Gotowe bibliografie tematyczne / Workforce restructuring

Gotowa bibliografia na temat „Workforce restructuring”

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

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Artykuły w czasopismach na temat "Workforce restructuring"

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Wyatt, J. P. "Restructuring our workforce". Emergency Medicine Journal 21, nr 5 (1.09.2004): 526–27. http://dx.doi.org/10.1136/emj.2003.011791.

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Hakim, Catherine. "Workforce Restructuring in Cross-National Perspective". Work, Employment & Society 9, nr 2 (1.06.1995): 379–88. http://dx.doi.org/10.1177/0950017095009002010.

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Hakim, Catherine. "Workforce Restructuring in Cross-National Perspective". Work, Employment and Society 9, nr 2 (czerwiec 1995): 379–88. http://dx.doi.org/10.1177/095001709592009.

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Triggle, Nick. "Scotland faces questions over restructuring health workforce". Nursing Children and Young People 26, nr 6 (8.07.2014): 8–9. http://dx.doi.org/10.7748/ncyp.26.6.8.s9.

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Flecker, Jörg. "Outsourcing, Spatial Relocation and the Fragmentation of Employment". Competition & Change 13, nr 3 (wrzesień 2009): 251–66. http://dx.doi.org/10.1179/102452909x451369.

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This paper analyses the impact of external restructuring along value chains (including outsourcing, relocation and spatial concentration of activities) on work and employment. Drawing on findings of a European research project covering manufacturing and service industries, the paper highlights the dynamics of value chain reorganisation. Regarding employment consequences, it is argued that external restructuring leads to a fragmentation of employment and work as labour processes are stretched over organisational boundaries and workforces are divided by different employment contracts and terms and conditions. Generally, employment and working conditions worsen downstream in the value chain. However, because of increasing competition within value chains and networks, externalisation often no longer cushions the workforce of core firms against pressures and risks.
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Hakim, Catherine. "Workforce Restructuring, Social Insurance Coverage and the Black Economy". Journal of Social Policy 18, nr 4 (październik 1989): 471–503. http://dx.doi.org/10.1017/s0047279400001823.

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ABSTRACTThe national insurance system of contributory work-related benefits was designed for a ‘core’ workforce in continuous full-time employment. It provides incomplete coverage for the rising numbers of people in the peripheral workforce: part-time jobs, temporary work and self-employment. National estimates are presented for workers whose earnings are below the national insurance threshold, and who are thus excluded from social security benefits such as unemployment, sickness and retirement benefits—roughly 2 million in the period 1985–87. It is estimated that another million workers at least are within the NI net, but outside the income tax net. In addition, there are up to 2 million non-working people who have trivial earnings that leave them outside the NI and tax nets. Homeworkers are found in both these groups. The paper discusses the implications of these findings for claims about the size of the black economy and the characteristics of people participating in the black economy, and for the future development of the social insurance system.
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Bradley, Helen. "Using assessment tools in redeployment or redundancy settings". Assessment and Development Matters 3, nr 1 (2011): 2–4. http://dx.doi.org/10.53841/bpsadm.2011.3.1.2.

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During times of change and turbulence, organisations need to accurately evaluate the capability of the workforce in order to make important restructuring decisions. This article discusses eight important steps to consider in the process.
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Littler, Craig R., i Thomas Bramble. "Conceptualising Organizational Restructuring in the 1990s". Journal of Management & Organization 1, nr 1 (styczeń 1995): 45–56. http://dx.doi.org/10.1017/s1833367200006416.

