Relevant bibliographies by topics / Human resources (HR)

Contents

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

Academic literature on the topic 'Human resources (HR)'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Human resources (HR)"

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Tanjung, Bahdin Nur. "Human Resources (HR) In Education Management." Budapest International Research and Critics in Linguistics and Education (BirLE) Journal 3, 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.
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Kapoor, Bhushan, and Joseph Sherif. "Global human resources (HR) information systems." Kybernetes 41, no. 1/2 (March 2, 2012): 229–38. http://dx.doi.org/10.1108/03684921211213052.

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Rudakova, S. G., N. S. Danylevych, L. V. Shchetinina, and Y. A. Kasianenko. "Digital HR - the Future of Human Resources Administration." Business Inform 1, no. 504 (2020): 265–70. http://dx.doi.org/10.32983/2222-4459-2020-1-265-270.

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Widodo, Widodo, Sri Hindah Pudjiastuti, and Joko Bomber SU. "Human Capital Investment Model Based on Outsourcing Human Resources in Banking Industries." International Journal of Business and Management 13, no. 9 (August 7, 2018): 236. http://dx.doi.org/10.5539/ijbm.v13n9p236.

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This article examines the human resource investment model based on outsourcing human resources in the Banking Industry. This study departs from the research gap, that is outsourcing system, where with this system, the company can save expenses in financing human resources (HR) working in the company concerned. However stated that the banking industry no more uses outsourced personnel in boosting the wheels of business. The complexity of the banking industry makes demands on the availability of high quality human resources (HR) increase. The findings of this study emphasized that in improving the efficiency and effectiveness of outsourcing based human resources on human resources investment is carried out by increasing the Human Resources (HR) cost efficiency. HR cost efficiency has indicators of the number of work completion with the time used is shorter than its standard, increasing the number of work completion with shorter time than its standard. And more completions work with standard time. While HR investment has the indicators of potential human resources as: developing, potential of HR excellence and quality of knowledge.
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Hung, Yu-Ting, Michael C. Cant, and Johannes A. Wiid. "The importance of human resources management for small businesses in South Africa." Problems and Perspectives in Management 14, no. 3 (September 6, 2016): 232–38. http://dx.doi.org/10.21511/ppm.14(3-1).2016.09.

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The majority of SMEs fail in the first five years of operation (Cant and Ligthelm, 2003). Human resource management (HRM) has been identified as a crucial key success factor for SMEs in today’s world. This research study investigates small business owners’ perception of the importance of HRM. The objective of this paper is to determine the perceived importance of human resources (HR) among South African SMEs and the management of it. A questionnaire was constructed and judgement sampling was used to gather the responses of 88 small business owners. The research revealed that the majority of SMEs have HR practices of some sort in place, as well as areas to improve on HR practices. The challenge now is to further increase the adoption of HR management and practices among small businesses in South Africa to ensure their success, as they play a vital role in the South African economy. Keywords: South African SMEs, developing countries, human resource functions, human resources management, HR, HRM. JEL Classification: M19
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Karakanian, Marie. "Are Human Resources Departments Ready for E-HR?" Information Systems Management 17, no. 4 (September 2000): 31–35. http://dx.doi.org/10.1201/1078/43193.17.4.20000901/31250.6.

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Flynn, Stephen. "Overcoming the identity crisis in human resources." Human Resource Management International Digest 22, no. 2 (March 4, 2014): 1–3. http://dx.doi.org/10.1108/hrmid-03-2014-0037.

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Purpose – Dissects “partnership” and “strategy” in the context of the work of HR. Design/methodology/approach – Shows that it is not that HR is unclear about its role in the corporate world but that the exhortations of commentators are too simplistic. Findings – Reveals that the continuing and continual debate over HR's role is a product of the role conflict inherent in the HR profession itself. Emphasizes the importance of balancing the needs of employees with those of managers, which is at the heart of HR. Practical implications – Contends that divorcing the operational from the strategic denies the strategic the field intelligence that informs and proves strategy. The disparate, mundane operational tasks associated with HR specialists aggregate into the field intelligence that feeds their strategic perspective. Severing the connection between HR strategy and HR operations impoverishes any kind of strategic input available to HR. Social implications – Advances the view that managers and employees see their day-to-day requests as important and that these apparently mundane matters are the nuggets that inform HR's strategic input. Originality/value – Emphasizes that there is an organizational and employee aspect to every element of HR and that the HR specialist should accept both of these.
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Kansal, Monika, and Mahesh Joshi. "Reporting human resources in annual reports." Asian Review of Accounting 23, no. 3 (September 7, 2015): 256–74. http://dx.doi.org/10.1108/ara-04-2014-0051.

