scholarly journals Problems with Modernizing Human Resources in The Lithuanian Service Sector

2019 ◽  
Vol 11 (4) ◽  
pp. 146-157
Author(s):  
Aleksandras Bortnikas
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Service Sector ◽  
Level Of Service ◽  
Culture Model ◽  
High Level

Abstract Objective: Problems in modernizing human resources of Lithuania’s service sector are discussed in the article. The objective of the article is to reveal the issues of human resources modernization, identify the trends and measures for human resources’ modernization in the service sector of Lithuania. The process of human resource management is understood as a continuous procedure where the main activities are planning, recruitment, selection, socialization, training and improvement, assessment of activity, promotion, displacement, downgrading or dismissal. The essential trends and measures for modernizing management of human resources is strategic management of human resources, growth of employee competencies and development of electronic human resources. Noteworthy to mention that in the modern world, when striving for competitive advantage, it is important to follow the guidelines of strategic management of human resources. The significance of information technologies cannot be forgotten, because the instalment of these technologies helps to coordinate innovations in science, originality and practical experience, all of which is oriented towards creation of new services and products for the society. Methodology: The research methods are based on the insights of the researchers using the analysis of scientific literature and synthesis methods. The study analyzes issues related to the modernization of human resources management in the Lithuanian service sector. Findings: Summarizing the study results, aspects of a modern organizational culture can be distinguished: promotion of friendly communication among employees (this allows solving problems in the organization among employees without the need for the employer to interrupt); constructive conflict solving with the help of a mediator; an employee who is valued in the organization becomes initiative, able to independently make decisions, is more involved in achieving goals of the organization; organizational culture is being modernized by promoting employee creativeness, or through pleasant and beneficial tasks; a manager in a modern organization is distinguished by a democratic leading style, is not a sole controller – decisions are made with the involvement of the entire team; it is modern to seek for a high level of service provision (not to be only profit-oriented). Value Added: Based on the results of the research, a way of modernizing human resource management in Lithuanian catering establishments was suggested in order to maintain high level of services provided by modern motivation methods and other elements of the organizational culture model. Recommendations: Summarizing the results of the research it is possible to distinguish aspects of modern organization culture, which showed that modernization of human resource management in Lithuanian catering establishments includes ensuring of microclimate in the organization; healthy workplace emotional and physical well-being; employee socialization; motivation of employees and encouragement to seek a high level of service in modern ways of motivation and other elements of the organizational culture model that are recommended to be emphasized in the organization.

scholarly journals Analysis of the Relationship between Strategic Management and Human Resources Management in Informatics Services Company of Tehran Province

2016 ◽  
Vol 10 (6) ◽  
pp. 205
Author(s):  
Amir Kompani ◽  
Amir Babak Marjani
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Organizational Support ◽  
Affective Commitment ◽  
Human Resources Management ◽  
Tehran Province ◽  
The Relationship

Concepts of strategic management and human resource management has long been of interest of researchers and various studies have been done on the relationship between these concepts. In general, researchers believe that the strategic management of the organization leaves a significant role in human resource management. In this regard, the present study is an attempt to examine this relationship in the form of a conceptual model includes 12 hypotheses that have been tested and evaluated in the informatics services company with a population of 740 people. In this study, the concept of strategic management in the form of three basic dimensions: 1) strategic planning, 2) execution of strategy, and 3) assessment strategy has been defined. Human resource management also consists of four main dimensions: 1) attraction and retain the human resources, 2) perceived organizational support, 3) normative and affective commitment, and 4) Optional behavior.  The results showed that between strategic management and human resource management are positively and significantly correlated. As the results showed three independent variables of the study were able to predict more than half of dependent variable changes of human resource management, among which the variable of evaluation of strategy had the greatest role.

scholarly journals The Historical Development Of Strategic Planning Theories

2011 ◽  
Vol 15 (4) ◽  
pp. 71
Author(s):  
Val Candy ◽  
Jean Gordon
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Catholic Church ◽  
Historical Development ◽  
Roman Catholic ◽  
Roman Catholic Church ◽  
The Church

