أهمية مكونات رأس المال البشري في تحقيق جودة إدارة الموارد البشرية بالبنوك الإسلامية : دراسة ميدانية ببنك البركة الجزائري = L’Importance des Composantes du Capital Humain dans la Réalisation de la Qualité du Management des Ressources Humaines au Sein des Banques Islamiques : Etude de Cas Banque El Baraka Algérie = Important Components of Human Capital in Achieving the Quality of Human Resources Management in Islamic Banks: A Field Study Baraka Bank Algeria

2018 ◽  
Vol 24 (3) ◽  
pp. 176-195
Author(s):  
زدوري ، أسماء
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Field Study ◽  
Human Resources Management ◽  
Islamic Banks ◽  
Resources Management ◽  
Ressources Humaines ◽  
Capital Humain ◽  
Etude De Cas

Organizational learning in a global market

2002 ◽  
Vol 21 (3) ◽  
pp. 169-181
Author(s):  
Mercedes Úbeda García ◽  
Francisco Llopis Vañó
Keyword(s):  
Human Capital ◽  
Organizational Learning ◽  
Human Resources ◽  
Human Resources Management ◽  
Global Market ◽  
The Other ◽  
Competitive Advantages ◽  
Resources Management ◽  
Core Competences ◽  
New Knowledge

We could characterize today's business world with numerous attributes, namely: dynamism, turbulence, complexity, etc. But if we had to give a brief definition of the specific challenges business management will have to face in the next century, the best choice would surely be talking about ‘global market’ and ‘knowledge management’. These are the two concepts we have tried to combine in this paper, trying to emphasize the starring role human resources management must play in this scenario. The globalization of economy is already a reality firms currently have to face, but what is the role of knowledge, or of those who own that knowledge (human resources) within a global framework? If we analyze the human capital in an firm according to the resource-based view of the firm, we can consider knowledge as an intangible resource on which organizations can build up their competitive advantages and keep them with the pass of time; and knowledge management can be seen as a strategic capability as long as the practices being used encourage the development and accumulation of a knowledge stock that will allow the firm to design an operating procedure which no other competitors can imitate. It will have to be the human resources management's task to generate a leverage among individual competences through the construction of an Organizational Learning Scheme. Organizational Learning can be understood as a collective phenomenon in which new knowledge is acquired by the members of an organization with the aim of settling, as well as developing, the core competences in the firm, taking individual learning as the basic starting point. There are various ways an firm can follow when it comes to learning, two of which stand out from the others: through accumulated experience or through experimentation, both of which are compatible with the concept of globalization, or with the decision made by an firm to start working overseas, that is, to become internationalized. An firm can choose to operate in a global market in order to achieve a higher income through the exploitation of its know-how, its brand name, or the management capabilities of the domestic firm in different countries. Thus, if we consider human knowledge as a key strategic factor on which competitive advantages can be built, we could justify the value of human resources in firms which start operating on an international scale through the competences that these human resources can develop, among which we can highlight the role played by the competences of the human capital from the parent company. In this case, the organization would be resorting to learning through accumulated experience. But we cannot forget that if the firm exploits exclusively its core competences, without trying to accumulate new distinctive competences, it will suffer, in the long run, a competitive disadvantage, insofar as it will have to face the competition of firms highly motivated by the learning that their resource basis will have developed, which will alter the competition terms. In this sense, we could consider the firm's internationalization as being, apart from a procedure to strengthen and exploit the firm's strategic competences, as a way of revitalizing or renewing them, reconfigurating the ‘domestic knowledge’ by means of other knowledge, through addition and combination, a new knowledge arising this way. On the other hand, it is in turn not an easy task to exploit and to achieve a return on domestic knowledge (which normally has an implicit nature) in other countries, and it is even more difficult to follow a conversion cycle so that new knowledge can be incorporated. Thus, we can highlight, as possible ways of transferring basic knowledge, imitation through the practical exercise of the head firm's operating procedures (using an ethnocentric approach), carrying out an exchange of experiences and, above all, two of the most commonly used actions in firms having to face internationalization processes, namely, the transfer of employees and the use of expatriates. The way in which that knowledge is later complemented and combined with that of the other entities, will depend on the learning rate reached in each specific unit, although we must point out that one of the critical factors when it comes to the achievement of an Organizational Learning Scheme is the consolidation of a cultural framework which encourages permanent improvement and which is specially characterized by the open attitude towards experimentation, the stimulus to take chances and the will to face failures or mistakes and to try and learn from them. In short, the study of Organizational Learning in a global market is one of the fields to be developed in human resources management, for two main reasons; on the one hand, the globalization of economy is a phenomenon which has an influence on the firms' success and, on the other hand, because competitive advantage currently lies in knowledge, and this can only have one replacement, more knowledge.

