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Статті в журналах з теми "Human Resources Management":
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Parameshwara, Parameshwara. "Emerging Trends in Human Resources Management." Indian Journal of Applied Research 4, no. 4 (October 1, 2011): 85–86. http://dx.doi.org/10.15373/2249555x/apr2014/23.
Thotlani, Rekha. "Human Resources Management in Indian Call Center." Indian Journal of Applied Research 3, no. 1 (October 1, 2011): 70–71. http://dx.doi.org/10.15373/2249555x/jan2013/28.
The paper deals with the competency approach to human resources management. The approach is seen as one of the possibilities to effectively manage work performance. The paper focuses on defining the term competency, components of competency, types of competencies, and on identification of competencies. The paper also focuses on the competency models, their types, approaches to them, and the procedures of their creation. Finally, the paper summarizes the possibilities of the use of the competency approach in various spheres of management of human resources, and it describes the connection of the competency approach with the strategic management.
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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.
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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Alomari, Ali Saeed. "The Role of Human Resources Information Systems in Improving the Performance of Human Resources Management." Indian Journal of Science and Technology 12, no. 35 (September 30, 2019): 01–06. http://dx.doi.org/10.17485/ijst/2019/v12i35/147859.
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.
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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黃祐榮 and 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.
Wong, Yao-wing Robert. "Strategic human resources management system /." Hong Kong : [University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13497819.
Blackburn, Alan. "The knowledge-based resources built through human resource management practice." Thesis, Lancaster University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.418875.
Ibragimova, Yuliya. "New Methods in Human Resources Management." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193004.
This diploma thesis concentrates on relationship between employee satisfaction and usage of new methods in Human Resources Management, particularly coaching and talent management. As employee satisfaction becomes one of the most important sources of influence on company's performance, it is also discussed in the theoretical background the relationship between employee satisfaction and company performance. The goal of the thesis is to find relationship between usage of new HRM methods (coaching and talent management) and employee satisfaction. The thesis has four chapters. First two chapters "Measurement Systems in an Organization" and "Methods in HR Management" set a theoretical background for the research. The third chapter concentrates on the research itself: employees of five Russian companies both with and without coaching and talent management, are tested. In the last chapter are compared research outcomes and theoretical approach, as well as, recommendations are given.
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Sritharakumar, Sinnathamby. "Human resources information system (HRIS)-enabled human resource management (HRM) performance : a business process management (BPM) perspective." Thesis, University of Salford, 2016. http://usir.salford.ac.uk/38034/.
It is widely accepted that business process management (BPM), a contemporary management approach that focuses on managing overall business processes within an organization to accomplish the organizational goal, relies on modern information and communication technology (ICT) systems. Although there are plenty of academic discussions available on BPM and the firm performance relationship, the literature does not provide constructive information on how the adoption of ICT impacts the BPM performance. Therefore, this study creates an awareness of the contribution of ICT to BPM by analyzing the linkage between impacts of human resource information systems (HRIS) on human resource management (HRM) performance. A conceptual model was developed with strong theoretical background by incorporating the works informed by Lee et al. (2012) and Paauwe and Richardson (1997) to test several hypotheses. In this research, the target population is human resources professionals who have access to HRIS within their organizations in a Canadian context. Since this study has a wide range of data distribution that tries to measure the strength of relationship between a HRIS-enabled HR practices and the HRM performance, this study adopts Kendall’s tau-b correlation, one of the best approaches to measure the strength of the relationship. The important findings of this study are that HRIS-enabled HR transactional, traditional and transformational practices, when implemented appropriately, significantly impact the HRM performance. Specifically, this study confirms that HRIS-enabled HR traditional management practices such as performance management, rewards, career development and communication predominantly significantly impact the HRM performance. In other words, this study specifically encourages an organization to adopt comprehensive performance management systems (PMS), an important component of HRIS, to manage their employees effectively.
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Bullock, Michael L. "Successful Human Resource Outsourcing Strategies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.
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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Соборайчук, Тетяна Юріївна. "Modern approaches to management of human resources." Thesis, Національний авіаційний університет, 2017. http://er.nau.edu.ua:8080/handle/NAU/33032.
Kamenistá, Michaela. "Návrh změn konceptu řízení lidských zdrojů v podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402057.
