Gotowe bibliografie tematyczne / Strategic human resource management

Gotowa bibliografia na temat „Strategic human resource management”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 20 lutego 2023

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Artykuły w czasopismach na temat "Strategic human resource management"

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M. Vijayalakshmi, M. Vijayalakshmi, i Dr P. Natarajan Dr. P. Natarajan. "Strategic Human Resource Management for Competitive Advantag". Indian Journal of Applied Research 2, nr 1 (1.10.2011): 24–27. http://dx.doi.org/10.15373/2249555x/oct2012/10.

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Lado, Augustine A., Randall S. Schuler i Susan E. Jackson. "Strategic Human Resource Management". Academy of Management Review 25, nr 3 (lipiec 2000): 677. http://dx.doi.org/10.2307/259320.

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Perry, James L. "Strategic Human Resource Management". Review of Public Personnel Administration 13, nr 4 (październik 1993): 59–71. http://dx.doi.org/10.1177/0734371x9301300405.

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Elçin qızı Muradzadə-Abdullayeva, Gülanə. "Importance of Strategic Human Resource Management". SCIENTIFIC RESEARCH 09, nr 5 (22.05.2022): 62–67. http://dx.doi.org/10.36719/2789-6919/09/62-67.

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İnsan resursunun strateji idarə edilməsi termini 1990-cı illərdən geniş istifadə edilməyə başlayıb. İnsan resursunun strateji idarə edilməsi insan resursunun idarə edilməsi ilə strateji idarəetmə arasında interfeysdir. Başqa sözlə, o, təşkilatın gələcək inkişafının və məqsədlərinə nail olunmasının onun insan resursları siyasətləri və təcrübələri ilə necə dəstəklənəcəyini təsvir edir. Bacarıqlı, qabiliyyətli və motivasiyalı işçi qüvvəsinin olması rəqabət üstünlüyü üçün əsas kimi qəbul edilir və insan resurslarının strateji idarə edilməsi yüksək keyfiyyətli işçilərin işə götürülməsinə, dəstəklənməsinə və inkişaf etdirilməsinə yönəldilmişdir. Bu məqalədə strateji insan resurslarının idarə edilməsinin mahiyyəti, əsas xüsusiyyətləri, modelləri, alətləri araşdırılır və bu anlayışın əhəmiyyətindən bəhs edilir. Açar sözlər: insan resursları, insan resursunun idarəedilməsi, insan resurslarının strateji idarəedilməsi, strategiya, təşkilat, idarəetmə Gulana Elchin Muradzade-Abdullayeva Importance of Strategic Human Resource Management Abstract The term strategic human resource management have widely been used since the 1990s. Strategic human resource management is the interface between human resource management and strategic management. In other words, it describes how the future development of the organisation and the achievement of its objectives can be supported by its human resources policies and practices. Having a skilled, capable and motivated workforce is perceived as fundamental to competitive advantage and strategic human resource management is oriented towards recruiting, supporting and developing high-quality employees. This article researches the essence, main characteristics, models, tools of strategic human resource management and importance of this notion is discussed. Key words: human resources, human resource management, strategic human resource management, strategy, organization, management
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Boon, Corine, Rory Eckardt, David P. Lepak i Paul Boselie. "Integrating strategic human capital and strategic human resource management". International Journal of Human Resource Management 29, nr 1 (5.10.2017): 34–67. http://dx.doi.org/10.1080/09585192.2017.1380063.

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Chlivickas, Eugenijus, Palmira Papšienė i Arnas Papšys. "HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS". Business, Management and Education 8, nr 1 (20.12.2010): 51–65. http://dx.doi.org/10.3846/bme.2010.04.

