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1

Mcbain, Richard. "Human Resources Management." Henley Manager Update 14, no. 3 (March 2003): 24–34. http://dx.doi.org/10.1177/174578660301400303.

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Mcbain, Richard. "Human Resources Management." Henley Manager Update 14, no. 4 (June 2003): 23–35. http://dx.doi.org/10.1177/174578660301400403.

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3

Mcbain, Richard. "Human Resources Management." Henley Manager Update 15, no. 1 (September 2003): 20–32. http://dx.doi.org/10.1177/174578660301500103.

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4

Mcbain, Richard. "Human Resources Management." Henley Manager Update 15, no. 2 (December 2003): 24–35. http://dx.doi.org/10.1177/174578660301500203.

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Mcbain, Richard. "Human Resources Management." Henley Manager Update 15, no. 3 (March 2004): 23–34. http://dx.doi.org/10.1177/174578660401500303.

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6

Mcbain, Richard. "Human Resources Management." Henley Manager Update 15, no. 4 (June 2004): 21–34. http://dx.doi.org/10.1177/174578660401500403.

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7

Ziegel, Eric R. "Human Resources Management." Technometrics 30, no. 3 (August 1988): 359. http://dx.doi.org/10.1080/00401706.1988.10488422.

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8

Berger, Florence, Martin E. Evans, and Bonnie Farber. "Human-Resources Management." Cornell Hotel and Restaurant Administration Quarterly 27, no. 3 (November 1986): 44–50. http://dx.doi.org/10.1177/001088048602700312.

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9

Marco Lajara, Bartolomé, Francisco García Lillo, and Vicente Sabater Sempere. "Human resources management." Employee Relations 25, no. 1 (February 2003): 61–80. http://dx.doi.org/10.1108/01425450310453526.

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10

Kossek, Ellen Ernst. "Human Resources Management Innovation." Human Resource Management 26, no. 1 (1987): 71–92. http://dx.doi.org/10.1002/hrm.3930260105.

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11

Everwijn, Sem, and Ruud Reuland. "Human resources management reanimated!" International Journal of Hospitality Management 8, no. 2 (January 1989): 105–10. http://dx.doi.org/10.1016/0278-4319(89)90070-4.

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12

Trubicyn, K., Yu Gubarev, and O. Kalmykova. "Customs Human Resources Management." Management of the Personnel and Intellectual Resources in Russia 10, no. 4 (September 17, 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.
13

Llorens, Jared J., and R. Paul Battaglio. "Human Resources Management in a Changing World: Reassessing Public Human Resources Management Education." Review of Public Personnel Administration 30, no. 1 (November 5, 2009): 112–32. http://dx.doi.org/10.1177/0734371x09351828.

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14

Wilhelm, Paul G., and George S. Odiorne. "Strategic Management of Human Resources." Academy of Management Review 10, no. 4 (October 1985): 870. http://dx.doi.org/10.2307/258055.

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15

Staribratov, Ivaylo. "HUMAN RESOURCES MANAGEMENT IN SCHOOL." Education and Technologies Journal 11, no. 1 (August 1, 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.
16

Chlivickas, Eugenijus, Palmira Papšienė, and Arnas Papšys. "HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS." Business, Management and Education 8, no. 1 (December 20, 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.
17

Akinnusi, David M. "Benchmarking of human resources management." SA Journal of Human Resource Management 6, no. 2 (November 18, 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.
18

Womack, Ryan. "Human Resources Management Web Sites." Journal of Business & Finance Librarianship 12, no. 3 (August 2007): 37–38. http://dx.doi.org/10.1300/j109v12n03_04.

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19

Pugliese, Paul. "Accreditation in Human Resources Management." Journal of Library Administration 6, no. 2 (August 30, 1985): 23–31. http://dx.doi.org/10.1300/j111v06n02_04.

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20

Christian, J. "Human resources management in construction." Engineering Structures 19, no. 4 (April 1997): 334. http://dx.doi.org/10.1016/s0141-0296(97)83361-5.

