A structured framework for identifying risks sources related to human resources in a 4.0 working environment perspective

2020 ◽  
Vol 39 (4) ◽  
pp. 511-527
Author(s):  
Sorin Popescu ◽  
Roxana Santa ◽  
Florian Teleaba ◽  
Hannelore Ilesan
Keyword(s):  
Human Resources ◽  
Work Performance ◽  
Industrial Revolution ◽  
Human Resources Management ◽  
Business Environment ◽  
Development Stage ◽  
Working Environment ◽  
Working Models ◽  
Risk Sources ◽  
Sources Of Risks

BACKGROUND: Research is focused on companies that offshored their production and operate in the international business environment, in the current globalized world placed generically under the 4.0 index, inspired by the fourth industrial revolution. OBJECTIVE: The paper aims to draw up a structured and multilayered framework for identifying sources of risks related to the work environment and to the human resources management in this context. METHODS: An extended analysis of information in the literature and on the web is conducted to define the mentioned conceptual structure and to identify domains, processes, and actions that should be considered hosting such risks. First filtered by the authors based on their experience as consultants and managers in international projects, results are then validated by successive feedbacks from their peers. RESULTS: Two levels of the framework are detailed, the first correlating globalization and 4.0 development stage challenges, identifying the risk sources within a matrix detailing on one dimension technological progress, governmental & legal issues, cultural patterns, and on the other, domains sensitive to risks regarding the human resource, such as work performance, working skills, working ethics & discipline, and working models, environment & tools. The second level focuses on the sources of risks arise due to a company’s digital transformation with regard to the choice of the working models configuration, employees’ recruitment & hiring, training, working planning, organization & control, and setting up working regulations. CONCLUSIONS: The results are intended to provide support for easier and more comprehensive identification of work and human resources related risks in the mentioned context.

scholarly journals Employee Satisfaction vs. Employee Engagement vs. Employee NPS

2018 ◽  
Vol 10 (1) ◽  
pp. 228
Author(s):  
Maya Yaneva
Keyword(s):  
Human Resources ◽  
Employee Engagement ◽  
Employee Satisfaction ◽  
Human Resources Management ◽  
Business Environment ◽  
Working Environment ◽  
Local Market ◽  
Business Organizations ◽  
Net Promoter Score ◽  
Net Promoter

Human Resources are key for the success of business organizations. The science is focusing on Human Resources Management in times when technical resources are rapidly developing and significantly changing the working environment. The requirements toward the human resources are evolving as well. At the same time, the expectations of the candidates toward the employers are getting more demanding in terms of working conditions and appreciation. Employee profiles and change management are key aspects of HR management while the companies are striving to adjust their learning and development programs, working environment and structures in order to retain and develop their associates. Companies start to measure their employees’ satisfaction, than converting to employee engagement and nowadays more and more organizations are focusing on employee NPS (net promoter score), which is not only promoting the products or services of the company they are engaged in, but also the company as an employer. This paper is focusing on employee satisfaction, employee engagement and eNPS (employee net promoter score). It gives guidance what are the global trends with local impact, presenting results from several surveys on the Bulgarian market of global and local companies executed between 2012 and 2017. The primary focus of the research is to outline which channels and ways of communications are the most beneficial in the attempts of the business organizations to address their employees, boost their enjoyment and motivation and make them ambassadors of the product and services they produce, but also promote them as an employer. Presenting the outcome of the surveys is giving guidance on top drivers for employee satisfaction, engagement and loyalty. It is leading to conclusions that are enlightening the associates’ interpretation of those drivers in the different contexts of business environment. The organizations are conducting internal surveys within their global structures, but also participating in researches on the local market in Bulgaria to cross check the findings and the trends. Local cultural differences are influencing the organizational culture and trends of the business. The paper analyses the results related to the Bulgarian market and provides further recommendations as to how to address the findings resulting from the survey.

scholarly journals Employee Satisfaction vs. Employee Engagement vs. Employee NPS

2018 ◽  
Vol 4 (1) ◽  
pp. 221-227 ◽  
Author(s):  
Maya Yaneva
Keyword(s):  
Human Resources ◽  
Employee Engagement ◽  
Employee Satisfaction ◽  
Human Resources Management ◽  
Business Environment ◽  
Working Environment ◽  
Local Market ◽  
Business Organizations ◽  
Net Promoter Score ◽  
Net Promoter

