Human resources and Industry 4.0: an exploratory study in the Brazilian business context

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pedro Carmona Pio ◽  
Izabela Simon Rampasso ◽  
Gustavo Tietz Cazeri ◽  
Luis Antonio Santa-Eulalia ◽  
Milena Pavan Serafim ◽  
...  
Keyword(s):  
Human Resources ◽  
Industry 4.0 ◽  
Management Practices ◽  
Employee Performance ◽  
Human Resources Management ◽  
Transition Process ◽  
Content Type ◽  
Resources Management ◽  
Business Context ◽  
Criteria Importance

PurposeThe present study aimed to evaluate how Brazilian companies from different sectors are developing human resources practices in the context of Industry 4.0 and which of these practices allows better differentiate of companies.Design/methodology/approachAfter a systematic literature review to identify the most important human resources practices in the context of Industry 4.0, a survey with professionals from human resources area of companies operating in Brazil was carried out. Data analysis was performed through frequency evaluation and CRITIC method (Criteria Importance Through Intercriteria Correlation). CRITIC method was used to identify the practices that best differentiate the studied companies.FindingsThe analysed companies are in different evolutionary stages regarding how human resources management practices are adapting to the Industry 4.0 context. Few companies have presented reliable results to better support the transition process. Practices related to evaluating employee performance in this context, estimating the needs of financial resources and time for the training required by Industry 4.0 and establishing systems to recognise talents among employees who already work for the company are the practices that best differentiate companies.Originality/valueThere are few studies on this topic for Brazilian context. The information presented in this article can be useful for professionals and researchers.

Finding, training, and keeping best service workers

2012 ◽  
Vol 2 (4) ◽  
pp. 1-3
Author(s):  
Martin Dandira
Keyword(s):  
Human Resources ◽  
Employee Performance ◽  
Human Resources Management ◽  
High Turnover ◽  
Content Type ◽  
Resources Management ◽  
Frontline Workers ◽  
Travel And Tourism ◽  
Internal Customers ◽  
The Way

Subject area Organisational behaviour, business reengineering and management of change, human resources management. Study level/applicability This case study is intended for undergraduate and post-graduate management degrees. It includes courses on organizational behaviour, human resources management, marketing, business management, travel and tourism and strategic management. Case overview Zim-Zum Welcome Hotel is a hotel in Zimbabwe in the travel and tourism sector. It was facing high turnover of employees and this was affecting the business through continuous hiring and training. The organization decided to introduce changes completely changing the way it does things, focusing on satisfying employees as well as customers. The new approach yielded favourable results, labour turnover dropped significantly and business improved greatly. In an effort to improve service, and increase profit, Zim-Zum has begun radically changing the way it hires, trains and deploys frontline workers. Management also examined how waiters and waitress do their job and concluded that there was supposed to be a division of labour between them and culinary staff. Management of Zim-Zum believe that companies that excel at managing frontline workers understand that excellent service is more than just a transaction. Expected learning outcomes Students can focus on: the importance of redesigning work so that superior service satisfies both the employee and the customer; human resources management is an important factor in improving employee performance and business performance; the importance of external and internal customers in improving company performance.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

scholarly journals Corporate Practices of Green Human Resources Management

2021 ◽  
Vol 15 (1) ◽  
pp. 97-105
Author(s):  
Ardeshir Bazrkar ◽  
◽  
Ali Moshiripour ◽  
Keyword(s):  
Human Resources ◽  
Environmental Performance ◽  
Management Practices ◽  
Oil And Gas ◽  
Human Resources Management ◽  
Environmental Knowledge ◽  
Effective Measure ◽  
Resources Management ◽  
Green Education ◽  
Education And Development

Green education and development has a great impact upon improving the environmental performance of companies. Using the example of Iranian small and medium-sized oil and gas enterprises, the article evaluates the practices’ effect on environmental performance. The survey covered 386 employees from 30 companies. The most common measures of green human resources management were analyzed. All these practices have a positive and significant effect on the environmental performance of companies. The action of green education and development was introduced as the most effective measure. The results also demonstrated that four practices of green human resources management have a positive and significant impact upon performance due to environmental knowledge. Companies can use the findings of this research in implementing the green human resources management practices and continuous improvement of the environmental performance.

Human Resources Management in Social Entrepreneurship

2022 ◽  
pp. 1524-1548
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

scholarly journals Green candidate selection for organizational environmental management

2019 ◽  
Vol 41 (7) ◽  
pp. 1081-1096 ◽  
Author(s):  
Peter Adjei-Bamfo ◽  
Bernard Bempong ◽  
Jane Osei ◽  
Simonov Kusi-Sarpong
Keyword(s):  
Environmental Management ◽  
Local Government ◽  
Human Resources ◽  
Developing Economies ◽  
Selection Process ◽  
Human Resources Management ◽  
Evaluation Framework ◽  
Candidate Selection ◽  
Content Type ◽  
Resources Management

Purpose The purpose of this paper is to propose a new typological environmentally sustainable human resources management evaluation framework to aid green candidate selection process for environmental management in developing economy local government agencies. Design/methodology/approach Presenting the narrative of developing economies local government context, this paper conducts an extensive review of relevant literature on green human resources management (GHRM) and green recruitment and selection. Findings Drawing on Siyambalapitiya et al. (2018) and the resource-based theory (RBT), the paper proposes and discusses an evaluation framework for guiding organizations’ green candidate selection process. The framework comprises of seven stages which begins with “training recruiters on green candidate assessment” to “making selection decision and inducting selected candidate” on organization’s environmental management policies and practices, and its green values. Research limitations/implications Application of the proposed framework has implications for enhancing organizations’ efficiency, reducing cost, eliminating environment waste, as well as fostering green culture among employees. This paper also extends the strand of RBT by explaining how organizations could assess and select job applicants with significant intangible capability such as environmental management skills, knowledge and values to foster its competitive urge and sustainability. Originality/value This paper makes two main contribution to the GHRM literature. First, the paper proposes a new typological environmentally sustainable human resources management evaluation framework. Secondly, the paper focuses the framework on developing economies and local government organizations context, something that is currently non-existent.

Organisational learning capabilities of the commercial banks in Jordan: do electronic human resources management practices matter

2020 ◽  
Vol 17 (3) ◽  
pp. 242
Author(s):  
Sulieman Ibraheem Shelash Al Hawary ◽  
Ayat Saed Mohammad ◽  
Mohammad Sultan Al Syasneh ◽  
Maysaa Salman Faleh Qandah ◽  
Thunyan Mannaa Seham Alhajri
Keyword(s):  
Human Resources ◽  
Commercial Banks ◽  
Management Practices ◽  
Human Resources Management ◽  
Organisational Learning ◽  
Resources Management ◽  
Learning Capabilities
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