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Journal articles on the topic 'Resource management'

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1

Bagust, A. "Resource Management or Managing Resources?" Health Services Management Research 2, no. 3 (November 1989): 217–20. http://dx.doi.org/10.1177/095148488900200306.

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Claims made by Stilwell and Hamlyn to have recorded reductions of 25% in average cost per patient in an out-patient clinic where detailed patient costing data was collected and employed are examined critically. Their failure to allow for case-mix differences is shown to nullify the apparent gain in resource efficiency. This raises issues concerning the value of providing managers with detailed patient costings, and throws doubt on the wisdom of current initiatives in Clinical Budgeting and Resource Management.
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Agustí, María A., Rocio Aguilar-Caro, José Luis Galán, and Francisco J. Acedo. "Dynamic resource management and slack resources." Management Decision 62, no. 13 (May 24, 2024): 223–42. http://dx.doi.org/10.1108/md-01-2023-0119.

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PurposeOrganisational slack has been widely considered in strategic management, but there is a gap in understanding the process of accumulation and application of slack resources. From a dynamic perspective and over an extended period of time, this paper analyses the management of slack resources and evaluates whether the different behaviours, in relation to the accumulation and consumption of slack resources, have any effect on performance.Design/methodology/approachThe resource-based view and the dynamic extension of this theory, i.e. resource management and resource orchestration, were analysed in order to evaluate how slack resources can be managed and generate value. Assuming a configurational approach, the analysis was structured into two stages to answer the proposed hypothesis. The first stage studied whether there were different patterns of management of slack resources over time using the DistatisR package. The second stage evaluated which behaviours had the greatest impact in terms of profitability by using a dynamic panel data regression.FindingsThree different types of slack resource management were found in companies: efficient, effective and erratic. Different types do not have the same impact on performance.Originality/valueThe dynamic management of slack resources has scarcely been considered, even during periods of crisis and economic expansion. This research advances the understanding of how firms transform slack resources into performance from a dynamic perspective.
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3

Yao, Jiangang. "Emotional Management in Modern Human Resource Management." International Journal of Research Publication and Reviews 4, no. 12 (December 26, 2023): 4151–56. http://dx.doi.org/10.55248/gengpi.4.1223.0109.

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4

Mahoney, Joseph T. "The management of resources and the resource of management." Journal of Business Research 33, no. 2 (June 1995): 91–101. http://dx.doi.org/10.1016/0148-2963(94)00060-r.

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5

Bhesaniya, Dr Kishor V., A. R. Sakhida A. R. Sakhida, and C. C. Gediwala C. C. Gediwala. "Human Resource Management New Dimantion." International Journal of Scientific Research 1, no. 1 (June 1, 2012): 4–6. http://dx.doi.org/10.15373/22778179/jun2012/2.

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Oluwatosin, Egbebi Adeleke. "Human Resource Management in Construction." International Journal of Research Publication and Reviews 5, no. 7 (July 2024): 450–57. http://dx.doi.org/10.55248/gengpi.5.0724.1613.

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7

Baldessarelli, Giada. "Resource Management Processes of External Knowledge Resources." Academy of Management Proceedings 2016, no. 1 (January 2016): 17900. http://dx.doi.org/10.5465/ambpp.2016.17900abstract.

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8

Owens, Peter L., and Susan Owens. "Resource Management." Progress in Human Geography 10, no. 4 (December 1986): 572–79. http://dx.doi.org/10.1177/030913258601000407.

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Owens, Peter L., and Susan Owens. "Resource management." Progress in Human Geography 11, no. 4 (September 1987): 580–89. http://dx.doi.org/10.1177/030913258701100408.

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Owens, Peter L., and Susan Owens. "Resource management." Progress in Human Geography 13, no. 1 (March 1989): 107–17. http://dx.doi.org/10.1177/030913258901300105.