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Purpose – The purpose of this paper is to investigate the extent of corporate disclosure on human resources (HR) in the annual reports of top performing Indian companies. Design/methodology/approach – The paper explores the extent to which top 82 companies from India present information about HR in their annual reports. This study examines the annual reports of each of the top Indian firms listed on the Bombay stock exchange, using the “content analysis” method. Statistical tests have been performed to analyse the difference between the HR disclosure score across public and private sectors and disclosure variations among various industrial sectors. Findings – In-house training programmes has been noticed to be the favourite item of disclosure followed by safety awards/certifications and statements regarding cordial relations with the employees/unions. A majority of the Indian firms have ignored significant HR issues such as employee welfare fund, maternity/paternity leaves, holiday benefits, employee loans and adopting old age homes, etc. Overall, the study reflects low HR related disclosures. No statistically significant difference has been found between the mean HR disclosure from one industry to another and disclosure practices of the private and the public sector companies. Practical implications – The disclosure pattern of the Indian companies suggests that they only a few companies are concerned about employees’ welfare than the rest. This may motivate a change of the disclosure policy of the rest of the firms who may follow the reporting pattern of the most disclosing ones. Originality/value – This is first study on the disclosure of HR by the Indian corporate sector in the CSR domain with a disclosure analysis for a period of nine years . This research provides new directions for the literature in this area and may promote comparative studies on HR-based studies from different perspectives.
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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.
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Madiistriyatno, Harries. "The Influence of Procurement and Development Strategy on HR Productivity and Satisfaction." Devotion : Journal of Community Service 3, no. 1 (July 14, 2021): 9–22. http://dx.doi.org/10.36418/dev.v3i1.86.

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The purpose of this paper is to describe the influence of the procurement and development function on the productivity and satisfaction of HR, as one of the tasks of the HR Management (Advanced) course. The purpose of this paper is to determine and examine the effect of the procurement function on HR productivity, HR satisfaction, HR productivity, HR satisfaction and development on HR productivity and satisfaction. This study uses a library research method that refers to resources available both online and offline such as: scientific journals, books and news sourced from trusted sources. The result of this research is that the Procurement Function affects the Productivity of Human Resources. The Procurement Function has an effect on Human Resource Satisfaction. The Development Function affects the Productivity of Human Resources. The Development Function has an effect on Human Resource Satisfaction. The Procurement and Development Function affects the Productivity and Satisfaction of Human Resources.
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Dissertations / Theses on the topic "Human resources (HR)"

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Dass, Ted K. "Human resource processes and the role of the human resources function during mergers and acquisitions in the electricity industry." Cincinnati, Ohio : University of Cincinnati, 2008. http://rave.ohiolink.edu/etdc/view.cgi?acc_num=ucin1227303612.

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Thesis (Ph.D.)--University of Cincinnati, 2008.
Advisor: Ralph Katerberg PhD (Committee Chair), Paula Dubeck PhD (Committee Member), Gail Fairhurst PhD (Committee Member), Joseph Gallo PhD (Committee Member), Suzanne Masterson PhD (Committee Member), Philip Way PhD (Committee Member). Title from electronic thesis title page (viewed Jan. 17, 2009). Keywords: mergers and acquisitions; HR; HR processes; case study; HR function. Includes abstract. Includes bibliographical references.
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Hedman, Mattias, and Charlotte Skinnar. "Human resources outsourcing : att släppa kontrollen." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-11484.