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The following processes pose challenges for the organization: self-establishment in the market economy, restructuring, globalization, development of techniques and technology, formation of information society, development of a knowledge economy, change of the society economic situation and democratic processes. In the organization which is constantly changing a new approach to the organization is formed. It is viewed as an operating system where company employees, i.e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organizational goals. In the constantly changing organization a new approach to the organization is formed. It is viewed as an operating system where company employees, i. e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organization objectives. Human resource management process cannot be separated from the strategy. Strategic human resource management is a part of strategic management concept in the organization. Theoretical provisions for the management of human resources, presented in the academic literature, confirm the influence of this functional area of management on the overall organization performance results. For the organization, which is operating in the global market, it is essential to manage existing or potential labor resources effectively. One of the main staff evaluation criteria is the effectiveness of personnel management. New tendencies encourage closer association of human resource management with organization strategy. “Four-C” model competence, commitment, compliance and cost efficiency is helpful in assessing the effectiveness of organization human resources policies conformity with its strategy.
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Ramapriya, M., i Dr S. Sudhamathi. "Models of Strategic Human Resource Management and Human Resources Policies". International Journal of Management Research and Social Science 7, nr 4 (2.01.2021): 116–21. http://dx.doi.org/10.30726/ijmrss/v7.i4.2020.74022.

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Baker, David. "Strategic human resource management: performance, alignment, management". Librarian Career Development 7, nr 5 (maj 1999): 51–63. http://dx.doi.org/10.1108/09680819910276347.

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Brauns, Melody. "Aligning Strategic Human Resource Management To Human Resources, Performance And Reward". International Business & Economics Research Journal (IBER) 12, nr 11 (29.10.2013): 1405. http://dx.doi.org/10.19030/iber.v12i11.8179.

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In a rapidly changing business environment, one may recognise the words the only thing constant in life is change by French author Francois de la Rockefoucauld. Yet, with on-going change, it can be difficult to know what to do and how to do it. The world out there is harsh and competition is fierce. Indeed, the world is changing at a rapid pace. Therefore, both public and private sectors have to plan for the future and prepare for any unforeseen circumstance. This paper will discuss the link between Strategic Human Resource Management, Human resources, Performance and Reward, what we know, and the future direction of Strategic Human Resource Management. Strategic Human Resource Management involves making those decisions that define the overall vision, mission, core values and objectives of the organisation, thus determining the most effective utilisation of its resources. Walker (1992: 16) states that Strategic Management enables managers to respond to environmental changes based on a defined business mission, vision and values. Strategies are directional plans that guide management actions in the pursuit of opportunities. In essence, strategies point the way for the most promising changes. They are plans that give direction and address people related business issues. Human Resource strategies are important because they help determine how to manage people in relation to business strategies. Strategic Human Resource Management aligns Human Resources, which is necessary for the success of the organisation.
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Anggraeni, Indra, i Eny Lestari Widarni. "Strategic Human Resource Management, Regulatory Violation and Job Satisfaction in Indonesia". SPLASH Magz 1, nr 2 (21.04.2021): 93–96. http://dx.doi.org/10.54204/splashmagzvol1no1pp93to96.

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This study aims to investigate the level of employee job satisfaction, employee compliance with work regulations and strategic human resource management by conducting online interviews with 349 government and private employees in Indonesia by random sampling using the LinkedIn application then quantifying them for regression using the autoregression moving average model. We find that the level of employee satisfaction is positively related to employee compliance with job regulations and the level of quality management of strategic resources in companies or government institutions.
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Rozprawy doktorskie na temat "Strategic human resource management"

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Lundy, Olive. "Strategic human resource management". Thesis, Queen's University Belfast, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.292572.

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Elfman, Charlotte, i Elin Olofsson. "Strategic Human Resource Management : en strategi för att uppnå framgångsrika organisationer?" Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9626.