HUMAN RESOURCES MANAGEMENT IN THE CONTEXT OF DIGITAL TRANSFORMATION OF THE ECONOMIC ENVIRONMENT

2021 ◽  
Vol 1 (12) ◽  
pp. 51-56
Author(s):  
Yuri O. Kolotov ◽  
◽  
Anastasia V. Sharopatova ◽  
Alyona E. Salamova ◽  
◽  
...  
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Development Strategy ◽  
Intellectual Capital ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Digital Transformation ◽  
Competitive Advantages ◽  
Resources Management ◽  
Modern Enterprise

One of the most important assets of a modern enterprise is human capital and its development opportunities. The need to maintain intellectual capital is due to the introduction of new technological solutions and changes in industrial relations. There is a transformation of the management environment, which focuses on intangible assets and thereby moves to competitive advantages. Within the framework of this article, the peculiarities of regulation and methods of human resources management at the enterprise in the conditions of digitalization are studied. The characteristic of the involvement of domestic enterprises in the HR development strategy is given.

scholarly journals SOCIAL ORGANIZATIONAL RESPONSIBILITY MANAGEMENT MODELS: WHAT LESSONS FOR HUMAN RESOURCES MANAGEMENT?

2021 ◽  
Vol 30 (30 (1)) ◽  
pp. 353-361
Author(s):  
Marie-Pier Côté ◽  
Doina Muresanu
Keyword(s):  
Human Resources ◽  
Relationship Quality ◽  
Social Identity Theory ◽  
Methodological Approach ◽  
Human Resources Management ◽  
Employment Relationship ◽  
Comparative Case Study ◽  
Resources Management ◽  
Social Organizational

This communication represents a work in progress by the first author, who is enrolled in a research program of master in organizations management. The notion of social corporate responsibility (SCR) is increasingly present in management literature. It is linked to profitability, investor attraction and brand image. More recent research has begun to investigate the link that can be made between SCR and human resources management (HRM). In the vein of this field of research, our paper proposes to take a closer look at how certain SCR models, implemented consciously or not by certain companies, could impact the employee perception of employment relationship quality. The concept of “quality of life at work” and social identity theory will be used to measure the employment relationship quality. To carry out the research, a qualitative methodological approach, based on comparative case study, will be used. A sample of about 20 participants (manager and employees) will be targeted. The results of the research could provide a better understanding of how the decisions taken in relation to SCR could be combined to form original models of social responsibility management. Moreover, the study of the links that can be established between SCR models and the perception of the employment relationship quality could allow companies to better manage their human resources and improve retention and attraction of the employees.

scholarly journals MENADŽMENT I PLANIRANJE LJUDSKIH RESURSA / MANAGEMENT AND PLANING HUMAN RESOURCES

2016 ◽  
Vol 11 (1) ◽  
Author(s):  
Biljana Panić ◽  
Jana Cvijić ◽  
Nada Petrović
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Strategy ◽  
Practical Knowledge ◽  
Human Resources Management ◽  
Organizational Level ◽  
Resources Management