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Titel: Human resources outsourcing Högskola: Mälardalens högskola Västerås Institution: Akademin för hållbar samhälls- och teknikutveckling. Ämne: Kandidatuppsats i företagsekonomi - FÖA300 Författare: Mattias Hedman och Charlotte Skinnar Handledare: Ulla Pettersson Sidoantal: 43 Bilagor: 1 Nyckelord: Outsourcing, HR, relationer Syfte: Uppsatsens syfte är att utifrån teorin analysera Fortums och Foras val inom HRO och hur de hanterar den. Därefter presentera förslag på vad de skulle kunna lägga fokus på i framtiden utifrån teorin. Metod: Kvalitativ metod och deduktiv ansats. En fallstudie har genomförts genom semistrukturerade intervjuer på två olika företag. Teoretiska perspektiv: Teorin baseras på vetenskapliga artiklar och böcker om outsourcing och då främst outsourcing av personalavdelningens funktioner. Empiri: Fallstudien består av intervjuer med processägaren Lena Jonsson på energibolaget Fortums kontor i Stockholm, samt Pia Holm-Johansson, löneansvarig på försäkringsföretaget Fora i Stockholm. Dessutom har Fortums och Foras årsredovisningar från 2009 samt deras webbplatser använts. Resultat: Företagen överrensstämmer med teorin till stor del när det gäller relationen med leverantören och sin interna hantering av HRO. De har upplevt problem, dock ej längre, och företagens val med HRO överrensstämmer med teorin. Den största orsaken till att det finns skillnader mellan företagens HRO är storleken på företagen och tidslängden på relationen med leverantören. Fora bör skapa en alternativ plan och Fortum bör arbeta på sin relation med leverantören. Båda bör ha tydliga mål med outsourcingen samt allmänna principer för samarbetet, tillsammans med sin leverantör. Fortum och Fora bör även göra mer benchmarking och öka den tekniska integrationen.
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Knopff, Anton. "Finansialisering och Human Resource Management : En HR-verksamhet i förändring." Thesis, Stockholms universitet, Sociologiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-111288.

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Syftet med detta arbete är att studera finansialiseringens spridning och kopplingen mellan processer och strukturer inom finansialiserings-teori och Human Resource Management (HRM). Detta genom att studera en organisation och dess HR-praktik i jämförelse med ovan nämnda teorier. De två teoretiska perspektiven används för att illustrera vilka konsekvenser som kan tydliggöras för arbetstagare och organisation. I studien undersöks en HR-verksamhet på den svenska arbetsmarknaden där det empiriska materialet består av kvalitativa intervjuer med representanter från organisationens HR-funktioner. Studien har ett abduktivt förhållningssätt där underlaget bygger på en teoretisk förförståelse samtidigt som en lägre grad av standardisering i intervjuerna används för att låta det studerade fältet styra den empiriska bilden. I resultatet presenteras en organisation som genomfört förändringar med ekonomisk inriktning och som i större utsträckning än tidigare premierar resultatdriven personalhantering. Detta kan tyda på en spridning av processer definierade av finansialiserings-teori utanför traditionellt sett finansialiserade marknader. De likheterna med HRM-teori uppmärksammas i den studerade praktiken anses vara mer ideologiskt än praktiskt grundade men visar också på en tydligare ekonomisk styrning. Vidare lyfts strävan efter att legitimera HR gentemot företagsledning som en möjlig bidragande faktor i finansialiseringen av arbetsmarknaden.
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Thörner, Linda, and Elisabet Birgersson. "HR-medarbetares upplevelse av HR-transformation- ideal eller verklighet?" Thesis, Högskolan i Halmstad, Akademin för hälsa och välfärd, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-42547.

