The purpose of this study is to examine how workgroup diversity can be managed through specific strategic human resource management systems. Our review shows that ‘affirmative action’ and traditional ‘diversity management’ approaches have failed to simultaneously achieve business and social justice outcomes of diversity. As previous literature has shown, the benefits of diversity cannot be achieved with isolated interventions. To the contrary, a complete organizational culture change is required, in order to promote appreciation of individual differences. (...) The paper contributes to this discussion by exploring the implications of this change for human resource management, and explaining how the systems of practices should be changed when they are directed to diverse groups. The model designed to test this notion includes: (1) demographic and human capital diversity as independent variables, (2) group performance (measured as innovation outcomes) as the dependent variable and, (3) the orientation of the strategic human resource management system as a potential moderator of this relationship. The main conclusion of the empirical analysis developed is that different patterns of human resource management practices can be used, depending on the type of diversity that the organization faces, and the specific effects that it wishes to manage. Concretely, three alternative management systems are identified in this paper, with different moderating effects. This result has interesting implications for human resource management professionals, explained in the last section. The limitations of this study are also discussed, as well as some issues that future research in this field should address. (shrink)

Abstract The goal of the study was to investigate the current situation with Human Resources (HR) systems in the Saudi market on the basis of survey conducted among 100 organizations. Their HR and IT experts were to fill out a questionnaire that allowed receiving their expert opinion and make conclusions considering the HR systems usage in this country. In the course of the study, eight hypotheses were investigated and proved: the number of companies’ users of Human Resource (...) Management (HRM) systems does not exceed a half of the staff; most companies use additional resources for HR management apart from HR automated systems; many companies use systems developed by their specialists for HRM; companies are satisfied with the level of HRM systems’ performance; companies are ready to implement new, more effective systems in their practice; Saudi market is not ready for SaaS model; companies are not ready to implement SaaS model; companies have high development potential despite impediments. The results have shown that the Saudi market is ready for implementation of the new technologies, while the level of satisfaction by the current solutions is comparatively low and requires urgent measures. New developments, preferably on the basis of SaaS model, are required to improve the situation and make a step towards successful future. Content Type Journal Article Category Original Paper Pages 1-14 DOI 10.1007/s13520-012-0015-7 Authors Bandar Khalaf Alharthey, Department of Management, Faculty of Management and Human Resource Development, University Technology of Malaysia, 81310 UTM, Johor Bahru, Johor, Malaysia Amran Rasli, Department of Management, Faculty of Management and Human Resource Development, University Technology of Malaysia, 81310 UTM, Johor Bahru, Johor, Malaysia Journal Asian Journal of Business Ethics Online ISSN 2210-6731 Print ISSN 2210-6723. (shrink)

The research about strategic human resource management (SHRM) has suggested that human resource professionals (HRPs) have the opportunity to play a greater role in contributing to organizational success if they are effective in developing systems and policies aligned with the organization's values, goals, and mission. We suggest that HRPs need to raise the standard of their performance and that the competitive demands of the modern economic environment create implicit ethical duties that HRPs owe to their (...) organizations. We define ethical stewardship as a model of governance that honors obligations due to the many stakeholders and that maximizes long-term organizational wealth creation. We propose that if HRPs adopt an ethical stewardship framework and the qualities of transformative leaders, they will be more aware of their ethical duties to their organizations and more effective in helping their organizations to create increased wealth, achieve desired organizational outcomes, and establish work environments that are more satisfying to employees. (shrink)

The purpose of the study is to determine the totality and content of key methodological approaches as conceptual foundations for designing the process of improving human resources of physical culture and sports. The article discusses the key provisions of resource, regional, functional, optimization; attention is focused on the concretization of the immanent principles of these approaches in relation to the problem of optimal management of human resources of physical culture and sports in the regional aspect. The (...) scientific novelty lies in the determination of the methodological contribution to the design of the concept of human resources management of physical culture and sports at the regional level of four basic approaches and their pairwise integration. As a result, the methodological contribution of the basic approaches to the developed concept was revealed and the key importance of their pairwise integration as target, meaningful, methodological guidelines for management was determined. (shrink)

In this paper, the optimization of the enterprise HR information system is studied based on IoT first-off technology, the system demand phase is analysed, and the edge control system is designed and built. The hardware and software system and edge node management platform are implemented first, and then the communication scenarios between the edge layer of the system and the sensing layer, the edge layer, and the cloud layer are analysed, and the business type-driven (...) link selection algorithm and the northbound multilink switching algorithm are designed and implemented, respectively, to guarantee the communication reliability between different layers of the system. Based on the implementation of the above functions, the edge control system can meet the intelligence, expandability, and security requirements of IoT applications. An in-depth investigation and research are launched mainly on the enterprise demand to determine the functional requirements and performance requirements of the enterprise and to achieve the basic logical structure; in the system design phase, the system architecture and other aspects of the design are realized. According to the conditions of the system function structure, a number of system module functions are designed in detail. The system is composed of the following modules, namely, personnel change management, organization management, and salary and benefits management. The system consists of the following modules, namely, personnel change management, organization management, compensation and benefits management, and personnel information management. The system modules run through the process of human resource management; in the system implementation stage, the system coding and page operation are realized based on the development tools and software development techniques. The system finally achieves the system design objectives and is put on a trial operation to meet its actual business requirements. (shrink)

