волков, А. В. „Human resource management mechanism in the ecosystem of human resources partnership“. Экономика и предпринимательство, Nr. 10(147) (21.02.2023): 1210–14. http://dx.doi.org/10.34925/eip.2022.147.10.240.

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В статье представлен механизм управления человеческими ресурсами в экосистеме кадрового партнерства. Основное внимание уделено базовым и специальным профессиональным компетенциям HR-сообщества для повышения эффективности деятельности экосистемы кадрового партнерства. The article presents the mechanism of human resource management in the ecosystem of personnel partnership. The main attention is paid to the basic and special professional competencies of the HR community to improve the efficiency of the ecosystem of personnel partnership.

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Llorens, Jared J., und R. Paul Battaglio. „Human Resources Management in a Changing World: Reassessing Public Human Resources Management Education“. Review of Public Personnel Administration 30, Nr. 1 (05.11.2009): 112–32. http://dx.doi.org/10.1177/0734371x09351828.

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Anbu, Deepa. „A review on human resources management (HRM) theories and effective human resource management models“. Asian Journal of Multidimensional Research (AJMR) 8, Nr. 5 (2019): 81. http://dx.doi.org/10.5958/2278-4853.2019.00182.4.

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Arzamasova, G. S., und I. A. Esaulova. „Green Human Resource Management a Concept of Human Resources Management of Environmentally Responsible Business“. Vestnik NSUEM, Nr. 2 (06.07.2020): 42–53. http://dx.doi.org/10.34020/2073-6495-2020-2-042-053.

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The article presents an analysis of scientific approaches to human resource management in the context of the environmental sustainability of an organization within the framework of the Green Human Resource Management (GHRM) concept. Two directions of GHRM were identified: an environmentally-oriented approach based on the application of traditional personnel management practices in the environmental management system (recruitment, introduction to work, assessment, training and incentives fo employees), and environmentally-integrated – including a wide range of management policies and practices that promote corporate environmental strategy through the integration of environmental values and company goals into activities at every workplace. The directions and tasks of forming the GHRM concept that are relevant for Russian researcher and HR-managers are identified.

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CHIȘ-MANOLACHE, Diana, und Ciprian CHIȘ. „THE HUMAN RESOURCES MANAGEMENT ROLE IN ENSURING THE NATIONAL DEFENCE“. Review of the Air Force Academy 14, Nr. 2 (08.12.2016): 161–66. http://dx.doi.org/10.19062/1842-9238.2016.14.2.21.

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Bąk-Grabowska, Dominika. „SELF-EMPLOYMENT IN POLAND – THE PERSPECTIVE OF HUMAN RESOURCES MANAGEMENT“. Economics & Sociology 7, Nr. 1 (20.05.2014): 106–15. http://dx.doi.org/10.14254/2071-789x.2014/7-1/10.

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Dr. D. RAJASEKAR, Dr D. RAJASEKAR, und C. Devi C.Devi. „Impact of Strategic Management of Human Resources for Modern Corporates“. Paripex - Indian Journal Of Research 3, Nr. 7 (01.01.2012): 1–3. http://dx.doi.org/10.15373/22501991/july2014/52.

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Nguyen, Duc Dung, und Huu Huynh Nguyen. „Green Human Resources Management: Review from Theory to Empirical Research“. Journal of Economic and Banking Studies 4, Nr. 1 (Juni 2024): 49–63. http://dx.doi.org/10.59276/jebs.2024.06.2615.

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This study aims to provide a comprehensive understanding of green human resource management by examining, analyzing, and synthesizing findings from 109 empirical studies conducted worldwide. These studies were pub lished between 2017 and July 2023. The findings of this study revealed that the examination of green human resource management predominantly revolves around two perspectives: business assessment and employee assessment. When viewed from a business perspective, research in green human resource management encompasses the following categories of factors: (i) Environmental impact; (ii) Business operations impact; and (iii) Corporate efficiency impact. On the other hand, when approached from the employee perspective, it focuses on factors such as: (i) Employee environmental behavior; (ii) Employee performance; (iii) Miscellaneous factors. Quantitative research methods were commonly employed in these studies, with a primary focus on surveying employees. The findings from this research play acrucial role in providing future researchers with a comprehensive overviewof the green human resource management field. Furthermore, we suggest potential avenues for future research in this area.

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S Kamara, Amara. „Role of Human Resources Management in Construction Company in Africa“. International Journal of Science and Research (IJSR) 13, Nr. 6 (05.06.2024): 244–46. http://dx.doi.org/10.21275/mr24602225151.

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Tanjung, Bahdin Nur. „Human Resources (HR) In Education Management“. Budapest International Research and Critics in Linguistics and Education (BirLE) Journal 3, Nr. 2 (10.05.2020): 1240–49. http://dx.doi.org/10.33258/birle.v3i2.1056.

