Одита на човешките ресурси – ефективен мениджмънт в организацията на труда (Human Resources Audit – Effective Management in the Organization of Work)

2019 ◽  
Author(s):  
Valeri Apostolov
2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane

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.


2008 ◽  
Vol 12 (01) ◽  
pp. 129-140
Author(s):  
Alicia Leung ◽  
Amy L. Y. Wong ◽  
Michael N. Young

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.


2020 ◽  
pp. 16-35
Author(s):  
Ewa Okoń-Horodyńska ◽  
◽  
Anna Zachorowska-Mazurkiewicz ◽  
Rafał Wisła ◽  
Tomasz Sierotowicz ◽  
...  

Author(s):  
Michàlle E. Mor Barak ◽  
Dnika Jones Travis

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.


2020 ◽  
Vol 2 (8) ◽  
pp. 88-93
Author(s):  
A. L. ABAEV ◽  
◽  
T. V. BOROVIKOVA ◽  
M. T. GURIYEVA ◽  
◽  
...  

The article discusses the essence of communication influence on the process of intellectualization of the work and modern approaches to the management of the human resources of the organization in the conditions of the digital society. What is disclosed is the content of the cognitive aspect of communication impact on the process of staff work intellectualization. Current trends of organization of work with personnel in conditions of digital society are considered.


Author(s):  
О. Кузина ◽  
O. Kuzina ◽  
М. Раденович ◽  
M. Radenovich ◽  
Р. Ашурбеков ◽  
...  

The enterprises human assets or, put more conventionally, its human resources tend to be one the most significant costs for most hospitality enterprises. In most hotels the payroll is the single biggest cost item, whilst in restaurants and bars it is usually second only to material costs. A valet, cleaning personnel and restaurant servers have different requirement than check-in clerks, concierge providers and managers. Yet, the entire workforce is a reflection of a hotel’s hospitality culture, which is why everyone needs to be trained from top to bottom on certain specific values and standards. The effective management of these human resources is therefore vital to the success of the enterprise.


Author(s):  
Francisco SAAVEDRA GARCÍA ◽  
Ángel INIESTA NICOLÁS

Laburpena: Administrazio publikoak gaur egun duen erronka handienetako bat honako hau da: zerbitzatzen duen gizarteak bizi dituen aldaketa azkar eta etengabeetara egokitzeko gaitasun nahikoa izatea. Egia esan, Administrazio publikoa aldakorra den ingurunera egokitzeko aski arina izateaz gain, aldaketa horiei aurre hartzeko gai ere izatea nahiko genuke. Prestakuntza eta, bereziki, ezagutzaren kudeaketa aldaketa faktorea dugu, eragina izan behar duena administrazioaren ekintzaren modernizazioa eta kalitatean. Horrenbestez, enplegatu publikoaren etengabeko prestakuntzaren bidez eskuratzen den ezagutza horrek administrazio berri batera egokitu behar du, eta administrazio horrek prestakuntza, giza baliabideen eskubide batez harago, profesionalizazio eta aldaketarako elementu gisa ulertu beharko du, kudeaketa eraginkorrago eta efizienteagoa lortze aldera. Hori dela eta, Murtziako Eskualdeko Administrazio Publikoko Prestakuntza eta Berrikuntza Eskolan (aurrerantzean, EFIAP) ezagutzaren kudeaketa funtsezko tresna iruditzen zaigu berrikuntzarako, administrazioaren aldaketarako eta langileen motibaziorako, izaera publikoaren balioa nabarmenduz prestakuntza-ekintza guztietan. Hau da, herritarrei ematen zaien zerbitzu horrek izan behar du Administrazioaren izateko eta jarduteko arrazoia. Resumen: Uno de los principales desafíos a los que se enfrenta hoy día la Administración pública es el de tener suficiente capacidad de adaptación a los continuos y rápidos cambios que vive la sociedad a la que sirve. En realidad, la Administración pública no solo debe ser suficientemente ágil para adaptarse al medio cambiante, sino que sería deseable que fuese capaz de anticiparse a esos cambios. La formación, y más concretamente la gestión del conocimiento, es un factor de cambio que debe incidir en la modernización y calidad de la acción administrativa. Por ello, el conocimiento a través de la formación continua del personal empleado público debe adaptarse a una nueva Administración que reconozca dicha formación, no sólo como un derecho de sus recursos humanos, sino como un elemento de profesionalización y cambio para una gestión más eficaz y eficiente. Por esta razón, desde la Escuela de Formación e Innovación de la Administración Pública de la Región de Murcia (en adelante EFIAP) apostamos por la gestión del conocimiento como la herramienta esencial para la innovación, el cambio en la Administración y la motivación de su personal, inculcando el valor de lo público en todas las acciones formativas. En definitiva, una Administración en la que en su razón de ser y actuar esté el servicio a la ciudadanía. Abstract: One of the main challenges facing the public administration today is to have sufficient capacity to adapt to the continuous and rapid changes that the society it serves experiences. In reality, public administration must not only be sufficiently agile to adapt to the changing environment, but it would be desirable if it were able to anticipate these changes. Training, and more specifically knowledge management, is a factor of change that must affect the modernization and quality of administrative action. Therefore, knowledge through the continuous training of public employed personnel must be adapted to a new Administration that recognizes such training, not only as a right of its human resources, but as an element of professionalization and change for more efficient and effective management. For this reason, from EFIAP we are committed to knowledge management as the essential tool for innovation, change in administration and the motivation of its staff, instilling the value of the public in all training actions. In short, an Administration in which service to citizenship is its raison for being and acting


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