The research about strategic human resource management (SHRM) has suggested that human resource professionals (HRPs) have the opportunity to play a greater role in contributing to organizational success if they are effective in developing systems and policies aligned with the organization’s values, goals, and mission. We suggest that HRPs need to raise the standard of their performance and that the competitive demands of the modern economic environment create implicit ethical duties that HRPs owe to their (...) organizations. We define ethical stewardship as a model of governance that honors obligations due to the many stakeholders and that maximizes long-term organizational wealth creation. We propose that if HRPs adopt an ethical stewardship framework and the qualities of transformative leaders, they will be more aware of their ethical duties to their organizations and more effective in helping their organizations to create increased wealth, achieve desired organizational outcomes, and establish work environments that are more satisfying to employees. (shrink)

This article analyses whether benefits arising for human resource management from environmental management activities drive environmental management system implementation. Focusing on employee satisfaction and recruitment/retention, it tests this for German manufacturing firms in 2001 and 2006 and incorporates a rare longitudinal element into the analysis. It confirms positive associations of the benefit levels for both variables with environmental management system implementation on a large scale. Also it provides evidence that increasing levels of (...) environmental management system implementation result from higher economic benefits in the human resource domain. In doing so the article supplies needed quantitative evidence on important aspects of how sustainability relates to human resource management. (shrink)

The author's analysis of conceptual aspects of global human resource management shows the lack of unified mechanisms anf forms. Thus, we state that at the beginning of the XXI century at all management level, the contours of the management influence methodology on human resources are formed. This gives the possibility of determining only the main backbone constituent elements. Due to the complexity of the process of people management as a resource, management (...) mechanisms are formalized only in the framework of different social and economic systems. Their formalization appears extremely difficult due to uncertainty about quantitative and qualitative changes in the global environment of human activity and financial turbulence. Therefore, the priority becomes the problem of providing targeted safe dynamics of mankind development which can be achieved through a civilized and humane management of effects on certain thoroughly scientific basis. (shrink)

The fourth industrial revolution will be ushered in by future high technology, and as a result, the world will face new difficulties relating to people, the environment, and profitability. Accordingly, the competitive edge and long-term viability of businesses would depend on the knowledge workers who could overcome these excruciatingly difficult obstacles and have the knowledge and competency to influence the overall performance of any type of company. But managing knowledge workers falls under the purview of human resources, and only (...) effective human resources tools, plans, and procedures can ensure the success of this task. One such tool, which has the capacity and capability to change the whole scenario in an organization's favor, is the human resource information system. The purpose of this structured review is to provide insight into a field of HRM that has largely been neglected by other reviews of the literature and has only been briefly discussed by a small number of publications published in reputable, top-tier journals. A customized HRIS framework is the result of this structured literature review for managing knowledge and competence. The study presents the content analysis of 48 articles, systematically and purposefully selected for this literature review, published during the past three decades. The study has several implications for policymakers and HR practitioners. (shrink)

When quality in an organisational context includes more employee-oriented arrangements and systems, the introduction of a new relationship pattern between employers and employees can rightly be considered a quality program. In this article we describe the shifting roles of HRM and 'people management' in general within a changing environmental and organisational context. We present an original 'FIT' organisational model, in which the role of HRM as 'partner-champion' is highlighted, and which was implemented during the 1990s in a multinational company. (...) More specifically, we describe the company background, the motives for this new approach, the basic principles and the main phases of implementation of this new 'social contract'. (shrink)

Using artificial intelligence (AI) to make decisions in human resource management (HRM) raises questions of how fair employees perceive these decisions to be and whether they experience respectful treatment (i.e., interactional justice). In this experimental survey study with open-ended qualitative questions, we examine decision making in six HRM functions and manipulate the decision maker (AI or human) and decision valence (positive or negative) to determine their impact on individuals’ experiences of interactional justice, trust, dehumanization, and perceptions (...) of decision-maker role appropriate- ness. In terms of decision makers, the use of human decision makers over AIs generally resulted in better perceptions of respectful treatment. In terms of decision valence, people experiencing positive over negative decisions generally resulted in better perceptions of respectful treatment. In instances where these cases conflict, on some indicators people preferred positive AI decisions over negative human decisions. Qualitative responses show how people identify justice concerns with both AI and human decision making. We outline implications for theory, practice, and future research. (shrink)

In order to understand the system wherein human resource management practices are determined by the interactions of a complex system of actors, it is necessary to have a conceptual framework of analysis. In this respect, the works of scholars (Mitroff, 1983, Stakeholders of the Organizational Mind, Jessey-Bass; Freeman, 1984, Strategic Management: A Stakeholder Approach, Pitman) concerning stakeholder theory opened new perspectives in management theory. An organisation is understood as being part of a politico-economic (...) system of stakeholders who interact and influence management practices. Each stakeholder tries to optimise and protect his interests (Frooman, 1999, Academy of Management Review 24, 191–205; Savage et al., 1991, Academy of Management Executive 5(2), 61–75). The framework of stakeholder analysis enables escape from a purely instrumental approach to HRM, and avoids reducing our understanding of conflicts within companies to mere antagonism between employees and their employers. It enables us to point out the existence of other stakeholders in the relationship. Notably, it allows for the incorporation into management theory of actors from the sphere of politics (president of the republic, government, national elected representatives – deputies and senators – and locally elected representatives – mayors and regional councillors, etc.) as well as their dependent administrations. All these actors are considered to be stakeholders who define the legal framework of firm management and guarantee the application of these laws. (shrink)

Technology has made it easier and cheaper for human resource managers to gather and maintain an infinite amount of data about present and prospective employees. An essential component in the success of managing this data is the Human Resource Information System (HRIS), a database of personal information about each employee. Because of the power to access and use this data, HR managers must be aware of the ethical and legal issues associated with both the creation (...) and use of those data in the HRIS. (shrink)