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AbstractOrganizational restructuring in Western economies has proceeded along different trajectories during the latter part of the 1980s and early 1990s. Traditional theories of organizational restructuring have inherent limitations associated with a ‘growth bias’. Various new concepts have been put forward, both prescriptively in order to shape organizational change, and analytically in order to capture the nature of those changes. By contrast, these concepts are premised on organizational workforce reduction. This article considers four widely diffused concepts of organisational restructuring - downsizing, delayering, lean production and re-engineering - and argues that the trajectories of change require a broader understanding than has been provided by existing concepts. Towards this end, an integrated model is put forward.
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Littler, Craig R., i Thomas Bramble. "Conceptualising Organizational Restructuring in the 1990s". Journal of the Australian and New Zealand Academy of Management 1, nr 1 (styczeń 1995): 45–56. http://dx.doi.org/10.5172/jmo.1995.1.1.45.

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AbstractOrganizational restructuring in Western economies has proceeded along different trajectories during the latter part of the 1980s and early 1990s. Traditional theories of organizational restructuring have inherent limitations associated with a ‘growth bias’. Various new concepts have been put forward, both prescriptively in order to shape organizational change, and analytically in order to capture the nature of those changes. By contrast, these concepts are premised on organizational workforce reduction. This article considers four widely diffused concepts of organisational restructuring - downsizing, delayering, lean production and re-engineering - and argues that the trajectories of change require a broader understanding than has been provided by existing concepts. Towards this end, an integrated model is put forward.
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Müller-Mundt, Gabriele. "Trends in Hospital Restructuring and Impact on the Workforce in Germany". Medical Care 35, Supplement (październik 1997): OS132—OS142. http://dx.doi.org/10.1097/00005650-199710001-00017.

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Rozprawy doktorskie na temat "Workforce restructuring"

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Bishop, Beverly. "Risutora : the impact of globalization and restructuring upon women in the Japanese workforce". Thesis, University of Sheffield, 2003. http://etheses.whiterose.ac.uk/14752/.

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This thesis is an analysis of the relationship between gender and globalization in one specific national context: Japan. Japan's position as an affluent, industrialized liberal democracy, with a distinctive model of capitalism, means that Japanese women's experiences of globalization differ from those of women both elsewhere in Asia, and in other First World countries. The actions of the Japanese state and Japanese companies have been instrumental in the globalization of production, which is now having reciprocal effects upon the Japanese national model of capitalism. In response to global economic change, the Japanese model of capitalism is being intentionally restructured through company practice and legal change. This restructuring (risutora) impacts differently upon men and women, as the liberalizing processes associated with globalization interact with specific local institutions, including the ideal of the three generation family and the position of women in the Japanese national model of capitalism. After an analysis of the mainstream literature about globalization, the state and historical institutionalism and feminist literature about gender and globalization, the thesis demonstrates that the complex trends associated with globalization have produced pressures for two kinds of, ostensibly contradictory, employment reforms in Japan. There are pressures for labour market deregulation, to increase the international competitiveness of Japanese production. There are also pressures for the 're'-regulation of labour to establish a principle of sexual equality at work. The deregulation of employment, including the removal of sex-specific protective legislation, has made it increasingly difficult for many women to pursue full-time careers. A detailed examination of the impact of the Equal Employment Opportunities Law (EEOL) shows that this legislation has led to the formalization of the gender-based segregation of regular workers, and encouraged employers to employ an increasing proportion of women in non-regular positions. Nevertheless, social and political changes, which are also associated with globalization, are leading an increasing number of women to seek higher status careers or longer tenure in the workforce. These changes are also providing campaigners for women's labour rights with new opportunities for effective action, as this thesis demonstrates, using a case study of an activist group.
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Ross, Peter, i n/a. "Organisational and Workforce Restructuring in a Deregulated Environment: A Comparative Study of The Telecom Corporation of New Zealand (TCNZ) and Telstra". Griffith University. Graduate School of Management, 2003. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20030930.155125.