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11

Maccabe, Arthur, Hugo Falter, and William Kramer. "Resource Management." International Journal of High Performance Computing Applications 23, no. 4 (September 17, 2009): 347–49. http://dx.doi.org/10.1177/1094342009347498.

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12

Lack, J. A. "Resource management." Anaesthesia 47, no. 7 (July 1992): 549–50. http://dx.doi.org/10.1111/j.1365-2044.1992.tb02319.x.

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13

Chima, Cinda S. "RESOURCE MANAGEMENT." Nutrition Today 35, no. 3 (May 2000): 89–95. http://dx.doi.org/10.1097/00017285-200005000-00003.

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14

Henning, Tom, K. Tim Perkins, and Gary Stankovich. "COMPREHENSIVE RESOURCE MANAGEMENT." International Oil Spill Conference Proceedings 1997, no. 1 (April 1, 1997): 871–75. http://dx.doi.org/10.7901/2169-3358-1997-1-871.

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ABSTRACT Resources at the scene of an oil spill involve a significant number of response personnel, equipment, and support materials. The current practice of using single resource management during oil spill emergencies is ineffective and extremely time-consuming. This form of resource tracking results in the overtaxation of the resource status unit (RESTAT) and does not give the operations section the best opportunity to make tactical decisions based on the location of available resources. The recent use of comprehensive resource management as part of the incident command system (ICS) (Oil Pollution Act of 1990, 1990) with strike teams and task forces for the deployment of personnel and equipment during an industry-led National Preparedness for Response Exercise Program (PREP) (Incident Command Systems, Fire Publications, no date) exercise provided an opportunity to implement a more efficient and effective system for the deployment and tracking of resources. The deployment of strike teams and task forces greatly reduces the number of resources to be tracked and provides the operations section with a more realistic view of available and assigned resources. This results in better allocation of resources to more effectively manage the tactical priorities of an incident. In addition, the tasks of the cost control and food services units are made simpler by a more accurate picture of on-scene resources and personnel.
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15

Claassen, J. O., and P. G. Laurens. "Mineral resource management: Evaluating mineral resource throughput management." South African Journal of Business Management 47, no. 1 (March 31, 2016): 9–20. http://dx.doi.org/10.4102/sajbm.v47i1.48.

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Mining operations are increasingly challenged to sustain and improve its profitability. Mineral Resource Throughput Management (MRTM) is showing immense promise to become a fit for use mining management and improvement methodology. Research indicated that the three dimensions of MRTM, namely physical and non-physical constraint management, product payability improvement and optimised decision-making are largely based on the theory of mechanistic and organic systems, the theory of constraints and chaos theory. It also enhances best practices in quality and mining operations management. Managing the impact of variable geology (variable ore and ore body morphology), mining (variable and changing process flow chains) and beneficiation (material compatibility) conditions as well as external variables on production within the MRTM context, mainly centres around understanding and predicting the correct flow behaviour of ore (physical and quality) in downstream processes and synchronisation of the total mining value chain.
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16

Stevenson, Cathy A. "Resources. Resource review." Environmental Quality Management 1, no. 2 (1991): 197–202. http://dx.doi.org/10.1002/tqem.3310010213.

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Stevenson, Cathy A. "Resources. Resource review." Environmental Quality Management 1, no. 3 (1992): 303–6. http://dx.doi.org/10.1002/tqem.3310010313.

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18

Stevenson, Cathy A. "Resources. Resource review." Environmental Quality Management 1, no. 4 (1992): 421–25. http://dx.doi.org/10.1002/tqem.3310010415.

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19

Krishnan, Dr Mahalaxmi. "Water Resource Management Through Community Initiatives." Indian Journal of Applied Research 1, no. 6 (October 1, 2011): 10–11. http://dx.doi.org/10.15373/2249555x/mar2012/4.

