scholarly journals Effective management of human resources in innovation process – gender-related issue

2020 ◽  
pp. 16-35
Author(s):  
Ewa Okoń-Horodyńska ◽  
◽  
Anna Zachorowska-Mazurkiewicz ◽  
Rafał Wisła ◽  
Tomasz Sierotowicz ◽  
...  
Keyword(s):  
Human Resources ◽  
Innovation Process ◽  
Related Issue ◽  
Effective Management

The importance of human resources to the innovative capacity of portuguese firms

2014 ◽  
Author(s):  
Armando Silva
Keyword(s):  
Human Resources ◽  
Innovation Process ◽  
Community Innovation Survey ◽  
Innovative Process ◽  
Qualified Personnel ◽  
Main Effect ◽  
Innovation Capacity ◽  
Innovative Capacity ◽  
Training Of Personnel

In this study I test the importance of several Human Resource variables to the innovation capacity of portuguese firms but also the effects that the innovation process generates on Human Resources. A branch of the innovation literature states that the ability of firms to innovate relies on an innovative capacity, which, in turn, depends on several factors, both internal and external to enterprises. One of those factors is the effort of firms to train their personnel specifically in order to enable them to innovate. The present test is applied to 4818 Portuguese enterprises for the period 2002-2004 through the use of the fourth Community Innovation Survey data. In order to evaluate the contribution of Human Resources to innovation I have estimated several knowledge Production Functions, mainly using probits and tobits. In that framework it is assumed that innovation depends on some inputs (as the training of personnel) and on information-flows from the existing knowledge stock (as clients). I have found significant the role of personnel training for the innovative process of Portuguese firms. Moreover, I also found that the lack of qualified personnel hinged critically more innovative performance of firms and, in addition, it is noticed that the improvement of productivuty (cost reduction) was the main effect of innovation in Portuguese firms.

Managing Work force Diversity: Key Successful factors

2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Human Resources ◽  
Work Force ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Effective Management ◽  
New Thinking ◽  
New Ideas ◽  
Diversity Effects

Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.

BEYOND THE STEADY STATE: MANAGING DISCONTINUOUS PRODUCT AND PROCESS INNOVATION

2006 ◽  
Vol 10 (02) ◽  
pp. 175-196 ◽  
Author(s):  
WENDY PHILLIPS ◽  
HANNAH NOKE ◽  
JOHN BESSANT ◽  
RICHARD LAMMING
Keyword(s):  
Steady State ◽  
Relative Stability ◽  
Good Practice ◽  
Innovation Process ◽  
Effective Management ◽  
Product And Process Innovation ◽  
Good Guide ◽  
Product And Process ◽  
Discontinuous Innovation ◽  
Selection Of

Research on the innovation process and its effective management has consistently highlighted a set of themes constituting "good practice". The limitation of such "good practice" is that it relates to what might be termed "steady state" innovation — essentially innovative activity in product and process terms which is about "doing what we do, but better". The prescription works well under these conditions of (relative) stability in terms of products and markets but is not a good guide when elements of discontinuity come into the equation. Discontinuity arises from shifts along technological, market, political and other frontiers and requires new or at least significantly adapted approaches to their effective management. This paper highlights empirical findings from a selection of companies involved in a project sponsored by the U.K. Department of Trade and Industry. The results indicate a number of key routines that organisations could implement to enable discontinuous innovation.

Global Information Technology Company, Ltd

2008 ◽  
Vol 12 (01) ◽  
pp. 129-140
Author(s):  
Alicia Leung ◽  
Amy L. Y. Wong ◽  
Michael N. Young
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Cultural Differences ◽  
Human Resource ◽  
Cultural Context ◽  
Management Theory ◽  
Economic Power ◽  
Global Information ◽  
Effective Management ◽  
And Performance

This case presents a scenario that pertains to the effective management of human resources in a Chinese cultural context where guanxi and face are of considerable importance. It depicts actual situations in detail, but the names of the organization and participants have been disguised at the request of the interviewees. The scenarios deal with issues of managerial appointments, promotion, husband-wife team in an organization, threat of resignation, effective leadership and achievement of subordinate respect and performance. Human resource management in China often requires a different approach from that espoused in the Western literature that currently dominates orthodox management theory. With China's growing economic power and the numerous foreign joint ventures in China, examining the cultural differences provides important insights for understanding the ways in which the norms and informal rules in general, and face and harmony in particular, function in Chinese organizations.

scholarly journals Open Innovation for an Inclusive Labor Market for University Students with Disabilities