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In the late 1980s, governments in New Zealand and Australia began to deregulate their telecommunications markets. This process included the corporatisation and privatisation of former state owned telecommunications monopolies and the introduction of competition. The Telecom Corporation of New Zealand (TCNZ) was corporatised in 1987 and privatised in 1990. Its Australian counterpart, Telstra, was corporatised in 1989 and partially privatised in 1997. This thesis examines and compares TCNZ and Telstra's changing organisational and workforce restructuring strategies, as they responded to these changes. It further examines how these strategies influenced the firms' employment relations (ER) policies. Strategic human resource management (SHRM) and transaction costs economics (TCE) theories assist in this analyse. TCE links organisational restructuring to the make/buy decisions of firms and the asset-specificity of their employees. It suggests that firms will retain workers that have developed a high degree of firm-specific skills, and outsource more generic and semi-skilled work. Firm strategies are also influenced by national, contextual, factors. From a TCE perspective, these external factors alter relative transaction costs. Hence, different ownership structures, ER legislation and union power help to explain differences in TCNZ and Telstra's organisational restructuring and ER strategies. During the decade from 1990 to 2000, TCNZ and Telstra cut labour costs through large-scale downsizing programs. Job cuts were supported by outsourcing, work intensification and the introduction of new technologies. These initial downsizing programs were carried out through voluntary redundancies, across most sections of the firms. In many instances workers simply self-selected themselves for redundancies. TCNZ and Telstra's downsizing strategies then became more strategic, as they targeted generic and semi-skilled work for outsourcing. These strategies accorded with a TCE analysis. But TCNZ and Telstra engaged in other practices that did not accord with a TCE analysis. For example, both firms outsourced higher skilled technical work. TCNZ and Telstra's continued market domination and the emphasis that modern markets place on short term profits, provided possible reasons for these latter strategies. This thesis suggests, therefore, that while TCE may help to predict broad trends in 'rational organisations', it may be less effective in predicting the behaviour of more politically and ideologically driven organisations aiming for short term profit maximisation. Some TCNZ and Telstra workers were shifted to subsidiaries and strategic alliances, which now assumed responsibility for work that had previously been performed in-house. Many of these external firms re-employed these workers under more 'flexible' employment conditions. TCNZ and Telstra shifted to more unitarist ER strategies with their core workers and reduced union influence in the workplace. Unions at Telstra were relatively more successful in retaining members than their counterparts at TCNZ. By 2002, TCNZ and Telstra had changed from stand-alone public sector organisations, into 'leaner' commercially driven firms, linked to subsidiaries, subcontractors and strategic alliances.
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Ross, Peter. "Organisational and Workforce Restructuring in a Deregulated Environment: A Comparative Study of The Telecom Corporation of New Zealand (TCNZ) and Telstra". Thesis, Griffith University, 2003. http://hdl.handle.net/10072/367438.

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In the late 1980s, governments in New Zealand and Australia began to deregulate their telecommunications markets. This process included the corporatisation and privatisation of former state owned telecommunications monopolies and the introduction of competition. The Telecom Corporation of New Zealand (TCNZ) was corporatised in 1987 and privatised in 1990. Its Australian counterpart, Telstra, was corporatised in 1989 and partially privatised in 1997. This thesis examines and compares TCNZ and Telstra's changing organisational and workforce restructuring strategies, as they responded to these changes. It further examines how these strategies influenced the firms' employment relations (ER) policies. Strategic human resource management (SHRM) and transaction costs economics (TCE) theories assist in this analyse. TCE links organisational restructuring to the make/buy decisions of firms and the asset-specificity of their employees. It suggests that firms will retain workers that have developed a high degree of firm-specific skills, and outsource more generic and semi-skilled work. Firm strategies are also influenced by national, contextual, factors. From a TCE perspective, these external factors alter relative transaction costs. Hence, different ownership structures, ER legislation and union power help to explain differences in TCNZ and Telstra's organisational restructuring and ER strategies. During the decade from 1990 to 2000, TCNZ and Telstra cut labour costs through large-scale downsizing programs. Job cuts were supported by outsourcing, work intensification and the introduction of new technologies. These initial downsizing programs were carried out through voluntary redundancies, across most sections of the firms. In many instances workers simply self-selected themselves for redundancies. TCNZ and Telstra's downsizing strategies then became more strategic, as they targeted generic and semi-skilled work for outsourcing. These strategies accorded with a TCE analysis. But TCNZ and Telstra engaged in other practices that did not accord with a TCE analysis. For example, both firms outsourced higher skilled technical work. TCNZ and Telstra's continued market domination and the emphasis that modern markets place on short term profits, provided possible reasons for these latter strategies. This thesis suggests, therefore, that while TCE may help to predict broad trends in 'rational organisations', it may be less effective in predicting the behaviour of more politically and ideologically driven organisations aiming for short term profit maximisation. Some TCNZ and Telstra workers were shifted to subsidiaries and strategic alliances, which now assumed responsibility for work that had previously been performed in-house. Many of these external firms re-employed these workers under more 'flexible' employment conditions. TCNZ and Telstra shifted to more unitarist ER strategies with their core workers and reduced union influence in the workplace. Unions at Telstra were relatively more successful in retaining members than their counterparts at TCNZ. By 2002, TCNZ and Telstra had changed from stand-alone public sector organisations, into 'leaner' commercially driven firms, linked to subsidiaries, subcontractors and strategic alliances.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Graduate School of Management
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Książki na temat "Workforce restructuring"