This paper discusses both broad historical and philosophical theories of strategic management, as well as specific communication and human resource management theories and practices. It concludes with an application chapter emphasizing how the Roman Catholic Church needs to develop a strategy to integrate learning and innovation in order to reconcile and communicate its central message locally. Although built upon a hierarchical and organizational culture, where strict obedience to institutional directives dominates the communities it serves, the diversity within the Church is forcing the Vatican to ensure specialized sub-cultures are not polarized.

scholarly journals HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS

2010 ◽  
Vol 8 (1) ◽  
pp. 51-65 ◽  
Author(s):  
Eugenijus Chlivickas ◽  
Palmira Papšienė ◽  
Arnas Papšys
Keyword(s):  
Operating System ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Global Market ◽  
Strategic Human Resource Management ◽  
Active Part ◽  
New Approach

The following processes pose challenges for the organization: self-establishment in the market economy, restructuring, globalization, development of techniques and technology, formation of information society, development of a knowledge economy, change of the society economic situation and democratic processes. In the organization which is constantly changing a new approach to the organization is formed. It is viewed as an operating system where company employees, i.e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organizational goals. In the constantly changing organization a new approach to the organization is formed. It is viewed as an operating system where company employees, i. e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organization objectives. Human resource management process cannot be separated from the strategy. Strategic human resource management is a part of strategic management concept in the organization. Theoretical provisions for the management of human resources, presented in the academic literature, confirm the influence of this functional area of management on the overall organization performance results. For the organization, which is operating in the global market, it is essential to manage existing or potential labor resources effectively. One of the main staff evaluation criteria is the effectiveness of personnel management. New tendencies encourage closer association of human resource management with organization strategy. “Four-C” model competence, commitment, compliance and cost efficiency is helpful in assessing the effectiveness of organization human resources policies conformity with its strategy.

scholarly journals CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT

2020 ◽  
Author(s):  
Rahim Sadigov ◽  
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Economic Activities ◽  
Resources Management ◽  
Industrial Enterprises ◽  
Labor Resources

The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.

Between Individuals and Teams

2011 ◽  
pp. 117-134
Author(s):  
Pat Finnegan ◽  
John Murray
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Software Quality ◽  
Management Practices ◽  
Depth Data ◽  
Human Resource Management Practices ◽  
Software Engineers ◽  
High Level

As the software engineering field has developed, much attention has focused on improving the associated technology and processes. Comparatively little thought has been given to the issue of human resource management. Some see it as central to productivity and software quality. However, little empirical research has explored the required nature of such management. This paper examines human resource management practices in the software industry in Ireland: An economy that is heavily dependent on the software sector, with a high level of foreign multinational investment. A survey of the 100 largest software organisations reveals the nature of human resource practices, and the relative unimportance attached to the management of human resources. Two of the organisations studied are selected as examples of preferred and poor practice, and more in-depth data was gathered from these companies. The authors consider that this comparative analysis reveals a difference that is central to the design of human resource strategies in the software sector: One company managed software engineers as individuals within groups, while the other focused on the management of teams.

Rethinking the strategic management of human resources: lessons learned from Covid-19 and the way forward in building resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dorothea Roumpi
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Lessons Learned ◽  
Organizational Resilience ◽  
Content Type ◽  
The Way

