How the Modern Human Resources Management Can Take Advantage of Information From Social Media while Recruiting

2020 ◽  
Author(s):  
Lucie Bohmova ◽  
Antonin Pavlicek
Keyword(s):  
Social Media ◽  
Human Resources ◽  
Human Resources Management ◽  
Modern Human ◽  
Resources Management

Pushing the Right Buttons?

2013 ◽  
Vol 4 (3) ◽  
pp. 16-37 ◽  
Author(s):  
Anthony Lewis ◽  
Brychan Thomas ◽  
Gwenllian Marged Sanders
Keyword(s):  
Social Media ◽  
Human Resources ◽  
Human Resources Management ◽  
Secondary Data ◽  
Recruitment Strategy ◽  
Resources Management ◽  
Professional Perspective ◽  
Stakeholder Perspective ◽  
Multi Stakeholder ◽  
The Right

This paper explores effects and issues associated with Social Media and Recruitment and whether it is effective as an innovative e-entrepreneurship method of attracting appropriate employees for enterprises from a multi stakeholder perspective. Human Resources Management professionals have been using different methods of Social Media in their recruitment strategies with varying degrees of success. By examining social media and its effect this can support the development of a more effective Human Resources Recruitment strategy. Additionally increased communication channels might enable the development of a more positive internal enterprise culture. The research was conducted using both primary and secondary data. Professionals, recruiters and employees have been questioned on their views of Social Media from a personal and a professional perspective through a variety of methods including focus groups and questionnaires. This paper provides a framework that can be used by enterprises in order to create their own Social Media recruitment cycle.

Facing the Development of SMEs Based on Human Resources Management

2011 ◽  
Vol 268-270 ◽  
pp. 1909-1912
Author(s):  
Bin Miao
Keyword(s):  
Human Resources ◽  
Development Process ◽  
Human Resources Management ◽  
Modern Human ◽  
Business Success ◽  
Resources Management ◽  
Rational Management ◽  
Countermeasures And Suggestions ◽  
Effective Development ◽  
The Competitiveness Of Enterprises

SMEs are important part of the national economy. The level of human resources management in an enterprise ultimately determines the competitiveness of enterprises and effective development and scientific and rational management of human resources is the key to the business success. Therefore, how to strengthen and improve the enterprise human resources management are the urgent issues in the development process of current enterprises. The article analyzes the prominent problems in SMEs’ human resources management from human resource perspective, taking Zhengzhou Wuhua Lamp Company for example. It puts forward how to strengthen and perfect the SMEs’ human resources management and gives some countermeasures and suggestions, also highlights the importance of "people-oriented" concept of modern human resources management and provides valuable suggestions for SMEs’ health development.

The Management of the Human Resources and the Quality of the Services

2009 ◽  
pp. 632-639
Author(s):  
José A. Lastres Segret ◽  
Mariangélica Cadagan García
Keyword(s):  
Service Quality ◽  
Human Resources ◽  
Human Resources Management ◽  
World Market ◽  
Modern Human ◽  
Management Service ◽  
Resources Management ◽  
Service Companies ◽  
New Information ◽  
Clear Vision

Due to their nature and market position, service companies are committed to excellence. But to achieve excellence they must have a clear vision of their product that gives them the best competitive advantages and guides the resources of the company toward success. Human resources management is a tool that has been implemented to develop human potential; service quality depends on understanding the processes and tools that promote a positive attitude in members of an organization and a greater commitment to meeting management goals. These elements are translated into concrete actions, which can be seen in the mechanisms that ensure client satisfaction. The new information development culture is based on three elements: first, globalization, which has created a world market that is not constricted by time and space; second, a business model and opportunities based on networked economic activity; and finally, interdisciplinarity, a fundamental mechanism for managing resources. In this work, we seek to identify the factors that influence a company’s human resources management and service quality. What factors influence modern human resources management in companies facing technological and administrative changes requiring an adequate level of service quality? The content is related to human resources management, service quality, and factors that influence both areas, specifically in the case of urban transportation companies, because they are an indispensable resource for society providing a service directed at the inhabitants and tourists of the selected region.

Digital Transformation of Human Resource Management: Social Media’s Performance Effect

2021 ◽  
pp. 2150005
Author(s):  
Pelin Vardarlier ◽  
Mehtap Ozsahin
Keyword(s):  
Social Media ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Media Use ◽  
Human Resources Management ◽  
Social Media Use ◽  
Resources Management ◽  
Management Processes