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Restructuring workforce preparation policy. Sacramento, CA (900 N Street, Suite 300, Sacramento 95814): California Research Bureau, California State Library, 1995.

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Sector, Canada Task Force on the future of the Canadian Financial Services. Corporate restructuring: Workforce adjustment stategies. Ottawa: Task Force on the Future of the Canadian Financial Services Sector, 1998.

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O'Shea, Daniel. The Workforce Investment Act of 1998: Restructuring workforce development initiatives in states and localities. Albany, N.Y: Nelson A. Rockefeller Institute of Government, 2001.

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Congress, U. S. Federal Workforce Restructuring Act of 1994: Conference report, to accompany H. Res. 3345. [Washington, D.C: U.S. G.P.O., 1994.

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Service, United States Congress House Committee on Post Office and Civil. Federal Workforce Restructuring Act of 1993: Report (to accompany H.R. 3345) (including cost estimate of the Congressional Budget Office). [Washington, D.C.?: U.S. G.P.O., 1993.

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Service, United States Congress House Committee on Government Reform and Oversight Subcommittee on Civil. Federal workforce restructuring statistics: Hearing before the Subcommittee on Civil Service of the Committee on Government Reform and Oversight, House of Representatives, One Hundred Fourth Congress, first session, March 2, 1995. Washington: U.S. G.P.O., 1996.

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Mihm, J. Christopher. OMB Circular A-76: Oversight and implementation issues : statement of J. Christopher Mihm, Associate Director, Federal Management and Workforce Issues, General Government Division, before the Subcommittee on Oversight of Government Management, Restructuring and the District of Columbia, Committee on Governmental Affairs, United States Senate. Washington, D.C: The Office, 1998.

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United States. Congress. Senate. Committee on Governmental Affairs. Federal Workforce Restructuring Act of 1993: Report of the Committee on Governmental Affairs, United States Senate, to accompany S. 1535, to amend Title 5, United States Code, to eliminate narrow restrictions on employee training, to provide a temporary voluntary separation incentive, and for other purposes. Washington: U.S. G.P.O., 1994.

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United States. Congress. House. Committee on Small Business. Subcommittee on Workforce, Empowerment, and Government Programs. Maximizing organization and leadership in a federal agency to fulfill its statutory mission: Restructuring of the Small Business Administration : hearing before the Subcommittee on Workforce, Empowerment, and Government Programs of the Committee on Small Business, House of Representatives, One Hundred Seventh Congress, second session, Washington, DC, July 16, 2002. Washington: U.S. G.P.O., 2002.

