Relevant bibliographies by topics / HRM

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'HRM'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 May 2024

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Journal articles on the topic "HRM"

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E Vahdati, Sahar, Maniyarasi Gowindasamy, Anahita Ghanad, Audrey Lim Li Chin, and Javad Shahreki. "E-HRM Delivers Better HRM Services." International Journal of Services and Operations Management 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijsom.2022.10052300.

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Hoffmann, Kinga. "Measuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context)." Kwartalnik Ekonomistów i Menedżerów 33, no. 3 (December 1, 2014): 7–24. http://dx.doi.org/10.5604/01.3001.0009.4590.

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The paper presents the issue of measuring HR effectiveness. Author refers to interna‑tional human resource management and tries to explain how wide and complicated the phenomenon is. The aim of the paper is to recognize the problem of measuring HRM effectiveness. The method used in the research process is a literature overview. Thus the author managed to recognize the problem of measuring HRM effectiveness, indicate the gap in previous scientific work and specify the author’s own field for developing in future. The paper consists of following parts: introduction, theoretical assumptions of the HR effectiveness, results of a literature overview on HRM effectiveness including the international context, conclusions.
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Hendy, Nhung T. "The HRM Simulation Effectiveness in Teaching HRM." Academy of Management Proceedings 2018, no. 1 (August 2018): 11383. http://dx.doi.org/10.5465/ambpp.2018.93.

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Cassar, Vincent, and Frank Bezzina. "EVIDENCE-BASED HRM THROUGH ANALYTICS: REDUCING THE PROPENSITY OF HRM TO BECOME A CINDERELLA." NAUKI O ZARZĄDZANIU, no. 33 (2017): 3–10. http://dx.doi.org/10.15611/noz.2017.4.01.

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Mariappanadar, Sugumar, and Robin Kramar. "Sustainable HRM." Asia-Pacific Journal of Business Administration 6, no. 3 (September 1, 2014): 206–24. http://dx.doi.org/10.1108/apjba-03-2014-0039.

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Purpose – The purpose of this paper is to examine sustainable human resource management (HRM) based on the synthesis and simultaneous effects of high-performance work systems (HPWS) on organisational performance and employee harm in five Asia Pacific countries. Design/methodology/approach – Data collected using the CRANET survey instrument was analysed using two canonical correlation analyses. Findings – This study found flexible high-performance work arrangements (FHPWA), such as tele-working and compressed working week could have a negative effect on organisational performance. However, it also found that employee benefits and trade union influence have a moderating effect on the impact of FHPWA resulting in improved organisational profitability and reduction of employee harm. Research limitations/implications – Limitations include the aggregation of the data from the five countries and consequently the neglect of national institutional factors on the impact of HPWS on outcomes. A limited number of factors were used as indicators of HPWS, organisational performance and employee wellbeing/employee harm. Practical implications – This study indicates particular HRM policies considered as part of a HPWS have different impacts on organisational profitability and employee wellbeing. There is a need for further research to determine the impact of particular policies and to also examine the interaction and moderating effects of high-performance work practices and trade unions. Originality/value – This study contributes to the growing body of knowledge on sustainable HRM by examining the impact of HPWS on organisational performance and employee wellbeing. It is the first time this has been examined in Asian pacific countries.
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Lakhera, Anupama, and Pooja Sharma. "Green HRM." International Journal of Knowledge-Based Organizations 10, no. 3 (July 2020): 1–8. http://dx.doi.org/10.4018/ijkbo.2020070101.

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Green HRM is a concept that is fast gaining prominence in the field of management. This review article discusses Green HRM for implementing best HR practices for reducing employees' carbon footprint and thus leading to sustainable growth within the organization. It explores how Green HRM can achieve the integration of environment-friendly HR practices and activities in order to achieve long-lasting sustainable development and a reduction of the employee carbon footprint. The data is collected on the basis of secondary sources such as articles, research papers, case studies, and internet websites. Green HRM does not only imply awareness and concern towards environmental issues, it favors the economic as well as social wellbeing of the employees and organization. This article deliberates on the Green HRM approach and the prominent part it can play in integrating and merging the HR practices within the organization in favour of the environment.
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Ruël, Huub J. M., Tanya V. Bondarouk, and Mandy Van der Velde. "The contribution of e‐HRM to HRM effectiveness." Employee Relations 29, no. 3 (May 2007): 280–91. http://dx.doi.org/10.1108/01425450710741757.