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21

Wright, Patrick M., Kendrith M. Rowland, and Gerald R. Ferris. "Perspectives on Human Resources Management." German Journal of Human Resource Management: Zeitschrift für Personalforschung 8, no. 3 (August 1994): 336–52. http://dx.doi.org/10.1177/239700229400800312.

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For an overview of the field, this paper will examine the HRM function from a number of different perspectives. First, the evolution of the HRM function from a historical perspective will provide an understanding of the forces which have molded and defined present activities. Second, an environmental perspective will shed light on the external forces which continually pressure and constrain these activities. Third, a strategic perspective explores the role of the HRM function in the strategy of the organization. Fourth, an international perspective examines the problems and opportunities that face the HRM function in what is fast becoming a global marketplace. Finally, an evaluation perspective will discuss the ways in which human resources activities can be evaluated as to their usefulness toward aiding in the attainment of organizational goals.
22

Boissoneau, Robert, and Paul Belton. "Human Resources Management and Structures." Journal of Hospital Marketing 7, no. 1 (April 15, 1993): 125–34. http://dx.doi.org/10.1300/j043v07n01_12.

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23

Berg, Per-Olof. "Symbolic management of human resources." Human Resource Management 25, no. 4 (1986): 557–79. http://dx.doi.org/10.1002/hrm.3930250406.

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24

Vinten, Gerald. "Human Resources Manipulation Management (HRMM)." Critical Perspectives on Accounting 17, no. 8 (December 2006): 986–88. http://dx.doi.org/10.1016/j.cpa.2006.01.001.

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25

Skoumal, Stan. "Strategic management of human resources." Long Range Planning 19, no. 3 (June 1986): 115–16. http://dx.doi.org/10.1016/0024-6301(86)90210-4.

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26

Fenton-O'Creevy, Mark, and Paul N. Gooderham. "International Management of Human Resources." Beta 17, no. 01 (May 16, 2003): 2–5. http://dx.doi.org/10.18261/issn1504-3134-2003-01-01.

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27

Shekar, Y. "From Human Resources to Human Relationship Management." NHRD Network Journal 11, no. 3 (July 2018): 123–32. http://dx.doi.org/10.1177/0974173920180328.

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28

Sukalova, Viera, and Pavel Ceniga. "Diversity Management in Sustainable Human Resources Management." SHS Web of Conferences 74 (2020): 01033. http://dx.doi.org/10.1051/shsconf/20207401033.

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Today, globalization is becoming more and more widespread and important in almost all areas in the social, economic and political spheres. In most cases, it is globalization that brings diversity to everyday life. This diversity is gradually penetrating into other spheres, which is why business managers are increasingly confronted with a diverse workforce; employees of different origins, race, gender, or age. The policy of diversity management contributes to the strengthening of social responsibility of the company and is also an element of the competitiveness. Our research was aimed to enhance understanding of diversity management importance in nowadays organization, to explain various aspects of management diversity, it´s legislative framework. Another objective was to examine perception of the issue of management diversity by the middle managers of various organisations in Slovakia. To achieve these goals we used methods of literature review, desk review; primary data were collected by questionnaire and interview. Finding show the relation between demographic development and diversity management in companies; in examining the perception of the issue of diversity management, we found the understanding of diversity management as synonymous with anti-discrimination measures. Our research led also to recommendations for implementation of management diversity for human resource management sustainability.
29

Svetlik, Ivan, and Eleni Stavrou‐Costea. "Connecting human resources management and knowledge management." International Journal of Manpower 28, no. 3/4 (June 19, 2007): 197–206. http://dx.doi.org/10.1108/01437720710755209.

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30

Schuster, Michael. "Book Review: Human Resources: Human Resources Management in the 1980's." ILR Review 39, no. 2 (January 1986): 307–8. http://dx.doi.org/10.1177/001979398603900227.

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31

MANTHEY, MARIE, and THOMAS M. JENKINS. "Human Resources or Human Assets?" Nursing Management (Springhouse) 20, no. 9 (September 1989): 17???22. http://dx.doi.org/10.1097/00006247-198909000-00005.