Human resource management risks are due to the failure of employer organization to use relevant human resources reasonably and can result in tangible or intangible waste of human resources and even risks; therefore, constructing a practical early warning model of human resource management risk is extremely important for early risk prediction. The back propagation neural network is an information analysis and processing system formed by using the error back propagation algorithm to (...) simulate the neural function and structure of the human brain, which can handle complex and changeable things that do not have an obvious linear relationship between output results and input factors, so as to find the objective connection between the two. Based on the summary and analysis of previous research works, this article expounded the research status and significance of early warning for human resource management risks, elaborated the development background, current status, and future challenges of the BP neural network, introduced the method and principle of the BP neural network’s connection weight calculation and learning training, performed the risk inducement analysis, index system establishment, and network node selection of human resource management, constructed an early warning model of human resource management risk based on the BP neural network, conducted the risk warning model training and detection based on the BP neural network, and finally carried out a simulation and its result analysis. The study results show that the early warning model of human resource management risk based on the BP network is effective, and this trained and tested BP network risk warning model can be used to conduct early warning empirical research on human resource risks to prevent human resource risks, ensure enterprise’s benign operation, and at the same time play a role in supervision and promotion of market order rectification. (shrink)

Publication date: 24 January 2019 Source: Author: Pei Hua Fu, Tchamy Jonathan, Najma Bano Progress in globalization has made many nations to see China as a fast-growing country in terms of technology, infrastructure, manufacturing and production of goods and services. In spite of these developments, there is still a room of research for resolving the uneven distribution of income which has caused political and socio-economic problems in the country. The purpose of this paper is to determine the role of (...) class='Hi'>Human Resources Management and Talent Management in bringing improvement in enterprise capabilities to stand in the market. The method adopted in this paper is the systemic literature reviewer focused on the qualitative analysis of studies focused on strategic and human resource management. This research review finds that these human-related managements are crucial requirement to build company capabilities. However, as the the company keeps growing, performance and development of employee need to keep up to cover up the global market. Giving some guidance, training, and practice may be one of the proper investments in developing the capabilities. Customer loyalty is an influential factor in the performance of the company. (shrink)

Balancing environmental, social, and economic performance is today considered a key responsibility that firms have toward society. As a result, academics, practitioners, and political decision makers are increasingly paying attention to environmental management systems improving a full spectrum of environmental performance. In that regard, even if recent literature suggests that environmental management should be deployed through a cross-functional approach, extant literature mostly focuses on independent functional systems. This paper addresses this gap investigating how the deployment of environmental (...) class='Hi'>management in the human resource function—adopting green human resource management practices—and the supply chain function—adopting green supply chain management practices—impact on environmental and financial performance. We draw from a multiple-respondent survey of human resource and supply chain managers in multiple industries in Italy. The study suggests that GHRM and GSCM impact on both environmental and financial performance and shows that GHRM and GSCM exert those impacts in a joint fashion. Indeed, our results show that GSCM plays a mediating role in the relationship between GHRM and performance. Overall, our results provide researchers and managers with relevant insights into the cross-functional deployment of the environmental values and principles across functions. (shrink)

In order to understand the system wherein human resource management practices are determined by the interactions of a complex system of actors, it is necessary to have a conceptual framework of analysis. In this respect, the works of scholars concerning stakeholder theory opened new perspectives in management theory. An organisation is understood as being part of a politico-economic system of stakeholders who interact and influence management practices. Each stakeholder tries to optimise and (...) protect his interests, 61-75). The framework of stakeholder analysis enables escape from a purely instrumental approach to HRM, and avoids reducing our understanding of conflicts within companies to mere antagonism between employees and their employers. It enables us to point out the existence of other stakeholders in the relationship. Notably, it allows for the incorporation into management theory of actors from the sphere of politics as well as their dependent administrations. All these actors are considered to be stakeholders who define the legal framework of firm management and guarantee the application of these laws. (shrink)

Researchers and other professionals unanimously agree that companies should become more sustainable, but this will not happen without the support of human resource management. Paradoxically, there is a lack of information on the support human resource management offers to organizational sustainability applied to real cases. Therefore, this research presents a case study on this topic that was carried out in a leading Brazilian company, which is considered as a model and has been selected as (...) ‘the best place to work in the country’. The results provide practical examples of how this family company has been working to guarantee an increasingly sustainable performance with the support of human resources, highlighting the achievements and challenges the company has faced. One of the main results indicates that companies seeking to achieve sustainability need the assistance of the human resource field in order to design a communication system which bridges the gap between practices and sustainable values. (shrink)

Researchers and other professionals unanimously agree that companies should become more sustainable, but this will not happen without the support of human resource management. Paradoxically, there is a lack of information on the support human resource management offers to organizational sustainability applied to real cases. Therefore, this research presents a case study on this topic that was carried out in a leading Brazilian company, which is considered as a model and has been selected as (...) ‘the best place to work in the country’. The results provide practical examples of how this family company has been working to guarantee an increasingly sustainable performance with the support of human resources, highlighting the achievements and challenges the company has faced. One of the main results indicates that companies seeking to achieve sustainability need the assistance of the human resource field in order to design a communication system which bridges the gap between practices and sustainable values. (shrink)

This conceptual paper revisits the concept of equality as a base of distributive justice and contends that it is underspecified, both theoretically and in terms of its ethical and pragmatic application to human resource management (HRM) within organizations. Prior organizational literature focuses primarily upon distributive equality of remunerative outcomes within small groups and implicitly employs an equity-based conception of inputs to define equality. In contrast, through exposition of the philosophical roots of equality principles, we reconceptualize inputs as (...) de facto equal and consider the systemic application of distributive equality in the form of status leveling practices. Ethical ramifications of distributive equality so viewed are explored. We conclude by arguing that, to implicitly insert a stronger ethics focus into the study and practice of HRM, perhaps there should be "equality theory" competing with equity theory for recognition in managerial and scholarly discourse. (shrink)

