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Felberbauer, Thomas, Walter J. Gutjahr und Karl F. Doerner. „Stochastic project management: multiple projects with multi-skilled human resources“. Journal of Scheduling 22, Nr. 3 (17.12.2018): 271–88. http://dx.doi.org/10.1007/s10951-018-0592-y.
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Siddiqui, Dilnawaz A. „Human Resources Development“. American Journal of Islam and Society 4, Nr. 2 (01.12.1987): 277–94. http://dx.doi.org/10.35632/ajis.v4i2.2863.
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IntroductionThis paper seeks to define human resources development (HRD) as anecessary, if not a sufficient, tool for bringing about societal change in lessdeveloped countries (LDC‘s), and reflects upon different concepts of ”development,” including the Islamic view of it. Then, it reviews the status of educationin the Muslim World and moves on to describe the TALIM model ofHRD. In the end, a few salient features of the mechanism of this model aresuggested. Also, an HRD policy plan that needs to be implemented by theMuslim Ummah is included as an appendix.Human Resources Development (HRD)It can be easily argued that HRD has been an established tradition sincetime immemorial, as it is difficult to determine when individual apprenticeshipstarted. The well-developed ancient civilizations of China, India, Mesopotamiaand Egypt would have been impossible without an established tradition ofapprenticeship. In the West, however, HRD as an organized activity does nothave a long history. Here they have only recently begun to realize itssignificance. The West has now started to move from the stage of treatinglabor as a disposable element of production to a position where “human factor”is considered significant as both the planner and the beneficiary of thefruits of production.According to Knowles (1960) and Nadler (1970), HRD is a strategy ofdeveloping skilled manpower. Nadler (1mO) defines HRD as a series of organizedactivities, conducted within a specified time, and designed to producebehavioral change. According to him, it has four components: (1) employeetraining, (2) employee education, (3) employee development, and (4) nonemployeedevelopment ...
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KALAISELVI, M., und S. KARUPPAIYAN. „A Study On Determining The Various Human Resources Involved In The Process And Procedures Of Organ Transplantation – Literature Review“. Think India 22, Nr. 2 (31.10.2019): 1045–51. http://dx.doi.org/10.26643/think-india.v22i2.8935.
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Human Resource Management include right from lower, middle and top level management and all unskilled, skilled, clerical, technical, managerial and professional employees of an organisation. A successful health care management is achieved by a proper human resources planning. The study will reveals the various human resources involved in the process of organ transplantation. The process involved in organ procurement and transplantation is very complex that requires multidisciplinary coordination and teamwork.
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Altahat, Shadi, und Mohammad Alnadi. „The impact of entrepreneurial behavior on entrepreneurial human resources management: The mediating role of entrepreneurial orientation“. Problems and Perspectives in Management 22, Nr. 1 (10.01.2024): 147–55. http://dx.doi.org/10.21511/ppm.22(1).2024.13.
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Entrepreneurial human resources management can establish competitive advantages by consistently fostering superior human resources contributions within companies. This is achieved through the development of skilled employees who are passionate about delivering quality products and services. This study sets out to explore the role of entrepreneurial orientation for small and medium-sized enterprises (SMEs), particularly the relationship between entrepreneurial behavior and entrepreneurial human resource management. An online questionnaire technique was used to meet the research objectives. The study sample consisted of 356 participants from human resource management departments from 30 SMEs in the Al-Hassan Industrial Estate (HIE) in northern Jordan. The structural equation modeling (SEM) was used to examine the data. The results displayed that entrepreneurial behavior positively and significantly impacts both entrepreneurial human resources management and entrepreneurial orientation. Additionally, entrepreneurial orientation positively impacts entrepreneurial human resources management. Entrepreneurial orientation partially mediates the relationship between entrepreneurial behavior and entrepreneurial human resources management. According to these findings, human resources management policies and practices influence the level of entrepreneurship within an organization.
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Lina, Manna Akter. „Impact of Globalization on Human Resource Management“. Global Disclosure of Economics and Business 7, Nr. 2 (31.12.2018): 51–62. http://dx.doi.org/10.18034/gdeb.v7i2.109.
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Globalization has a most important implication for human resource management practice in general. For some, globalization creates pressures for taking best, a transferable set of HRM practices that can spread around the world. It is a force that touches the lives of people living in all countries of the world. In the age of globalization, there is an opportunity to enter new markets, to improved job opportunities and higher remuneration for skilled employees. The challenges are equally numerous. Organizations need to deal with a mature workforce; and they must attract, integrate and maintain multicultural employment pools; human rights and business practices to be successful. The shortage between the demand and supply of talent is likely to increase, notably for high skilled employees and for the next generation of business executives. Global staffing and management of the workforce effectively in diverse culture are the key goals of global human resources. Organizations that manage these challenges effectively will find success and improve the lives of human resources throughout the world.
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Alamsyah, Kamal, Irwandi, Mas Adi Komar, Nesan Sujana, Putri Ramadhani und Ajam Mustajam. „The Urgency of Developing Quality Human Resources in Realizing Good Governance: A Literature Review“. INFLUENCE: INTERNATIONAL JOURNAL OF SCIENCE REVIEW 5, Nr. 2 (20.07.2023): 363–75. http://dx.doi.org/10.54783/influencejournal.v5i2.164.
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This article discusses the urgency of developing quality human resources in realizing good governance based on a literature review. Good governance is an important goal in effective and just governance. The development of quality human resources has a central role in achieving good governance. Literature review is carried out by reviewing various studies, scientific journals, and literature related to human resource development and good governance. The results of the review show that the development of quality human resources has a significant role in realizing good governance. Effective human resource development practices contribute to transparency, accountability, participation, quality of public services, and integrity in decision making. Skilled, well-trained and competent human resources can improve organizational performance and make a positive contribution to achieving good governance goals.
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Hardyanti, Hikmah Ridho, und Djazuly Chalidyanto. „Hubungan Status Kegawatdaruratan dengan Penilaian terhadap Pelayanan IGD di Rsud Ibnu Sina Kabupaten Gresik“. Jurnal Administrasi Kesehatan Indonesia 3, Nr. 1 (01.01.2015): 80. http://dx.doi.org/10.20473/jaki.v3i1.2015.80-88.
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ABSTRACT The number of non-emergency patients is high from normative visit an indication of problems in the Emergency Room. The purpose of this study to analyze the relationship between the patient's assessment of the provider or hospital with emergency status. This study examines the factors that exist in hospitals, among others, policy about patients who come, the physical condition of buildings, facilities, skilled human resources. The study involved 172 patients who ever went to the Emergency Room RSUD Ibnu Sina Kabupaten Gresik in June 2014, data were taken with visit their homes to conduct interviews based on a questionnaire. The independent variable in this study is the emergency of the patient's status while the dependent variable is the policy of the patients who come, the physical condition of buildings, facilities, skilled human resources. Data were analyzed using the relationship test Chi-square (α = 0.05). The study states that the factors comprising hospital policy on patients who come, the physical condition of buildings, facilities and skilled human resources and discipline to have a relationship with the emergency of the patient's status. Variable physical condition of buildings, facilities and skilled human resources need to be considered and improved the quality of emergency services. Keywords: facilities, hospital, status of emergency, the physical condition of buildings
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Fekri, Masoud, Mehdi Heydari und Mohammad Mahdavi Mazdeh. „Two-objective optimization of preventive maintenance orders scheduling as a multi-skilled resource-constrained flow shop problem“. Decision Science Letters 12, Nr. 1 (2023): 41–54. http://dx.doi.org/10.5267/j.dsl.2022.10.007.