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United States. Congress. House. Committee on Post Office and Civil Service. Subcommittee on Compensation and Employee Benefits. H.R. 3218, the Federal Workforce Restructuring Act of 1993: Joint hearings before the Subcommittee on Compensation and Employee Benefits and the Subcommittee on Civil Service of the Committee on Post Office and Civil Service, House of Representatives, One Hundred Third Congress, first session, October 13 and 19, 1993. Washington: U.S. G.P.O., 1994.

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Części książek na temat "Workforce restructuring"

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Lopez, Carlos. "Community Colleges and Workforce Preparation in the 21st Century". W Community Colleges and Workforce Preparation in the 21st Century, 115–31. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4123-4.ch006.

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This chapter addresses the modern trend in community colleges and their evolving mission to serve as one of the significant contributors to workforce development in our nation. There are many challenges community colleges face today. One of those challenges is to be one of the main suppliers of skilled professionals for the workforce. Therefore, it is crucial to understand the role of community colleges, their mission, and how they will develop programs to train people with the necessary skills to meet the demands of the workforce. For community colleges to achieve that goal, they have to go from adding and/or restructuring curricula to making sure they have the right personnel to teach special and high tech courses that will prepare students with the right skill set and knowledge to join the workforce after getting their degree, diploma, or certification at the community college.
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Franz, Nadine E. "Restructuring the Workforce Through Non-Ageist Hiring and Retention Practices That Value Aging Workers' Expertise". W Advances in Human Resources Management and Organizational Development, 107–28. IGI Global, 2023. http://dx.doi.org/10.4018/978-1-6684-6351-2.ch006.

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The aging workforce faces obstacles in a youth-obsessed society. Ageist assumptions dominate the airwaves, where society celebrates youth while undervaluing older people. These stereotypes permeate as companies marginalize older people while sending veiled messages that diminish their worth. Older people endure barriers, whether seeking new opportunities or promotions. Ageism is widespread, and hiring and retention practices often neglect older workers. The disregard for more senior talent results from ageist stereotypes. These biases ignore older employees' worth. Employer mistreatment of older employees signals their lack of commitment to diversity. Employers must implement non-ageist HR initiatives while continuously holding themselves accountable for executing fair employment policies. This chapter explores ageist issues, controversies, problems, and steps employers must take to create and implement non-ageist hiring and retention policies to safeguard a diverse workforce.
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Ramalho Correia, Ana Maria, i Anabela Mesquita. "The Role of Lifelong Learning in the Creation of a European Knowledge-Based Society". W Encyclopedia of Human Resources Information Systems, 775–83. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch114.

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The dominant discourse in education and training policies, at the turn of the millennium, was on lifelong learning (LLL) in the context of a knowledge-based society. As Green points (2002, pp. 611-612) several factors contribute to this global trend: The demographic change: In most advanced countries, the average age of the population is increasing, as people live longer; The effects of globalisation: Including both economic restructuring and cultural change which have impacts on the world of education; Global economic restructuring: Which causes, for example, a more intense demand for a higher order of skills; the intensified economic competition, forcing a wave of restructuring and creating enormous pressure to train and retrain the workforce In parallel, the “significance of the international division of labour cannot be underestimated for higher education”, as pointed out by Jarvis (1999, p. 250). This author goes on to argue that globalisation has exacerbated differentiation in the labour market, with the First World converting faster to a knowledge economy and a service society, while a great deal of the actual manufacturing is done elsewhere.
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Pawar, V. P., Bhagyashree Kunte i Srinivas Tumuluri. "The Pains of Separation". W Indian Business Case Studies Volume II, 163–70. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780192869388.003.0019.

