scholarly journals CONCEPTUAL FRAMEWORK OF HUMAN RESOURCE MANAGEMENT IN TOURISM EDUCATION OF THE REPUBLIC OF KAZAKHSTAN

2021 ◽  
Vol 38 (4) ◽  
pp. 1005-1010
Author(s):  
Alina PESTOVA ◽  
◽  
Anastassiya GUBARENKО ◽  
Tatyana IMANGULOVA ◽  
Saltanat USSUBALIYEVA ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Large Scale ◽  
Business Environment ◽  
Tourism Industry ◽  
Tourism Education ◽  
The Republic ◽  
Hr Competencies

In the article, the authors present an overview of the historical line of development of the human resource management (HRM) system in the Republic of Kazakhstan, define the conceptual framework of modern sustainable development of HR management in tourism, and form focus area in its development. In the course of the research, a survey has been conducted among the entities of the tourism industry of Kazakhstan, which was attended by representatives of the business environment of the near and far abroad countries. The results of the survey among specialists in the tourism industry have formed the basis of large-scale research. The strengths and weaknesses of HRM in tourism of the Republic of Kazakhstan have been identified; the analysis of modern trends in HRM of the country reflected in regulatory and legislative documents, state demands, the business and social environment have been carried out. The authors propose a three-stage model of mastering the HR competencies in the tourism education of the Republic of Kazakhstan.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

scholarly journals Influence of Human Resource Management Policy on Customer Loyalty

2021 ◽  
pp. 76-83
Author(s):  
Kamilė Mitašiūnaitė
Keyword(s):  
Resource Management ◽  
Customer Satisfaction ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Loyalty ◽  
Employee Motivation ◽  
Business Environment ◽  
Management Policy ◽  
Loyal Customer ◽  
The Impact

The business would not be able to achieve the set goals without qualified specialists. Therefore human resource management is one of the most important processes to an organisation. HRM policy aspects – employee motivation and job satisfaction – directly contribute to customer satisfaction and loyalty. The problem is that in today’s business environment, where there is a big rivalry, maintaining customer loyalty becomes a huge task for the business. The aim of this article is to evaluate the impact of human resource management policy on customer loyalty. The article analyses concept of human resource management, evaluates the development of loyal customer behaviour, distinguishes traditional and innovative concepts of human resource management. Also, the article notices a relationship between employee satisfaction and customer satisfaction. Analysis of empirical research level shows the impact of human resource management policy on customer loyalty and provides a research model.

scholarly journals Ownership Structure of the Organisation as a Determinant of Human Resource Management in the Context of Transition Countries

2018 ◽  
Vol 15 (26) ◽  
Author(s):  
Branka Zolak Poljašević ◽  
Gordana Ilić ◽  
Darko Milunović
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Ownership Structure ◽  
Transition Period ◽  
Transition Countries ◽  
Foreign Companies ◽  
Significant Difference ◽  
The Republic

Transition period of the post-socialist countries and opening of their markets have led to the positive shift in understanding the role of employees in organizations and the importance of proper management of this specific resource. An important factor in spreading modern principles of human resource management in transition countries is the arrival of foreign companies on their market. In that context, this paper focuses on the relationship between the ownership structure of the organisation and the level of development of the core activities of human resource management. The subject of the empirical research was companies which operate on the territory of the Republic of Srpska, and employ more than 200 employees. Empirical data were collected by using questionnaire, and some of them were generated from the official websites of the observed companies. Testing of hypothesis was performed with the Analysis of Variance. The research results show that in the foreign-ownedcompanies there is a statistically significant difference in the level of development ofhuman resources management, compared to the state-owned and national privatecompanies. On the other hand, among foreign-owned companies, which differ in thecountry of origin of the majority owner and the number of years in business in thedomestic (BiH/RS) market, there is no statistically significant difference in the levelof development of basic activities of human resource management.

Staffing Electronic Commerce Projects

2011 ◽  
pp. 1807-1818
Author(s):  
Fred Niederman ◽  
Xiaorui Hu
Keyword(s):  
Project Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Electronic Commerce ◽  
Conceptual Framework ◽  
Human Resource ◽  
Data Storage ◽  
Application Development ◽  
Dot Com ◽  
Number Of Firms

Electronic commerce (e-commerce) personnel are instrumental in developing and maintaining electronic commerce programs and projects within firms. In spite of the dot-com bust, the number of firms developing and using e-commerce for interactions with customers and suppliers is growing. Personnel competence as individuals and as a group can be a decisive force in determining the level of success of e-commerce projects. In this chapter, we present a conceptual framework as an extension and reformulation of several of the currently active fit theories of human resource management and industrial psychology. We propose consideration of five categories of skills that should be present in organizational e-commerce workforce (human computer interface, data storage and analysis, transaction/application development, infrastructure, and project management). Finally, based on the adjusted concepts of fit, we present a set of propositions showing expected relationships between organizational and fit related variables on workforce outcomes.

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