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In this article, the application of the Multi-Skilled Resource-Constrained Flow Shop Scheduling Problem (MSRC-FSSP) in preventive maintenance as a case study has been investigated. In other words, to complete each maintenance order at each stage, in addition to the machine, a set of required human resources with different skills must be available. According to human resources skills, each of them can perform at least one order or at most N orders, and each maintenance order must be done by a set of human resources with different skills. To carry out a maintenance order, different human resources must be in communication and cooperation so that a preventive maintenance order can be completed. In this article, these resources are considered as technical supervisors, repairmen and maintenance managers who complete all maintenance orders in a flow shop environment as a job. For this problem, a new Mixed Integer Linear Programming (MILP) model has been formulated with the two-objective functions, minimizing total orders completion time and the human resources idle time. To solve the model on a small scale, CPLEX is used, and to solve it on a large scale, due to the fact that this problem is NP-Hard, a meta-heuristic algorithm named Genetic Algorithm (GA) is presented. Finally, the computational results have been done to validate the model, along with the analysis of the human resources idle time.
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Aladwan, Khaled, Ramudu Bhanugopan und Alan Fish. „Managing human resources in Jordanian organizations: challenges and prospects“. International Journal of Islamic and Middle Eastern Finance and Management 7, Nr. 1 (14.04.2014): 126–38. http://dx.doi.org/10.1108/imefm-09-2013-0104.
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Purpose – The aim of this paper is to highlight and provide a stronger focus on the nature of human resource management (HRM) in Jordan. Design/methodology/approach – This paper discusses four practices of HRM: recruitment and selection, training and development, performance appraisal and rewards and benefit; and links these practices with social factors: political environment, economical issues and cultural values. Findings – The findings suggest that HRM in Jordan has not yet received due attention. The employee recruitment and selection process is largely inadequate and needs effective attention. In many Arab and more specifically Jordanian organizations, expenditure and time spent on training and development are considered unuseful and unnecessary functions. Practical implications – The effectiveness of even skilled and qualified employees will be limited if they are not encouraged and motivated to work, but through HRM practices, they can be encouraged to work harder and smarter. Increasingly, employees' performance and skills can also be influenced by HRM practices, which control the acquisition and development of the organization's human capital. Originality/value – Jordanian organizations are facing major problems surrounding the development of human capital, including high turnover rates and a lack of skilled employees. Low spending on research, training and development has fuelled these problems. HRM literature shows that many Arab organizations, including public and private Jordanian organizations, need to devote more attention to their HRM practices.
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Maliha Zeba Khan. „Strategic Human Resource Development: Investing in Balochistan’s Blue Economy“. Strategic Studies 40, Nr. 1 (30.04.2020): 87–102. http://dx.doi.org/10.53532/ss.040.01.0088.
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Human resource development falls under a state’s primary responsibilities. Educated and skilled human resources are not only an asset but also a prerequisite to the progress of the state. Pakistan, with a vast coastline, has immense potential to boost its economy through exploring its maritime resources as base of the Blue Economy. Balochistan, the largest province of Pakistan while being rich in natural and maritime resources, makes a strong candidate for investing in the Blue Economy. Unfortunately, the province, despite its natural riches, has not flourished because of insufficient and inefficient faulty policies at all levels. The purpose of this paper is to analyse the maritime potential of Pakistan in general, and Balochistan in particular, while linking it with viable policies in relation to Strategic Human Resource Development (SHRD). By adopting the SHRD and formulating effective policies, Pakistan can bring its largest yet most backward province into the national mainstream by investing in the Blue Economy.
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Maliha Zeba Khan. „Strategic Human Resource Development: Investing in Balochistan’s Blue Economy“. Strategic Studies 40, Nr. 1 (30.04.2020): 87–102. http://dx.doi.org/10.53532/ss.040.01.0088.
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Human resource development falls under a state’s primary responsibilities. Educated and skilled human resources are not only an asset but also a prerequisite to the progress of the state. Pakistan, with a vast coastline, has immense potential to boost its economy through exploring its maritime resources as base of the Blue Economy. Balochistan, the largest province of Pakistan while being rich in natural and maritime resources, makes a strong candidate for investing in the Blue Economy. Unfortunately, the province, despite its natural riches, has not flourished because of insufficient and inefficient faulty policies at all levels. The purpose of this paper is to analyse the maritime potential of Pakistan in general, and Balochistan in particular, while linking it with viable policies in relation to Strategic Human Resource Development (SHRD). By adopting the SHRD and formulating effective policies, Pakistan can bring its largest yet most backward province into the national mainstream by investing in the Blue Economy.
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Garcia-Carbonell, Natalia, Fernando Martin-Alcazar und Gonzalo Sanchez-Gardey. „Human capital in top management teams seen through the lens of senior human resources managers“. European Business Review 30, Nr. 5 (13.08.2018): 571–90. http://dx.doi.org/10.1108/ebr-03-2017-0064.
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Purpose Despite the strong influence of Hambrick and Mason’s (1984) seminal work, the effects of top management team (TMT) characteristics on strategic processes remain unclear. This study aims to go beyond the traditional upper echelon theory and to propose a human capital taxonomy of TMTs from the perspective of top human resources managers. Design/methodology/approach The research integrates arguments from the strategic human capital and strategic issue diagnosis literatures. An exploratory cluster analysis was conducted in an attempt to describe different human capital typologies in TMTs in a sample of 120 Spanish companies. Findings The exploratory analysis showed three distinct human capital profiles: “technocratic teams”, “highly skilled teams” and “operational teams”. In addition, this paper provides preliminary results about the effects of each profile in the above taxonomy on strategic issue diagnostic processes, suggesting that “highly skilled teams” present the most appropriate combination of human capital attributes. Practical/implications This analysis provides a guide for top managers regarding the human capital needs they may face when interpreting strategic issues in strategy formation processes. Originality/value This paper makes a twofold contribution to the extant literature: proposing an analysis of TMTs’ human capital from a synergistic perspective (“human capital profiles”) instead of using the traditional “more is better” approach and providing preliminary explanations about how those human capital combinations contribute to success in the strategic issue diagnosis process.
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Zeidenstein, Laura, und Mary W. Byrne. „A Parallel Strategy: Deliberate Inclusion of Trained Traditional Birth Attendants in Maternal and Child Health Workforce of Low-Income Countries“. Clinical Scholars Review 7, Nr. 2 (2014): 184–89. http://dx.doi.org/10.1891/1939-2095.7.2.184.
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The authors propose an interim parallel strategy for the thoughtful inclusion of trained traditional birth attendants (TTBAs) in the maternal and child health (MCH) human resources of low-resource nations to improve safe childbirth. This is in contrast with international policy recommendations that traditional birth attendants (TBAs) be eliminated and replaced by skilled birth attendants (SBAs). Dimensions for critical awareness that should inform global MCH enterprises are identified and elaborated in support of this proposal: omnipresent women’s status, international nursing and midwifery standards, ethnographic values and strategies, local government roles, culturally specific birthing expectations, and the realities of current MCH human resources infrastructures.
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Pietrowski, Wojciech, und Karol Krzyszkowski Krzyszkowski. „PAYMENT AS ELEMENT OF HUMAN RESOURCE MANAGEMENT IN COMPANY“. sj-economics scientific journal 5 (30.06.2008): 35–40. http://dx.doi.org/10.58246/sjeconomics.v5i.498.
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Skilled and motivated workers are necessary resources for companies to function properly. Instrument, which has the big influence on workers behavior is payment. Payment is a complex category, because economical aspects coexists and combines with lots of another subjects. One of the payment functions is motivating function. Comparing two main HRM models, we can see that motivating has wider value in Harward Multiple Stakeholders Model, which based on idea of human relations, than in Michigan Matching Model. To reach profitable motivating effect of payment, the company should provide: proper system of evaluating workers, suitable, in the name of abilities and expectations, awards for effective job and feedback information for workers. Payments make up important element of human resource management, the company cannot ignore them, if it want to make effective use of it’s resources.