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Syftet med studien är att ur ett individperspektiv undersöka HR-medarbetares upplevelser av HR-transformation. Studien besvarar följande frågeställningar: Hur påverkar den pågående HR-transformationen HR-medarbetarnas nuvarande arbetsuppgifter och funktion? Vilka förändringar anser HR-medarbetarna har påverkat deras upplevelser av HR-yrket? Hur ser HR-medarbetarna på HR-transformation i framtiden? Studiens syfte besvaras med kvalitativ metod genom sex semistrukturerade intervjuer med HR-medarbetare. Studiens teoretiska utgångspunkter som används för att analysera det empiriska materialet är konceptet HR-transformation, shared service, HR-medarbetarens olika roller samt resiliens. Resultatet visar att HR-medarbetarna upplever olika grad av HR-transformation, där den största förändringen är att administrativa arbetsuppgifter minskar tack vare digitaliseringen, men att det operativa arbetet fortfarande är väldigt viktigt. Strategiska arbetsuppgifter och HR-perspektivet har fått utökat utrymme och ökad betydelse i organisationer. Intervjupersonerna kan ses ha en resilient förmåga, de påvisar en anpassningsförmåga till de förändringar som sker och har en positiv inställning till dessa. HR-medarbetarna ser flera möjligheter i framtiden med en fortsatt HR-transformationsresa, där allt fler arbetsuppgifter förändras för att ge värde till organisationer, vilket tyder på att HR:s betydelse därmed fortsätter att öka.
The aim of this study is to investigate HR professionals’ experiences in an individual perspective of HR transformation. The study answers the following questions: How does the ongoing HR transformation affect the current HR task and function of HR professionals? What changes does HR professionals believe have affected their perception of the HR profession? What does HR professionals think about HR transformation in the future? The purpose is answered with a qualitative method through six semi structured interviews with HR professionals. The theoretical frameworks that is used to analyze the empirical material is the concept of HR transformation, shared service, HR professionals different roles and resilience. The result shows that HR professionals experiences varying degrees of HR transformation, the biggest change being that administrative tasks decreases, thanks to digitalization, but operational work is still very important. Strategic tasks and the HR perspective have an increased position and a greater importance. The respondents have a resilience capacity, they are showing an adaptability to unforeseen changes and have a positive attitude. The HR professionals are positive to the future with many possibilities, in a continued HR transformation journey, where more tasks are being changed to add value to the organizations, which indicates that HR’s importance therefor will continue to increase.
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Ibragimova, Yuliya. "New Methods in Human Resources Management." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193004.

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This diploma thesis concentrates on relationship between employee satisfaction and usage of new methods in Human Resources Management, particularly coaching and talent management. As employee satisfaction becomes one of the most important sources of influence on company's performance, it is also discussed in the theoretical background the relationship between employee satisfaction and company performance. The goal of the thesis is to find relationship between usage of new HRM methods (coaching and talent management) and employee satisfaction. The thesis has four chapters. First two chapters "Measurement Systems in an Organization" and "Methods in HR Management" set a theoretical background for the research. The third chapter concentrates on the research itself: employees of five Russian companies both with and without coaching and talent management, are tested. In the last chapter are compared research outcomes and theoretical approach, as well as, recommendations are given.
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Pritchard, Katrina Louise. "Knowledge at work : a study of Human Resources (HR) professionals." Thesis, Birkbeck (University of London), 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.498735.

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Building on the contribution of practice perspectives in highlighting the social construction of knowledge, it is proposed that additional insights can be gained by considering knowledge as a local discursive achievement and knowing as discursively performed. HR provides a particularly germane context for this exploration. While a growing volume of research problematises HRM, literature regarding HR professionals remains broadly functionalist. It emphasises the roles necessary to successfully deliver HRM; roles achieved through the application of specialist professional knowledge. In contrast, here HR professionals' work and identity is regarded as emergent, requiring continual negotiation and validation of their knowledge, both within the broader framework of HRM and the specific organizational context. From this perspective, examining knowledge as a local discursive achievement offers the opportunity of critical insight into HR professionals' practice. These ideas are explored through an ethnographic study of a HR department which had recently undergone substantial organizational change. HR professionals' construction and negotiation of, and indeed competition for, knowledge are examined as they attempt to secure professional legitimacy in the aftermath of this change. Through a discourse analysis of observational, interview and documentary data, a range of knowledge claims are examined. The analysis considers how personal knowledge and experience are positioned as the most credible sources for identifying solutions to HR problems. These problems are embodied in employees and therefore 'knowing people' becomes an essential aspect of knowledge claims. The invocation of experience involves relative (I know more) rather than absolute (I know about) claims which further provide a (not uncontested) means of dividing HR work according to hierarchical seniority. Through considering the dynamic nature of these constructions and their relationship to the subject positions enacted (including knower and known) this analysis extends both our understanding of HR professionals' practice and the social construction of knowledge
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Uotila, Aliisa. "Sustainable human resources management : Constructed and negotiated by HR professionals." Thesis, Umeå universitet, Sociologiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-173160.