This diploma thesis deals with human resources management in a selected company with an emphasis on revealing deficiencies in the analyzed area of management and suggesting possible improvements. The main objective of the thesis is to analyze human resources management in a particular company, to reveal the strengths and weaknesses of this system and then to propose real improvements. The subject of this diploma thesis is the human resource management system of selected company. The object of the research is an anonymous company. The diploma thesis is divided into three main parts. In the first part of the thesis based on the theoretical backgrounds in human resources management and personnel management the basic concepts were formulated and defined as the main pillars of the research. The second analytical part is devoted to the results of research conducted in the company and, in particular, to direct interviewing methods through structured interviews, questionnaires and workshop prepared with external company. The third, final part brings suggestions and therefore presents the strengths and weaknesses of the human resources management system described in the previous section and provides recommendations on how to improve it. At the end of the thesis, the most important research findings are presented.
Davis, John W., William H. Knotts, and Edward R. Lyons. "Human Resources." In Facility Management, 73–77. Wiesbaden: Gabler Verlag, 1998. http://dx.doi.org/10.1007/978-3-322-84676-1_7.
Dachrodt, Heinz-G., and Gunnar Dachrodt. "Management." In Praxishandbuch Human Resources, 1653–704. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-00586-3_19.
Alesani, Daniele. "Human resources management." In Management of International Institutions and NGOs, 350–80. 2nd ed. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003289852-14.
Тези доповідей конференцій з теми "Human Resources Management":
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Schutte, Nico, and Sonia Swanepoel. "HUMAN RESOURCES MANAGEMENT PROFESSIONALISM IN AN ERA OF HUMAN RESOURCES MANAGEMENT EXCEPTIONALISM." In 26th and the 27th International Academic Conference (Istanbul, Prague). International Institute of Social and Economic Sciences, 2016. http://dx.doi.org/10.20472/iac.2016.027.044.
Wang, Li-Jing. "Research on Responsibilities of Human Resources Management for Non-human Resources Manager." In 2015 International Conference on Management Engineering and Management Innovation (icmemi-15). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icmemi-15.2015.14.
Dhoot, Radhika. "Best Practices in Human Resource Management : Social Media and Human Resources." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.29.
Pavlovic, Goran. "Algorithmic Human Resource Management: Characteristics, Possibilities and Challenges." In 9th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2023. http://dx.doi.org/10.31410/eraz.s.p.2023.147.
In the field of human resources, algorithmic management refers to the utilization of digital technology, artificial intelligence, and big data to develop rules and procedures that enable the automated management of human resources. Algorithmic human resource management can potentially replace human resource managers in all stages and activities of staffing, thereby significantly expediting the management process and enhancing cost-effectiveness. Through the use of artificial intelligence, algorithms develop patterns and models from which they can autonomously learn and improve the quality of decision-making in employee management. However, relying exclusively on algorithmic human resource management can lead to the emergence of discriminatory management practices, particularly when the algorithms are based on unrepresentative or biased data. Considering these factors, this paper aims to examine the fundamental characteristics, principles, application possibilities, and challenges of algorithmic human resource management.
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Goldbach, Ioana Raluca, Izabela Florina Barbu, and Alina Bidireanu. "Human Resources Management In Education." In 10th LUMEN International Scientific Conference Rethinking Social Action. Core Values in Practice RSACVP 2018, 20 - 21 April 2018 Suceava, Romania. LUMEN Publishing House, 2018. http://dx.doi.org/10.18662/lumproc.44.
Ladaru, Raluca Georgiana, Sorin Burlacu, Corneliu Guţu, and Svetlana Platagea Gombos. "Human resources management - labor crisis." In International Scientific Conference “30 Years of Economic Reforms in the Republic of Moldova: Economic Progress via Innovation and Competitiveness”. Academy of Economic Studies of Moldova, 2022. http://dx.doi.org/10.53486/9789975155649.29.
The labor force is important in terms of the results obtained in the national economy. In general terms, labor, according to the theories of some economists, is a major factor in production. Along with the capital and financial-material resources, the work comes to complete, from a factorial point of view, the conditions for obtaining the best possible production. The labor force must be interpreted as part of the employed population, which operates on the basis of an employment contract. In the concrete situation of Romania, the number of employees is completed with the number of unemployed who together constitute the employed population in Romania. As a rule, the labor force must be recruited from the unemployed population, the population that is made up of the unemployed or is the active population, without fulfilling the conditions to pass into the category of the employed population. In this context, the territorial employment offices pursue persons registered as unemployed, who are thus considered or as a jobseeker. Labor market rigidity is becoming an increasingly important issue in the wake of the shocks associated with economic crises. The labor market has faced major changes in the context of the economic transition process, manifested by the reduction of the active and employed population, maintaining the unemployment rate at constant values. The labor market is generally affected by the limited capacity to create new jobs. This paper involved identifying issues related to the labor crisis, both globally and in Romania.