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Nugroho, Dhanang Ghofur, Firman Johan und Mufidin Mufidin. „Pemanfaatan Data Science dalam Meningkatkan Kualitas Pembinaan SDM Militer“. EDUKASIA: Jurnal Pendidikan dan Pembelajaran 4, Nr. 1 (29.03.2023): 339–48. http://dx.doi.org/10.62775/edukasia.v4i1.264.
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In today's digital era, data has become a very valuable asset in decision making in the military field. Where, data science can be used for various purposes, such as risk prediction and analysis, policy development, human resource development, operational efficiency improvement, and predicting someone's length of service in the military. However, effective implementation of data science also requires adequate data infrastructure, strict data security, and skilled and trained human resources in data science. The purpose of this study is to discuss the effect of using data science in developing the quality of human resources, where from this point of view data science is considered to be able to make a significant contribution in increasing the effectiveness and efficiency of military human resources development in Indonesia. This research method is a survey method with the aim of obtaining data on the use and benefits of data science in developing military human resources with a sample of 50 people. As for data processing using SPSS software analysis tools. Utilization of data science is the independent variable in this study, while the quality of military human resource development in Indonesia is the dependent variable, with the control variable being the level of education and experience of military human resources. The results of multiple linear regression tests show that the utilization of data science, education level, and experience of military human resources simultaneously has a significant effect on the quality of military human resource development in Indonesia.
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OSAZEVBARU, Henry, OKWUISE U. Young und AKPOMIEMIE, Peter. „HUMAN RESOURCES PLANNING AND ORGANIZATIONAL PERFORMANCE: TELECOMS IN FOCUS“. International Journal of Management & Entrepreneurship Research 5, Nr. 8 (01.08.2023): 554–75. http://dx.doi.org/10.51594/ijmer.v5i8.519.
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The study examined the relationship between human resource planning and the organizational performance of telecom companies in Delta State. The objectives of the study were to; ascertain the relationship between workforce forecasting and organizational performance; determine the relationship between recruitment and selection and organizational performance; examine the relationship between employee training and development and organizational performance and determine the relationship between employee retention and organizational performance. The study employed a cross-sectional research design. A sample size of 169 was selected from the Human Resources executives of Telecom companies. Data collected through questionnaires were analyzed using descriptive statistics, correlation and multiple regressions. Results from the study revealed that there is a significant relationship between human resources planning (workforce forecasting, recruitment and selection, training and development and employee retention) and organizational performance. In line with the study, it was recommended that HR managers of telecom companies should align their HR planning with organizational goals and this planning should be evaluated from time to time. It also recommended that HR managers should put up measures to retain their skilled employees as this would enhance organizational performance
Keywords: Human Resources Planning, Forecasting, Relationship, and Organizational Performance.
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Radant, Olaf, Ricardo Colomo-Palacios und Vladimir Stantchev. „Factors for the Management of Scarce Human Resources and Highly Skilled Employees in IT-Departments“. Journal of Information Technology Research 9, Nr. 1 (Januar 2016): 65–82. http://dx.doi.org/10.4018/jitr.2016010105.
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Due to an unsatisfying demographic development in most European states, companies have to solve a trade-off between a needed increasement of productivity on the other hand and fewer highly skilled employees on the other hand. In this paper, authors propose factors for different layers of a framework to manage scarce resources in IT-departments. These layers aim for different relevant dimensions of employee satisfaction like wages, psychological development of employees and work life balance. Authors present a structured literature review to screen relevant publications on the topic. This paper offers white range of different factors regarding the management of labour shortage and highly skilled employees in companies which can be used to build a holistic model or framework to solve the challenges of the upcoming demographic change in Europe. Although the topic is quite popular in scientific literature, there is not a study devoted to identify these factors in organizational contexts. This paper is aimed to bridge this gap.
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Elçin qızı Muradzadə-Abdullayeva, Gülanə. „Importance of Strategic Human Resource Management“. SCIENTIFIC RESEARCH 09, Nr. 5 (22.05.2022): 62–67. http://dx.doi.org/10.36719/2789-6919/09/62-67.
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İnsan resursunun strateji idarə edilməsi termini 1990-cı illərdən geniş istifadə edilməyə başlayıb. İnsan resursunun strateji idarə edilməsi insan resursunun idarə edilməsi ilə strateji idarəetmə arasında interfeysdir. Başqa sözlə, o, təşkilatın gələcək inkişafının və məqsədlərinə nail olunmasının onun insan resursları siyasətləri və təcrübələri ilə necə dəstəklənəcəyini təsvir edir. Bacarıqlı, qabiliyyətli və motivasiyalı işçi qüvvəsinin olması rəqabət üstünlüyü üçün əsas kimi qəbul edilir və insan resurslarının strateji idarə edilməsi yüksək keyfiyyətli işçilərin işə götürülməsinə, dəstəklənməsinə və inkişaf etdirilməsinə yönəldilmişdir. Bu məqalədə strateji insan resurslarının idarə edilməsinin mahiyyəti, əsas xüsusiyyətləri, modelləri, alətləri araşdırılır və bu anlayışın əhəmiyyətindən bəhs edilir. Açar sözlər: insan resursları, insan resursunun idarəedilməsi, insan resurslarının strateji idarəedilməsi, strategiya, təşkilat, idarəetmə Gulana Elchin Muradzade-Abdullayeva Importance of Strategic Human Resource Management Abstract The term strategic human resource management have widely been used since the 1990s. Strategic human resource management is the interface between human resource management and strategic management. In other words, it describes how the future development of the organisation and the achievement of its objectives can be supported by its human resources policies and practices. Having a skilled, capable and motivated workforce is perceived as fundamental to competitive advantage and strategic human resource management is oriented towards recruiting, supporting and developing high-quality employees. This article researches the essence, main characteristics, models, tools of strategic human resource management and importance of this notion is discussed. Key words: human resources, human resource management, strategic human resource management, strategy, organization, management
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Motkuri, Venkatanarayana, und Udaya S. Mishra. „Human Resources in Healthcare and Health Outcomes in India“. Millennial Asia 11, Nr. 2 (August 2020): 133–59. http://dx.doi.org/10.1177/0976399620926141.
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Human resources for health including health professionals and skilled health workers are crucial in shaping health outcomes. But the shortage of human resources in healthcare services is a reality and hence it has been a cause of concern in lower-middle income countries like India. The present exercise based on census data is a situation analysis of size, composition and distribution of human resources available in the Indian healthcare services. It also explores the relationship between educational development and health workers availability alongside the association between density of health workers and health outcomes across states of India. It is observed that despite the remarkable improvement in health workers density particularly during 2001–2011, the country is falling short of the World Health Organization’s (WHO) need-based minimum requirement (4.45 health workers per 1,000 population) of health workers. The exploratory verification asserts that there is a significant and strong positive relationship/association between the density of health workers and health outcomes.
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Dhani Nur Hidayat. „Pengaruh Kompetensi Sumber Daya Manusia Dalam Peningkatan Kinerja Pegawai Studi Kasus Pada Pemerintah Desa Popongan“. Transformasi: Journal of Economics and Business Management 2, Nr. 1 (26.03.2023): 244–56. http://dx.doi.org/10.56444/transformasi.v2i1.524.