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This present paper analyses how HR professionals construct and negotiate sustainable human resources management (HRM). The empirical data is collected through five interviews with six informants and in the Swedish working context. A Foucauldian inspired qualitative discourse analysis reveals how sustainability is seen as an important part of HR, and moreover, societal sustainability is seen as the main focus of HR. Contrary to most of the prior sustainability HR research, the discourse of ecological sustainability was not activated to the same extent as the other societal discourses. Instead, the study showed that in the Swedish work context, the matters of health promotion, equality and diversity are seen as more essential.
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Howe-Walsh, Liza. "The road to repatriation : implications for HR policy and practice." Thesis, University of Portsmouth, 2010. https://researchportal.port.ac.uk/portal/en/theses/the-road-to-repatriation(d9da6443-bc8f-4331-933d-168ee200571b).html.

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This thesis addresses an existing gap in the academic and practitioner knowledge of the repatriation process of international assignees. The study highlights the disparity between intended HR policy and implemented HR practices within the banking sector across Europe, USA and Asia. Repatriates are defined as an employee who has returned home after spending more than six months abroad (Linehan & Scullion, 2002: 650). The major contribution of this research is developing existing theory; previous research has focused upon readjustment and knowledge transfer of repatriates (Black et al, 1991; Bossard & Peterson, 2005; Brewster & Suutari, 2003; Sanchez Vidal et al, 2007). This study contributes to academic knowledge through an enhanced understanding and identification of how the repatriation process works and is perceived by the various stakeholders including repatriates, Human Resource Business Partners, International Human Resources and line managers. The methods utilised generated data via in-depth semi-structured interviews in order to gain insights into how the repatriates perceived the process as well as interviews with HRBPs, IHR function and line managers. The data was then analysed using Interpretative Phenomenological Analysis (IPA). The findings highlight that the objectives for an assignment are not evaluated. Thus currently there is no provision to define success from the organisation‟s point of view. Additionally, the research indicates that there are numerous lost opportunities to gather information about the newly acquired skills and knowledge of the repatriate. The poor repatriation process and implementation of policy clearly impact upon the perception from each of the stakeholders‟ view of whether an assignment has been successful. Consequently the research strives to present a more inclusive look at the effect of the company‟s HR policy and practices and how this impacts upon the repatriation process. The results of the study highlight the opportunity for HR to add transformational practices to facilitate an improved repatriation experience for not only the repatriates but also in identifying the additional stakeholders‟ experience. The contribution to existing knowledge provides additional opportunities for further research to investigate variables beyond the traditional organisation and repatriate perspective highlighting further areas for future research into multiple stakeholders.
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Heldring, Emma, and Ida Vestlin. "Digitala verktyg inom Human Resources : En kvalitativ undersökning om HR-anställdas inställningar till digitalisering inom HR." Thesis, Södertörns högskola, Sociologi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-39987.

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Följande studie, författad av Emma Heldring och Ida Vestlin med titeln Digitala verktyg inom Human Resources, ämnar undersöka HR-anställdas inställningar till digitala verktyg i HR-arbetet. Personliga inställningar till digitala verktyg inom HR-arbetet undersökts utifrån insamlat material från åtta semistrukturerade kvalitativa intervjuer. Tidigare studier på området har främst undersökt de digitala verktygens bidrag ur ett managementperspektiv med fokus på effektivitet och produktivitet, mindre forskning har gjorts om hur de anställda som arbetar med verktygen känner inför dem. Robert Blauners (1964) teoretiska begrepp powerlessness samt delfaktorer ut Bosse Angelöws (2010) modell för en lyckad organisationsförändring utgör, tillsammans med tidigare forskning om digitala verktyg, studiens teoretiska ramverk.   Studiens resultat går i viss linje med tidigare forskning om digitala verktygs bidrag till effektivare arbetssätt och visar att användningen samt behovet av dessa är omfattande. Vidare antyder resultatet att nya digitala verktyg som rekryteringsrobotar och chatbots medför risker men att fördelarna med dem tenderar att överväga nackdelarna, vilket resulterat i en generellt positiv inställning till digitala verktyg inom HR-arbetet. Den mer ingående analysen visar den återkommande reflektionen över fördelar och nackdelar med digitala verktyg, vilket frambringat den ambivalenta inställning som präglar resultatet. Sammantaget har studien bidragit med kunskap om HR-anställdas inställningar till digitala verktyg.
The following study, written by Emma Heldring and Ida Vestlin with the title Digital tools within Human Resources investigates HR-employees attitudes towards digital tools within HR-work. Personal attitudes towards digital tools within HR are intended to be identified with eight semi-structured qualitative interviews. Earlier studies in the field has a management perspective with a focus on increased efficiency and productivity, less research has been done on how the employees working with the tools feel about them. Robert Blauner’s (1964) theoretical concept powerlessness and parts from Bosse Angelöws (2010) reorganizational model, together with previous research about digital tools, constitutes the theoretical framework.   The study's results are in accordance with previous research about digital tools impact on efficiency and show that the use and need of them are comprehensive. The results suggest that new digital tools such as recruitment robots and chatbots entail risks, but their benefits tend to outweigh the disadvantages, which has resulted in a generally positive attitude to digital tools in HR-work. A thorough analysis shows the reoccurring reflection on the advantages and disadvantages of digital tools, which has created the ambivalent attitude that characterizes the result. The study contributes with knowledge of HR-employees attitudes for digital tools.
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Bodén, Sofie. "Utmaningarna inom Human Resources : att lyckas möta förväntningarna." Thesis, Stockholms universitet, Psykologiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-87187.