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Bondarouk, Tanya, Rainer Harms, and David Lepak. "Does e-HRM lead to better HRM service?" International Journal of Human Resource Management 28, no. 9 (December 24, 2015): 1332–62. http://dx.doi.org/10.1080/09585192.2015.1118139.

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Hauff, Sven, Dorothea Alewell, and Nina Katrin Hansen. "HRM System Strength and HRM Target Achievement-Toward a Broader Understanding of HRM Processes." Human Resource Management 56, no. 5 (July 20, 2016): 715–29. http://dx.doi.org/10.1002/hrm.21798.

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KLIETSOVA, NATALIIA, YURII KOTVIAKOVSKYI, YAROSLAV MELNYK, SERHII SOLDATKIN, ROMAN UDOVENKO, and VOLODYMYR GURKOVSKYI. "INTERNATIONAL SOCIO-LEGAL APPROACHES TO HUMAN RESOURCES MANAGEMENT IN CONDITIONS OF DIGITALIZATION." AD ALTA: Journal of Interdisciplinary Research 13, no. 2 (July 12, 2023): 144–50. http://dx.doi.org/10.33543/j.130235.144150.

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The article discusses recently aggravated challenges of international human resource management (IHRM) in the context of rapidly ongoing digital transformation, tightened regulatory requirements, and unprecedented since 1960s growth of unionization. Particular attention is given to the concept of human capital management (HCM) as the logical continuation of HRM, as well as ‘sustainable HRM’, and the matrix of HRM units activities to ensure the implementation of sustainable development is suggested. The possibilities of AI application in social and legal approaches to IHRM within HCM ecosystems are outlined.
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Dissertations / Theses on the topic "HRM"

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Aust, Ina, Brian Matthews, and Michael Muller-Camen. "Common Good HRM: A paradigm shift in Sustainable HRM?" Elsevier, 2019. http://dx.doi.org/10.1016/j.hrmr.2019.100705.

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Simic, André, and Benjamin Cicek. "Projektrapportering HRM mobil." Thesis, Örebro universitet, Institutionen för naturvetenskap och teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-40616.

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Den här rapporten beskriver ett examensarbete som genomfördes åt Flex Datasystem med syfte att vidareutveckla Flex HRM mobile. Vår uppgift var att implementera projektrapportering som ingår i modulen Flex Tid, vilket innebär att användaren kan registrera eller redigera diverse projekt via mobila enheter. Vi använde oss av JavaScript, HTML5, CSS3 och även diverse ramverk för att fullfölja vårt arbete.
This report describes a thesis conducted at Flex Datasystem with a view to further developing Flex HRM mobile. Our task was to implement the project reporting in the module Flex Tid, which means that users can register or edit various projects via mobile devices. We used JavaScript, HTML5, CSS3 and also various frameworks to pursue our work.
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Karlsson, Simon, and Daniel Johansson. "HRM mobil - Körjournal." Thesis, Örebro universitet, Institutionen för naturvetenskap och teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-44877.

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Denna rapport redogörutvecklingen av ett tilläggi form av körjournal för mobila enheter i enwebbaseradmobilapplikation. Tilläggetskulle ge användarenmöjlighetenatt föra körjournal på resande fot på ett snabbt och enkeltsätt.   Några av dagensmodernasteoch populärasteutvecklingsmetoder och verktyganvänds för att uppfylla de krav som ställts.   Arbetetutfördes på Flex Datasystemi Örebro.
This report describes the development of a supplementin form ofadriver's log for mobile devices in a web-based mobile application. The supplementwould give the user the opportunity to bring the logbook of travelsin a fast and simple way.   Some of today's most modernand popular development methods and tools are used to meet the requirements set.   The work was done on the Flex Data System in Örebro.
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Zimmermann, Daniel. "Partizipatives E-HRM : Beteiligung von Mitarbeitenden und Vorgesetzten an Personalprozessen durch HRM-Portale /." München ; Mering : Hampp, 2009. http://d-nb.info/995591466/04.