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Superior human resources are needed by the village government in village development. The role of human resources is very strategic and important in achieving organizational goals. Therefore, improving the quality of human resources needs to be carried out by the village government. Skilled and expert human resources certainly have good performance and can help realize village development. The purpose of this research is to find out and analyze how the influence of human resource competence in improving employee performance is a case study in the Popongan Village Government. In this study using qualitative research with a qualitative descriptive approach. The analysis used in this study is to use SWOT analysis, which analyzes Strengths, Weaknesses, Opportunities and Threaths. This study found that the Popongan Village Government has strengths and opportunities that can improve employee performance. However, on the other hand it also has weaknesses and threats that can reduce employee performance. Then it is necessary to apply the right strategy to increase strengths and opportunities and reduce weaknesses and threats
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Fekri, Masoud, Mehdi Heydari und Mohammad Mahdavi Mazdeh. „Bi-objective optimization of flexible flow shop scheduling problem with multi-skilled human resources“. Engineering Applications of Artificial Intelligence 133 (Juli 2024): 108094. http://dx.doi.org/10.1016/j.engappai.2024.108094.
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Setyowati, Erna, Anik Maghfiroh und Muh Fakhrihun Naam. „Strategy for Increasing The Skilled Human Resources Through Training in Creating The Bridal Delivery“. Jurnal Abdimas 27, Nr. 2 (06.12.2023): 128–31. http://dx.doi.org/10.15294/abdimas.v27i2.47173.
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The objective of implementing this community service is to increase the knowledge and skills of the PKK women in the community sub-district of Karanganyar Gunung , Semarang in making the bridal delivery. The methods chosen to carry out this community service are as follows: 1) lectures and questions-answers are used when giving material about the bridal delivery . The practice method is used when the trainer or the presenter practices the steps for making the bridal delivery, then the training participants are asked to practice making the bridal delivery which has already been practiced, with the guidance of the trainer and the community service team. 3) monitoring and evaluation. The community service activities that have been carried out run smoothly and successfully without any obstacles. This can be seen from the enthusiasm of the participants who feel that they have increased their knowledge and skills in making the bridal deliveries. Besides that, the bridal delivery training also received a positive response from all the training participants. This can be seen from the seriousness, earnestness and activeness of the participants when participating in the bridal delivery training.
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Truong, Doan Van. „Role of Enterprise in Training and Developing Human Resources in Vietnam“. Revista Gestão Inovação e Tecnologias 11, Nr. 4 (13.08.2021): 4284–91. http://dx.doi.org/10.47059/revistageintec.v11i4.2459.
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After 35 years of national renovation and the implementation of the industrialization and modernization policy, our country has initially gained very important achievements in social-economic development. Striving target by 2030 Vietnam fulfills the goal of industrialization and modernization. However, to achieve this, we need to have skilled labor professionally trained to be able to compete in international markets. The role of vocational training is to train people for the labor market and meet the needs of the enterprise which plays an important part in promoting economic growth and job creation. Therefore, the cooperation of the business in vocational training and human resource development is extremely important and becoming more and more urgent.
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Osoro, Alfred A., Edwine B. Atitwa und John K. Moturi. „Universal Health Coverage“. World Journal of Social Science Research 7, Nr. 4 (18.09.2020): p14. http://dx.doi.org/10.22158/wjssr.v7n4p14.
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Universal Health Coverage has attracted global attention as an ideal vehicle that will drive health care services to the individuals, families, and communities globally. Good health systems are capable of serving the needs of entire populations, including the availability of infrastructure, human resources, health technologies, and medicines. This study seeks to identify the barriers and challenges which have hindered the provision of basic health care to communities and suggest ways of addressing some of them. Literature search reviewed 40 materials which were more relevant. Results revealed that there have been disparities in the provision of healthcare. Challenges in service provision include; lack of political commitment, weak health system resulting from limited financial allocation and poor leadership, lack of adequate number of skilled human resources, equipment and supplies and poor infrastructures. For UHC to be successful, an effective and well-functioning Primary Health Care (PHC) system is essential. Thus health systems can be strengthened through financial allocation; training of skilled and well-motivated healthcare workers. Also provision of right equipment and supplies, equity in resource distribution, improvement of infrastructures to meet the needs of the people is fundamental.
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Mehran, Mokhtari. „Determinants of Human Resource Productivity in Iran“. Journal of Education and Vocational Research 2, Nr. 4 (15.10.2011): 132–37. http://dx.doi.org/10.22610/jevr.v2i4.33.
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According to the modern growth theory, the accumulation of human capital is an important contributor to economic growth. Investment in human resources and educating and training human force to learn different skills to advance the production process can improve the production quality and leads to efficient use of material capital and optimum utilization of them through improving the skill and proficiency of the workforce, making them efficient and increasing capabilities. The results of the studies on the role of Human resources in economic growth from 1966 up to now show that the better utilization of workforce, effective utilization of capitals and physical equipments, using the best skilled expert workforce, utilization of advanced equipments and machinery with advanced technologies and the proficiency of more efficient and desired resources of production factors improves the economic growth of Iran. This research show that Iran’s economy, with 6% growth potential, hopes for improving the skill of human resources, labors and experts to change the current economic growth rate of 4.5% to over 8%.
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Nguyen, Quynh Huong. „Human Resources Development of Vietnam Manufacturing Industry Support from Japanese Organizations and Firms“. International Journal of Sustainable Future for Human Security 7, Nr. 2 (Februar 2021): 15–22. http://dx.doi.org/10.24910/jsustain/7.2/1522.
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Human resources development is an important goal for national sustainable development. Vietnam has a huge potential labor force and attracts significant foreign direct investment due to the comparative labor cost for manufacturing industry. However, Vietnam`s workforce lacks skilled labor which can contribute to the human resource development of the country. This research presents the current situation of the vocational and training education of Vietnam and discusses how to upgrade the technical know-how for Vietnamese engineers through technical assistance from Japanese organizations and firms. This paper argues that the human resource development of Vietnam cannot boost the workforce’s skills without considering cooperation with foreign organisations and firms (Japanese in this case). The paper also raises the issue of universityindustry linkages which require comprehensive strategic cooperation between theory-based education and technical training, all of which contributes to the quality and adaptability of the labour force. This is a qualitative study based on interviews with Japanese organizations, Japanese firms, Vietnamese vocational schools and academics in Thailand in terms of enhancing technical skills for human resources in themanufacturing industry. Keywords: human resources development; technical transfer; manufacturing industry; Japanese firms
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May, Jennifer, Jason Wheeler, Ames Simmons, Mark Hensley, Jerry O’Donnell, Joseph Wheeler und Kirby Ellis. „HUMAN CENTERED DESIGN TO DEVELOP A LGBTQ+ COMMUNITY ADVISORY BOARD FOR SKILLED NURSING FACILITIES“. Innovation in Aging 6, Supplement_1 (01.11.2022): 847–48. http://dx.doi.org/10.1093/geroni/igac059.3038.
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Abstract Lesbian, gay, bisexual, transgender, queer (LGBTQ+) adults will require inclusive skilled nursing care as they age, but there is a paucity in LGBTQ+ specific training resources for skilled nursing facility (SNF) healthcare workers. Development of community advisory boards is becoming common in research studies as funders place emphasis on stakeholder engagement, but how advisory boards are created with community member involvement at the onset remains less clear. This presentation describes the creation of a community advisory board of LGBTQ+ community members, community organizations, and SNF administrators that work together to develop LGBTQ+ resources for 25 SNFs. Advisory board members were identified using a design thinking framework and the Field Guide to Human-Centered Design. Potential board members were identified through networking with community-based organizations, existing relationships with SNFs, and by word of mouth. The advisory board consists of 3 LGBTQ+ adults, 4 SNF administrators, 1 AARP community outreach and advocacy associate director, 1 advocacy coordinator for LGBTQ+ older adults, 1 SNF physician liaison, and 1 nurse scientist. To gain buy-in, individual interviews and focus groups with potential advisory board members were conducted. Meetings provided an opportunity to describe project goals and how potential member’s expertise would guide development of resources. LGBTQ+ adult community members received compensation for their participation. The advisory board is meeting monthly and approaching the design phase. Community stakeholder involvement in early stages of development will help ensure that LGBTQ+ resources are relevant and applicable to enhance health and well-being of LGBTQ+ older adults in the future.