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20

Kenneth, Dr Kalyani, and R. Aruna jayamani. "Current Trends in Human Resource Management." International Journal of Scientific Research 1, no. 2 (June 1, 2012): 112–13. http://dx.doi.org/10.15373/22778179/jul2012/37.

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21

Mukhtorov, Botir, and Murodjon Ermatov. "METHODS OF EFFECTIVE HUMAN RESOURCE MANAGEMENT." International Journal Of Management And Economics Fundamental 03, no. 05 (May 1, 2023): 76–80. http://dx.doi.org/10.37547/ijmef/volume03issue05-10.

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Labor resources and their effective management are important factors in creating a perfect and competitive national economic system in the Republic of Uzbekistan. Therefore, the article covers issues such as the definition of the concept of "Management of human resources" and the study of the level of application of methods of effective management of human resources in Uzbekistan.
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22

Petrovic, Jelena, and Pero Petrovic. "Resource management: Hotel Zira human resource management department analysis." Turisticko poslovanje, no. 16 (2015): 43–52. http://dx.doi.org/10.5937/turpos1516043p.

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23

Wescoat, James L. "Resource management: oil resources and the Gulf conflict." Progress in Human Geography 16, no. 2 (June 1992): 243–56. http://dx.doi.org/10.1177/030913259201600207.

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24

Chiara, Cappelletti, Valenti Diego, and Saresella Mara. "Human Resource Management (Human Resource Planning)." Journal Islamic Economic Minangkabau 1, no. 1 (April 14, 2023): 49–60. http://dx.doi.org/10.55849/jiem.v1i1.69.

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Human resource planning is the first thing an organization or company must do when a company seeks better human resource management. All organizations or companies must determine their future with different plans according to the demands of the times. Nowadays changes are rapid, so organizations or companies must be able to keep up with changes quickly and precisely. Organizations or companies must be able to anticipate and adapt to change. Therefore, personnel planning is becoming increasingly important for companies, due to the globalization of new technology and organizational change processes overshadowing organizational life repeatedly. Organizations that are not supported by employees which is in accordance with the quantity, quality, strategy and function that is good, of course the organization will find it difficult to maintain and develop its existence in the future, so that personal planning is successful. Influencing factors hi environmental factors, organizational decisions, employee supply factors.
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Chiara, Cappelletti, Valenti Diego, and Saresella Mara. "Human Resource Management (Human Resource Planning)." Sharia Oikonomia Law Journal 1, no. 1 (April 14, 2023): 49–60. http://dx.doi.org/10.55849/solj.v1i1.69.

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Human resource planning is the first thing an organization or company must do when a company seeks better human resource management. All organizations or companies must determine their future with different plans according to the demands of the times. Nowadays changes are rapid, so organizations or companies must be able to keep up with changes quickly and precisely. Organizations or companies must be able to anticipate and adapt to change. Therefore, personnel planning is becoming increasingly important for companies, due to the globalization of new technology and organizational change processes overshadowing organizational life repeatedly. Organizations that are not supported by employees which is in accordance with the quantity, quality, strategy and function that is good, of course the organization will find it difficult to maintain and develop its existence in the future, so that personal planning is successful. Influencing factors hi environmental factors, organizational decisions, employee supply factors.
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26

Faubert, Brenton Cyriel. "Transparent resource management." International Journal of Educational Management 33, no. 5 (July 8, 2019): 965–78. http://dx.doi.org/10.1108/ijem-02-2018-0066.