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Stankevich, Anastasiya Alekseevna. "HUMAN RESOURCES MANAGEMENT STRATEGY FORMATION." In Управление человеческими ресурсами - основа развития инновационной экономики. Красноярск: Федеральное государственное бюджетное образовательное учреждение высшего образования "Сибирский государственный университет науки и технологий имени академика М.Ф. Решетнева", 2021. http://dx.doi.org/10.53374/9785864338810_141.
Martins, Tols. "Good Governance/Human Resources Management." In ПОЛІЦЕЙСЬКА МЕДІАЦІЯ ЯК ІНСТРУМЕНТ ЗАХИСТУ ПРАВ ТА ІНТЕРЕСІВ ГРОМАДЯН. Liha-Pres, 2022. http://dx.doi.org/10.36059/978-966-397-257-2-8.
Goranova, Penka. "CHALLENGES TO HUMAN RESOURCES MANAGEMENT IN AGRIBUSINESS." In AGRIBUSINESS AND RURAL AREAS - ECONOMY, INNOVATION AND GROWTH 2021. University publishing house "Science and Economics", University of Economics - Varna, 2021. http://dx.doi.org/10.36997/ara2021.123.
World practice shows that human resources in agribusiness are subject to management and this is an extremely effective and useful way to combine with other resources of the company to achieve its goals. Moreover, when we talk about human resources, we mean the perspective of their development, while when we talk about staff, we mean the one available in an agricultural company. Human resource management is a targeted impact on the object "people" to transform their suitability and motivation on the product, on productivity, profitability, efficiency, market position, profit, growth. We can point out that this is both a strategy and current management, which sets the framework for how to attract, support and motivate people in their activities. The purpose of the report is to highlight the differences in perceptions of personnel management and human resources management in certain directions and to outline the potential opportunities, the chances for success of agricultural firms at the present stage.
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Sitnikov, D. Catalina, Ionela Staneci, Mariana Paraschiva Olaru, Costinel Cristian Militaru, and Silvia Mioara Troi. "INTERNAL AUDIT OF HUMAN RESOURCES - BASIC FUNCTION OF HUMAN RESOURCES MANAGEMENT." In 7th SWS International Scientific Conference on SOCIAL SCIENCES - ISCSS 2020 Proceedings. STEF92 Technology, 2020. http://dx.doi.org/10.5593/sws.iscss.2020.7.1/s04.28.
Alonso, Pablo, and Agustina Schijman. IDB-9: Human Resources Processes. Inter-American Development Bank, March 2013. http://dx.doi.org/10.18235/0010522.
This evaluation assesses the implementation of Inter-American Development Bank (IDB, or Bank) commitments related to the human resources (HR) policies set out in the 2007 realignment and IDB-9. Under these commitments, the Bank is required to continue improving its organizational efficiency and capacity, building on the organizational model set forth in the 2007 realignment. This report is a preliminary review of the topic; next year's evaluation of the realignment by the Office of Evaluation and Oversight will explore issues of efficiency and efficacy in greater depth. The evaluation finds that the IDB-9 results framework is insufficient to allow a full assessment of the "full and effective implementation" of the HR mandates. Nonetheless, it finds progress in the implementation of some of the commitments, such as the strengthening of capacity in country offices, the implementation of a results-based performance framework, the promotion of gender diversity, the improvement of talent management, and the reform of the process for contracting consultants. It is too soon to judge whether these reforms are yielding the expected results in terms of cost-effectiveness, client satisfaction, reduced time in project preparation and execution, improved project quality and evaluability, increased country knowledge and project origination, better technical dialogue with clients, increased employee motivation and performance, and better talent management.
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Kraynova, O. S., and D. M. Sataeva. The maintenance of human resources for the concept total quality management in services industry. Ljournal, 2018. http://dx.doi.org/10.18411/kray-2018-book-00072.
Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume VI - Pakistan. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.358.
Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume IV - India. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.357.
Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume IV - India. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.357.
Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume VI - Pakistan. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.358.
Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume V - Nepal. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 1999. http://dx.doi.org/10.53055/icimod.320.
Ya, T. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume II - China. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 1999. http://dx.doi.org/10.53055/icimod.319.
Pintus, Elisa. Government Reform in Italy: The Case of the Italian Government Reform: Models, Approaches, and Human Resources Management Tools. Inter-American Development Bank, July 2002. http://dx.doi.org/10.18235/0010751.
The purpose of this paper is to examine how Italy is innovating and changing its public administration. It will focus on the reforms that are currently being implemented in Italy, with specific reference to the Government modernization model.