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Hrydziushka, Aliaksandr, Andrei Hrybau und Vasili Kulakou. „Patterns of Human Capital Formation“. Olsztyn Economic Journal 16, Nr. 1 (30.11.2021): 5–16. http://dx.doi.org/10.31648/oej.7302.
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The main goal of the article is to identify the basic patterns of the formation of human capital (HC). An especially valuable and scarce resource of the modern economy is becoming a creative skilled worker capable of generating ideas, as well as creating and implementing new technological solutions and products. The development of the economy leads to significant transformations in the generation of resource potential, and changes in the role of individual resources. Human capital begins to play a dominant role in the resource hierarchy. It is the HC that sets in motion the production processes and determines the efficiency of using the entire resource potential. The methods of aspect analysis and of apperception used in this study made it possible to identify modern patterns peculiar to the formation of human capital in the economy, and to emphasize its objective importance and ability to significantly influence the development of society. During the research, the authors proved that human capital acquires the status of the main resource in the economy, the quantitative characteristics of the workforce capacity give way to the role of qualitative characteristics, and the development of STP requires a new employee formation to dominate the intellectual component.
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Bilan, Yuriy, Halyna Mishchuk, Iryna Roshchyk und Olena Joshi. „HIRING AND RETAINING SKILLED EMPLOYEES IN SMES: PROBLEMS IN HUMAN RESOURCE PRACTICES AND LINKS WITH ORGANIZATIONAL SUCCESS“. Business: Theory and Practice 21, Nr. 2 (16.11.2020): 780–91. http://dx.doi.org/10.3846/btp.2020.12750.
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The ability to attract and retain the talents is an important factor in the competitiveness of countries, as it is confirmed in our study. At the level of small and medium-sized enterprises, hiring and retaining skilled workers is one of the most difficult tasks of HR management, especially in transition economies with a high intensity of “leaching out” the skilled workers due to labour migration. Our research in Ukraine, which is a prime example of such countries, conducted via the cluster analysis allows us to conclude that the problems of hiring and retaining skilled workers have some connection with profitability: there is almost always a problem with filling vacancies with people of all educational levels in unprofitable enterprises, which is not typical of profitable businesses. The main problems with filling vacancies according to employers’ estimations are: 1) market factors – shortage of employees with the required skills; 2) internal problems of ensuring the attractiveness of jobs (material – pay, and intangible – career prospects, flexible working hours, legal employment); 3) internal factors of inefficient HR management, including recruiting; 4) psycho-physiological factors of job satisfaction. However, there are no close links between the factors of hiring effectiveness and retention of skilled workers with the economic success of the organization in the form of the growth of assets, revenues and stuff. This leads to the conclusion that the practices of human resources management in small and medium-sized businesses in Ukraine are largely built chaotic, without analyzing the impact on the efficiency of the use of other resources and without providing links with the overall economic efficiency of enterprises.
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Foerster-Pastor Foerster-Metz, Ulrike Stefanie, Nina Golowko, Christian Richard Hell und Katrin Marquardt. „Creating talent pools through coopetition: a case study on vocational training programs in Romania“. Management & Marketing. Challenges for the Knowledge Society 14, Nr. 2 (01.06.2019): 203–19. http://dx.doi.org/10.2478/mmcks-2019-0014.
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Abstract The Romanian economy has prospered in the last years, and as a result, economic players claim today the scarcity of skilled workforce in the country. Many reasons have been mentioned for this: a dysfunctional labour market, saturated economic regions, demographic decline, migration, not adequately skilled workers. Therefore, it is crucial activating participation at an early stage to grow future skilled workforce as insufficiency of skilled human resources can limit economic growth. Talent management and talent pool growth have been concentrated on star talent acquisition and the development of new in -house talent processes. Rather slow has been the advance in generating new talent pools from an inter-firm cooperative approach. This work will make an initial approach to close this gap in research by studying the creation of talent pools through coopetition in the private sector as mean to an end to growing workforce supply. The concept is studied based on a case study that focuses on two private Vocational Education Training programs of two industries in Romania namely retail and manufacturing. The study shows that new talent pools can be grown through a coopetitive environment given harsh environments and limited resource capabilities of the firms.
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S. Undale, Padmavati. „Developing Multi-skilled Man Power: Need, Challenges and Opportunities“. International Research Journal of Multidisciplinary Scope 04, Nr. 02 (2023): 01–04. http://dx.doi.org/10.47857/irjms.2023.v04i02.092.
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The present review article deals with need, challenges and opportunities in developing multi-skilled manpower. The literature review throws light on the need of multi-skilled manpower. Due to globalization, changes in information and technologies, advancements in industries, the need of multi-skilled manpower is on high demand. With this background, the present paper tries to high light some of the areas associated with developing multi-skilled manpower. There are certain challenges in creating awareness about the need of developing multi-skills approach. The industry requires labor force having abilities to handle the diversified work areas to achieve organizational goals. The role of skilled human resources is major in achieving set targets of the organized or unorganized industry sectors. There are challenges in the development of multi-skilled man power. Accordingly, there are benefits of having multi-skilled man powers. The paper is of the view that considering the current industry demand, there is need to develop multi-skilled man power. The government, education institutes and industry should work hand in hand to match the needs of industry and man power. The cohesive environment in them will lead to economic growth of the country.
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Tukhtarova, Evgenia. „Impact of labor migration on human capital and GRP of Russian regions“. Population 25, Nr. 4 (21.12.2022): 163–77. http://dx.doi.org/10.19181/population.2022.25.4.14.
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The article presents an analysis of the impact of external labor migration on human capital and GRP that indirectly reflects the labor demand in Russian regions. The results of the study showed the contradictions that have developed in the Russian regions: demand for skilled labor and shortage of labor resources, which is covered by low-skilled labor migration. As a result, a negative trend is developing — segmentation of labor markets in regions where two parallel demands for skilled and low-skilled labor are formed. The study recorded a positive relationship between the number of migrant workers and GRP, which indicates a steady demand for foreign labor force (FLF). Along with this, the impact of migrant workers on human capital in the Russian regions has undergone significant changes, and not all regions have received and receive a positive contribution from foreign labor force. Also, the results of the study confirmed not only the important role of labor migration for human capital, but also confirmed the hypothesis that labor migration has a positive impact on human capital by enhancing its qualitative characteristics in difficult or critical moments of the development of Russian regions, and therefore the demand for labor migration will continue in the medium term. In essence, labor migration, human capital and GRP are communicating vessels. The conclusion is made about underestimation of the program of voluntary compatriots' resettlement, which had a positive effect on the development of regional economies in 2014. In view of this, the author believes that the program needs a serious revision in order to attract skilled labor migration and increase the human potential of the country.
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Ibojo, Bolanle Odunlami, Emmanuel Temitope Akinruwa und Ifeoluwa Bisola Owoeye. „Relationship Between Resource Management and Organizational Performance of Selected Manufacturing Industries in South West Nigeria“. IIARD International Journal of Economics and Business Management 9, Nr. 8 (09.02.2024): 66–69. http://dx.doi.org/10.56201/ijebm.v9.no8.2023.pg66.69.