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32

Xie, Jia Lin. "Book Review: Human Resources, Management, and Personnel: The Management of Human Resources in Chinese Industry." ILR Review 50, no. 3 (April 1997): 533–34. http://dx.doi.org/10.1177/001979399705000324.

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33

Bloom, Matt. "Book Review: Human Resources, Management, and Personnel: The Human Resources Management Handbook, Vols. 1–3." ILR Review 53, no. 1 (October 1999): 165–67. http://dx.doi.org/10.1177/001979399905300119.

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34

Jain, Harish C. "Book Review: Human Resources: The Strategic Managing of Human Resources." ILR Review 39, no. 3 (April 1986): 465. http://dx.doi.org/10.1177/001979398603900328.

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35

Rynes, Sara. "Book Review: Human Resources, Personnel, and Organizational Behavior: Human Resources." ILR Review 40, no. 2 (January 1987): 302. http://dx.doi.org/10.1177/001979398704000228.

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36

White, Gary W. "Human Resources." Journal of Business & Finance Librarianship 5, no. 1 (September 1999): 41. http://dx.doi.org/10.1300/j109v05n01_05.

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37

Ibrahim, Farid Wajdi. "HUMAN RESOURCES MANAGEMENT IN QUR’AN’S PERSPECTIVE." Ar Raniry : International Journal of Islamic Studies 4, no. 2 (January 1, 2018): 305. http://dx.doi.org/10.20859/jar.v4i2.142.

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<p><em>Human resource</em><em> </em><em>(spirit and body, aql, heart, </em><em>and </em><em>soul)</em><em> </em><em> which </em><em>is </em><em>granted by Allah has a very powerful force</em><em> as through it human is able to manage the existence resources of the universe. Principally, the entire creations of Allah are for the sake of human. Therefore, the </em><em>resources must be managed properly through education in accordance with the mandate given by Allah </em><em>as it is stated in Sura </em><em>al ‘</em><em>A</em><em>laq</em><em>: 1-5. </em><em> </em><em>The enrichment of human</em><em> resource </em><em>quality </em><em>is an obligation in Islam to optimize </em><em>the </em><em>existing resource. Allah and His Messenger Muhammad </em><em>(peace be unto him) </em><em>order human to pursue the knowledge unlimitedly</em><em> to </em><em>find the power of Allah. </em><em>Thus, </em><em>all resources </em><em>are </em><em>bestowed by Allah</em><em> must be used </em><em>solely to seek </em><em>His </em><em>pleasure</em><em>. To reach, educational institutions, teaching-learning place, play a great role, and must be </em><em>well managed and planned </em><em>in order </em><em>to produce </em><em>qualified </em><em>students</em><em> with </em><em>good character</em><em> in conformity with the teachings of the Qur’an and Hadith.</em><em></em></p>
38

Lojić, Ranko, Želimir Škrbić, and Vladimir Ristić. "Strategic approach to human resources management." Defendology 15, no. 31 (February 27, 2012): 47–62. http://dx.doi.org/10.5570/dfnd.en.1231.04.

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39

Pažun, Brankica, Irena Rašević, and Ognjen Raketić. "IT solutions for human resources management." Serbian Journal of Engineering Management 4, no. 1 (2019): 15–21. http://dx.doi.org/10.5937/sjem1901015p.

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40

Duffy, Neil. "Information management through human resources spectacles." South African Journal of Business Management 22, no. 4 (December 31, 1991): 94–100. http://dx.doi.org/10.4102/sajbm.v22i4.906.

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The purpose with this article is to highlight the similarities of, and mutual dependence between, information management and human resource management. Information pervades almost everything we do. The information resource itself comprises applications, tools, people, organization, software, hardware and data. Many of the issues that drive information systems today have strong human resources (HR) connotations: organizational learning, IS's role, contribution and alignment in the organization, end-user computing, IS implementation, change and organization design. Both IS and HR manage a key resource, require a strategic vision, are important components of the strategic plan, have similar components and are experiencing changing and increasingly important roles in their organizations. IS itself has become increasingly high touch over the years and as such needs to draw more and more on HR skills and support. In future the bottom line will depend on strength in both HR and IS and the ability of management to derive synergy from them.
41

Molchanov, Igor. "Healthcare Management: Role of Human Resources." Vestnik Volgogradskogo gosudarstvennogo universiteta. Ekonomika, no. 3 (December 2020): 77–87. http://dx.doi.org/10.15688/ek.jvolsu.2020.3.7.