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Purpose Public education is an important institution in any democracy, and the significant resources invested form a critical pillar in its provision. The evidence used to manage said resources is, therefore, an important issue for education leaders and a matter public interest. The purpose of this paper is to consider the role education finance leaders in Ontario, Canada, and what types of evidence they are using, how they are being employed and how much priority is given to each. Design/methodology/approach The paper employs a review of Ontario’s K-12 education funding policies/reports, and interviews with five K-12 funding model experts/leaders – four business superintendents from school boards of varying sizes (based on enrollment) and one system leader (to introduce perspective from the two levels of governance in resource management) to understand how these experts use evidence to inform resource decision making. This sampling strategy was also grounded in a key assumption: School boards with larger enrollment – and consequently larger budgets – will have greater capacity to use all forms of evidence when managing resources, as the majority of board revenue comes from grants that are mostly based on enrollment. Findings The findings bring important definition and prioritization of evidence that inform leaders’ resource decision making in education. The results point to two tacit, normative, unacknowledged and, yet, competing evidence frameworks driving resource management. The government is the most influential, prioritizing strategic policy, performance data, fiscal context and professional judgment; values embedded in policy and research were mentioned only in passing, while local anecdotal types of evidence were given less priority. Compounding this challenge is that all sides in debates on school resource needs face issues of access to, transparency in the use of and the prioritization given to various evidence types. Research limitations/implications Governments, with the assistance of academics, should formally articulate and make public the evidence framework they use to drive resource decision making. All sides of the resource management debate need to value a wider range of evidence, notably evidence that speak to local concerns, to reduce information gaps and, potentially, improve on the effective delivery of local educational programming. Education finance researchers could help to address access gaps by distilling research on the effective use of resources in a manner that is timely, tailored to the fiscal climate and to system- or district-level readiness for the implementation of a particular initiative. Practical implications Resource management driven solely by “facts” can support student achievement outcomes and effective system operation, but alone will not satisfy local-level aspirations for education or inspire public confidence; a key ingredient for the sustainability of this public institution. The results could be used to improve the balance of “decent information” used to inform resource deliberations and establish a shared understanding across stakeholder groups to facilitate compromise. The current state of affairs has all sides in advancing claims for resource needs based on what they understand to be evidence all while portraying competing claims as uninformed, undermining public confidence in education. Originality/value The paper draws from interviews with business superintendents and a system-level funding model expert, both lesser studied leaders on this topic in the Canadian context; offers a clear articulation of the evidence frameworks at play and the priority given to each type and how they are being used; presents definition and prioritization of evidence from the perspective of leaders in the Canadian context (most of literature is from the USA) – experts acknowledge that resource knowledge is contextually contingent and insight generated from other contexts will help to advance the field.
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27

Lee, Il-Seuk, and Hong-Yoon Kang. "Promoting Resources Efficiency in the Life-cycle of Resource for Sustainable Resource Management." Journal of the Korean Institute of Resources Recycling 24, no. 2 (April 30, 2015): 69–78. http://dx.doi.org/10.7844/kirr.2015.24.2.69.

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28

Jinji, Naoto. "International trade and renewable resources under asymmetries of resource abundance and resource management." Environmental and Resource Economics 37, no. 4 (February 24, 2007): 621–42. http://dx.doi.org/10.1007/s10640-007-9080-0.

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29

Alozie, Ositadinma Emeka. "Human Resource Management." International Journal of Scientific and Research Publications (IJSRP) 9, no. 8 (August 6, 2019): p9235. http://dx.doi.org/10.29322/ijsrp.9.08.2019.p9235.

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30

Wagner, Jay. "International resource management." International Affairs 66, no. 3 (July 1990): 594–95. http://dx.doi.org/10.2307/2623116.

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31

Dawson, Michael. "Cultural Resource Management." Historic Environment: Policy & Practice 11, no. 4 (October 1, 2020): 413–15. http://dx.doi.org/10.1080/17567505.2020.1844475.

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32

Rabin, Bonnie R., Lawrence A. Klatt, Robert G. Murdick, and Frederick E. Schuster. "Human Resource Management." Industrial and Labor Relations Review 40, no. 1 (October 1986): 144. http://dx.doi.org/10.2307/2523974.

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33

Bakuradze, A. B. "Management Resource Values." Education and science journal, no. 9 (March 3, 2015): 43. http://dx.doi.org/10.17853/1994-5639-2013-9-43-55.

