Search results for "Human resources"
showing 10 items of 718 documents
35858_SHRM_Topic 9_Rewarding and compensating human resources
2022
El document forma part dels materials docents programats mitjançant l'ajut del Servei de Política Lingüística de la Universitat de València. Slide set for Topic 9 ("Rewarding and compensating human resources"), as part of the teaching materials of the course/module “Strategic Human Resource Management” (35858), group OR (tuition in English), Grau en Administració i Direcció d'Empreses (ADE), Universitat de València.
35858_SHRM_Topic 8_Motivating human resources
2022
El document forma part dels materials docents programats mitjançant l'ajut del Servei de Política Lingüística de la Universitat de València. Slide set for Topic 8 ("Motivating human resources"), as part of the teaching materials of the course/module “Strategic Human Resource Management” (35858), group OR (tuition in English), Grau en Administració i Direcció d'Empreses (ADE), Universitat de València.
Employer Brand Role in HR Recruitment and Selection
2015
Abstract This paper’s research focuses on employer brand (EB) development as a solution for public sector organizations to attract the young specialists of Latvia. The author uses monographic research method, selection, comparison, induction and statistical data interpretation to explore the situation and potential outcomes of the proposed approach to Human Resource Recruitment and Selection. The research results show that public organizations in Latvia still need to improve their positioning on labour market and work harder on their EB.
A Model for Implementing HR'S Strategic Role
2013
Understanding HR deliverables is an essential process for acknowledging its important role in driving organizational performance, in contrast with its traditionally elusive role. An organization can quantify the HR’s overall strategic impact by finding the proper ways for measuring its impact on the success drivers. This paper aims to identify and describe the steps needed in order to implement HR’s strategic role. The article reviews the relevant literature regarding the integration of HR into business performance measurement and suggests some guidelines for creating a HR scorecard.
HUMAN RESOURCES IN THE PROCESS OF GRANTING PERFORMANCE IN THE MANAGEMENT OF PRE-UNIVERSITY EDUCATIONAL INSTITUTIONS
2011
Under Romania 's actual development context, pre-university education and mainly the human resources in this field can and need to be an authentic development vector. The paper is meant to be a theoretical analysis and a practical research on the contribution of human resources to granting the performance and quality of the educational management in the pre-university educational institutions, from a systemic, interactive and interdisciplinary perspective, which turns into a reflection but also an applicative issue for the researchers and managers in the educational domain, interested in meeting European and world standards. The research was done on a technical education institution, respec…
European Career Development – A Challenge for European Human Resource Management
2013
Abstract European career development should be a challenge for each of us. Current situations, the European economic context, technological evolution, the opening of European labor market are allowing people to a higher mobility concerning personal career. Thus, the development of a European career can be a challenge for each of us, depending on personal choices and on the context and development of each person's life. Is European career a better solution for individual development? Is that professional perfection for each person? These are questions that I will try to answer in this study.
Reflections on Human Resources – Vital Intangible Assets of Organizations
2014
Abstract Starting from the reality that human resources represent the most important strategic resource of the modern organization and that each human being is a unique entity, with own personality, needs and offer, the investment in human resources should become the most important investments of organizations, despite being the most risky investments. The only alternative to avoid this risk and to bring together employee and employer on the same level is career management. From a different perspective, human resources represent the intellectual capital of organizations, the only ones that can assimilate and, from the perspective of the new economy, make the most of knowledge. All these asp…
A Model for Implementing HR’S Strategic Role
2015
Understanding HR deliverables is an essential process for acknowledging its important role in driving organizational performance, in contrast with its traditionally elusive role. An organization can quantify the HR’s overall strategic impact by finding the proper ways for measuring its impact on the success drivers. This paper aims to identify and describe the steps needed in order to implement HR’s strategic role. The article reviews the relevant literature regarding the integration of HR into business performance measurement and suggests some guidelines for creating a HR scorecard.
Work-life Balance Decision-making of Norwegian Students: Implications for Human Resources Management
2016
Objective : The paper aims at identifying and assessing the significance of work-life balance determinants between the Youth of highly developed societies and its implications for human resources management on the example of Norway. Research Design & Methods : The research target group consists of 236 respondents recruited among Norwegian tertiary education students. It employed literature analysis, two-stage exploratory research: direct individual in-depth interviews, survey based on a self-administered, web-based questionnaire with single-answer, limited choice qualitative & quantitative, as well as explanatory research (informal moderated group discussions). Findings: The research on per…
Modelling competences and anticipating the future competence needs in the forest sector
2018
This explorative study examined practices of competence modelling in the forest sector organisations and how organisations anticipate changes in competence needs in the future. Semi-structured in-depth interviews (n=10) were conducted amongst forest sector experts in Finland and data was analysed by thematic analysis. The findings showed that the practices of modelling competences were diverse, most frequently used ones being superior-subordinate review discussions and quantitative competence surveys. In addition to these formal systems, informal modelling, especially on the team level and in smaller companies was also frequent. Organisations used competence modelling for several human reso…