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MUGERWA, EDWARD. "HRM to E-HRM : Change in Human Resource Management; effect to social sustainability." Thesis, Umeå universitet, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-174681.

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Problem:Many businesses today, based on the stakeholder’s theory, suggest thatsustainability can only be achieved through the fulfillment of the stakeholder’s in-terests. These interests are centered around adding value to the stakeholders forexample; shareholders in terms of increased dividends. The value in form of profitmaximization, which suppresses the need for other pillars of sustainability to prevail.In this thesis, an argument is presented that a balance should be achieved in all threepillars of. The economic, social and environmental sustainability. It further arguesthat the shift fromH.R.Mtoe−H.R.Mis crucial for innovations and inventions,focused on the development of such technologies, that bolster social sustainability.However, any change may have to put into consideration the company or organiza-tion’s size, this is because somee−H.R.Mtools might not be efficient and effectivefor small-size companies as defined in the report. Purpose:The purpose of this study is to add insight to the concept ofe−H.R.M, and further explore to which extent ise−H.R.Ma driver towards social sus-tainability, reflecting onthe downside of the change which such sustainability mightcreate. Method:Data collection was through interviews. Three managers, two C.E.Os anda former employee from three companies were involved. The interviews were con-ducted via telephone that lasted between30to40minutes. However, a face-to-facefollow up interview was conducted for one of the participants. All interviews wererecorded with the consent of the participants and later transcribed and analysed. Results:The interviewees agreed thate−H.R.Mtools and strategies helped tocreate harmony at work and simplified communication, training and aided the per-formance and appraisal process of employees, which is used during the incentivesprocess, a form of motivation in the organisation. Conclusion:The conclusion from this study is that,e−H.R.Mis a good changefromH.R.Mand that it plays a big role in organizational social sustainability. Abalance should, however, be gained to also put into consideration other pillars. Thestudy contradicts the stakeholders’ theory that only focuses on the economic part ofsustainability through profit maximization, favorable for functional markets alone.
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Zimmermann, Daniel. "Partizipatives E-HRM Beteiligung von Mitarbeitenden und Vorgesetzten an Personalprozessen durch HRM-Portale." München Mering Hampp, 2008. http://d-nb.info/995591466/04.

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Boon, Cornelia Trijntje. "HRM and fit : survival of the fittest!? = HRM en afstemming : hoe meer, hoe beter!? /." Rotterdam : Erasmus Universiteit, 2008. http://opac.nebis.ch/cgi-bin/showAbstract.pl?u20=9789058921628.

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Gonzalez, Ruben, Daisaku Koizumi, and Kinga Kusiak. "E-HRM and its outcomes. : A study of relational e-HRM in multinational companies." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-15308.

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Human Resources Management (HRM) is a crucial part of every organization as it dealswith a vital resource: human capital. In the past 10 years, HRM has been going througha transformation adopting technological tools to improve its performance. Paauwe,Farndale and Williams (2005) said that “the HRM function is subject to radical anddramatic change because of the implications of web- based organizing”(p. 3). The combinationof information technology (IT) tools in HRM processes has been named “electronicHuman Resources Management” (e-HRM). E-HRM strives to implement all theoperational activities that HRM is concerned with, with the help of technological toolsin a fast and accurate way. The purpose of this thesis is to identify and explain the outcomesthat multinational corporations experience by using relational e-HRM.In this thesis, we chose to have a qualitative approach, gathering empirical resultsthrough in-depth, semi- structured interviews. A frame of reference that complementedour purpose was created based on previous e-HRM research. After gathering our findings,we analyzed the information using the theoretical framework. In the analysis wecompared our theory to the findings, in order to answer our research questions and fulfillour purpose.To conclude, we identified that the interviewed companies make use of e-recruitment, etrainingand e-performance appraisal in their HR processes. The most significant outcomeswere the increase of speed in processes, standardization, elimination of distanceconstraints and possibilities for data archiving. It is important to mention that in order toachieve better results, companies must combine e-HRM with face-to-face interaction.Lastly, it was discovered that apart from bringing positive outcomes, it is difficult to sayif e-HRM is effective because there are no concrete ways of measuring it.
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Orlova, Daria, Marcus Tuomela, and Kajsa Ytterberg. "Flexibilitet och HRM : En studie av tillämpning inom e-handel." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-10737.