Abstract Human Resources are key for the success of business organizations. The science is focusing on Human Resources Management in times when technical resources are rapidly developing and significantly changing the working environment. The requirements toward the human resources are evolving as well. At the same time, the expectations of the candidates toward the employers are getting more demanding in terms of working conditions and appreciation. Employee profiles and change management are key aspects of HR management while the companies are striving to adjust their learning and development programs, working environment and structures in order to retain and develop their associates. Companies start to measure their employees’ satisfaction, than converting to employee engagement and nowadays more and more organizations are focusing on employee NPS (net promoter score)1, which is not only promoting the products or services of the company they are engaged in, but also the company as an employer. This paper is focusing on employee satisfaction, employee engagement and eNPS (employee net promoter score). It gives guidance what are the global trends with local impact, presenting results from several surveys on the Bulgarian market of global and local companies executed between 2012 and 2017. The primary focus of the research is to outline which channels and ways of communications are the most beneficial in the attempts of the business organizations to address their employees, boost their enjoyment and motivation and make them ambassadors of the product and services they produce, but also promote them as an employer. Presenting the outcome of the surveys is giving guidance on top drivers for employee satisfaction, engagement and loyalty. It is leading to conclusions that are enlightening the associates’ interpretation of those drivers in the different contexts of business environment. The organizations are conducting internal surveys within their global structures, but also participating in researches on the local market in Bulgaria to cross check the findings and the trends. Local cultural differences are influencing the organizational culture and trends of the business. The paper analyses the results related to the Bulgarian market and provides further recommendations as to how to address the findings resulting from the survey.

scholarly journals Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

2020 ◽  
Vol 12 (6) ◽  
pp. 2300 ◽  
Author(s):  
Livia Anastasiu ◽  
Ovidiu Gavriş ◽  
Dorin Maier
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Manufacturing Sector ◽  
Core Competencies ◽  
Market Competition ◽  
Human Resources Management ◽  
Industrial Sector ◽  
Business Environment ◽  
World Population ◽  
The World

This article argues for adapting Porter’s Five Forces Model to strategic human resources management. The world business environment is facing real challenges: Shortage of talents, ageing of the world population, and disappearance of repetitive jobs. For a sustainable approach, the quality and stability of human capital should be analyzed strategically, based on the influence of five forces which act in the market: Competition in the industrial sector between specialists with core competencies (rivalry), demands of the hiring companies in terms of the number of employees and updated skills (organizations as buyers), recruitment companies and schools (suppliers), effects of globalization on people’s migration (new entrants), and modern technologies and innovation (substitutes). The stronger the forces are, the harder it will be for the organization to select or retain valuable employees who will add value to products/services. Actual and future employees should analyze the intensity of these forces when they plan to prepare for jobs or change their career. This analysis was focused mainly on the manufacturing sector, where jobs based on repetitive or dangerous tasks may disappear in time.

scholarly journals PECULIARITIES OF THE HUMAN RESOURCES MANAGEMENT PROCESS IN SERVICE ORGANIZATIONS - RESEARCH RESULTS

2020 ◽  
pp. 457-484
Author(s):  
Tijana Savić Tot ◽  
◽  
Vilmoš Tot ◽  
Marija Runić Ristić ◽  
Maja Aleksić ◽  
...  
Keyword(s):  
Quality Of Service ◽  
Human Resources ◽  
Human Resources Management ◽  
Business Environment ◽  
Service Organizations ◽  
Service Process ◽  
Management Process ◽  
Resources Management ◽  
Advantages And Disadvantages

Service organizations have, over the years, been constantly faced with increasing customer demand, growing competition, digitalization, and numerous changes in the business environment to which they must adapt in order to survive in the marketplace. As the main specificity of service organizations is reflected in the “intangibility” of their services, for customers who are participants in the service process and for employees who directly depend on the quality of service, service process and customer satisfaction, defining appropriate activities of Human Resources Management process, which manages employees, undoubtedly represents a priority that provides a competitive advantage. This paper will present the results of the research on the characteristics of eight selected sub-processes in the process of Human Resource Management in service versus production organizations of Rasina district, in order to define their specifics and point out their advantages and disadvantages.

scholarly journals Organizational Change and The Human Resource Challenges in Facing Technology Development

2020 ◽  
Vol 5 ◽  
pp. 00010
Author(s):  
Theda Renanita ◽  
Fathul Himam
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Performance Management ◽  
Work Performance ◽  
Technology Development ◽  
Employee Performance ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Use Of Technology ◽  
Management Roles

Technology continues to advance. This development began during the hunting era, followed by the agricultural era, the industrial era, and the era of information technology. In Indonesia, most organizations are still adjusting to the process of adopting information technology in organizational activities. The purpose of this article is to discuss the situation that is being experienced by organizations in Indonesia, as well as the human resources management (HRM) strategies used in facing this technology change. The results of this study show that organizations in Indonesia are changing as a result of technology adoption. These changes include changes in how and where employees work, changes in management roles, changes in occupation as well as business changes. Changes in various areas can affect employee performance. That being said, in managing human resources, HRM plays an important role. In carrying out its role, HRM must be able to integrate technology into its activities such as in selection and recruitment, learning and development, performance management, organizational effectiveness, compensation and payroll systems as well as workforce planning strategies. This study provides insight into the changes being experienced by the organization and how the role of HRM changes in response to the use of technology in improving work performance.

scholarly journals The Effects of Human Resources Management on Developing Teachers of Non-Public Universities in Vietnam