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The need for adopting resource management became germane because of challenges such as poor capacity planning and utilization, inadequate skilled resources which impede organizational performance. This study therefore examined the relationship between resource management on organizational performance of selected Manufacturing industries in south west Nigeria. The specific objectives are to assess the relationship between material resource and organizational performance and to analyze the relationship between human resource and organizational performance .Ex-post facto research design was used for the study. The population consists of employees in 22 manufacturing industries listed in Nigerian Exchange Group between 2011-2020 dealing in Food and Beverages, Breweries, Health care/Pharmaceutical and Conglomerates. The sample size comprises eight manufacturing industries with 750 employees selected using stratified sampling technique. Data was drawn from primary source while descriptive statistics was used to explain the respondents’ characteristics and inferential statistics was used to analyze data collected. There is a significant positive relationship between material resources and organizational performance (R = 0.452**, N = 750, p < 0.01). Also it was found that there is significant positive relationship between human resources and organizational performance (R = 0.432**, N = 750, p <0.01). It was concluded that material resources and human resource increase organizational performance. Finally, it was shown that resource management is crucial for achieving organizational performance. Based on these findings it is recommended that management should put in place resource management policies that utilize inventory control, systems information gathering, that enhance product quality and improve performance.
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Hayat, Dr Amir, und Dr Sumera Rabia. „Islamic Principles of Human Resource Development and Their Relevance to Oraganizational Performance“. ĪQĀN 4, Nr. 01 (28.12.2021): 47–63. http://dx.doi.org/10.36755/iqan.v4i01.301.
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Total number of skilled and knowledgeable people available in a society are called its human resources. In organizational context, workforce is termed as human resource of that organization. Recent studies have shown a positive link between human resource development and organizational performance. Business organizations incorporate several strategies to develop their human resources to achieve the objective of higher productivity and performance. In global business environment, where local cultures and beliefs are part of organizational development policies, Islamic values cannot be denied. Although HRD is new concept however its basic functions are deep rooted into old concepts of knowledge and skill development. Islam also presents its unique perspectives on human development. In Quran and Sunnah of the Holy Prophet there are many guidelines that refine the personalities of the personnel. Islamic concepts of vicegerent hood, knowledge acquisition, training, accountability, etc are essential constituents of HRD function in Islam. These values positively affect human personality that ultimately results in organizational productivity and performance. Through qualitative analysis important attributes of HRD in Islamic context are highlighted in this paper. It is concluded that Islamic framework of HRD is holistic in nature and provides basis for individual as well as organizational performance enhancement.
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Khodeir, Laila M., und Mohamed Nabawy. „Identifying Opportunities and Challenges of Human Resources in Smart Development Projects in Egypt“. Academic Research Community publication 3, Nr. 2 (01.05.2019): 279. http://dx.doi.org/10.21625/archive.v3i2.523.
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Design and building of Smart development projects (SDP) has arrived to be one of the most essential targets by most of the countries worldwide. This is due to the positive impact on the qualities of countries living standards, economic situation and human working force engagement. The Egyptian 2030 strategic plan (2016) aims at constructing SDP with identified specific vision and strategy in Egypt. Despite, the design and building of SDP in Egypt is expected to offer many (HR) opportunities, but also it shall generate different challenges which might lead to drastic failures. Technological solutions, among those challenges, must be understood as a tool to achieve goals and to tackle the challenges cities must face Helfert (2015). Skilled workforce is another major concern for development of SDP. According to Fails Management Institute’s (FMI) talent development survey (2015) 86% of respondents reported that their company was witnessing skilled labor shortages. Thus, the main aim of this paper is to identify human resource key Opportunities and Challenges arising from the internal and external stakeholder’s environments, where the paper assumes that such HR factors can impact the success of delivery of design and building of SDP. The paper undergoes a review for human resource challenges and opportunities in design and building of SDP. The factors were studied for case studies highlighted mainly from developed countries with an emphasis on the case of Egypt. A qualitative analysis was then performed to identify the key challenges impacting the success of building and designing new SDP. By the end of the paper a complete risk breakdown structure was obtained including key HR challenges and opportunities. The identified factors can then be successfully lamented into the development of Egyptian smart cities. The paper adds knowledge value in human resource project management concerned with building new smart projects.
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Oluwaseyi Rita Owolabi, Funmilola Olatundun Olatoye, Oluwafunmi Adijat Elufioye und Beatrice Okunade. „Human resources management in healthcare: recruitment, retention, and workforce development: A review“. World Journal of Advanced Research and Reviews 21, Nr. 2 (28.02.2024): 950–57. http://dx.doi.org/10.30574/wjarr.2024.21.2.0522.
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This research paper explores Human Resources Management (HRM) in healthcare, focusing on the critical areas of recruitment, retention, and workforce development. Through a comprehensive literature review, the study highlights the challenges faced in attracting and retaining skilled healthcare professionals, alongside the importance of ongoing staff development. The paper examines evidence-based HR strategies, the role of technology and innovation, and future directions for HRM in the healthcare sector. Key findings emphasize the need for comprehensive recruitment and retention programs, investment in professional development, and technology adoption to improve HR practices. Implications for healthcare HR policy and practice are discussed, with recommendations for future research to enhance HRM effectiveness in healthcare settings. This study contributes valuable insights into improving HRM practices to ensure high-quality patient care and organizational effectiveness in the healthcare industry.
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Fathin, Cinintya Audori, Arika Bagus Perdana, Ayu Kartikasari und Dyah Ratih Sulistyastuti. „Indonesian Human Resources Readiness in term of Facing the ASEAN Economic Community“. Jurnal Ilmu Sosial dan Ilmu Politik 18, Nr. 2 (22.09.2016): 81. http://dx.doi.org/10.22146/jsp.13126.
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This article explains about the dilemma which will be faced by Indonesia when the the MutualRecognition Arrangement (MRA) is implemented in the ASEAN Economic Community (AEC)by the end of 2015. The data which will be used to describe the existing condition of the human resources competitiveness in Indonesia in this article is the secondary data, such as Human Development Index (HDI); World Knowledge Competitiveness Index (WKCI); Global KnowledgeCompetitiveness Index (GKCI); Global Talent Competitiveness Index (GTCI); Global InnovationIndex (GII); and The Networked Readiness Index. Where upon, these indices will be used asthe guidance to compare the human resources quality in Indonesia with Singapore, Malaysia,Thailand, and the other ASEAN countries.Based on the data analysis, these indices show thatIndonesian human resources are still far left behind in terms of competition with the other threeASEAN countries. It is feared that the weak competitiveness of human resources in Indonesiamay cause the infl ux of the foreign skilled workers in more signifi cant numberas a consequenceof the implementation of MRA.
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Sastre Castillo, Miguel Ángel, und Ignacio Danvila Del Valle. „Is emotional intelligence the panacea for a better job performance? A study on low-skilled back office jobs“. Employee Relations 39, Nr. 5 (07.08.2017): 683–98. http://dx.doi.org/10.1108/er-11-2016-0216.
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Purpose The purpose of this paper is to investigate the relationship between emotional intelligence (EI), organizational affective commitment (AC), and performance at low-skilled back office positions. Design/methodology/approach In all, 397 participants in low-skilled back office positions from a service company completed a questionnaire assessing EI, AC, and performance. The authors used multiple regression models for testing whether higher levels of EI and AC predicted better performance. Additionally, they tested to see whether EI and AC were positively related. Findings The results showed that workers in low-skilled back office positions with higher EI and AC had better performance. In this sense, intrapersonal skills and mood management were the dimensions of EI with the highest predictive power. Also, EI and AC were positively related, with intrapersonal skills and adaptability being the dimensions of EI most closely associated with AC. Finally, the predictive power on performance was increased when EI and AC were considered simultaneously. Originality/value Traditionally, the involvement of EI and other personal dimensions in increasing organizational commitment and better work performance has been studied in high-skilled and executive positions, as well as in front office low-skilled positions. However, there is little empirical evidence regarding the simultaneous influence of EI and AC on performance in low-skilled back office positions. This gap prompted this research, which suggests that the investment of organizational resources is mandatory for improving EI and, hence, organizational commitment and work performance in these employees.
