scholarly journals Digitalization in the development of human resource management in the Republic of Belarus

R-Economy ◽  
2021 ◽  
Vol 7 (2) ◽  
pp. 133-141
Author(s):  
Mohamad Tawbe ◽  
◽  
Keyword(s):  
Labor Market ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Information And Communication Technologies ◽  
Management Strategies ◽  
Strong Relationship ◽  
Asset Development ◽  
Information And Communication ◽  
The Republic

Relevance. Digitalization has led to a global transformation in the field of human resource management. Modern HR professionals view their roles not as mere administrators but as strategic enablers for key organizational decisions. In this scenario, there is a need to describe a digital system for efficient HR management (HRM) which is able to improve the skills of the employees. Research objective. The purpose of this study is to analyze the current state of the labor market in the Republic of Belarus and assess how digitalization affects human resource management strategies Data and methods. The article used the method of comprehensive data analysis in the study of the labor market in Belarus. The systemic approach was used to describe the strategy of HR digitalization. The official data of the Statistical Committee of the Republic of Belarus are used as the source of information. Results. The article analyzes the labor market in the Republic of Belarus. The factors that should be taken into account in the formation of human resource management strategy have been identified. The introduction of information and communication technologies in the country's enterprises was assessed and conclusions about the prospects of digital technology in human resource management were made. This work explains a strong relationship between the technological progress and HRM in organizations and companies. The paper shows how innovation can lead to a more proficient administration in HRM and improve the overall performance of the workforce. Several main zones of digitalization and its effects on human asset development are described. Conclusion. HRM has been changed by the advancement of the digital era. HR professionals no longer have to engage in manual procedures or deal with overwhelming volumes of data. With modern innovative solutions that enhance human resource management and growth, HR teams have greater freedom to shape organizational culture and productivity. The introduction of technology in human resource management offers great opportunities to optimize company resources and maximize results.

scholarly journals Human resource management in modern enterprise in the advent of social networking

2013 ◽  
Vol 4 (2) ◽  
pp. 3
Author(s):  
Casius Darroux
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Social Networking ◽  
Human Resource ◽  
Information And Communication Technologies ◽  
Web Based ◽  
Business Context ◽  
Network Information ◽  
Modern Enterprise ◽  
Information And Communication

In this century, enterprises in all facets of society has evolved by redefining the role of managing human resource to adapt to the swift changes taking place locally and globally with regards to social-networking. From the last decades society has experienced the lightening speed of transformation from the factory model media into the modern electronic media that seems to have long encompasses the digital, computerized, network information and communication technologies. Institutions, in order to survive in this environment needs to be flexible, responsive and human resource based oriented. This paradigm has led to a systematic new approach as to how human resource personnel reintegrate the processes, policies and system to reflect such evolution. Social networking has lead to critically investigating how human resource management need to change to enhance the way they perform as institutions becomes more dependent on human resource management to maximize returns and competitiveness. Human resource management in the advent of social-networking has brought with it intense competition, liberalization, development of web based technologies, speed and accessibility across the globe. Rapid and critical transformation in human resource and social-networking will continue to dominate and revolutionize the business landscape well beyond the 21st century whilst posing new challenges and presenting new exciting possibilities. This article will attempt to study and analyze the management of human resource in the advent of social networking from a business context.

SOME ASPECTS OF MANAGING THE NEW GENERATION OF EMPLOYEES

2020 ◽  
Vol 10 (9) ◽  
pp. 2104-2111
Author(s):  
I.N. Belogrud ◽  
Keyword(s):  
Labor Market ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Development ◽  
Human Resource ◽  
Management Strategies ◽  
Working Environment ◽  
Digital World ◽  
The Future ◽  
New Generation

Human resource management is a key area of organizational development today. Human resource management strategies that can be developed in the course of organizationalchange must meet the wishes and emotional needs of the new generation of employees. Different generations require different approaches in terms of shaping human resource management strategies. Companies have to make great efforts to constantly attract employees and provide a comfortable working environment for representatives of different generations. Staff turnover is still reaching high levels, and in the future it may grow due to the replenishment of the labor market with workers of a new generation with a greater degree of mobility. The main reason employees remain employed is because they enjoy their job. With the influx of representatives of a new generation into the labor market, an increasing understanding has come and continues to come that it is impossible to do without the adoption, implementation and development of digital technologies, as well as all the things arising from their use. The generation born in the digital world will develop more and more. An increasing percentage of people will work remotely from different parts of the world and without being tied to a specific territory. A major challenge for businesses in the near future will be balancing the productivity gains and distraction generated by digital innovation. In the future, employers will have to be more flexible than ever before.