2020 ◽  
Vol 11 (2) ◽  
pp. 134
Author(s):  
Tran Viet Anh
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Development Policy ◽  
Human Resources Management ◽  
Private Universities ◽  
Resource Development ◽  
Working Environment ◽  
Information Communication ◽  
Resources Management

Human resources management in Private Universities have a big impact on the development of human resources for lecturers in universities. Human resources management mainly affect the development of resourse of lecures in a university, which can be divided into the 8 functions: Recruitment, arrangement and utilization of lecturers, working environment, human resource development policy, remuneration and compensation policy, training and development, school information communication, and school budget. Among these 8 factors, recruitment has the biggest influence and human resource development policy has the smallest influence on the development of the university’s faculty. Based on the research results, the author has given some recommendations about managing human to promote the development of faculty in private universities.

scholarly journals Assessing Construct Reliability of Human Resources Management Practices (HRM) and Employee Loyalty: A Preliminary Evidence from the Omani Logistic Sector

2020 ◽  
Vol 10 (3) ◽  
pp. 22
Author(s):  
AbdulQader Al Saiari ◽  
Fadilah Puteh ◽  
Abdul Jalil Mohamed Ali
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Working Environment ◽  
Study Cohort ◽  
Employee Loyalty ◽  
Job Rotation ◽  
Resources Management ◽  
Hrm Practices ◽  
The Impact

Purpose: In the past few years, industry sector highly dominated the Oman’s economy, as the logistics sector forms the backbone of it, which accounted for 56.6% of GDP in 2019. The logistic sector is expected to provide 80,000 jobs by 2020 and 300,000 by 2040. Review of past literature on issues related to HRM impact on employee loyalty particularly from the Omani logistic sector revealed limited outcome. This paper aims in assessing the construct reliability of human resources management practices (HRM) and employee loyalty as well as the impact of HRM practices on employee loyalty, as HRM practices include recognition, compensation, promotion, training, selective hiring, job rotation, and working environment.Method: To achieve this objective, a quantitative approach was adopted, as questionnaire was distributed to 52 employees who work in logistics sector in Oman as pilot study cohort. Data were analyzed by using SPSS. Items of the research constructs were measured for its reliability value.Results: The results showed that employee loyalty construct obtained the highest mean (3.891), while compensation construct obtained the lowest mean (3.281). In addition, the results showed that reliability statistics for research constructs and their paragraphs achieved high Cronbach alpha, thus met the minimum trajectory of reliability value. The results of regression analysis illustrated that HRM best practices (recognition, compensation, promotion, training, selective hiring, job rotation, and working environment) had a significant impact on employee loyalty.Implications: This paper is expected to be a reference for other studies in other sectors to assess the construct reliability on HRM practices variables as well as employee loyalty.

Trust Multidimensionality

2009 ◽  
pp. 883-890
Author(s):  
Alfonso Miguel Márquez-García
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Organizational Behavior ◽  
Human Resources Management ◽  
Business Environment ◽  
Competitive Advantages ◽  
Computer Mediated ◽  
New Business ◽  
Competitive Success ◽  
The Impact

Trust always exists in any form of personal relationship (Deutsch, 1958; Gambetta, 1988) and it is a basic concept to describe social interactions (Rotter, 1967) and ways to act, including organizational behavior (Couch & Jones, 1997; McEvily, Perrone, & Zaheer, 2003). Trust favors the creation and maintenance of competitive advantages (Jarillo, 1988; Barney & Hansen, 1994; Bibb & Kourdi, 2007) and it has become a precondition for a better performance and competitive success in the new business environment (Bradach & Eccles, 1989; Ring & Van de Ven, 1992; Sako, 1998; Kramer & Tyler, 1996; Kramer, 1999). Considering the impact of information technology (IT) on society and business, the consolidation of knowledge as the main source of competitiveness, the fact that frontiers among firms, and among people and firms, are becoming blurred, and the growing sharing of sensible information in computer mediated relationships, trust will become a must in the electronic human resources management (e-HRM) field.

Digital Era and New Methods for Employee Recruitment

2022 ◽  
pp. 1908-1926
Author(s):  
Elif Baykal
Keyword(s):  
Human Resources ◽  
Change Process ◽  
Business Processes ◽  
Human Resources Management ◽  
Business Environment ◽  
Resources Management ◽  
Employee Recruitment ◽  
Advantages And Disadvantages ◽  
Digital Era

The ever-increasing digitalization in today's business processes—and incredibly fast-growing markets—have created a more competitive business environment. And, this more competitive business environment has led companies to be more demanding regarding the employee qualifications as well as the quality of tasks carried out by these employees. Moreover, this change process has rendered the traditional human resources management methods inadequate, further digitizing the field of human resources. In this study, the authors examine the handling of recruitment functions within human resources management and the digitization process. Furthermore, they discuss both the basic dynamics of the e-recruitment processes, the tools of e-recruitment, as well as its advantages and disadvantages.

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