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Syfte: Syftet med uppsatsen är att skapa en ökad förståelse för de konsekvenser som interna respektive externa ansatser till bemanningsflexibilitet och därtill hörande HRM-metoder får för verksamheten avseende flexibilitet, kostnad, kvalitet och leverans. Syftet är vidare att pröva teorin om bemanningsflexibilitet, HRM-metoder och dess effekter på verksamheten mot studiens empiriska material. Metod: Uppsatsens undersökning har genomförts med ett kvalitativt angreppssätt och grundar sig på en litteraturstudie samt egna primärkällor. Primärkällorna består av intervjuer med tre företag i e-handelsbranschen, en verksamhet där flexibilitet är av stor vikt. Slutsatser: Extern respektive intern flexibilitet fanns vara kopplade till skilda sätt att hantera personalresursen, vilket ledde till olika konsekvenser. Enligt resultatet av undersökningen påvisas extern flexibilitet vara förknippat med hårdare HRM-metoder och vissa negativa konsekvenser av detta, som t ex lägre motivation och lojalitet samt hög personalomsättning. Trots detta var den externa flexibiliteten i fokus hos samtliga företag i studien. Undersökningen tyder dock inte på att detta inverkade negativt på objektiva prestationsmått som produktivitet och kundnöjdhet.
Purpose: The purpose of this study is to create a greater understanding of the impact that internal and external approaches to staffing flexibility and associated HRM practices have on organizational performance measures like cost, quality, delivery and flexibility. A further aim is to test the theory of staffing flexibility, HRM practices and its effects on operations on the study's empirical material. Method: The study was conducted with a qualitative approach and is based on a literature review together with primary sources. The primary sources consist of interviews with three companies in the e-commerce industry. Conclusions: External and internal flexibility was linked to different ways of manageing staff resources, leading to different consequences. According to the results of the survey external flexibility is associated with tougher HRM practices and certain negative consequences of this, such as lower motivation and loyalty and high employee turnover. Despite this the focus on external flexibility was prominent in all companies in the study. The study does not indicate tough that this had a negative impact on objective performance measures such as productivity and customer satisfaction.
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Channa, Khalil Ahmed. "Exploration of the influence of social position on HRM adoption : a case of HRM in Pakistan." Thesis, University of Edinburgh, 2016. http://hdl.handle.net/1842/22022.

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This thesis explores human resource management (HRM) adoption by investigating the influence of multiple HRM actors’ social position, capital resource(s) exchange mechanism, dispositions, social classes, habitus, social expectation, and national and global environmental factors. The objectives of this thesis were achieved through systematically conducting three different studies for the thesis. The first study was carried out to gain insight into the influence of social position on HRM academics’ adoption. The major contribution of this study was a theorising model on HRM academics’ adoption. It shows which capital resource is very sought after and how it plays a role in developing HRM academics’ dispositions, which in turn provides them with the drive and motivation to adopt western HRM ideas and knowledge. The second study was carried out to gain insight into the mechanism and formation of capital resource(s) exchange that influences HRM practitioners to adopt western HRM ideas, knowledge, and practices. The main contribution of this study comprised empirical insights into the importance and role of social class (élite and emerging class); habitus and socialisation (primary and secondary socialisation) as developers and controllers of the mechanism of capital resource(s) exchange; and formation of social position. The third study investigated a gap between accepted (adopted) HRM ideas and knowledge, and actual HRM practices. The major contribution of this study was its theorising on the factors that influence this gap. It explored the influences of conflicting factors such as actors’ professional and occupational orientation and position, social position, and social expectation, which develop the gap. This thesis adopted a qualitative abductive research approach. It conducted qualitative indepth interviews with 19 HRM academics, 15 MBA-Alumni HRM practitioners, and 10 non-MBA-Alumni HRM practitioners. Qualitative observation in two business schools and five business organisations in multiple industries was carried out to enrich the data collection. This thesis contributes to the existing body of knowledge by providing insights into individual actors’ level HRM adoption, which is an underexplored area in Pakistan and similar developing countries. By employing theoretical and analytical tools based on Bourdieu’s theory of practices and social position, Rogers’s and Tarde’s theorising of adoption, and findings of empirical studies of macro institutions, cultural sensitive views, and institutional factors’ framework in the diffusion of HRM, this thesis explored, examined, and theorised HRM adoption at different individual actors’ level in business organisations and business schools in Pakistan. In that respect, this thesis theoretically contributes to Bourdieu’s theory and its unique use in international HRM, organisation studies, and management research. This thesis empirically contributes to the understanding of management and think tanks in business schools, business organisations, educators, HRM practitioners, and relevant government and regulatory bodies who can benefit from the findings of this research by understanding the different factors and social structures affecting western HRM’s effectiveness and its applications. It also suggests to these stakeholders the factors that affect individuals’ and employees’ adoption of western HRM and western management ideas, knowledge, and practices; any change in strategies, policies, and procedures; and problems in their implementation.
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Books on the topic "HRM"