Growing importance of technology and digitalization, leaded by globalization, has changed the nature of competition. Innovation becomes evident in that competitive environment, and firms began to transform their human resource capabilities and functions in that direction. It is commonly accepted that the competitive advantage depends on mostly efficient and effective utilization of human resources. Thanks to the communication technologies, social media evolved into the most-preferred method to reach high qualified human resource. Although firms have been active in social media networks for a long time, they have started to use this medium for human resource management purposes, such as internal communication, career management and recruiting process, recently. LinkedIn, Facebook, Twitter and Google+ are primarily addressed social media tools which are used frequently in human resource management processes. In this respect, this study aims to examine the social media tools used in human resources management processes and the effects of social media use in human resource management processes on the human resources management performance and firm’s overall performance. The survey was conducted on human resource managers of 122 firms operating in manufacturing and service industry in Turkey. Data obtained from 122 human resource management managers were analyzed through the SPSS 21.00 statistical packet program. Descriptive analyzes, factor analysis, reliability analysis and correlation analysis have been conducted. Proposed relations were tested through regression analyzes utilizing Hayes’ PROCESS Macro. Research findings displayed that human resources management managers use social media tools frequently for recruitment and employee branding processes, and prefer mostly LinkedIn in all processes of human resources management. Furthermore, regression analyzes results revealed that human resources management performance mediates the effect of social media use at human resources management, on firm’s overall performance. The issue of social media use at human resources management have been examined in recent years and there is a limited number of research on that issue. Thus, this study examining social media use at human resources management and its performance effect is expected to contribute to literature.

scholarly journals Importance of Beliefs, Attitudes and Values in the Frame of Human Resource Motivation

10.26458/1422 ◽  
2014 ◽  
Vol 14 (2) ◽  
pp. 17
Author(s):  
Claudia MOISE
Keyword(s):  
Human Resources ◽  
Development Process ◽  
Human Resources Management ◽  
Modern Human ◽  
Resources Management ◽  
Complex Approach ◽  
Different Types ◽  
Management Positions ◽  
Original Field ◽  
Management Techniques

The article deals with a complex and original field of analyse – the role that concepts such as beliefs, attitudes and values can entail in the modern human resources management techniques that are dealing with employee’s motivation. Nowadays employees have a complex approach regarding motivation. Especially when we speak about big organisations such as multinational companies, we will find complex jobs having many tasks and a complicated network of inter-relations within the organisation. In such cases, as we speak about middle and top management positions, employee’s motivation is relying on different types of motivation: intrinsic and extrinsic altogether. The substantiation of an efficient motivational strategy can be based on the link between beliefs, attitudes and values of the employees and their motivation development process. 

scholarly journals An Exposition of Research Methodology in Management and Social Sciences

2013 ◽  
Vol 2 (3) ◽  
pp. 5
Author(s):  
Sorab Sadri
Keyword(s):  
Social Sciences ◽  
Human Resources ◽  
Human Resources Management ◽  
Academic Research ◽  
Modern Human ◽  
Industrial Psychology ◽  
Chain Management ◽  
Resources Management ◽  
Doctoral Level ◽  
Indian Academia

In writing this paper the author has consciously stood apart from his earlier works and attempted to dispassionately review his own position so that some degree of clarity of thought might emerge in the process. The paper is based on the author’s contribution between 1992 and 2012 to this subject and which has been used as the basis for several doctoral level investigations under the author’s guidance. They had played a major role in helping the author to crystallize his views. To these scholars, therefore, the author’s gratitude is unflinchingly extended. Management has been described as being concerned with and based on the science of decision making and operating from the foundations of the art of decision executing. Hence, research in the area of modern Human Resources Management, especially, is both interesting and challenging having its one foot planted in industrial sociology and industrial psychology while the other placed in supply chain management and organisational restructuring. Hence, the argument of this paper is more relevant to serious research scholars and to those management teachers who wish to pursue rigorous academic research. This is not meant for those in the cut-copy-paste league, which unfortunately is, of late, becoming quite prevalent within the Indian academia.

Human Resources Management

2000 ◽  
Author(s):  
Peter Dale ◽  
John McLaughlin
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Human Resources Management ◽  
Professional Associations ◽  
Modern Human ◽  
Public And Private ◽  
Resources Management ◽  
The Public ◽  
Land Administration ◽  
Management Issues

Effective human resources management is a key ingredient in building and sustaining a country’s land administration infrastructure. Whether it is building new systems or reforming existing ones, the recruitment, training, provision of support for, and evaluation of employees will ultimately be far more important than matters pertaining to technology and process. Yet traditionally, human resources management has not been given much serious attention in the land administration field. Within the broader public administration arena, however, the human resources management function is increasingly being recognized as a central organizational concern and that ‘its performance and delivery are integrated into line management; the aims shift from merely securing compliance to the more ambitious one of winning commitment. The employee resource, therefore, becomes worth investing in, and training and development thus assume a higher profile’ (Storey 1991). What distinguishes modern human resources management from the more traditional personnel functions is its focus on utilizing human resources to strategic management objectives. Effective human resources management seeks to: 1. link human resources management issues to the overall strategy of an organization; 2. build strong organizational cultures aimed at uniting employees through a shared set of goals and values (‘quality’, ‘service’, ‘innovation’, etc.) and by promoting a commonality of interests amongst employees and management; 3. recognize employees as a resource, as social capital that can be developed and can contribute to competitive advantage; 4. replace traditional top-down communication, coupled with controlled information flow, to a sharing of information and knowledge; and 5. achieve flexibility and adaptability to manage change and innovation in response to rapid changing circumstances (Burt and Spector 1985). This section examines briefly some of the principal human resources management issues, particularly as they relate to developing countries. The focus will be on concerns within the public sector (where most of the core land administration activity occurs), the broader issues of developing local capacity in both the public and private sectors, and the requirements for developing professional associations. Significant emphasis has been given in recent years to the challenges of building and sustaining institutions for capable public sector administration in the developing world.

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