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Personalarbetet har förändrats mycket de senaste åren, det har orsakat att delar av organisationerna inte följt med i denna förändring. Yrkesrollen var förr mer omsorgsinriktad och fokuserade mer på medarbetarna men idag innehåller yrkesrollen mer ett affärstänk samt har ett arbetsgivarfokus. Syftet med studien var att få en ökad förståelse för vilka utmaningar HR-arbetare möter i sin yrkesroll när de ska tillgodose ledningens direktiv och medarbetarnas behov. Om det finns några utmaningar, vad de i så fall innebär och hur HR-arbetare lyckas hantera dessa utmaningar. Sex personer från olika privata företag i Stockholms län intervjuades, materialet transkriberades och analyserades tematiskt. Resultatet visade att en utmaning var att det fanns olika förväntningar på HR. En annan utmaning gällde att ledningen och medarbetarna hade olika maktpositioner, vilket påverkade HR:s prioriteringar. Dessa utmaningar hanterade intervjupersonerna genom kommunikation, tydlighet samt genom att klargöra representantfokus vilket tolkades motverka en rollkonflikt.
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Books on the topic "Human resources (HR)"

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Human resources for the non-HR manager. Mahwah, NJ: Lawrence Erlbaum, 2004.

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Leading HR. Basingstoke: Palgrave Macmillan, 2010.

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HR leadership. Amsterdam: Butterworth-Heinemann, 2010.

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High-impact HR: Transforming human resources for competitive advantage. Toronto: John Wiley & Sons Canada, 1999.

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1934-, Dodd Bernard, Nyiri Max, and ASAP World Consultancy, eds. Administering SAP R/3: The HR-human resources module. Indianapolis, Ind: Que, 1999.

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Business & Legal Reports (Firm). Human resources guidebook: A pocket guide to HR challenges. Old Saybrook, CT: BLR, 2006.

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Weiss, David S. High impact HR: Transforming human resources for competitive advantage. Toronto: Wiley, 1999.

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Virtual HR: Human resources management in the information age. Menlo Park, CA: Crisp Publications, 1998.

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Schwind, Hermann F. Canadian Human Resource Management: A Strategic Approach. 6th ed. Toronto, Canada: McGraw-Hill Ryerson, 2010.

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Munde, Gail. Everyday HR: A human resources handbook for academic library staff. Chicago: Neal-Schuman, 2012.

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Book chapters on the topic "Human resources (HR)"

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Achouri, Cyrus. "HR-Controlling." In Human Resources Management, 129–50. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6946-0_8.

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Achouri, Cyrus. "HR-Controlling." In Human Resources Management, 95–110. Wiesbaden: Gabler Verlag, 2015. http://dx.doi.org/10.1007/978-3-8349-4740-6_9.

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Trost, Armin. "HR Operation." In Human Resources Strategies, 287–327. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-30592-5_11.

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Issar, Gilad, and Liat Ramati Navon. "Human Resources (HR)." In Management for Professionals, 53–55. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-20699-8_12.

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Trost, Armin. "Building an HR Strategy." In Human Resources Strategies, 25–51. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-30592-5_3.

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Jekiel, Cheryl M. "What Is Lean HR?" In Lean Human Resources, 3–18. Second edition. | New York, NY : Taylor & Francis, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429325953-2.

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Jekiel, Cheryl M. "Applying Lean to HR." In Lean Human Resources, 177–88. Second edition. | New York, NY : Taylor & Francis, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429325953-14.