Researchers and other professionals unanimously agree that companies should become more sustainable, but this will not happen without the support of human resource management. Paradoxically, there is a lack of information on the support human resource management offers to organizational sustainability applied to real cases. Therefore, this research presents a case study on this topic that was carried out in a leading Brazilian company, which is considered as a model and has been selected as (...) ‘the best place to work in the country’. The results provide practical examples of how this family company has been working to guarantee an increasingly sustainable performance with the support of human resources, highlighting the achievements and challenges the company has faced. One of the main results indicates that companies seeking to achieve sustainability need the assistance of the human resource field in order to design a communication system which bridges the gap between practices and sustainable values. (shrink)

In this paper I present a philosophically-inspired approach to the field of human resource management (HRM). Such an approach demands a certain kind of reader and a certain kind of HR professional: readers and professionals who are less occupied with the application and implementation of new HR technologies and more with the complex impact of HRM technologies and practices on individuality and sociality. I argue that concepts, technologies and practices of HRM are in practice elements in an (...) immanent philosophy, which reproduces and transforms how individuals and organisations can come into being. Two seemingly contradictory, simultaneous tendencies are discussed. First, the practices and technologies of HRM can and have been seen as disciplining, conservative forces, creating egoistic individuals with little or no interest in sharing a common responsibility towards the organisation. Second, a new kind of sociality arises from the openings that practices and technologies are creating, as the social does not so much disappear as take on new forms. I will discuss these different kinds of beings through a case example involving a group performance appraisal system in a major financial institution. I conclude by reflecting on the matter-of-fact spirit in which HR technologies and practices are implemented and the vast power which the ‘Resource Management’ exercises in creating the ‘Human’. (shrink)

In this paper I present a philosophically-inspired approach to the field of human resource management (HRM). Such an approach demands a certain kind of reader and a certain kind of HR professional: readers and professionals who are less occupied with the application and implementation of new HR technologies and more with the complex impact of HRM technologies and practices on individuality and sociality. I argue that concepts, technologies and practices of HRM are in practice elements in an (...) immanent philosophy, which reproduces and transforms how individuals and organisations can come into being. Two seemingly contradictory, simultaneous tendencies are discussed. First, the practices and technologies of HRM can and have been seen as disciplining, conservative forces, creating egoistic individuals with little or no interest in sharing a common responsibility towards the organisation. Second, a new kind of sociality arises from the openings that practices and technologies are creating, as the social does not so much disappear as take on new forms. I will discuss these different kinds of beings through a case example involving a group performance appraisal system in a major financial institution. I conclude by reflecting on the matter-of-fact spirit in which HR technologies and practices are implemented and the vast power which the ‘Resource Management’ exercises in creating the ‘Human’. (shrink)

The most "efficient" system is one that controls the human resources by eliminating the human part and turning them into pure resources. Their ultimate organizational goal is to transform people into things, commonly called organizational behavior. This book is about the two best historical examples of such "efficiently-run" resource management.

The article reveals the issues of interdependence of the development of human capital in public administration on the level of its provision by the state in the context of COVID-19. In a democratic, civil, postmodern society, one of the main tasks is the development of systems for managing the efficiency of human capital in the context of public administration, as a means of obtaining higher levels of labor productivity. Today we have to state that the achievement of this (...) efficiency in the use of human resources can be better achieved by orienting the performance management system to promote the attraction of new human potential in public administration at all levels. In this context, a new approach to the human capital management process is being actualized, which includes employee engagement and key factors of employee engagement at every stage. We are talking about a management model that includes the main ideas and offers a new perspective on how to develop and manage the involvement of human resources to achieve high levels of labor productivity in public administration in the context of COVID-19. The purpose of the article is to study the essence, characteristics and role of human capital in the context of public administration in the context of the existence of the epidemic danger of COVID-19. (shrink)

ANNOTATION Sardak S.E. Global Regulatory System of Human Resources Development. – Manuscript. Thesis for the Doctor of Economic Science academic degree with major in 08.00.02 – World Economy and international economic relations. – SHEE «Kyiv National Economic University named after Vadym Hetman», Kyiv, 2014. The preconditions and factors of the global economic system with the identified relevant subjects areas and mechanisms of regulation instruments have been investigated. The crucial role of humans in the global economic system (...) as a key factor of production, the main resource, the producer and the consumer of economic and social benefits that are exposed to global threats, problems, challenges, trends and subjects has been confirmed. There have been revealed the causes and consequences of the public institutions transformation under the influence of globalization, which formed a qualitatively new conditions for social and economic development that determine the need for further changes in the areas of conceptual guideline for the management of human resources development, optimization of tasks, state and international institutions activity forms, integration of efforts as for monitoring, planning and forecasting. The modern major instruments and spheres of international cooperation to ensure human development have been determined. The integrated characteristic of human resources and their role in social development both from the standpoint of their use in labour processes and as a medium of civilization and social utility with the help of the categorical classification system organizing and expanding which enables to design and apply the appropriate approaches at all managerial levels have been defined. The necessity and the concept of human resources development in the context of the content of managerial influence identifying (self-development, self-management and external control of development) at different administrative levels that ensures the growth of human capital to the limits of its potential have been analysed. The survey of human activity system aspects in the global world, taking into account the parametrization of the global environment, its structure, management and development have been realized. The formed methodology principles of managerial influence on the development of human resources with scientific schools, hardness degrees, available models, research and providing theoretical and practical implementation peculiarities for groups of countries and territories of the world taken into consideration have been examined. There have been noted civilization and national differences in the forms of managerial influence on the development of human resources, which lead to the formation of human resources development national control systems conditioned by different value public strategic guidelines, especially in relation to social security, education, national management and state migration policy. The current and future requirements for global human resources development which are proposed to be achieved by the development and formalization of global civilizational paradigm of social development due to social coordination interaction have been given. The influence of the institute of state on the human resources development has been evaluated and it has been proved that in the beginning of the XXI century in the global environment the institute of state is the ultimate guarantor of its citizens’ labour ability and vital activity renewal, that makes it the main instrument of managerial influence on human development. The methodology of countries and territories matrix positioning by human development qualitative criteria and population size quantitative parameters which allows to design unified managerial measures as for human resources for similar national economies in the context of global regulatory trends has been proposed. The strategic trends of improvement of human resources development in the national economy, taking into account the differences in the development of human resources in different countries and areas which vary and differ in their focus, content and ways of implementation for such groups. The varying criteria for evaluating the effectiveness of the global impact on human resources development, taking into account the natural, biological, technological, economic, social and management dimensions and the results of human resources development management in social and economic systems at various levels have been revealed. The periodization and the forecast of the global dynamics of human resources development by analyzing and modeling the values of the absolute and relative terms correlation character have been carried out, which enables to make their retrospective and prospective comparison and to find chronological boundaries of qualitatively different periods. The configuration of the human resource development global coordinate system as a set of interrelated principles, components, fields, tools, frameworks, management levels and forms of managerial influence that allows with the help of institutional means to adapt the state of human resources development to a globally varying environment. (shrink)