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Human resources (HR) has a significant role in every activity in an institution including educational institutions. Human resources (HR) must be able to be managed or managed properly in accordance with their functions so that these human resources (HR) can play a role in accordance with their duties and functions in the institution they are in. Human resource management is a very important aspect in the education process in general. Therefore functions in the management of human resources must be carried out optimally so that the needs relating to the goals of individuals, organizations / institutions, organizations or institutions can be achieved. Besides that, with good human resource management procedures, it is expected that the shortcomings and problems faced by the Indonesian nation, which are related to competitiveness, can be overcome.

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Jackson, Leonard A. „Enterprise resource planning systems: revolutionizing lodging human resources management“. Worldwide Hospitality and Tourism Themes 2, Nr. 1 (02.02.2010): 20–29. http://dx.doi.org/10.1108/17554211011012577.

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Lin, Zheng. „Human resources management: Research on the trends of human resources management in the "Internet +" era“. BCP Business & Management 50 (22.09.2023): 357–63. http://dx.doi.org/10.54691/bcpbm.v50i.5625.

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With the advent of the era of Internet, human resources development as China's long-term considerations, this article will be to "Internet +" the tendency of human resource management under the age of the study found that in view of the management development and changes of the corresponding response to the decision, hope that through the corresponding human resource development to find out the corresponding response to the decision. Based on the development of human resource management in China to provide some guiding suggestions.

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Wang, Meimei. „Management and communication contribute to the innovative development of human resource management —— engages employees through management communication“. Journal of Education, Humanities and Social Sciences 2 (13.07.2022): 359–64. http://dx.doi.org/10.54097/ehss.v2i.833.

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In modern enterprise management, the role of human resources can not be ignored, and the good job of human resource management has a positive role in improving the enthusiasm of employees.This paper first expounds the development situation of enterprise human resources management, then analyzes the problems existing in enterprise human resources management, and finally proposes to improve the level of enterprise through effective management communication, fully mobilize the enthusiasm of employees to participate in work.Combined with the actual situation of enterprise development, this paper puts forward an effective strategy to optimize enterprise human resource management, aiming to provide constructive suggestions for the innovation and development of human resource management of enterprises, help enterprises to give full play to the positive role of human resources, and provide a strong guarantee for the long-term development of enterprises.

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Soman, Dilip. „Human Resource Management: For Humans“. NHRD Network Journal 14, Nr. 2 (14.02.2021): 173–85. http://dx.doi.org/10.1177/2631454120982115.

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Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and methods of behavioural sciences. In this article, I provide an overview of the behavioural sciences, discuss how HRM can benefit from an in-depth knowledge of the science and illustrate specific examples from recruitment processes, training and communications, incentive design, employee-oriented processes, and diversity and inclusion initiatives that could benefit from evidence from behavioural sciences.

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Akinnusi, David M. „Benchmarking of human resources management“. SA Journal of Human Resource Management 6, Nr. 2 (18.11.2008): 25–31. http://dx.doi.org/10.4102/sajhrm.v6i2.151.

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This paper reviews the role of human resource management (HRM) which, today, plays a strategic partnership role in management. The focus of the paper is on HRM in the public sector, where much hope rests on HRM as a means of transforming the public service and achieving much needed service delivery. However, a critical evaluation of HRM practices in the public sector reveals that these services leave much to be desired. The paper suggests the adoption of benchmarking as a process to revamp HRM in the public sector so that it is able to deliver on its promises. It describes the nature and process of benchmarking and highlights the inherent difficulties in applying benchmarking in HRM. It concludes with some suggestions for a plan of action. The process of identifying “best” practices in HRM requires the best collaborative efforts of HRM practitioners and academicians. If used creatively, benchmarking has the potential to bring about radical and positive changes in HRM in the public sector. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM in the public sector has grown professionally.

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Staribratov, Ivaylo. „HUMAN RESOURCES MANAGEMENT IN SCHOOL“. Education and Technologies Journal 11, Nr. 1 (01.08.2020): 188–93. http://dx.doi.org/10.26883/2010.201.2262.

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The article discusses the main aspects of human resource management in secondary schools. Emphasis is placed on the differences between school management and business. The essential factors influencing the management of human resources in secondary schools are pointed out. The strong connection between the ability of principals to create a positive environment and attitudes for full-fledged work in school was studied. The article promotes the idea that good human resource management is important for the image of a school, not only from the point of view of the principal, but also of each teacher managing his class and communication with parents. Unfortunately, there is a lack of competence in this area, which leads to negatives in the management of schools.

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Fenton-O'Creevy, Mark, und Paul N. Gooderham. „International Management of Human Resources“. Beta 17, Nr. 01 (16.05.2003): 2–5. http://dx.doi.org/10.18261/issn1504-3134-2003-01-01.

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