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Jekiel, Cheryl M. "Lean HR Survey Processes." In Lean Human Resources, 205–18. Second edition. | New York, NY : Taylor & Francis, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429325953-16.

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Hassell, Lewis, Krista Crews, and Linda McLean. "Human Resources (HR) Management." In Pathology Practice Management, 161–78. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-22954-6_13.

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Jekiel, Cheryl M. "Expand Lean Results with HR." In Lean Human Resources, 41–56. Second edition. | New York, NY : Taylor & Francis, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429325953-4.

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Conference papers on the topic "Human resources (HR)"

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Bogers, Toine, David Graus, Mesut Kaya, Francisco Gutiérrez, and Katrien Verbert. "RecSys in HR: Workshop on Recommender Systems for Human Resources." In RecSys '21: Fifteenth ACM Conference on Recommender Systems. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3460231.3470935.

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Hawking, Paul, Susan Foster, and Penny Bassett. "An Applied Approach to Teaching HR Concepts Using an ERP System." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2501.

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Enterprise Resource Planning (ERP) systems offer a software-based system that handles an enterprise’s total information system needs in an integrated fashion. These systems are purported to incorporate “best business practice”. Many universities have realized the potential of these systems as educational tools and have developed curriculum accordingly. Many companies in recent times have identified the benefits of the Human Resources functionality offered by ERP systems. However universities in Australia have not realized the potential of this functionality as a teaching tool to reinforce many of the concepts covered in a Human Resource Management curriculum. This paper outlines the experiences at Victoria University where SAP Human Resources functionality was incorporated for the first time. It also describes a number of student projects under development that will enhance this curriculum development. The paper will provide a model to other universities who are considering developing similar type of curriculum. .
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Hawking, Paul, Andrew Stein, and Susan Foster. "e-HR and Employee Self Service: A Case Study of a Victorian Public Sector Organisation." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2757.

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The application of the internet to the Human Resource function (e-HR) combines two elements: one is the use of electronic media whilst the other is the active participation of employees in the process. These two elements drive the technology that helps organisations lower administration costs, improve employee communication and satisfaction, provide real time access to information while at the same time reducing processing time. This technology holds out the promise of challenging the past role of HR as one of payroll processing and manual administrative processes to one where cost efficiencies can be gained, enabling more time and energy to be devoted to strategic business issues. The relative quick gains with low associated risk have prompted many Australian companies to realise what can be achieved through the implementation of a business to employee (B2E) model. Employee Self Service (ESS), a solution based on the B2E model enables employees to access the corporate human resource information system 24x7. This paper adopts a case study approach with a view to investigating the benefits and associated issues obtained from an implementation of an ESS in an Australian public sector organisation.Keywords: Employee Self Service, e-Human Resources, B2E, HRMIS, ERP Systems, Australian Case Study
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Peres, Alexandre Ricardo, and Fernando José Barbin Laurindo. "AN ASSESSMENT OF THE RELATIONSHIP BETWEEN CHOICES IN AN ERP IMPLEMENTATION FOR HUMAN RESOURCES AND HR-IT STRATEGIC ALIGNMENT MATURITY." In 13th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2016. http://dx.doi.org/10.5748/9788599693124-13contecsi/rf-4032.

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de Frutos-Belizón, Jesús, Susana Fernández-Pérez de la Lastra, Natalia García-Carbonell, Félix Guerrero-Alba, Fernando Martín-Alcazar, José Luis Perea-Vicente, Marta Ruíz-Martínez, and Gonzalo Sánchez-Gardey. "ENHANCING THE REQUIRED SKILLS AND ABILITIES OF THE HUMAN RESOURCES UNIVERSITY MASTER’S STUDENT FOR THE HR DEPARTMENT OF AN ORGANIZATION." In 14th International Technology, Education and Development Conference. IATED, 2020. http://dx.doi.org/10.21125/inted.2020.0785.

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GAJEWSKA, Paulina, Katarzyna PISKRZYŃSKA, and Rolandas RAKSTYS. "THE EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT ON THE EXAMPLE OF THE FOOD INDUSTRY." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.240.