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Abstract One of the more visible signs of organizational restructuring is that many firms have become flatter on the organizational chart. In search of efficiencies, some of them have removed entire layers of management to speed up communication and reduce headcount. So far so good. But what often ends up roiling the water is the prospect of employee redundancy (HP, which is headed for a split, may cut around 55,000 jobs globally), redeployments, and job separation as a company gets into the restructuring mode. A review of literature on spin-offs and demergers seems to suggest that a split in business can be organizationally disruptive as it can cause stress and broken bonds between employees who feel vulnerable and not in control of their careers. Given this, experts suggest corporate leaders must ask some fundamental questions before embarking on a demerger exercise: How can the company work to minimize the human impact of a demerger while remaining competitive? Indeed, how does the psychological contract between the worker and the employer change post a split? Above all, how can the workforce be motivated to perform better after the split? It must be understood that regardless of whether an organization conceptualizes and designates its spin-off as re-engineering or reorganization of business, the adoption and implementation of workforce reorientation strategies will inexorably produce considerable financial, organizational, and emotional effects. While some such outcomes can be anticipated and are tangible, others have unexpected, long-term consequences that are difficult to measure.
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Castiñeira, Sergio Sánchez. "Social workers implementing social assistance in Spain: reshaping poverty in a familialistic welfare state". W Social Work and the Making of Social Policy, 169–84. Policy Press, 2019. http://dx.doi.org/10.1332/policypress/9781447349150.003.0011.

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This case study analyses some of the processes that are restructuring public social assistance in the inequality regime that emerges from the recent economic recession in Spain. It shows how social workers turn what could be an inefficient public program into an active social policy through a cognitive, normative and emotional approach. A highly qualified and vocational workforce compensates meagre institutional support and lack of opportunities by instilling in the new poor new knowledge, abilities and attitudes to access basic informal resources from the local context. However, social workers’ agency could eventually contribute to confine clients within the material and symbolic limits of an expanding grey zone with scarce opportunities and diminished well-being, between inclusion and exclusion. This research is based on semi-structured interviews (17) and focus groups (8).
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Wolman, Harold, Howard Wial, Travis St Clair i Edward Hill. "Assessing the Effect of Resilience Policies Directed toward Public Goods, Institutions, and Leadership". W Coping with Adversity. Cornell University Press, 2017. http://dx.doi.org/10.7591/cornell/9780801451690.003.0007.

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In chapters 6, we ask whether the most common intentional efforts to bring about recovery through public policy or civic action that we identified in the previous two chapters was likely to have made a difference. We do so by first, setting forth and discussing the logic underlying the policy, i.e., why and under what circumstances the policy might (or might not) be expected to have an effect on regional economic resilience or development. We then summarize the existing research literature that evaluates the specific policies and over what time frames they are likely to occur. Chapter 6 considers approaches related to the provision of public goods and to improve the operation of the region’s economy: human capital, education, and workforce development; infrastructure improvement; amenity improvement and creation; restructuring of economic development organizations; and leadership.
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"Restructuring the Teaching Workforce: Attack Rhetoric and Disinvestment as Effective Education Reform in an Era of Economic Decline". W Changing Politics of Education, 45–64. Routledge, 2015. http://dx.doi.org/10.4324/9781315635606-9.

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Adamson, Elizabeth. "Introduction". W Nannies, Migration and Early Childhood Education and Care. Policy Press, 2016. http://dx.doi.org/10.1332/policypress/9781447330141.003.0001.

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This chapter covers the definition of in-home childcare and introduces the broad trends that underpin the restructuring of early childhood education and care and domestic care work. This includes an overview of recent trends and shifts surrounding women’s and maternal workforce participation, children’s attendance in formal and informal types of care, and the prevalence of in-home child care in each of the three English-speaking liberal welfare countries that are the focus of the book - Australia, the United Kingdom and Canada. These trends are also presented in relation to other developed countries across the OECD countries. It introduces how these demographic changes and shifts in policy structures render the need for greater attention to the place of in-home childcare. It also provides a policy snapshot of in-home childcare in the three focus countries, outlining the funding structures, regulation and migration context surrounding ECEC and in-home childcare.
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Shibata, Saori. "Introduction". W Contesting Precarity in Japan, 1–20. Cornell University Press, 2020. http://dx.doi.org/10.7591/cornell/9781501749926.003.0001.