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Bakgrund: I dagens samhälle präglas organisationer av ekonomiska förändringar, detta genom globalisering, förändrade kundförhållanden och en ökad konkurrens. Organisationer behöver hela tiden förbättra sin konkurrenskraft genom att effektivisera sin verksamhet. Idag ses medarbetarna som organisationers viktigaste tillgång eftersom att de förser organisationer med viktiga källor för att bli konkurrenskraftiga. Strategic Human Resource Management (SHRM) är ett arbetssätt som handlar om att utforma HR-strategier som gör att medarbetarnas kunskap och kompetens bidrar till att nå organisationens övergripande mål. Syfte: Syftet med studien har varit att undersöka hur organisationen använder ett strategiskt HR-arbete (SHRM) och om det är ett framgångsrikt arbetssätt. Vår studie har bidragit till en ökad förståelse om begreppet SHRM och hur det kan användas samt hur SHRM kan påverka organisationen. Metod: Insamlingen av vårt empiriska material bygger på en kvalitativ metod där vi genomfört djupgående intervjuer med HR-chefer som arbetar i en organisation som är verksam inom fordonsindustrin. Slutsats: Vi har kommit fram till att organisationen använder SHRM som arbetssätt. Vi kan dock inte dra några konkreta slutsatser om hur SHRM påverkar or-ganisationen men det finns tydliga indikationer på att SHRM har en positiv inverkan och bidrar till en ökad produktivitet och effektivitet. Vi har även kommit fram till att det är viktigt att organisationen utövar ett ledarskap som främjar SHRM.
Background: In today's society organizations are characterized by economic changes, this by globalization, changing customer circumstances and increased competition. Organizations need to constantly improve their competitiveness by streamlining its operations. Today, employees are seen as the organizations most important asset, this because they provide organizations with important sources to become competitive. Strategic Human Resource Management (SHRM) is an approach that is about to build HR-strategies that make employees knowledge and skills to contribute the organizations to achieve the overall goals. Purpose: The aim of this study was to examine how the organization is using a strategic HR-work (SHRM) and if it is a successful strategy. Our study has contributed to a better understanding of the concept of SHRM and how it can be used and how SHRM can affect the organization. Method: The collection of our empirical material is based on a qualitative approach where we conducted in-depth interviews with HR-managers working in an organization that is active in the automotive industry. Conclusion: We have concluded that our survey shows that the organization uses the SHRM as working strategy. However, we can not draw any concrete conclusions in which way SHRM affect the organization, but there are clear indications that SHRM has a positive effect, contributing to increased productivity and efficiency. A further conclusion of our study is that it´s very important that the organization have a leadership that promotes SHRM.
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Szierbowski-Seibel, Klaas [Verfasser]. "The development of the human resource function towards a strategic role - four essays in human resource management focusing on strategic human resource management involvement, human resource outsourcing and human resources mangement and the relationship with organizational performance / Klaas Szierbowski-Seibel". Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1186785934/34.

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Sehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management". CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.

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This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.
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Steingruber, William G. (William George). "Strategic International Human Resource Management: an Analysis of the Relationship between International Strategic Positioning and the Degree of Integrated Strategic Human Resource Management". Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278946/.

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In Strategic International Human Resource Management (SIHRM), the human resource function is actively involved in the strategic activities of the firm. While the idea holds promise as a useful response to global competition, previous research has provided limited supporting empirical evidence. Specifically, few studies have sought to equate certain outcomes with the degree of SIHRM practiced across various types of international firms. By separating firms into categories such as multidomestic, global, and hybrid, and by classifying SIHRM according to the degree of integration with strategic planning, a clearer picture could emerge as to the relationship between firm and SIHRMtype. To that end, top strategic executives, such as CEOs, and top HRM executives from eighty four U.S. based firms were surveyed regarding their firm type, the degree of SIHRM practiced, and certain outcomes such as amount of expatriate training and expatriate failure. Additionally, financial results were obtained to determine performance of various firms. Results indicated that while many companies choose a highly integrated formof SIHRM, there is no significant relationship between firm type and SIHRMtype. Additionally, there was no association detected between SIHRMtype and expatriate training and expatriate failure. Finally, there was no significant difference infinancialperformance between firms with the most integrated type of SIHRMand firms with less integrated versions. Interestingly, the HRMprofessionals were more likely to equate their firms with the most integrated types of SIHRMthan were other managers. This may mean that the relationship between HRM and strategic planning is often one of perception. A model of the relationships between SIHRM, firm type, HRM activities, and outcomes is proposed, along with suggestions for future research and limitations of the study.
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Bullock, Michael L. "Successful Human Resource Outsourcing Strategies". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.