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Everything formed in the company including products, services and all ideas are created by human. Therefore, human capital is one of the most important resources of an organization and source of achieving company’s success. The relation between employee fulfilment, satisfaction of their work and their effectiveness, commitment, performance and identification with the organization seems to be obvious. The goal of the paper is to present the review of the literature in the field of human capital management and the cognitive purpose is the analysis of the implementation of selected elements of human resource management and most of all methods and tools that improve the performance of employees. The research method was a survey carried out among the selected employees in Natures Way Food – organization based in Southern England, West Sussex. The study involved 100 randomly selected employees of Natures Way Foods. As a method of data collection was used the auditorium questionnaire consisting of 30 questions carried out in the workplace of surveyed people. The survey was anonymous and its results served for conclusions and proposals for changes in the implementation of HR processes, affecting the efficiency of employees.
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Hornung, Severin, and Thomas Höge. "THE DARKSIDE OF IDIOSYNCRATIC DEALS: HUMANISTIC VERSUS NEOLIBERAL TRENDS AND APPLICATIONS." In International Psychological Applications Conference and Trends. inScience Press, 2021. http://dx.doi.org/10.36315/2021inpact097.

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"Theory-building on workplace flexibility is extended, based on a critical Human Resource (HR) systems framework and paradox (conflict) perspective on employee-oriented vs. capacity-oriented flexibility. Differentiated are variabilities in HR practices by: a) content (functional, temporal, spatial, numerical, financial); b) control (employer, employee); and c) creation (top-down, bottom-up). Hybrid types of bottom-up initiated and top-down authorized flexibility, idiosyncratic deals (i-deals), describe mutually beneficial, negotiated agreements on non-standard working conditions between employees and employer. If their real-world manifestations reflect idealized assumptions, however, remains obscure. Integrating institutional logics, HR systems embody values of humanistic ideals vs. neoliberal ideology: (1) individuation vs. individualism; (2) solidarity vs. competition; (3) emancipation vs. instrumentality. Reflecting these antipodes, construed ideal-type and anti-type i-deals facilitate: (a) self-actualization vs. self-reliance (needs vs. interests); (b) common good vs. tournament situations (triple-win vs. winner-take-all); (c) social transformation vs. economic rationalization (development vs. performance). In humanistic management theory, i-deals increase employee-oriented flexibility, but, in reality, risk being co-opted for economic rationalization and divisive labor-political power strategies. Antagonistic applications involve: humanization vs. rationalization goals; egalitarian vs. elitist distribution; relational vs. transactional resources; need-based vs. contribution-based authorization; procedural vs. distributive justice; supplementing vs. substituting collective HR practices. Instrumental adoption in high-performance work environments likely facilitates harmful internalizations as subjectification and self-exploitation."
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Šprtová, Hana, and Mirka Šprtová. "THE PROCESS OF ACQUIRING QUALITY CERTIFICATION MARK IN THE FIELD OF HUMAN RESOURCES "HR EXCELLENCE IN RESEARCH AWARD" AT THE GLOBAL CHANGE RESEARCH INSTITUTE CAS – CZECHGLOBE." In 11th annual International Conference of Education, Research and Innovation. IATED, 2018. http://dx.doi.org/10.21125/iceri.2018.1431.

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Moser, Kilian J., Andranik Tumasjan, and Isabell M. Welpe. "Is content king? Job seekers’ engagement with social media employer branding content." In CARMA 2016 - 1st International Conference on Advanced Research Methods and Analytics. Valencia: Universitat Politècnica València, 2016. http://dx.doi.org/10.4995/carma2016.2016.3103.

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Abstract Increasing digitization and the emergence of social media have radically changed the recruitment landscape adding interactive digital platforms to traditional means of employer communication. Removing barriers of distance and timing, social media enable firms to continue their efforts of promoting their employment brand online. However, social media employer communication and employer brand building remains woefully understudied. Our study addresses this gap by investigating how firms use social media to promote their employer brand. We analyze employer branding communication in a sample of N = 216,828 human resources (HR) related Tweets from N = 166 Fortune 500 companies. Using supervised machine learning we classify the Tweet content according to its informational and inspirational nature, identifying five categories of employer branding social media communication on Twitter.
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"HR Portals and HR Metrics for Intellectual Capital Development." In The 1st International Workshop on Human Resource Information Systems. SciTePress - Science and and Technology Publications, 2007. http://dx.doi.org/10.5220/0002432200850098.

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