The importance study shows is based on the possibility of a company that through proper human resources management strategy achieved an increase in effectiveness and efficiency, and therefore the productivity of business in the conditions of high competition. Strategic management of human resources is an important part of the sphere of management, and is based on a theoretical - practical knowledge in the field of work psychology. Human resource management can significantly influence the behavior of employees, their attitudes and success. People, their skills, knowledge and information are the characteristic of the each organization and can not be copied. It must be borne in mind that human resource management can fail if the pursuit organitzacija hire the wrong people, or if they are not motivated enough to their employed. Human resources management strategy needs to be aligned with the company’s strategy. Basic objectives and methods of human resource management needs to ensure the success of the company. Human resources management strategy has an important operational and managerial function carried out by managers of human reusrse. Management Strategy managers are determined by the quality of employees and their potential. The objectives of human resources management in the organization is directly related to the individual indicators work and results achieved by the employees. From the quality of motivation and stimulation of employees rise to its productivity, loyalty and quality of work. At the organizational level, human resource management strategy should be aimed at increasing the level of average productivity, improving quality, improving working conditions. Planing human resources is achieved competitive strategy of the organization. All of that contribute the most to employees and their productive possibility.

EFEKTIVITAS MANAJEMEN SUMBER DAYA MANUSIA DALAM MENINGKATKAN MUTU SLB MUARO JAMBI

2021 ◽  
Vol 5 (1) ◽  
pp. 1-6
Author(s):  
Dedy Alamsyah ◽  
A Khalik ◽  
Dian Nisa Istofa
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Resources Management ◽  
Qualitative Descriptive ◽  
Education Personnel ◽  
Management Functions

This study aims to analyze the efficiency of human resource management in improving the quality of Muaro Jambi Extraordinary School. This study uses qualitative descriptive methods. Data is collected through observations, interviews, and documentation. The results showed that SLB Muaro Jambi applies two management functions in managing its SDM, namely the planning and implementation functions. Human Resource Management consists of planning the needs and development of educators and education personnel; procurement of capacity building training for teachers and staff/employees. The implementation of human resources involves committees, teachers, and staff/ employees to realize the activities that have been planned. Human Resources Management can effectively improve the quality of education in SLB.

The relationship of human capital to traditional concepts that characterize human labor activity

2021 ◽  
Vol 17 (11) ◽  
pp. 2031-2054
Author(s):  
Sergei A. FILIN
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Human Resources Management ◽  
Highly Qualified ◽  
Resources Management ◽  
Human Labor ◽  
Information Sampling ◽  
Main Factors ◽  
Relationship Of ◽  
The Relationship

Subject. This article raises the urgent problem of developing and increasing Russia's innovation competitiveness by improving the management of human resources in conditions of uncertainty and instability of the external environment associated with the sanctions and economic crisis caused by the COVID-19 pandemic. Objectives. The article aims to propose strategic areas for the development and improvement of Russia's innovation competitiveness, recommendations and a programme to improve human resources management. Methods. For the study, I used the methods of analysis, information sampling and grouping. Results. The article describes the relationship of human capital with traditional concepts that characterize human labor activity and offers certain recommendations for the development and improvement of Russia's innovation competitiveness and human resources management. Conclusions. The provision of highly qualified labor power at all levels of management and categories of staff of organizations, the motivation and forms of work are the main factors in the advancement of the country's competitiveness.

Impact of Human Resources Management on Organizational Effectiveness – Still More Questions than Answers

2013 ◽  
Vol 29 (3) ◽  
pp. 13-28
Author(s):  
Grzegorz Łukasiewicz
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Organizational Effectiveness ◽  
Human Resources Management ◽  
Capital Management ◽  
Human Capital Management ◽  
Historical Aspect ◽  
Resources Management ◽  
Empirical Verification

The article presents an analysis of the previous research concerned with the effect of human resources management on organizational effectiveness. The first part discusses the development of research in the historical aspect and focuses on the role it may play in popularization of the concept of human capital management. The last part discusses the basic problems related to empirical verification of interrelations between HRM and organizational effectiveness.

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