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

scholarly journals Sensitive Men and Hardy Women: How Do Millennials, Xennials and Gen X Manage to Work from Home?

2021 ◽  
Vol 7 (2) ◽  
pp. 106
Author(s):  
Agota Giedrė Raišienė ◽  
Violeta Rapuano ◽  
Kristina Varkulevičiūtė
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Older Workers ◽  
Open Innovation ◽  
New Technologies ◽  
Practical Implication ◽  
Management Strategies ◽  
Employee Motivation ◽  
Work From Home

Despite the huge number of studies on telework in 2020, the influence of socio-demographic characteristics of workers on their attitudes towards telework continues to raise questions. Researchers agree on some aspects, such as younger individuals being better at absorbing new technologies. However, given that not only those who wanted to but also those who were obliged to switched to teleworking, it appears that younger people may not be as effective at working remotely as previously thought. The relevance of our study is based on the contradictory findings of research conducted during the pandemic. With this article, we contribute to the accumulation of knowledge about the change that takes place in telework. The paper aims to examine the relationship between socio-demographic indicators and the evaluation of telework. Our study confirms that the gender and age of employees are important factors in an employee’s attitude to telecommuting. Mostly, the attitudes vary in terms of gender. At least in the case of Lithuania where the research was conducted, Millennial men, unlike other generations and significantly more than Millennial women, see personal career development problems working remotely. Meanwhile, older generations do not declare greater dissatisfaction working remotely, although they do not express much favour for this approach. The results of the study indicate that in the circumstances created by the pandemic, organizations should update their human resource management strategies to achieve employee work efficiency and maintain employee motivation. The practical implication of our study in terms of open innovation is that in the future, the development of virtual working relationships will need to focus not on the technological training of older workers but on the specific provision of feedback to younger workers. In this regard, our insights may be useful for leaders in human resource management and open innovation teams.

Reinventing Public Personnel Administration as Strategic Human Resource Management

1993 ◽  
Vol 22 (4) ◽  
pp. 565-578 ◽  
Author(s):  
Donald Klingner
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Strategic Human Resource Management ◽  
Public And Private ◽  
Asset Development ◽  
Position Management ◽  
Personnel Administration

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

scholarly journals Ownership Structure of the Organisation as a Determinant of Human Resource Management in the Context of Transition Countries

2018 ◽  
Vol 15 (26) ◽  
Author(s):  
Branka Zolak Poljašević ◽  
Gordana Ilić ◽  
Darko Milunović
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Ownership Structure ◽  
Transition Period ◽  
Transition Countries ◽  
Foreign Companies ◽  
Significant Difference ◽  
The Republic

Transition period of the post-socialist countries and opening of their markets have led to the positive shift in understanding the role of employees in organizations and the importance of proper management of this specific resource. An important factor in spreading modern principles of human resource management in transition countries is the arrival of foreign companies on their market. In that context, this paper focuses on the relationship between the ownership structure of the organisation and the level of development of the core activities of human resource management. The subject of the empirical research was companies which operate on the territory of the Republic of Srpska, and employ more than 200 employees. Empirical data were collected by using questionnaire, and some of them were generated from the official websites of the observed companies. Testing of hypothesis was performed with the Analysis of Variance. The research results show that in the foreign-ownedcompanies there is a statistically significant difference in the level of development ofhuman resources management, compared to the state-owned and national privatecompanies. On the other hand, among foreign-owned companies, which differ in thecountry of origin of the majority owner and the number of years in business in thedomestic (BiH/RS) market, there is no statistically significant difference in the levelof development of basic activities of human resource management.

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