This paper aims to identify computerized management information systems resources and their relationship to the development of performance in the Electricity Distribution Company in Gaza. This research used two dimensions. The first dimension is computerized management information systems and the second dimension the Development of Performance. The control sample was (063). (360) questioners were distributed and (306) were retrieved back with a percentage of (85%). Several statistical tools were used for data analysis and hypotheses testing, including reliability correlation (...) using Cronbach’s alpha, “ANOVA”, Simple Linear Regression and Step Wise Regression. The overall findings of the current study suggested the presence of a statistically significant relationship between resources (physical, software, and human and organizational) for the computerized management information systems and the development of performance in the Electricity Distribution Company in Gaza. The study recommended the following: The need to strengthen the company's management interest in the potential of computerized management information systems and using them in the computerization of all the company's activities. And the need to involve workers and users in the design of computerized management information systems and assessment and development process. And strengthen the relationship between users and information systems personnel in the department responsible for the system. And it is essential that the company is developing the infrastructure for information technology in general, and computerized management information systems, in particular for the development of performance. And increase interest in providing resources (physical, software, and human and organizational) for the computerized management information systems. The current study is unique by the virtue of its nature, scope and way of implied investigation, as it is the first study at Electricity Distribution Company in Gaza resources explores the status of Computerized management information systems and their relationship to the development of performance in the Electricity Distribution Company in Gaza increasing interest in Computerized management information systems through continuity, keeping pace with technological means and modern techniques. (shrink)

Focused on evolutionary and continuous human development the global, the regulatory system should be formed in the conceptual (the constant research for the detection, identification and evaluation of global imperatives) and application (development and implementation of activities and coordination tools of influence to ensure the existence of human civilization in a secure politically, economically, socially and environmentally balanced world) planes. On the author's calculations of its formation in functionally complete, holistic view is expected by 2030 due to (...) historically conditioned transformations in the nature of social relations. (shrink)

In today's conditions of postmodern space the most significant resource of the modern economy, which is being formed in the leading countries of economic development, is human capital. The main goal of the article is to study the process of managing the formation of human capital in the functioning postmodern society as the basis of the national economy and ensuring the economic security of the enterprise. The basic components of human capital are determined on the basis (...) of the analysis. It is established that the basic component is knowledge that affects others and in postmodern conditions of development of the national economy and determines the process of development of human capital. At the same time, the process of forming knowledge, in accordance with the principles of the functioning of the knowledge economy, is associated with the availability and possibility of obtaining information. The object of study is the enterprises of Eastern Europe. The subject of the study is human capital, the economic security system of the enterprise The results of the study allowed us to develop a model for the formation of human capital and to form a mechanism for ensuring the economic security of the enterprise through management of the formation of human capital under the conditions of the postmodern society. (shrink)

Academics and practitioners have paid close attention to waste, energy, and resource management due to growing awareness of its effects on sustainable performance. This study aims to explore the status and challenges of efficient resource management in China, an under-researched area. Moreover, it proposes a theoretical framework to fill the academic and practical gap how efficient resource management practices can build sustainable performance. This study justifies the need to explore the need of efficient (...) class='Hi'>resource management practices in emerging economies like China. Empirical data derived using a cross-sectional survey of 265 employees from oil and gas firms in China were used to test the theoretical framework developed from mainstream literature. Empirical findings of this study highlight the role of efficient resource management practices such as CSR, process and equipment, human resource practices, product design, and manufacturing planning which have a positive and significant impact on sustainable performance. In addition, innovative culture plays a moderating role in enhancing firms' sustainable performance. The findings suggest that there is further scope to utilize the efficient resource management practices for encouraging innovative culture to build sustainable performance. This study creates a basis for future research of building sustainable organizational performance by integrating efficient resource management practices. This study also highlights gaps in the system and provides insights into policymakers and manufacturing sector employees on holistically building a sustainable organization. (shrink)

Interviews with Community Supported Agriculture (CSA) growers in Iowa, a majority of whom are women, shed light on the relationship between gender and CSA as a system of resource management. Growers, male and female alike, are differentiated by care and caring-practices. Care-practices, historically associated with women, place priority on local context and relationships. The concern of these growers for community, nature, land, water, soil, and other resources is manifest in care-motives and care-practices. Their specific mix of motives (...) differs: providing safe and nutritious food, educating self and others, and building relationships with other growers, shareholder-members, and the land. Care-practices include reducing or eliminating chemical usage, encouraging or accepting beneficial insects and wildlife, building soil, and creating resource management partnerships with shareholder members. CSA, viewed through a lens of care, may offer a means of transcending gender stereotypes. (shrink)