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The importance of the material and technical base and financial resources for the development of the Russian health care system has been established. The availability of qualified specialists, doctors and nurses, plays a key role for the functioning of the industry. Training of personnel and provision of medical institutions with medical personnel at the level of regulatory requirements are among the main tasks of health development. The systematic approach, methods of induction and deduction, expert assessments in the study of the problems of staffing of healthcare organizations are applied. Features of the federal structure and spatial development of modern Russia are the methodological basis of the study. The performed analysis of the current situation in the health care sector and the nature of the accumulated problems are substantiated by statistical information. The factors significantly influencing the provision of medical services have been identified. Insufficient level of provision of doctors and nurses in the constituent entities of the Russian Federation has been established. The compliance with the conditions of appropriate quality and the required volume of medical services as a necessary basis for the work of medical organizations are determined. The reasons and trends in the change in the levels of employment and unemployment in the regions of Russia are considered. The features of internal migration between federal districts are disclosed. The results of the functioning of medical organizations and the state of health care as a branch of the social sphere are analyzed. The influence of factors of employment, unemployment, internal migration on the activities of healthcare organizations was taken into account when developing recommendations. Proposals for resolving acute issues in human resources management have been formulated. The use of long-term planning tools as a necessary condition for the development of the healthcare industry is justified. The key role of training and retraining activities has been identified. Recommendations for correcting deficiencies and improving the work with medical personnel have been formulated. The results of the study for application in activities to improve the organization and management of health development at the subnational level are confirmed. Suggestions for practical application are made.
42

Carr, Adam F. "Utility Analysis and Human Resources Management." Public Productivity Review 12, no. 2 (1988): 131. http://dx.doi.org/10.2307/3380127.

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43

Benton, F. Warren, Ronald Contino, Susan Grace, William Sullivan, and Brenda White. "Human Resources and Labor-Management Cooperation." Public Productivity & Management Review 13, no. 2 (1989): 107. http://dx.doi.org/10.2307/3380938.

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44

Tanjung, Bahdin Nur. "Human Resources (HR) In Education Management." Budapest International Research and Critics in Linguistics and Education (BirLE) Journal 3, no. 2 (May 10, 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.
45

Parameshwara, Parameshwara. "Emerging Trends in Human Resources Management." Indian Journal of Applied Research 4, no. 4 (October 1, 2011): 85–86. http://dx.doi.org/10.15373/2249555x/apr2014/23.

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46

Rosak-Szyrocka, Joanna. "HUMAN RESOURCES MANAGEMENT IN IMPROVEMENT ASPECT." Quality Production Improvement 05 (December 2016): 105–21. http://dx.doi.org/10.30657/qpi.2016.05.08.

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47

Basu, Dipak R., and Victoria Miroshnik. "Human Resources Management of Japanese Multinationals." Japanese Economy 28, no. 1 (January 2000): 3–37. http://dx.doi.org/10.2753/jes1097-203x28013.

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48

Zawacki, Robert A. "KEY ISSUES IN HUMAN RESOURCES MANAGEMENT." Information Systems Management 10, no. 1 (January 1993): 72–75. http://dx.doi.org/10.1080/10580539308906918.

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49

Beaumont, P. B., L. C. Hunter, and R. M. Phayre. "Human Resources and Total Quality Management:." Training for Quality 2, no. 1 (April 1994): 7–13. http://dx.doi.org/10.1108/09684879410056166.

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50

Ferris, Gerald R., Wayne A. Hochwarter, M. Ronald Buckley, Gloria Harrell-Cook, and Dwight D. Frink. "Human Resources Management: Some New Directions." Journal of Management 25, no. 3 (June 1999): 385–415. http://dx.doi.org/10.1177/014920639902500306.

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