scholarly journals A Case Study on Human Resource Management Practice of a Sport Organization

2018 ◽  
Vol 3 (4) ◽  
pp. 410-425
Author(s):  
Krisztina Dajnoki ◽  
György Norbert Szabados ◽  
Éva Bácsné Bába
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practice ◽  
Non Profit ◽  
Sports Organizations ◽  
Sport Organization ◽  
The One

Human resource with the adequate ability and skills is of decisive importance in all organizations, irrespective of the field of activity in which they operate. It is no different with the life of sports organizations. The human resource management of sports organizations is peculiar which is influenced by, on the one hand, the operating form of an organization, on the other hand, the nature of employment. Those well-known jobs can be also found in the sport organizations which are necessary to operate an organization and carry out the general tasks, at the same time, the amateur or professional athletes turn up as specific human resources. Aim of the study is to explore the specific characteristics of the human resource management of a particular organization, namely Debreceni Egyetem Atlétikai Club Sport Nonprofit Közhasznú Kft. (University of Debrecen Athletic Sport Non-profit Public Benefit Purpose Ltd., hereinafter: DEAC Ltd.), primarily focusing on the traditional HR functions. After reviewing the domestic and international specialized literatures, the practice of the examined sport organization will be described by means of case study, document analysis and managerial interview methods. Based on the results, it can be determined that there is no separate HR manager in case of the examined sport organization, due to its size, but the managing director carries out the tasks as an economic and HR manager in one person. From the aspect of organizational operation, the practice of HR functions is similar to the practice of other SME business organizations, at the same time, the management of athletics as human resources means its specific characteristic where the managements of labour supply, career and talent has other interpretation.

scholarly journals Study on Human Resource Management in Agriculture

2002 ◽  
pp. 171-181
Author(s):  
Márta Zalainé Piros
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practice ◽  
Point Of View ◽  
Career Support ◽  
Resource Information ◽  
Top Managers ◽  
The Future

The human factor has been reassessed with regard to strategic initiatives towards obtaining and preserving competitive advantage. Knowledge, experience and special skills are a specific form of capital, forming part of the organisations’ assets and serving as an organisational strategic resource. Their development and use require major investments, both on the part of the individual and the organisation. In a Europe undergoing integration, the quality of human resources enjoy priority among our really important values and specific features. The opportunities of the near future can be utilised, and agricultural economic organizations can survive and increase their organizational effectiveness, if they possess a basis of human capital which is able to make a shift in perspective and behaviour which is of primary importance from the point of view of incorporating market mechanisms and implementing them in practice. My investigations were focused on the current position of human resource management in a comprehensive manner; further, on the approach of top managers regarding the future. Analysing the business and other indicators of the companies studied, I have set the objective to describe the differences and special features of the human resource management practice of companies, which are different in size, operational form, and from the perspective of success or failure.Human resource management is directed to attracting, retaining, motivating and utilising labour. A given work process can be successful or unsuccessful – given the same conditions – depending on who performs it. Therefore, human resource management related tasks require special attention when enterprises are planned, established and operated. On analysing the responsibilities of human resource management, I have found that the functions and responsibilities of human resource have low or medium importance in the operation of economic organisations today. Regarding the future, top managers have expressed higher expectations of human resource management responsibilities in all areas and they consider individual functions to be more important. The establishment and operation of a human resource information system has been presented as the most important need for change. Correlation analyses have proved that the higher the sales revenues of a company, the higher the development of human resources is regarded by its manager, and the same holds for training, career support and a proper establishment and continuous evaluation of job profiles.

A Human Resource Management Practice on Working Remotely During and After the COVID-19 Pandemic

2022 ◽  
pp. 64-78
Author(s):  
Hale Alan ◽  
Mustafa Kemal Topcu
Keyword(s):  
Public Health ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practice ◽  
Labour Markets ◽  
Human Resource Management Practice

COVID-19 caused great effects on public health and unprecedented losses to economies and labour markets. Companies mostly chose working remotely rather than laying employees off. However, COVID-19 introduced radical changes to all aspects of life. Regarding workplace, human resources practices are not enough for managing behaviour, motivation, and competencies of the employees working remotely. In addition, the workplace's design is not in compliance with regulations newly made by national and international authorities. Towards this end, this chapter discusses the design of the office that will be used during and after pandemic. Meanwhile, the chapter discusses human resources practices that may be employed in order to facilitate the process of working remotely.

scholarly journals CHALLENGES TO HUMAN RESOURCES MANAGEMENT IN AGRIBUSINESS

2021 ◽  
Author(s):  
Penka Goranova ◽  
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Human Resources Management ◽  
Present Stage ◽  
Current Management ◽  
Resources Management ◽  
The One

World practice shows that human resources in agribusiness are subject to management and this is an extremely effective and useful way to combine with other resources of the company to achieve its goals. Moreover, when we talk about human resources, we mean the perspective of their development, while when we talk about staff, we mean the one available in an agricultural company. Human resource management is a targeted impact on the object "people" to transform their suitability and motivation on the product, on productivity, profitability, efficiency, market position, profit, growth. We can point out that this is both a strategy and current management, which sets the framework for how to attract, support and motivate people in their activities. The purpose of the report is to highlight the differences in perceptions of personnel management and human resources management in certain directions and to outline the potential opportunities, the chances for success of agricultural firms at the present stage.

scholarly journals Impact of Globalization on Human Resource Management

2018 ◽  
Vol 7 (2) ◽  
pp. 51-62
Author(s):  
Manna Akter Lina
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practice ◽  
Business Practices ◽  
Demand And Supply ◽  
Business Executives ◽  
Job Opportunities ◽  
The World