North Sumatra and West Java in Indonesia, the Andes of Bolivia and Peru, Western Province, the Coast and Machakos in Kenya, were Small Ruminant Collaborative Research Support Program (SR-CRSP) sites in which the role of small ruminants was studied and where technological interventions were designed. In all cases the target groups were poor rural households that could maintain sheep, goats, or South American camelids. The objective was to increase the welfare of families through the use of small ruminant technologies. Access (...) to and control of resources, and intrahousehold dynamics were analyzed to understand if, how, and when, technological interventions help achieve this objective. The way in which the studied villages integrate into the market, the specific role that livestock and other productive enterprises play in the household economy, the risks faced by families in rural areas condition the role of livestock and other resource management technologies. As an asset, small and large stock are gendered, but this is qualified by the alternatives that household members have. Small ruminants under the domain of women, either through production or marketing, are shown to contribute to in-kind consumption or, as liquid assets, to household welfare purchases, in the case of Andean agropastoral households and households in Kenya. Women are also managers of the grazing areas, which are often fallow fields. The research experiences show the relationship between gender, resource management, and the ability to build livestock assets and security, in different houehold production systems. (shrink)

Peasants of the northeastern Pará cultivate cassava (manioc esculenta) using shifting cultivation. This paper discusses some factors in support of cassava production, even though it has some negative environmental impacts. These factors are the importance of cassava in the region's history, dietary traditions, and the cooperative labor systems employed in its cultivation and processing.

What I have tried to do here is to provide a historical example of the interdependence between nature and culture that is one of the themes of this conference. To sum up: Scientific descriptions of the world emerge out of a complex interaction between nature, economic production, and the legal system. “Science” consists of a struggle among scientists, and between scientists and citizens, over what counts as “reality.” Lawmaking, in turn, consists of a struggle between people who want to (...) allocate access to resources for particular purposes, whether for commercial use, recreational use, or “natural” uses. Production, for its part, is a complicated function of technology, the sociology of user groups, the structure of legal entitlements to access, and the availability of resources. Nature, finally, is at any point, to no small degree, the product of past and present human impacts on it — which impacts, in turn, are determined in no small way by the sociology and the legal structure of the market.Each process takes place in continual conversation with all the others. As John Muir put it, “When we try to pick out anything by itself, we find it hitched to everything else in the universe.”45 Historically, resource managers have gotten into trouble when they have unconsciously assumed that such is not the case — yet such, assumptions are powerful because they are made instinctively, unthinkingly, at the level of people's basic understanding of the world and their place in it. Lots of them persist.On the other hand, in a few experimental cases in the United States and Canada where government and users have shared power and responsibility for resources management, including long-range planning for recovery and enhancement, here have been some notable improvements. The strategy goes under the name of “co-management” and involves negotiated agreements for shared decision-making between central authority and local groups. Typically, both government and industry resist such arrangements because they involve restructuring the power relations between different sectors in the industry; the result is that the few experiments in co-management that we have seen in the United States have come in areas, typically fisheries and wildlife, where the resource is in serious crisis and all of the parties to the agreement have had to abandon the positions they held previously.Examples of successful co-management regimes include those among American tribes in the Pacific Northwest, among commercial salmon fishers in Alaska, and in a project to rehabilitate the clam industry in New Jersey. Government employees and local groups share responsibility for gathering scientific data about the resources, for developing plans to manage them, and for enforcing regulations. Successful experiments at co-management seem to generate better scientific data about their resources than traditional management regimes do; they significantly reduce enforcement costs; and they enhance the economic power of the resource users. Most importantly, they nurture among the user groups a sense of control over their own destinies, and a willingness to share both costs and benefits of managing the resources rationally and to develop lasting, stable mechanisms for conflict resolution. The process is both democratic and ecologically rational. The key is to link the day-to-day work of producers to their long-range interests as residents in their communities and as working parts of the ecological systems in which they live.45At a minimum, it is clear that objective certainty about the state of the resources or the likely effect of whatever regulations we do impose is simply not attainable. This is partly because of the important role that random shocks play in the environment (and should play in our thinking about it), and also because of the sheer complexity of the system in which we are embedded. There will always be something that even the most complete model leaves out; and in any event the total system of ecology, production, and management will change every time something changes in any part of it.The policy lesson to be derived from all of this, finally, is that what we ought to sustain when we approach conservation problems is not the size of a particular resource, or even the prosperity of a particular harvesting group, but the long-term health of the interaction between nature, the economy, and the political system. We can recognize that the balance of the system, our attempted insurance against an uncertain future, democracy among user groups, and our moral duty to avoid extinguishing species — all of these things being difficult to quantify — do play integral roles in the conversation between nature and humankind, and perhaps more significant roles than the more objective measures to which we usually look for guidance. We can recognize, as John Muir did, that because everything in the universe is hitched to everything else, every step we take will change the total system in some way. When we make choices, then, we can keep an eye on what kind of conversation we want to have with the rest of Creation and make our choices accordingly. *** DIRECT SUPPORT *** A8402064 00014 *** DIRECT SUPPORT *** A8402064 00015. (shrink)