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This introductory chapter provides an overview of the rise of a nonregular workforce in Japan. Around the middle of the first decade of the 2000s, nonregular workers were identified as a key group whose members were suffering from low wages and insecure employment. As part of this growth in nonregular employment, Japan has also witnessed a growing number of workers' protests, which have both sought to highlight the plight of Japan's precarious workers and attempted to oppose and resist the new conditions that they were experiencing. Indeed, over the past twenty years, Japan has witnessed the emergence of a new form of labor activism. This book investigates the way in which Japanese capitalism has undergone a process of restructuring, with a particular focus on the workplace and how changing socioeconomic structures have affected workers. It explores how workers have responded and contributed to the construction of the Japanese political economy, as well as how the country's model of capitalism has been transformed as a result.
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"Managing your workload The extent of the problem 91; Restructuring the workforce 93; Work–life balance 96; Knowing how you’re spending worktime". W The Insider's Guide to Early Professional Development, 103–17. Routledge, 2004. http://dx.doi.org/10.4324/9780203416259-14.

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Streszczenia konferencji na temat "Workforce restructuring"

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Casazza, J., i F. Delea. "The impact of the restructuring of the electric power industry on its workforce". W 2006 IEEE Power Engineering Society General Meeting. IEEE, 2006. http://dx.doi.org/10.1109/pes.2006.1709599.

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Casazza, Jack, i Frank Delea. "The Impact of the Restructuring of the Electric Power Industry on its Workforce". W 2006 IEEE PES Power Systems Conference and Exposition. IEEE, 2006. http://dx.doi.org/10.1109/psce.2006.296388.

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Hüllmann, Joschka Andreas. "Reconciling the Debate on People Analytics in Academia and Practice". W Digital Restructuring and Human (Re)action. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.4.2022.34.

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People analytics depicts the algorithmization of human resources management characterized by the data-driven automation and support of people-related processes or tasks. On the one hand, people analytics promises productivity increases through optimizing workforce planning, hiring, or talent development. On the other hand, the extensive data collection and analysis of employees’ behaviors can be perceived as invasive, raising privacy concerns. This debate cannot only be explained by diverging norms and values, for example, practitioners realizing commercial opportunities while being criticized by academic commentaries. Instead, an alternative explanation suggests that the opposing views can be reconciled by diving into the conceptual differences regarding what analytical methods and data sources people analytics entails. Hence, this paper proposes the conceptions of operational and strategic people analytics based on a literature review of academics’ and practitioners’ literature. Four propositions about these conceptions’ privacy and performance implications are derived. Future research should empirically validate these propositions.
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Петросян, Анаит Ариковна, i Татьяна Ивановна Кузьмина. "DIGITAL TRANSFORMATION OF NORWAY'S ECONOMY AND EDUCATION". W Поколение будущего: сборник избранных статей Международной студенческой научной конференции (Санкт-Петербург, Март 2021). Crossref, 2021. http://dx.doi.org/10.37539/pb190.2021.48.47.003.

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Растущая динамика на международных рынках, усиление конкуренции между компаниями и, в следствие, между рабочими кадрами, а также все более успешные позиции электронного рынка с огромными объёмами информации для клиентов в Интернете - основные причины пересмотра ведения не только бизнеса, но и перестройки экономики, а вместе с ней и перестройки подготовки будущих участников рынка. В статье рассматривается трансформация основы всех стран - экономики и образования в эпоху цифровизации. The growing dynamics in international markets, increased competition between companies and, as a result, between workforce, as well as the increasingly successful positions of the electronic market with huge volumes of information for customers on the Internet are the main reasons for the revision of not only business, but also the restructuring of the economy, and along with it, restructuring the preparation of future market participants. The article examines the transformation of the foundation of all countries - the economy and education in the era of digitalization.
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