2021 ◽  
Vol 7 (4) ◽  
pp. 217
Author(s):  
Rosa Espada-Chavarria ◽  
Miriam Diaz-Vega ◽  
Rayco H. González-Montesino
Keyword(s):  
Human Resources ◽  
University Students ◽  
Students With Disabilities ◽  
Open Innovation ◽  
Business Models ◽  
Equal Opportunity ◽  
Innovation Process ◽  
Quality Of Work Life ◽  
Diversity And Inclusion

Social changes, technological evolutions, globalization and even the achievement of sustainable development objectives require the adoption of new business models, in which innovations are considered a cornerstone of achieving and maintaining a competitive and a social advantage. This descriptive and quantitative study discusses the results obtained after implementing an open innovation program to promote access to internships for university students with disabilities, in which three multi-national companies have participated. We used the Job Typicalness, Quality of Work Life and Employment Maturity Interview Questionnaires to collect information. The results show that the jobs performed by disabled participants are similar to those of other workers. This job typicality positively influences their perception of quality of life and job satisfaction. The open innovation process has focused on collaboration to provide accessibility and equity to the procedures of human resources departments for access to employment, that is, external collaboration has been used to offer an equal-opportunity hiring process. The information obtained allows us to conclude that companies need to increase their training and/or knowledge in the fields of diversity and inclusion to eliminate the barriers of access to employment found in hiring processes. This study reveals the importance of this type of open innovation among companies and organizations, not only for establishing diversity-sensitive human resources policies, but also for promoting the talent attraction with equal opportunities and an inclusive labour market.

scholarly journals Digital Marketing and Creative Economy Theory in Economic Development during the Pandemic

2021 ◽  
Vol 2 (3) ◽  
pp. 16-21
Author(s):  
Hsu Yu Shin ◽  
May Shun Mynt
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Social Innovation ◽  
Innovation Process ◽  
Creative Economy ◽  
Modern Culture ◽  
Economic Concept ◽  
Sources Of Knowledge ◽  
The People ◽  
Main Production

Changes in the world require a company to make innovations that are necessary in order to survive the onslaught of other companies' innovations, especially similar companies. a new economic concept that focuses on information and creativity that relies on creative ideas and knowledge from human resources for the main production factors. Creative economynowadays it is increasingly being carried out by the people, especially the younger generation in country because they feel this is a profession that is suitable to be done. Information technology is also needed in the distribution, promotion and sales transaction processes so that the process runs more effectively and efficiently. The potential for the development of this industry is due to several factors, namely the development of information technology as the main factor develops rapidly, access to information centers via the internet is much easier, the social innovation process runs smoothly, each region has a unique local cultural potential and the openness of society to modern culture, there are sources of knowledge such as many campuses that are a source of quality human resources, have high creativity and innovation.

scholarly journals ASPECTS OF THE OPERATION OF INNOVATIVE COMPANIES ON THE EXAMPLE OF EASTERN POLAND

2021 ◽  
Author(s):  
Iwona Koza
Keyword(s):  
Human Resources ◽  
Technological Development ◽  
Scientific Research ◽  
Innovation Process ◽  
Business Development ◽  
Local Market ◽  
Economic Base ◽  
Wide Range ◽  
The Subject

Innovativeness is the subject of numerous studies in which researchers look for its conditions, causes and effects. The innovation process begins even before the commencement of scientific research in the enterprise, at the stage of creating an idea, and ends with the implementation of innovation and its dissemination. It is better to construct a wide range of indicators relating to the conditions or the determinants of functioning of innovative companies, including issues, such as, entrepreneurship, technological development and diversity. Particularly interesting can be a specification of these aspects in relation to Eastern Poland - a region with unfavorable conditions for business development because of insufficiently developed economic base, as well as underdevelopment of transport, economic and human resources infrastructure and local market.

Management: Human Resources

2013 ◽  
Author(s):  
Michàlle E. Mor Barak ◽  
Dnika Jones Travis
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Organizational Effectiveness ◽  
Employee Development ◽  
Value Orientation ◽  
Effective Management ◽  
Work Organizations ◽  
Technological Environment ◽  
Organizational Goals ◽  
Formal Systems

Social work organizations depend on a well-trained and responsive workforce to provide quality services. Human resource management (HRM) refers to the design of formal systems that ensure effective and efficient use of human talent, and serves as a vehicle to accomplish organizational goals. Effective HRM requires applying the same person-in-environment value orientation that guides client services to managing human resources. Considering the complexity of HRM, we have developed an organizing framework focused on employee development, organizational effectiveness, and cross-cutting HRM issues. In today's economic, legal, cultural and technological environment that emphasizes accountability, effective management of human talent is critical.

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