Understanding stakeholders’ perceptions and motivations is of significant importance in relation to conservation and protected area projects. The importance of stakeholder analysis is widely recognized as a necessary means for gaining insight into the complex systemic interactions between natural processes, management policies, and local people depending on the resource. Today, community and group-based participatory inquiry approaches are widely used for this purpose. Recently, participatory approaches have been critiqued for not considering power relations and conflict internal to the community. (...) In this article, we suggest that the five-step Rapid Stakeholder and Conflict Assessment (RSCA) methodology addresses this critique. The objective of the methodology is to provide a facilitator with a comprehensive foundation on which to plan and conduct subsequent participatory project development. The RSCA integrates elements of soft systems and critical systems thinking. Qualitative research interviews and cognitive mapping of stakeholders’ mental models are used for collection of empirical material and analysis. The RSCA methodology is demonstrated in a case study concerning buffer zone management in the coastal wetlands of southern Vietnam. The case study shows that the RSCA methodology can provide an efficient way of obtaining a holistic and critical understanding of a complex resource management situation, thus potentially enhancing project performance in an instrumental as well as an ethical sense. (shrink)

Organizations are increasingly finding it challenging to balance economic and environmental performance particularly those that face competitive, regulatory and community pressure. With the increasing pressures for environmental sustainability, this calls for the new formulation of strategies by the manufacturers in order to minimize their products and services negative impact on the environment. Hence, Green Human Resource Management (GHRM) continues to be an important research agenda among the researchers. In Palestine, green issues are new and still developing. Constant (...) study is needed to fully understand and update information regarding this area. Objective: The aim of this paper is to explore the views and level of acceptance of GHRM practices among manufacturing firms in Palestine. Results: Through the use of e-mail survey, 121 responses were obtained to generate the results of the study. The result showed GHRM practices have been practiced to somewhat to a greater extent a firms in Palestine. Findings can be extended to study on the issues in further. Academicians and practitioners can apply this result to their research and business strategies on how to improve sustainable performance and to effectively implement GHRM practices. (shrink)

The book examines ethics and employment issues in contemporary Human Resource Management (HRM). Written by an international team of academics from universities in the UK, the US, Australia and New Zealand, it examines the problems and opportunities facing employers and employees. The book subdivides into three sections: Part I assesses the context of HRM; Part II analyses contemporary debates, continuity and change in HRM, and Part III proposes likely developments for the future seeking to identify a more (...) proactive HRM approach towards ethical issues arising in employment. Distinctive features include: -/- -Comprehensive analysis of continuity and change in employment and HRM -In-depth assessment of the ethical contribution and potential of HRM -Timely evaluation of the ethical achievements to-date of HRM in: individualized employment relations, HRM partnerships, HRM and employee performance, and strategic HRM -Detailed recommendations for HR managers and general managers encouraging more ethically aware practice -Guidance on ethical approaches to leadership, knowledge management and collective employment relations -Analysis of alternative futures for HRM as a profession and advice on how to create more rigorous and independent professional practice -A vision of a more innovative, cooperative and ethically sensitive set of HRM practices -Clear proposals for HRM on how to attain more ethical conduct. (shrink)

Formulating and translating corporate social responsibility strategy into actual managerial practices and outcome values remain ongoing challenges for many organizations. This paper argues that the human resource management function can potentially play an important role in supporting organizations to address this challenge. We argue that HRM could provide an interesting and dynamic support to CSR strategy design as well as implementation and delivery. Drawing on a systematic review of relevant strategic CSR and HRM literatures, this paper highlights (...) the important interfaces between CSR and HRM and develops a conceptual model, the CSR-HRM co-creation model, which accounts for the potential HRM roles in CSR and identifies a range of outcome values resulting from a more effective integration of the role of HRM within CSR. The paper concludes with relevant theoretical and managerial recommendations that advance our understanding of the potential interfaces between HRM and CSR and how HRM can support a systematic and progressive CSR agenda. (shrink)

Nowadays there is a growing interest in business ethics, both in academia and professionally. However, moral lapses continue to happen in business activities, leading academicians and professionals to rethink what is being done and reinventing new strategies to successfully manage ethics in business organisations. Thus, whereas efforts to promote ethics are basically oriented to using and developing explicit, written formal mechanisms, the literature suggests that other instruments are also useful and necessary to achieve this. Thus, studying the role of the (...) Human Resource Management (hereafter, HRM) in promoting ethics is an emerging research topic due to the heavy influence that HRM practices are thought to have on employees. This paper is aimed at developing a thorough analysis of HRM's role in promoting ethics, and specifically at focusing on one of its practices, training. As an illustrative example of the utility of this practice, an empirical study was conducted on a range of Spanish banking companies in which an impact was found on the employees' ethical behaviour when ethics training was being provided inside the organisation. Finally, the practical implications of these findings and directions for future research are presented. (shrink)

In this paper, the model is constructed by measuring the psychological stress condition of employees; the psychological stress condition measurement model analyzes and tests the reasons for reducing human resource turnover in enterprises. In this paper, through the research related to the problem of talent loss in enterprises, we found that enterprises of other ownership often use the talent loss early warning model, to measure the possibility of talent loss in enterprises and issue an early warning, which enables (...) enterprises to solve the talent loss crisis in time and minimize the negative impact of talent loss on enterprises. In this paper, we analyze the causes of human resource attrition risk from a theoretical point of view, construct a system of human resource attrition risk indicators for enterprises, and explain the content of each technical indicator and its measurement method. The PLS structural equation of the HR attrition risk evaluation model is established based on the constructed risk index system. In addition, the analysis of the causes of human resources turnover risk in the company also proposes strategies to avoid and prevent the threat. The PLS structural equation evaluation model of HR turnover risk is applied to various situations of human resource management to analyze the case of the comprehensive evaluation of HR turnover risk to guide the practical application of the model. Therefore, the research results of this paper have significant reference value for enterprises to solve similar human resource attrition problems. At the same time, it will provide a reference for enterprises to improve their human resource diagnostic capability and promote the development of human resource management. (shrink)

South Africa is characterised by rapidly escalating crime, including white-collar crime, and unethical behaviour in public and private organisations. This necessitates innovative ways to deal with the situation. The objective of this conceptual and theoretical research is to investigate ways in which human resource management can be utilised to instil and develop an ethical corporate culture in South African organisations. A theoretical model of ethical behaviour is discussed as a basis for this study. It is indicated that (...) human resource management can have an effect on organisational factors and is therefore an important tool in developing an ethical corporate culture. (shrink)

Business Ethics, the Environment & Responsibility, Volume 31, Issue 2, Page 524-535, April 2022.