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Krisnandita, I. Wayan. „Determinants of Migration Flows in Highly Skilled Migrants Interprovince in Indonesia“. Populasi 31, Nr. 1 (12.05.2023): 13. http://dx.doi.org/10.22146/jp.84371.
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Migration and regional inequality are two interrelated concepts. Inequality between regions can lead to migration. High-skilled migration, or migration of high-quality human resources, has great potential to reduce interregional disparities by helping development in the destination area. However, in reality, the flow of high-skilled migration tends to lead to more advanced provinces, especially the capital and its surroundings. This condition causes disparities between regions to increase. This study analyzes the phenomenon of internal high-skilled migration between provinces in Indonesia at a macro level using a modified gravity model approach and is estimated using the zero-inflated negative binomial (ZINB) model. The results of this study show that the number of high-skilled populations in the provinces of origin and destination, geographical distance, average wages for workers, and the percentage of agricultural workers in the destination province, as well as the stock of migrants, influence the flow of high skilled migration between provinces in Indonesia. Increasing workers’ wages, access to transportation and information/social networks, as well as industrialization outside Java, need to be carried out to attract high-skilled migrants or keep high-skilled workers to remain in their provinces to realize equity between regions.
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Farah, Randa. „“Knowledge in the Service of the Cause”: Education and the Sahrawi Struggle for Self-Determination“. Refuge: Canada's Journal on Refugees 27, Nr. 2 (18.01.2012): 30–41. http://dx.doi.org/10.25071/1920-7336.34720.
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This article examines the education strategy of the Sahrawi Arab Democratic Republic (SADR), the state-in-exile with partial sovereignty on “borrowed territory” in Algeria. The article, which opens with a historical glance at the conflict, argues that SADR’s education program not only succeeded in fostering self-reliance by developing skilled human resources, but was forward looking, using education as a vehicle to instill “new traditions of citizenship” and a new imagined national community, in preparation for future repatriation. In managing refugee camps as provinces of a state, the boundaries between the “refugee” as status and the “citizen” as a political identity were blurred. However,the stalled decolonization process and prolonged exile produced new challenges and consequences. Rather than using the skilled human resources in an independent stat eof Western Sahara, the state-in-limbo forced SADR andthe refugees to adapt to a deadlocked conflict, but not necessarily with negative outcomes to the national project.
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Khan, Mohammad Aktaruzzaman, und Saleh Jahur. „HUMAN RESOURCE DEVELOPMENT PRACTICES IN SOME SELECTED BUSINESS ENTERPRISES IN BANGLADESH: AN EXPLANATORY STUDY“. Indonesian Management and Accounting Research 6, Nr. 1 (10.11.2016): 16–32. http://dx.doi.org/10.25105/imar.v6i1.1276.
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Rapid changes in technology and global structure have made business and finance environment most competitive across the world. To cope with these changes, business firms have urgently required the development of their human resources as one of the most human resources strategies. A well-motivated skilled work force is crucial if an economic unit is to complete effectively both in the national as well as global markets. The present study has examined the FIRD practices of 38 business firms of different economical important industries. It has found that HRD practices with respect to the training methodology, training areas, techniques of importing training etc. across the sample enterprises differ substantially. It has suggested some important policy measures such as linking training to 'strategic coal', delivery of programs using sophisticated methodology. policy for selecting trainers. etc. in order to make the training program goal oriented and consistent.JEL Classification:Key words: Human Resource Development, Training. Employees, Trainer. Performance of Training. and Training Programs.
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Gunaltay, Ayse, und Ugur Filiz. „HUMAN RESOURCES CHALLENGES FOR THE NEXT 10 YEARS: CASE STUDY OF TURKEY“. Journal of Management 37, Nr. 1 (30.06.2021): 9–17. http://dx.doi.org/10.38104/vadyba.2021.1.01.
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Today, it is critical for businesses to utilize their resources to gain and sustain competitive advantage by having skilled workforce, retaining, and using employees in line with their business objectives and strategies. Therefore, possession of skilled workforce is recognized as one of the determining factors in the success of enterprises in today's competitive environment. It is important to emphasize that this can be achieved only with effective management policies and practices. The concept of globalization will not be missing within next 10 years considering that it has been one of the most important phenomena of the recent decades. In this context, human resources managers, who continue to remain “local” in terms of their knowledge and experience, need to improve themselves by learning new markets, new legislation, new cultures and different norms required by the changing business conditions. In the past, while practices known as employee record keeping, social work duty, personnel management were constituting the main understanding of Human Resource Management (HRM), following the industrial relations, HRM processes have started to be subject to major change and transformation. Currently, HRM has become a critical topic for the organizations due to its significance and impact on their strategic management. Within this context, application, and transformation of HRM is the focus of this study within the projections about its future considering the potential problems may have been encountered during this transformation process. Therefore, this study will examine the difficulties and challenges that may be experienced by HR managers within the next 10 years. Firstly, the current problems of HRM and the main discussions on this subject in the literature will be examined together with the predictions for the next 10 years. Later, in line with the survey results conducted to the HR managers in the Istanbul region, the discussions in the literature will be compared with the predictions of the local HR managers. Considering the complexity of human resources that derives from its own nature and the environment in which it operates, the everyday challenges experienced by HR professionals while handling their routine tasks should be discussed thoroughly by encouraging everyone to share their ideas and to put their best effort to improve their HR processes, policies, and practices.
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Fauziah, Nur, und Luhur Prasetiyo. „The Effectiveness of the Rida Embroidery Ponorogo Training and Course Institute (LPK) in Improving the Quality and Productivity of Trainees“. Proceeding of Annual International Conference on Islamic Economics (AICIE) 1 (26.12.2022): 29. http://dx.doi.org/10.21154/aicie.v1i0.827.
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The Rida Embroidery Ponorogo Training and Course Institute (LPK) was formed to produce skilled and professional Human Resources who have an entrepreneurial spirit and are able to compete. However, is LPK Rida Embroidery Ponorogo really effective in improving the quality and productivity of the trainees themselves? This research is a field research using a qualitative approach with a descriptive type of research. Where the data collection uses interview, observation and documentation techniques. The resource persons in this study were the leadership of LPK Rida Embroidery Ponorogo, employees and training participants. Based on the findings in the field, the effectiveness of the Rida Embroidery Training Institute (LPK) in Ponorogo in improving the quality and productivity of training participants by using an effectiveness measure that is adjusted to the measurement of the quality and productivity of human resources is declared effective.
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Leite, Marco, António J. Baptista und António M. R. Ribeiro. „A trap of optimizing skills use when allocating human resources to a multiple projects environment“. Team Performance Management: An International Journal 23, Nr. 3/4 (13.06.2017): 110–23. http://dx.doi.org/10.1108/tpm-04-2016-0013.
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Purpose The purpose of this paper is to highlight possible hidden risks when allocating multi-skilled human resources to teams working in a multi-project environment. Are allocation strategies maximizing the use of skills for each project, the only way to improve the chances of all projects being successful? What are the risks in this strategy? What are the available alternatives? Design/methodology/approach Simulation was used for different allocation strategies to evaluate, using two different metrics, the staffing of human resources in different projects. Three categories of companies were studied, and for each typology, virtual companies were created and several scenarios of collaborators, projects and tasks were simulated to evaluate the staffing process. Findings It is shown that for different simulations, different allocation strategies and metrics are possible for evaluation and that there is no golden rule of staffing in organizations with multiple projects and with multiple skills collaborators. The staffing is very much dependent on the context of the company. Practical implications The numerical method provides general managers with a useful tool to enable a better distribution of staff collaborators in teams handling multiple projects that require multi-skilled human resources. This method can also be used to evaluate training needs and hiring strategies, as it presents an overview of all human resources skills and motivations. Originality/value For academics, the methodology developed enables the study of characteristics of human resources, skills and motivations, which are interesting for team formation. To practitioners, the numerical method is a practical tool for staffing in multiple skills and multiple projects. This tool can also diagnose each company situation regarding current collaborators’ skills and motivations, serving as a tool for training and for hiring.