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Saeed, Khawaja Amjad. Personel management: HRM, HRD. Lahore: Institute of Business Management, 2004.

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Gärtner, Christian. Smart HRM. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-29431-1.

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Peter, Haywood, and Pidduck Jasmine, eds. HRM 2. Harlow: Pearson Education, 2004.

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Anderson, Neil. Fundamentals of HRM. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2007. http://dx.doi.org/10.4135/9781446261743.

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Harten, Jasmijn van, Nele De Cuyper, David Guest, Mel Fugate, Eva Knies, and Anneleen Forrier. HRM and Employability. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003327141.

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Opute, John E. HRM in Africa. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47128-6.

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1961-, Anderson Neil, ed. Fundamentals of HRM. Los Angeles, Calif: Sage Publications, 2007.

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1961-, Anderson Neil, ed. Fundamentals of HRM. Los Angeles, Calif: Sage Publications, 2007.

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1961-, Anderson Neil, ed. Fundamentals of HRM. Los Angeles, Calif: Sage Publications, 2007.

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1922-, York Alfred, ed. Essentials of HRM. 4th ed. Oxford: Butterworth-Heinemann, 2000.

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Book chapters on the topic "HRM"

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Fryer, Mick. "HRM." In Human Resource Management, 98–116. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-5.

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Yuan, Li. "Western HRM and HRM in China." In Traditional Chinese Thinking on HRM Practices, 13–48. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137304124_2.

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Dron, Maria-Delia, Michael Müller-Camen, and Lisa Obereder. "Green HRM." In Personalmanagement, 41–55. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-15170-6_3.

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Rowold, Jens. "HRM Controlling." In Human Resource Management, 207–15. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39152-1_19.

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Bormann, Kai C. "Strategisches HRM." In Human Resource Management, 15–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39152-1_3.

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Bratton, John, and Jeff Gold. "International HRM." In Human Resource Management, 500–529. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-00095-8_15.

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Farndale, Elaine, Chris Brewster, and Wolfgang Mayrhofer. "Comparative HRM." In The SAGE Handbook of Human Resource Management, 99–107. 1 Oliver's Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2019. http://dx.doi.org/10.4135/9781529714852.n7.

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Brewster, Chris, and Wolfgang Mayrhofer. "Comparative HRM." In Human Resource Management, 358–77. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-18.

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Paauwe, Jaap, and Corine Boon. "Strategic HRM." In Human Resource Management, 49–73. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-3.

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Kramar, Robin. "Sustainable HRM." In Human Resource Management, 379–98. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-52163-7_17.

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Conference papers on the topic "HRM"

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ÇERA, Elona, Aleš GREGAR, Jana MATOŠKOVÁ, and Zuhair ABBAS. "RESPONSIBLE COMPETITIVENESS FACTORS AND COMPETITIVE ADVANTAGE: A SOCIALLY RESPONSIBLE - HRM PERSPECTIVE." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/04.02.