This article examines the potential for moral agency in human resource management practice. It draws on an ethnographic study of human resource managers in a global organization to provide a theorized account of situated moral agency. This account suggests that within contemporary organizations, institutional structures—particularly the structures of Anglo-American market capitalism— threaten and constrain the capacity of HR managers to exercise moral agency and hence engage in ethical behaviour. The contextualized explanation of HR management (...) action directly addresses the question of whether HRM is inherently unethical. The discussion draws on MacIntyre’s conceptualization of moral agency within contemporary social structures. In practice, HR managers embody roles that may not be wholly compartmentalized. Alternative institutional structures can provide HR managers with a vocabulary of motives for people-centred HRM and widen the scope for the exercising of moral agency, when enacted within reflective relational spaces that provide milieus for critical questioning of logics and values. This article aims to contribute to and extend debate on whether HRM can ever be ethical, and provide a means of reconnecting business ethics with longstanding concerns in critical management studies. (shrink)

The present paper analyses how top managers construct the meaning of sustainable human resource management and its responsibility areas and how they identify and prioritize stakeholders in sustainable HRM. The empirical data were collected as part of the Finnish HR Barometer inquiry. A qualitative analysis reveals four dimensions of sustainable HRM: Justice and equality, transparent HR practices, profitability, and employee well-being. It also reveals four broader responsibility areas: Legal and ethical, managerial, social, and economic. Contrary to the (...) prior green HRM literature, ecological responsibility was largely ignored. The study also reveals a wide range of stakeholders, specifically, owners, managers, employees, customers, and employee representatives, as well as their special roles and requirements for sustainable HRM. These findings contribute to the literature of sustainable HRM by illustrating the dimensions and broader responsibilities of sustainable HRM as seen by top managers. Their conceptions of sustainable HRM are largely neglected in the prior literature despite their crucial role in legitimating HRM and thus sustainable HRM in companies. These results also contribute to the theory of stakeholder salience in the sustainable HRM context from the viewpoint of top managers. (shrink)

This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the (...) relationship between strategic human resource management and environmental performance, and that internal environmental concern moderates the effect of strategic human resource management on organizational citizenship behavior for the environment. (shrink)

In this paper, I will argue that it is a moral obligation for companies, firstly, to accept their moral responsibility with respect to non-discrimination, and secondly, to address the issue with a full-fledged programme, including but not limited to the countering of microsocial discrimination processes through specific policies. On the basis of a broad sketch of how some discrimination mechanisms are actually influencing decisions, that is, causing intended as well as unintended bias in Human Resources Management (HRM), I (...) will argue that the well known tools of legislation and ethical codes are necessary although insufficient to cope with the problem. However, based on empirical evidence, we know which set of measures is likely to diminish discrimination. Taking non-discrimination seriously implies complex and longitudinal policies which include assigning responsibility for a non-discrimination policy within the firm, making managers conscious of implicit stereotypes and helping them to cope with prejudices that no one can totally overcome. Insofar as corporate responsibility with respect to non-discrimination is accepted and strategies that are not prohibitively expensive are known, companies are bound to implement them. Not implementing the best set of measures may be considered at least as a moral shortcoming or, depending on the size of the company, mere lip service to the non-discrimination principle. Although the paper refers to empirical material of diverse backgrounds, its intent is clearly normative. It wishes to spell out what companies ought to do if they are committed to responsible behaviour. The discussion of effective remedies against discrimination is based on a case study of a French company. The retailer Auchan was recently surprised to learn that it was discriminating against ethnic minorities despite strong ethical standards, an ethics committee and ethical leadership. The company dropped its naïve beliefs and set up an ambitious policy cope with the issue. The case illustrates what recent empirical research has revealed about the effectiveness of diversity policies: establishing responsibility for diversity results, firm ethical commitment and support from top management make diversity programs effective. (shrink)

A disconnect remains between theories about responsible management and application in real-life organizations. Part of the reason is due to the complexity and holistic nature of the field, and the fact that many of the benefits of aligning business objectives with changing societal conditions are of an intangible nature. Human resource management is an increasingly important part of the field with benefits including talent retention, higher levels of motivation, and improvements in organizational cohesion. This paper sets (...) out an experiment run at a large Spanish university to try to analyze the impact on worker productivity of a responsible management stance by an employer. Based on the Corporate Social Performance model, the paper examines the issue from the point of view of responsibilities, responsiveness, and outcomes, and considers the cost/benefit effect of incorporating a social responsibility variable into the wage structure to measure the impact on productivity. (shrink)

Aspects of the Japanese human resources management system are discussed to illustrate the underly ing significance of human values in Japanese organizational management, with a particular aspect of Japanese human resource management used as an illustrative case. Relevant literature is reviewed to introduce the relational Japanese management and human resources management systems, and to explain the system of inter-firm employee transfer within the corporate group known as the 'shukko' (...) system. The paper then discusses various impacts of this HRM practice upon major stakehold ers and identifies otherwise redundant employees as major beneficiaries of the system, thereby demon strating that human values are critical to the conceptualization and application of Japanese human resources management practices. (shrink)