Purpose Numerous empirical studies and meta-analyses have offered ample evidence for the relationship between the strategic management of human resources and a variety of important organizational outcomes, such as individual- and firm-level performance. The outbreak of the COVID-19 pandemic, however, steered the discussion away from the traditional performance-related outcomes of the strategic human resource management and brought to the fore the importance of resilience. The purpose of this paper is to identify areas in which strategic human resource management can help organizations to become more resilient. Design/methodology/approach On the basis of a brief overview of the different phases of the COVID-19 pandemic and its impact on the management of human resources, this conceptual paper uses the Ability-Motivation-Opportunity framework as the backbone for the development of suggestions for the strategic management of employees to create and maintain organizational resilience. Findings A series of actionable suggestions regarding the way forward in building organizational resilience through the effective and ethical management of employees are presented and discussed. Specifically, the importance of using flexibility-oriented human resource management systems is highlighted. This “flexibility-orientation” involves all functions of human resource management, such as selection, training and compensation. Originality/value The proposed suggestions can benefit organizations by offering actionable recommendations regarding the management of human resources by taking stock of lessons learned during the COVID-19 pandemic.

Leveraging Workforce Diversity through Human Resource Management Initiatives

2012 ◽  
pp. 368-385 ◽  
Author(s):  
Mercedes Sánchez-Apellániz ◽  
Rafael Triguero-Sánchez
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Workforce Diversity ◽  
Optimal Management ◽  
Management Perspective

Workforce diversity and the benefits resulting from its appropriate management is a topic that must be addressed from a strategic and not an emotional perspective; and more specifically, from the Human Resources Strategic Management perspective. This chapter intends to explore the Human Resources initiatives and practices in use, analyze which of them can be employed, and which are more appropriate for an optimal management of workforce diversity, creating a competitive advantage for companies.

Designing a Paradigm Model for Green Human Resource Management using Data-based Method (Case study on Municipality of Mashhad)

2020 ◽  
Author(s):  
Mahdi Janali ◽  
Azar Kaffashpoor ◽  
Amir Rahimpour ◽  
Mosayeb Samanian
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management System ◽  
City Council ◽  
Sustainable Urban Development ◽  
Organizational Level ◽  
Green Human Resource Management

Abstract Purpose This paper aims are establishment of management systems such as the Green Human Resource Management System can be effective in achieving the sustainable development and the use of an environmental management system.Design/methodology/approach The research strategy used in this study is the Grounded Theory with Qualitative Research Approach. In order to achieve this goal, a semi-structured interview was conducted in the beginning with human resources experts, including management professors and environment and human resources specialists.Finding Codes of green human resource management in 23 categories including: Green motivation, knowledge, personality, organization, Partnership, Maintenance, compensation, Promotion, Organizational Culture, City, City Council, Rules and Regulations, Government, International Organizations, Suppliers, Media and Green NGOs. Practical implications Management system in urban areas, Prevention with the environmental crisis,Promoting organizational culture in urban planning, Sustainable urban development using green human resources.Social implications A more general implication of the proposed argument for GHRM the concept of "green" has been changed in to a norm and "green actions" refer to activities that not only do not harm the environment, but also improve it. Green human resource management suggests that human resources should be redesigned or re-engineered to be sensitive to laws, policies, resources, proper consumption, non-extravagance, and so on so that they provide optimal and targeted consumption of resources and reduce environmental pollution.Originality/value Designing the model of dimensions of green human resource in 23 categories and in three categories or levels: individual level, organizational level and supra-organizational level.

Critical Thinking of Human Resources in the Goal

2019 ◽  
Vol 10 (1) ◽  
pp. 19-29
Author(s):  
Brian J. Galli
Keyword(s):  
Organizational Culture ◽  
Critical Thinking ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Processes ◽  
Theory Of Constraints

Recently, changes within the business industry have led to human resource management (HRM) positions and structures being reconsidered. Human resources (HR) used to be centralized, but the constant changes to organizational culture has caused HR to become decentralized. The HR operations have been incorporated into other departments, as well. Now, HRM is essential to business processes that mirror other departments, such as accounting and finance, but HR is still centralized in specialized areas, such as recruitment and compensation. Examining Goldratt & Cox's “The Goal” reveals its involvement with HRM. This study evaluates the implication of HRM on a business, its relationship to the Theory of Constraints (TOC), and the ways in which these concepts can aid a business in reaching its main objective.

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