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Over the past decade, the notion of sustainability has received increasing attention in both practice and research. The main goal of this study is to contribute to CSR and HRM research by developing a framework for Socially Responsible HRM (SR-HRM) practices and competitive adavantage throw responsible competitiveness factors. For the purpose of this study, an exhaustive literature review has been conducted with particular focus on high-quality journals with a proven influence in the HRM filed. Concerning searching strategy are analysed forty-two papers published in Q1 and Q2 journal ranking (SJR), two reports published from Global Reporting Initiative (GRI) and Eurepean Commision, four books on the filed of HRM, and two papers published on Q3 journal ranking (SJR). The literature review results show that SR-HRM has become an important and irreversible component of doing business. Some SR-HMR practices such as: potential to attract and retain the most motivated employees; opportunities for continuous development and training; company’s capacity to manage employee relationships and conflict resolution; the ability to communicate relevant information fluently, transparently, and foster productive dialogue; enhancement of diversity as a core value; remuneration policy; company justice system; sanitation and safety standards; and work-life balance, when properly implemented, enhance competitive advantage.
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Prasad, Jayesh, Harvey G. Enns, and Thomas W. Ferratt. "IT HRM practices." In the 2006 ACM SIGMIS CPR conference. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1125170.1125186.

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"e-HRM-user Perceptions of e-HRM Tools in Kuwaiti SME’s." In 2nd International Workshop on Human Resource Information Systems. SciTePress - Science and and Technology Publications, 2008. http://dx.doi.org/10.5220/0001744401240135.

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Lin, Tong, Mehmet Sarimurat, and Thong Quoc Dang. "Flow Interaction Between Cascade and Flow Resistance Medium." In ASME Turbo Expo 2023: Turbomachinery Technical Conference and Exposition. American Society of Mechanical Engineers, 2023. http://dx.doi.org/10.1115/gt2023-101271.

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Abstract This paper investigates the effects of flow-interaction between a rotor and a high-resistance medium (HRM) on both rotor and system performance within the 2D cascade limit using computational fluid dynamics (CFD). Two configurations were studied: the Rotor/HRM configuration, where the HRM is located downstream of the rotor, and the HRM/Rotor configuration, where the HRM is located upstream of the rotor. The results indicate that fan performance increases from the interaction effect, along with an extension of the stall margin. However, the pressure drop across the HRM is increased due to an increase in velocity magnitude and non-uniformity, which can lower system overall performance. In the HRM/Rotor configuration, the presence of an upstream close-coupled HRM induces a high-velocity jet around the blade which is more significant on the suction surface and appears to delay flow separation, resulting in an extension of the stall margin. In the Rotor/HRM configuration, the boundary-layer thickness on the blade surfaces is reduced, resulting in delaying stall. In both cases, flow non-uniformity and the presence of swirl velocity in the HRM increases the pressure loss across it.
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Lawler, John J., and Robin Elliot. "Artificial Intelligence in HRM." In the 1993 conference. New York, New York, USA: ACM Press, 1993. http://dx.doi.org/10.1145/158011.158264.

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"HRM Driven Organizational Change: Developing a Game Simulation Model for Strategic HRM." In 12th European Conference on Game Based Learning. ACPI, 2019. http://dx.doi.org/10.34190/gbl.19.044.

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"E- HRM – A MEAN TO INCREASE HRM ROLEIN ORGANIZATIONS – A COMPREHENSIVE LITERATURE REVIEW." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/04.10.

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Gričnik, Ana Marija, Matjaž Mulej, and Simona Šarotar Žižek. "Sustainable Human Resource Management." In 7th FEB International Scientific Conference. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.epf.3.2023.35.

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Sustainable HRM (SHRM) is a new approach to people management, focusing on long-term HRM, regeneration, and renewal. It helps firms attract and retain high-quality employees: by integrating SHRM practices into their employee value proposition, firms establish unique, attractive employer brands. Socially Responsible HRM, Green HRM, Triple Bottom Line HRM, and Common Good HRM are types of SHRM. Especially these characteristics of SHRM matter: Long-term orientation, care for employees, environment, profitability, employee participation and social dialogue, employee development, external partnership, flexibility, compliance beyond labor regulations, employee cooperation, fairness, equality. SHRM is based on sustainable HR policies, such as management of employment relationships, prevention, health and safety at work, training and continuous development, diversity and equal opportunities, fair remuneration and social benefits, communication, transparency, social dialogue, attraction, and retention of employees, work–family balance. The paper presents a possible requisitely holistic model of SHRM.
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Berber, Nemanja, Agneš Slavić, Dimitrije Gašić, and Marko Aleksić. "The Development of Human Resource Management in Serbia in the Light of Cranet Research 2021." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_226.