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34

Wolf, John R. "Human Resource Management." Psychiatric Annals 19, no. 8 (August 1, 1989): 432–34. http://dx.doi.org/10.3928/0048-5713-19890801-10.

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Mishra, Preeti Suman. "Human Resource Management." Review of Professional Management- A Journal of New Delhi Institute of Management 4, no. 1 (June 1, 2006): 83. http://dx.doi.org/10.20968/rpm/2006/v4/i1/101041.

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Millar, Anne. "Introducing resource management." Nursing Standard 5, no. 26 (March 20, 1991): 39–40. http://dx.doi.org/10.7748/ns.5.26.39.s39.

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37

Enz, Cathy A. "Human Resource Management." Cornell Hospitality Quarterly 50, no. 4 (October 23, 2009): 578–83. http://dx.doi.org/10.1177/1938965509349030.

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38

Manring, Nancy J. "Collaborative Resource Management." Administration & Society 30, no. 3 (July 1998): 274–91. http://dx.doi.org/10.1177/0095399798303003.

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39

Welch, Shari J. "Crew Resource Management." Emergency Medicine News 29, no. 2 (February 2007): 23–24. http://dx.doi.org/10.1097/01.eem.0000264919.18891.55.

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40

Gregson, Ken. "Information resource management." Work Study 44, no. 1 (February 1995): 20–21. http://dx.doi.org/10.1108/00438029510077699.

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41

Fitsimmons, Gary. "Resource management: people." Bottom Line 22, no. 1 (May 19, 2009): 21–23. http://dx.doi.org/10.1108/08880450910955404.

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PurposeThe purpose of this article is to discuss the part that gaining buy‐in plays in practicing the leadership performance standard of managing people effectively.Design/methodology/approachThe approach is to show how people are stakeholders and how to appeal to that connection with the organization to gain buy‐in for projects and programs.FindingsThe findings are that the effective leader can secure buy‐in for projects and programs by appealing to the connection of organizational stakeholders.Originality/valueThe value is in learning how to advance organizational goals through projects and programs by securing cooperation from all of the people involved.
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Fitsimmons, Gary. "Resource management: information." Bottom Line 22, no. 4 (November 27, 2009): 131–34. http://dx.doi.org/10.1108/08880450911010951.

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43

Moseley, M. J., Paul J. Cloke, and Chris C. Park. "Rural Resource Management." Geographical Journal 151, no. 2 (July 1985): 267. http://dx.doi.org/10.2307/633565.

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KRMPOTIC, DEB, and JOANN CLOUGH. "Resource Management Education." Nursing Management (Springhouse) 24, no. 4 (April 1993): 68???72. http://dx.doi.org/10.1097/00006247-199304000-00014.

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Sicksch, Mirko. "Crew Resource Management." intensiv 17, no. 05 (September 2009): 261–65. http://dx.doi.org/10.1055/s-0029-1241139.

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Kessler, Ian. "Human Resource Management." Work, Employment & Society 7, no. 2 (June 1, 1993): 313–16. http://dx.doi.org/10.1177/0950017093007002009.

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Kessler, Ian. "Human Resource Management." Work, Employment and Society 7, no. 2 (June 1993): 313–16. http://dx.doi.org/10.1177/095001709372008.

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48

Alan, Robert. "Electronic Resource Management." Serials Librarian 47, no. 4 (May 18, 2005): 17–25. http://dx.doi.org/10.1300/j123v47n04_03.

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Jewell, Timothy D., and Anne Mitchell. "Electronic Resource Management." Serials Librarian 48, no. 1-2 (May 23, 2005): 137–63. http://dx.doi.org/10.1300/j123v48n01_14.

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Chisman, Janet, Greg Matthews, and Chris Brady. "Electronic Resource Management." Serials Librarian 52, no. 3-4 (July 2, 2007): 297–303. http://dx.doi.org/10.1300/j123v52n03_08.

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