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Dewi, Elmie, Jhanaki Selvarajoo, Zainudin Hassan und Mahani Mokhtar. „Resources Distribution In Malaysian Education System“. International Journal for Innovation Education and Research 2, Nr. 10 (31.10.2014): 177–84. http://dx.doi.org/10.31686/ijier.vol2.iss10.258.
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Malaysia invests a large share of national income in education because the Government wants to graduate to be K-workers order to fulfill the requirements of a globalized world in 2020. The Government is committed to expedite the academic achievement, competence, skills and intends to strengthen public higher education institutions and the private sector in order to produce quality human capital to meet demands the employment market. Towards achieving this goal the government to improve and enhance the status of Research University by increasing the number of research articles produced University. The Government create efforts to improve the quality through training to produce skilled labor force by providing the 19 types of additional assistance to avail students, training institutions, as well as giving more priorities to education to create a pool K-workers and produce skills employee to change the industrialized countries
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Beniya, Shohei. „Achievements and Challenges of Governmental Human Resource Support System in Japanese Disaster Response for Affected Local Governments in the Aftermath of the Great East Japan Earthquake“. Journal of Disaster Research 16, Nr. 6 (15.09.2021): 967–71. http://dx.doi.org/10.20965/jdr.2021.p0967.
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After a large-scale disaster, affected local governments face challenges such as a shortage of skilled staff in disaster response operations. Human resource support from external organizations is essential. This paper summarizes the major achievements of the human support system in Japan for affected local governments from the perspective of both local and national government support in the aftermath of the Great East Japan Earthquake (GEJE). However, several issues still need to be considered. In terms of mutual support among local governments, this paper proposes the following three points for future wide-area mega-disasters: First, each local government should enhance its own disaster response capacity. Second, the entire country should use skilled human resources effectively. Third, national and local governments should prepare to receive assistance from overseas. This paper also proposes the following three points for the support of the national government’s onsite organizations. First, the national government should define a detailed plan for dispatching personnel to affected areas. Second, the national government should dispatch support teams directly to each affected prefecture, instead of setting up onsite organizations that cover multiple prefectures. Third, local governments should prepare to receive these onsite organizations.
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Dok Mai, Achara. „Impact Of Investment In Human Resources Through Increased Investment In Education And Financial Literacy On Economic Growth In Thailand“. Tamansiswa Management Journal International 4, Nr. 1 (31.01.2022): 1–7. http://dx.doi.org/10.54204/tmji/vol412022001.
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This study investigates the combined effect of human capital investment through education mechanisms, and financial investment through financial literacy on economic growth in Thailand. During study period is annual at 1995 until 2020. Every data from the world bank. In doing the estimation we do an autoregressive vector estimation. We found that human capital investment and financial capital are equally important. Where the increase in education that creates skilled human beings and has high human capital supported by investment in the real sector and good financial literacy can encourage maximum economic growth in Thailand.
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Hashmi, Perwez xx, Nayeem ul Hassan Ansari und Ahsanullah Ahsanullah. „Leadership Initiative to Attain Business Sustainability: Reorienting Strategies to Meet the Needs of Globalization“. Asia Proceedings of Social Sciences 2, Nr. 3 (02.12.2018): 229–33. http://dx.doi.org/10.31580/apss.v2i3.438.
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The research sought to identify the leadership initiative to attain business sustainability by integrating advance technology and capable human resources. While studying the performance of organizations in global needs, leads to creation of strong, skilled and competent leadership has ability to optimize measurable outcomes by using existing resources.
The objective is to create awareness across the industries for transformation of conventional and traditional practice to high fidelity technology and systems and training and development of human resource to meet fast growing challenges.
A quantitative technique was used to analyze the three factors leadership, technology and human resources skills are the mandatory strength for organizational effectiveness. A convenient sample was used to collect primary data through direct interview, The data enable to apply multiple regression models to be specified the correlation among the variables
The results reflected several modalities as leadership role to envision and adopt new and relevance technology to boost the outcomes and develop employees’ capacity have positive relationship with firm performance. Recommendation was made to develop leadership profound skills and valuable insights regarding integration of new technology and enhance human capital, to achieve sustainable economic dynamism.
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Farr-Wharton, Ben, Tim Bentley, Leigh-ann Onnis, Carlo Caponecchia, Abilio De Almeida Neto, Sharron O’Neill und Catherine Andrew. „Older Worker-Orientated Human Resource Practices, Wellbeing and Leave Intentions: A Conservation of Resources Approach for Ageing Workforces“. International Journal of Environmental Research and Public Health 20, Nr. 3 (03.02.2023): 2725. http://dx.doi.org/10.3390/ijerph20032725.
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At a time where there are ageing populations, global shortages of skilled labour, and migration pathways impacted by the COVID-19 pandemic, retaining older workers presents as a vital strategic initiative for organizations globally. This study examines the role of Human Resource Practices (HRPs), which are oriented towards accommodating the needs of an ageing workforce in mitigating psychological distress and turnover intentions. The study collected self-reported survey data from 300 Australian employees over the age of 45, over two time points. Using structural equation modelling, the study analyzed the extent to which Older Worker-oriented Human Resources Practices (OW-HRPs) translate into employee psychological health and retention within organizations, through the mediation of ageism and work–life conflict. The results support our hypothesis that OW-HRPs are associated with lower ageism, better work–life balance; and in combination these reduce psychological distress and help retain older workers in the workforce. We conclude that OW-HRPs can foster work environments conducive to older worker wellbeing, supporting the retention of talent and maintaining effectiveness, in the face of substantial labour supply challenges brought on by the COVID-19 pandemic and an ageing population.
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Verma, Dr Amarjot. „HR INITIATIVES FOR ENHANCING QUALITY OF HUMAN RESOURCE IN ORGANISATION“. EPH - International Journal of Science And Engineering 1, Nr. 3 (27.09.2015): 24–28. http://dx.doi.org/10.53555/eijse.v1i3.74.
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Nowdays businesses are being forced to make tough decisions impacting their workforce. So leaders and human resource professionals should not lose sight of the effort put forth by employees, as many are working harder to boost productivity and meet business objectives. With fewer resources and increased responsibilities due to layoffs, cutbacks and restructurings, employees are being asked to contribute at higher levels. But it is in times like this that leaders need to invest more in engaging their employees to reap the utmost commitment, productivity and focus. It is important to recognize and reward high performing employees for their resilience, hard work and loyalty during this period of recession. They need to look for innovative solutions to invest in people and demonstrate commitment to them as failure to do so may result in higher turnover once the economy rebounds. It is a leader’s responsibility to ensure their workforce is skilled and motivated in order to stay competitive and perform at the expected levels of productivity—both today and while also positioning for future success as market conditions improve.
Leaders can’t afford for their workforce to become complacent, stagnant or sustain “quit and stay” employees—those who are disengaged but won’t leave. Many people feel vulnerable now and it is an opportune time for employers to deepen loyalty. Don’t let cyclical market conditions be a distraction from creating a workforce strategy that focuses on the skilled talent needed to meet business goals—now and in the future.