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Human resource management (HRM) is becoming more and more important in contemporary business. As the process of managing organizations’ most valuable assets, human capital, HRM needs to answer to all challenges that are arising in the internal and external business environment to achieve its goal, to attract, motivate, and retain employees. New challenges related to changes in the labor market, globalization, digital transformation, health risks due to the Covid-19 pandemic, economic and political issues, and many others, require that organizations possess a specific and well-developed process of HRM to manage their employees adequately. It is important to investigate the level of HRM in an organization to get familiar with the actual state of HRM practice and to explore areas for improvement. The main aim of this paper is to analyze the main indicators of HRM function in organizations in Serbia, to determine the actual state and the level of development. The methodology of the research obtains analysis of available literature and empirical data gathered during the new round of global Cranet research, in which Serbia participate. The data were collected in 2021, and the sample consists of 106 companies in Serbia. The authors investigated some of the main indicators of HRM, related to the number of employed people in an HR department, the existence of HR and related strategies, strategic HRM, usage of IT tools in HRM, etc. In the end, the results from Cranet data for Serbia were compared to present values of certain indicators at the regional and global levels.
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Dewantara, I. Wayan Gede Suharta, Siti Haerani, and Nurdjanah Hamid. "HRM Practices in Hotel Industry." In Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icame-18.2019.40.

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Reports on the topic "HRM"

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Isaacs, Hedy. Short Form for the Institutional Assessment of Civil Service Systems: Case of Barbados. Inter-American Development Bank, November 2004. http://dx.doi.org/10.18235/0011458.

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The Inter-American Development Bank (IDB) through its Regional Policy Dialogue, Public Policy and Management Network commissioned this study [update] of the Institutional Assessment of Civil Service systems (CSS) in Barbados. While reforms address key elements of the HRM system, the frameworks, or foundation required to support these reform efforts, namely, a coherent and clearly articulated HR strategy and an integrated HRM system have yet to be addressed. Two recommendations are made with these limitations in mind. Articulate a coherent HR strategy that specifies goals and objectives, to which all stakeholders commit: Recommendation 1. Develop an integrated HRM system that will facilitate interconnections between the subsystems and ultimately contribute to greater efficiency of the CSS in Barbados: Recommendation 2.
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Forbes, D., and G. Manson. Sea-level rise and its implications for planning policy in the Halifax Regional Municipality (HRM) and other parts of Atlantic Canada. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 2012. http://dx.doi.org/10.4095/290174.

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Karam, Sofia, Morteza Nagahi, Vidanelage Dayarathna, Junfeng Ma, Raed Jaradat, and Michael Hamilton. Integrating systems thinking skills with multi-criteria decision-making technology to recruit employee candidates. Engineer Research and Development Center (U.S.), June 2021. http://dx.doi.org/10.21079/11681/41026.

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The emergence of modern complex systems is often exacerbated by a proliferation of information and complication of technologies. Because current complex systems challenges can limit an organization's ability to efficiently handle socio-technical systems, it is essential to provide methods and techniques that count on individuals' systems skills. When selecting future employees, companies must constantly refresh their recruitment methods in order to find capable candidates with the required level of systemic skills who are better fit for their organization's requirements and objectives. The purpose of this study is to use systems thinking skills as a supplemental selection tool when recruiting prospective employees. To the best of our knowledge, there is no prior research that studied the use of systems thinking skills for recruiting purposes. The proposed framework offers an established tool to HRM professionals for assessing and screening of prospective employees of an organization based on their level of systems thinking skills while controlling uncertainties of complex decision-making environment with the fuzzy linguistic approach. This framework works as an expert system to find the most appropriate candidate for the organization to enhance the human capital for the organization.
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Kondo, Takumasa, Laura Isabel Colorado, Yenifer Campos Patiño, Ángela Arcila, and Paola Sotelo. Wasmannia auropunctata (Roger) (Hym.: Formicidae), pequeña pero voraz depredador de Diaphorina citrí Kuwayama (Hem.: Liviidae). Corporación Colombiana de Investigación Agropecuaria - AGROSAVIA, 2016. http://dx.doi.org/10.21930/agrosavia.poster.2016.50.