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Human resource outsourcing (HRO) is a strategic choice that managers implement because of a variety of anticipated benefits. The purpose of this qualitative case study was to identify HRO strategies managers used to reduce operating costs while maintaining human resource (HR) effectiveness. Data were collected from semistructured interviews using open-ended questions and a review of company documents. Study participants represented 3 midwestern firms with 50 or more employees. The participants drawn from the population consisted of a minimum of 2 participants per organization who had increased their organization's strategic value using HRO strategies. The transaction cost economics (TCE) theory was the conceptual framework for this study. Data were analyzed using methodological triangulation to identify codes from words, phrases, and sentences using multiple sources to identify recurring themes. Five key themes emerged: outsourcing strategies, outsourced functions, operational costs, organizational effectiveness, and success measurement. The findings of this study may lead to social change by supporting managers in making HRO decisions conducive to reducing operating costs while maintaining HR effectiveness, which might positively impact social change by providing core function jobs to the local community thereby decreasing unemployment rates.
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Wach, Bernhard [Verfasser]. "The strategic integration of human resource management / Bernhard Wach". Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1190716739/34.

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Vong, Tze Ngai. "Managing human resource development". Thesis, University of Macau, 2000. http://umaclib3.umac.mo/record=b1636787.

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Teo, Stephen Tai Theng. "Strategic human resource management in a corporatised public sector organisation". Thesis, Queensland University of Technology, 2000.

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黃祐榮 i Yao-wing Robert Wong. "Strategic human resources management system". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31265856.

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Książki na temat "Strategic human resource management"

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Greer, Charles R. Strategic human resource management. Wyd. 2. Upper Saddle River, N.J: Prentice Hall, 2001.

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Mello, Jeffrey A. Strategic human resource management. Wyd. 3. Australia: South Western Cengage Learning, 2010.

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Lundy, Olive. Strategic human resource management. London: International Thomson Business Press, 1997.

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1955-, Mankin David, i Kelliher Clare 1962-, red. Strategic human resource management. Oxford: Oxford University Press, 2012.

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Lundy, Olive. Strategic human resource management. London: Thomson Learning, 2000.

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L, Perrewe Pamela, i Kacmar K. Michele, red. Strategic human resource management. Fort Worth: Dryden Press, 1993.

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L, Perrewe Pamela, i Kacmar K. Michele, red. Strategic human resource management. Fort Worth: Dryden Press, 1996.

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Graeme, Salaman, red. Strategic human resource management. Oxford: Blackwell Business, 1995.

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Gupta, Ananda Das. Strategic Human Resource Management. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429327728.

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Storey, John, Patrick M. Wright i Dave Ulrich. Strategic Human Resource Management. First Edition. | New York : Routledge, 2019. | Series: State of the art in business research: Routledge, 2019. http://dx.doi.org/10.4324/9780429490217.

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Części książek na temat "Strategic human resource management"

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Paauwe, Jaap, i Corine Boon. "Strategic HRM". W 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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Lasserre, Philippe. "Global human resource management". W Global Strategic Management, 335–62. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-01549-5_12.

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Morschett, Dirk, Hanna Schramm-Klein i Joachim Zentes. "International Human Resource Management". W Strategic International Management, 391–410. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-6331-4_20.

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Morschett, Dirk, Hanna Schramm-Klein i Joachim Zentes. "International Human Resource Management". W Strategic International Management, 505–28. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-07884-3_22.

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Morschett, Dirk, Hanna Schramm-Klein i Joachim Zentes. "International Human Resource Managementg". W Strategic International Management, 393–412. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8332-9_20.

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Bratton, John. "Strategic human resource management". W Human Resource Management, 37–70. London: Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-27325-6_2.

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Rogers, Donald P. "Strategic Human Resource Management". W The Encyclopedia of Human Resource Management, 403–9. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364741.ch77.

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Fredersdorf, Frederic, i Beate Glasmacher. "Stage 6: Qualification Management qualification management". W Strategic Human Resource Development, 181–215. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-31473-5_10.

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Meifert, Matthias T. "Stage 7: Retention Management retention management". W Strategic Human Resource Development, 217–32. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-31473-5_11.

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Leinweber, Stefan. "Stage 3: Competence Management competence management". W Strategic Human Resource Development, 109–33. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-31473-5_7.

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Streszczenia konferencji na temat "Strategic human resource management"

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Sadigov, Rahim. "CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT". W THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.62.

