Managing the employee's soul: Foucault applied to modern management technologies

This paper presents an alternative approach to analyse power in modern organisations. It does so by applyingFoucauldian concepts to new types of management technologies, which are directed at the employee's personality. Most often, studies of power and management focus on organisational structures, power games between groups and issues of how to manage processes within and between organisations. We rarely talk about whatcould be termed 'the management of personality'. This paper argues, however, that this kind of Human Resource Management is becoming increasingly important and should be a key focus in critical organisational analysis. It also discusses the consequences and possibilities for employees facing a proliferation of management-ofpersonality technologies.

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Application of Incentive Theory in Hospitals’ Human Resource Management

Proceedings of Business and Economic Studies ◽

10.26689/pbes.v4i4.2381 ◽

2021 ◽

Vol 4 (4) ◽

pp. 26-30

Author(s):

Xiuxia Liu

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Medical System ◽

Management Systems ◽

Medical Services ◽

Modern Management ◽

Main Research ◽

Incentive Theory

In recent years, the modern medical system has achieved deepening reforms, and the management systems of domestic hospitals have changed accordingly, which has improved the level of modern management to a certain extent. However, the development of hospitals is easily affected by many factors, which gradually highlights the problems of internal human resource management. This is not conducive for improvement in terms of the enthusiasm and initiative of internal employees in addition to restricting the quality of medical services. Based on this, in hope to provide assistance, this article uses incentive theory as the main research object and focuses on its specific application in hospitals’ human resource management.

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Quality of Work as a Challenge for Modern Management of Human Resources in Relation to Employees from Z-Generation

Quality Production Improvement - QPI ◽

10.2478/cqpi-2019-0013 ◽

2019 ◽

Vol 1 (1) ◽

pp. 93-100

Author(s):

Elżbieta Robak ◽

Anna Albrychiewicz-Słocińska

Keyword(s):

Labor Market ◽

Resource Management ◽

Human Resources ◽

Human Resource Management ◽

Human Resource ◽

Working Conditions ◽

Modern Management ◽

Quality Of Work

Abstract The goal of the paper is to present chosen problems of management of Z-Generations’ employees connected with the quality of work. The characteristics of the youngest employees revealing their specific attitude towards work and expectations toward employers as well as lack of competences show particular importance of the issue of quality of work in relation to this generation. Nowadays, focusing employees on the quality of work does not mean only precise implementation of strictly defined tasks, because this type of performed work can be ensured by the increasingly widespread automation and robotization of workplaces. Taking up the issues of challenges which for the contemporary human resource management is the quality of working conditions, in relation to the representatives of the Z-generation (Gen Z), paper presents the results of researches and reports illustrating the specificity of these young employees on the labor market. The article attempts to analyze the functioning of the youngest employees and showing instruments by means of which the managers of organizations can shape the involvement of these generation and thus improve the quality of their work.

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Transformation and Innovation of Human Resource Management in the Era of Big Dataunder the Background of Industry Intelligence

CONVERTER ◽

10.17762/converter.50 ◽

2021 ◽

pp. 192-197

Author(s):

Shuchen Liu

Keyword(s):

Big Data ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Key Factors ◽

Modern Management ◽

Positive Effects ◽

Management Concepts ◽

Remarkable Advance ◽

Management Work

In the context of industry intelligence, modernization in management has achieved remarkable advance. Management concepts and management methods are two key factors in determining the effects of human resource management (HRM). The application of big data in HRM not only drives the modernization of management concepts, but also promotes the innovation of management methods, making the management work better match the needs of the organization's operation. This paper explores how human resource management is delicately conducted in an information-based and intelligent society in terms of the shift in management concepts, the optimization of the flow of the management, the benefits of innovation in management. In the meantime, corresponding strategies and suggestions on how to bring full play to the positive effects of big data in HRM are put forward to meet the needs of modern management goals.

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Various Features of Organizational Structures and Employability in Selected Public Organizations

Kwartalnik Ekonomistów i Menedżerów ◽

10.5604/01.3001.0010.6284 ◽

2017 ◽

Vol 45 (3) ◽

pp. 69-86

Author(s):

Janusz Strużyna ◽

Izabela Marzec

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Organizational Structures ◽

Organisational Structure ◽

Structural Dimension ◽

Long Time ◽

Organisational Structures ◽

Public Organisations ◽

The Relationship

The relation of human resource management to the structural dimension of an organisation has aroused interest of researchers for a long time. The organisational structure creates conditions for HRM, it describes allocation of tasks and responsibilities, determines the applied HRM tools, and as a result, it also decides about possibilities of employability enhancement in an organisation. This paper attempts to answer the question: what is the relationship between certain features of organisational structures and employability of public organisations’ employees. This aim will be achieved by presenting the results of empirical research concerning features of organisational structures and their ties with employability of employees carried out in labour offices, social welfare centres and municipal offices.

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