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Muchas especies de hormigas se han reportado como depredadores del psílido asiático de los cítricos Diaphorina citri Kuwayama (Hemiptera: Liviidae) (e.g., Michaud 2004), aunque la depredación por parte de las hormigas no se ha observado. Según Way (1963), las hormigas que atienden hemípteros pueden alimentarse de sus trofobiontes cuando las fuentes de proteínas y lípidos son escasas. Navarrete et al. (2013) reportaron que la presencia de las hormigas Pheidole megacephala Fabricius, 1793, Brachymyrmex patagonicus Mayr, 1868, y Solenopsis invicta Buren, 1972, se correlacionó positivamente con altas tasas de parasitismo de T. radiata en un experimento de exclusión de hormigas realizado en Florida (EE.UU.). En ese estudio, Navarrete et al. (2013) no encontraron ningún comportamiento agresivo de las hormigas hacia las ninfas de D. citri, y el número de ninfas de D. citri no mostró diferencias estadísticas entre aquellas ninfas atendidas y no atendidas por hormigas, lo que sugiere que las hormigas no depredan a D. citri. En una casa de vidrio donde se mantiene una cría masiva de D. citri y su enemigo natural Tamarixia radiata (Waterston) (Hymenoptera: Eulophidae), la pequeña hormiga de fuego Wasmannia auropunctata (Roger) (Hymenoptera: Formicidae), se observó depredando las ninfas (Figs. 1 y 2) y adultos (Fig. 3) de D. citri y causando pérdidas graves al pie de cría. El presente constituye uno de los pocos estudios donde se verifica la depredación de D. citri por hormigas.
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Rinke, Helen Mae. HCM Interface. Office of Scientific and Technical Information (OSTI), April 2020. http://dx.doi.org/10.2172/1617344.

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Akto, P., Z. Chen, and K. Hu. Evaluation of geothermal resource potential of hot sedimentary aquifers in the Horn River Basin, northeast British Columbia, Canada. Natural Resources Canada/CMSS/Information Management, 2023. http://dx.doi.org/10.4095/331225.

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This study assesses the geothermal potential of Hot Sedimentary Aquifers underlying the Horn River Basin (HRB) based on analyses of borehole temperatures, geological and production data, core porosity and permeability measurements, and geophysical well logs. The proposed criteria are applied to evaluate the geothermal potential of the Horn River Group (HRG) and sub-HRG formations. Favourable spots are identified and ranked by applying temperature, thickness, porosity, permeability and flow rate mapping. The results show that the HRG and its underlying strata have a good potential of geothermal energy resource. Among the HRG formations with an average temperature of 110°C, the Otter Park Formation is the hottest and relatively thick with high water production rate. The Muskwa Formation is the second favourable for geothermal resource potential. Within the sub-HRGs, the Slave Point Formation is the most advantageous because of the high flow rate and high temperature, while the Keg River Formation is the hottest and thickest, and is considered as the second favorable stratigraphic unit. Combining the geological and geographical characteristics, four favourable hot zones have been identified, further indicating that the northwest Zone 1 and the southeast Zone 4 are the hottest areas with thicker reservoirs (>300m) and higher temperatures >130°C (at depth >3 km).
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Pancratz, David J., Linda J. Rogers, John B. Bomar, and Jr. HSM-PC Users Guide. Fort Belvoir, VA: Defense Technical Information Center, September 1998. http://dx.doi.org/10.21236/ada373472.

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Spindler, Martin, Christian Hansen, and Victor Chernozhukov. hdm: High-Dimensional Metrics. The IFS, August 2016. http://dx.doi.org/10.1920/wp.cem.2016.3716.

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Hong-Geller, Elizabeth, and Alina Deshpande. State of HRL Facilities. Office of Scientific and Technical Information (OSTI), July 2021. http://dx.doi.org/10.2172/1808812.

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S.A. Cohen and Z. Wang. A Hollow Cathode Magnetron (HCM). Office of Scientific and Technical Information (OSTI), April 1998. http://dx.doi.org/10.2172/3757.

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