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The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.
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Lapina, Tatiana. "Humanistic Management as the New Human Resource Management Strategy". W 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_120.

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Berger, Thomas. "Human Resource Risk Management Concepts". W 8th International Conference on Human Interaction and Emerging Technologies. AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002796.

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The German Supervisory Board as intended by the German stock corporation act should not only supervise the Executive Board, but also be able to advise and steer it (not in day-to-day business, but strategically). As part of this task, the Supervisory Board needs adequate information on the risks the corporation faces, in all areas of business, e.g. finance, marketing or human resource. As strategic management is a core responsibility of the executive board and supervisory board and personnel risks are an essential part of strategy development and execution, information on the prevalence and severity of personnel risks are essential for a sound debate on strategic issues in the Supervisory Board. Like all risks, the management of personnel risks must be an integral part of a cyclical and company-specific strategy process. Currently, however, the area of human resource risk management plays only a minor role, which may be due to the supposedly comparatively more complex quantifiability of personnel risks or the complexity of human factor interactions. But risks in the domain of human resources are not only an important part of risk management because of current regulatory developments e.g. in the area of corporate social responsibility (CSR), but also because of the important role human resources play at companies in general. Personnel risks cannot be seen independently of a corporate strategy as humans execute them: Every strategy risk is linked with human resources.We therefore have analyzed existing human resource risk concepts with the aim of how such concepts could be used in Supervisory Boards especially for members of the employee representation to be able to advise and steer the Executive Board. We found a number of existing studies dealing with personnel risks from different angles and a few concepts for managing personnel risks. We also found that evidence is scant for personnel risks as a whole category, not only focusing on one area like motivation or health in general, but more broad categories like management risks or adaption risks. The aim of this paper therefore is to first provide a rationale for human resource risk management, second to provide an overview on existing studies and concepts in this field and third to summarize the various concepts into one for the potential usage in the Supervisory Board. This paves the way for more empirical studies on personnel risks and their relation to strategic management or enterprise risk management.
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Chen, Ming-Ming. "Effects of Strategic Human Resource Management Model to Achieve Strategy". W 2014 International Conference on Management Science and Management Innovation (MSMI 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/msmi-14.2014.99.

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Wei, Li. "Literature Review of Strategic Human Resource Management". W 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577181.

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Yue, Yan. "Human Resource Management under Enterprise Strategic Perspective". W 2014 International Conference on Education, Management and Computing Technology (ICEMCT-14). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/icemct-14.2014.43.

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Chen, Li-yu, i Chien Yu. "Strategic Human Resource Development through Mentoring". W 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577981.

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Slavić, Agneš, József Poór, Nemanja Berber i Marko Aleksić. "Human Resource Management in the Time of Covid-19 Pandemic: Trends and Challenges". W 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_124.

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Stojanović, Nikola, i Mojca Bernik. "Strategic Human Resources Management: Challenges and Opportunities". W Society’s Challenges for Organizational Opportunities: Conference Proceedings. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.3.2022.68.

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Recent events (COVID -19 pandemic, the Ukrainian war) not only have an impact on the business operations of organizations, but have also a broader impact on individual work processes in organizations. One of these is strategic human resource management, which includes the connection of personnel management with the policy of the organization. The article represents an scientific explanatory study, developed on the information collected from the literature from journals and books related to strategic human resources management. It tries to discover connections and relations between strategic HR management and employee performance, engagement, and communication. The conclusion of the literature review is, that employee performance, as the key element of strategic human resources management, cannot be analyzed without a thorough knowledge of communication and employee engagement.
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Fan, Baocai, i Hong Wang. "Evaluation of Traditional and Strategic Human Resource Management". W 2015 International conference on Engineering Management, Engineering Education and Information Technology. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/emeeit-15.2015.49.

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Raporty organizacyjne na temat "Strategic human resource management"

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Pepper, Susan E., i Katherine M. Bachner. International Conference on Human Resource Development for Nuclear Power Programmes: Strategies for Education and Training, Networking and Knowledge Management. Office of Scientific and Technical Information (OSTI), czerwiec 2014. http://dx.doi.org/10.2172/1148882.