Globalization has a most important implication for human resource management practice in general. For some, globalization creates pressures for taking best, a transferable set of HRM practices that can spread around the world. It is a force that touches the lives of people living in all countries of the world. In the age of globalization, there is an opportunity to enter new markets, to improved job opportunities and higher remuneration for skilled employees. The challenges are equally numerous. Organizations need to deal with a mature workforce; and they must attract, integrate and maintain multicultural employment pools; human rights and business practices to be successful. The shortage between the demand and supply of talent is likely to increase, notably for high skilled employees and for the next generation of business executives. Global staffing and management of the workforce effectively in diverse culture are the key goals of global human resources. Organizations that manage these challenges effectively will find success and improve the lives of human resources throughout the world.

scholarly journals Conceptualizing entrepreneurship in human resource management

2020 ◽  
Vol 9 (3) ◽  
pp. 85-93
Author(s):  
Osarumwense Iguisi Iguisi ◽  
Amaka Orakwu
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Personal Development ◽  
Management Practice ◽  
Or Organization ◽  
Entrepreneurial Strategy ◽  
The Relationship

This paper examines various models of entrepreneurship in the recruiting, managing, and organizing of Human Resources of an enterprise or organization. It adds to the growing body of literature in entrepreneurship by reviewing literature that examines the relationship between entrepreneurship and the Human resource management practice. It examines the theoretical framework that underpins the relationship between HRM and entrepreneurship. The study introduces strategic HRM as an entrepreneurial strategy whereby employees are applied as instruments needed to fully accomplish organizational objectives. It concludes that in starting a new firm or maintaining an already established organization where resources are limited, entrepreneurship and the role of an entrepreneur becomes a crucial management function in the selection and personal development of the human resource competencies. Organizations are therefore encouraged to imbibe the role of entrepreneurship in the managing of Human Resources in order to drive innovativeness, lead change, and make continuous improvements.

scholarly journals Current status of human resource management in China and EU

VUZF Review ◽  
2021 ◽  
Vol 6 (2) ◽  
pp. 80-87
Author(s):  
Liudmyla Batsenko ◽  
Roman Halenin ◽  
Wang Haibo
Keyword(s):  
European Union ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Construction Industry ◽  
Human Resource ◽  
Strategic Partnership ◽  
The European Union ◽  
One Belt One Road ◽  
The One

This paper studies the situation of human resource management in the construction industry between China and the European Union. According to the analysis, it shows the importance of human resource management. It summarizes the current situation and existing problems of human resource management in China and the European Union. Corresponding measures are proposed to facilitate the sustainable and healthy development of human resource management. Since the establishment of diplomatic relations between China and the EU, bilateral relations have developed smoothly. Later, the two parties established a strategic partnership. Subsequently, trade cooperation in various fields continued to develop. China proposes to implement the "One Belt One Road" initiative, and the European Union actively participates in the "One Belt One Road" framework agreement. The two parties' research on human resource management in the construction industry will be of great significance to promote further in-depth cooperation between the two parties in the field of construction and human resource management, and to expand and create a broader development space. Suggested deepen the reform of teaching content and curriculum system in accordance with the modern development of human resources. Emphasized that education investment for developing human resources and improving the quality of workers is not a simple consumption, but a long-term productive investment. emphasis is placed on the personnel appraisal system establishment of its the guarantee for the stability of the management staff.

scholarly journals IMPLEMENTASI STRATEGIS MANAJEMEN SUMBER DAYA MANUSIA PERSPEKTIF AL-QUR’AN

2020 ◽  
Vol 25 (2) ◽  
pp. 210-225
Author(s):  
Fantika Vera Entrisnasari ◽  
Fantika Febry Puspitasari ◽  
Supriyanto Supriyanto
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Educational Institution ◽  
Islamic Education ◽  
Islamic Schools ◽  
Principle Of Justice ◽  
The Right

Indonesia is predicted to experience a demographic bonus between 2015 and 2035. With the abundance of productive human resources, Islamic education institutions must be ready to manage their human resources with the right strategy to implement. Management of human resources from Al-Quran's perspective is the right choice in an Islamic educational institution, and this management has been implemented in integrated Islamic schools. In this research, a case study will be taken at SDIT Insan Cendekia Boyolali, which is considered useful in implementing human resource management. The implementation carried out by SDIT Insan Cendekia Boyolali starts from four management components: 1) Planning, 2) Organizing, 3) Controlling, 4) Actuating has implemented Al-Qur'an perspective management. Likewise, in the implementation of the principles of human resource management, namely: 1) The principle of monotheism, 2) The principle of justice and welfare, 3) The principle of deliberation, 4) The principles of efficiency, effectiveness, and productivity, 5) The principles of discipline, integrity, and loyalty, 6) The principle of division of authority and responsibility, 7) The Ukhuwah Principle. There are still some deficiencies in the implementation, but educators can already felt the results.

scholarly journals Development And Evolution Of An Interactive HRM Course: A Case Study

2011 ◽  
Vol 1 (1) ◽  
pp. 25
Author(s):  
Lucy A. McClurg
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Present State ◽  
Field Research ◽  
Trial And Error ◽  
Business Executives ◽  
Development And Evolution

A course in Human Resource consulting (Human Resources Field Research) was designed and implemented at a university in cooperation with the Society for Human Resource Management (SHRM). Students work with local business executives, SHRM representatives, and the class instructor to complete projects for the client business firms. Trial and error of practices in the class led to evolution of the course to its present state.

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