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Chapelet, Pierre. Analysis of the Education Management and Information System of Jamaica: Diagnosis and Proposal for Strengthening the EMIS. Inter-American Development Bank, grudzień 2022. http://dx.doi.org/10.18235/0004619.

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This document analyzes the functioning of the Education Management and Information System (EMIS) of Jamaica, its strengths and challenges related to the key management processes and structural conditions. A survey methodology was used for the analysis of the six key management processes - (i) Physical infrastructure and equipment; (ii) Schools1; (iii) Human resources, budget and finance; (iv) Students and learning; (v) Digital content for teacher training and students learning; and (vi) Tools for strategic management - and the two structural conditions - (i) Technological infrastructure and (ii) Governance and institutional arrangements. There are several main findings. In terms of strengths, the analysis shows that the processes of human, financial and budgetary resources present the highest percentage of subprocesses in the Established level and that technological infrastructure pre-requisites are in place to sustain the improvement of the EMIS. However, EMIS sub-systems are dispersed and poorly integrated and are not covering all the needs of management processes related to the EMIS. The Ministry of Education and Youth and Information (MOEYI) also has an urgent need to develop a comprehensive and realistic strategic plan for the implementation of its EMIS and to ensure the initial and recurrent funding associated with it. Nor is there a change management plan at the MOEYI to support the evolution of the EMIS at all levels. Overall, the MOEYI is at a critical stage of its EMIS transition from a census based EMIS to a transactional information system able to track real-time information about each student, teaching and non-teaching workforce, school infrastructure and assets. This paper outlines a strengthening proposal.
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Cuesta-Valiño, Pedro. Happiness Management. A Social Well-being multiplier. Social Marketing and Organizational Communication. Redaktor Rafael Ravina-Ripoll. Editorial Universidad de Sevilla, 2022. http://dx.doi.org/10.12795/2022.happiness-management.

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On behalf of the Happiness University Network, we are pleased to present here an extract of the information concerning the universities working to generate the diffusion of this network. Specifically, with the support of the University of Salamanca and the Pontifical University of Salamanca the aim is to create a friendly and working environment for the dissemination and discussion of the latest scientific and practical developments in the fields of happiness economics, corporate wellbeing, happiness management and organisational communication. It also offers an opportunity for productive encounters, the promotion of collaborative projects and the encouragement of international networking. Below you will find papers related to: Economics of happiness, happiness management, organisational communication, welfare state economics, consumer happiness, leadership, social marketing, happiness management and SDGs, happiness management in human resource strategies, learning and competencies in happiness management, learning and competencies in social well-being, measurement and indicators of happiness and well-being and history of welfare economics.
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Bloom, Nicholas, i John Van Reenen. Human Resource Management and Productivity. Cambridge, MA: National Bureau of Economic Research, maj 2010. http://dx.doi.org/10.3386/w16019.

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de Carvalho, Antonio Geldson, Charles Calomiris i Joao Amaro de Matos. Venture Capital as Human Resource Management. Cambridge, MA: National Bureau of Economic Research, maj 2005. http://dx.doi.org/10.3386/w11350.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementing Plan for Human Resource Management. Fort Belvoir, VA: Defense Technical Information Center, kwiecień 1989. http://dx.doi.org/10.21236/ada212915.

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Ichniowski, Casey, Kathryn Shaw i Giovanna Prennushi. The Effects of Human Resource Management Practices on Productivity. Cambridge, MA: National Bureau of Economic Research, listopad 1995. http://dx.doi.org/10.3386/w5333.

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Abowd, John, George Milkovich i John Hannon. The Effects of Human Resource Management Decisions on Shareholder Value. Cambridge, MA: National Bureau of Economic Research, październik 1989. http://dx.doi.org/10.3386/w3148.

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Ichniowski, Casey. Human Resource Management Systems and the Performance of U.S. Manufacturing Businesses. Cambridge, MA: National Bureau of Economic Research, wrzesień 1990. http://dx.doi.org/10.3386/w3449.

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NELSON, R. L. CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan. Office of Scientific and Technical Information (OSTI), czerwiec 2000. http://dx.doi.org/10.2172/803947.

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