scholarly journals HR-STRATEGIES AND TECHNOLOGIES OF COMPANY MANAGEMENT IN THE CONDITIONS OF THE COVID-19 PANDEMIC

2021 ◽  
Author(s):  
Iryna Horbachova
Keyword(s):  
Personnel Management ◽  
Development Strategy ◽  
Corporate Culture ◽  
Group Work ◽  
Technological Progress ◽  
Business Processes ◽  
Workforce Planning ◽  
Staff Motivation ◽  
The Individual ◽  
Management Staff

In 2020, one of the main factors influencing international business processes was the spread of the COVID-19 pandemic. In response to the COVID-19 pandemic, there have been significant changes in the activities of many countries and companies around the world. The development of personnel management technologies is characterized by modern ones trends, among which can be distinguished such as technological progress; mobility and other features of the new generation; new guidelines in communications and group work staff. Certain trends are intertwined. Technological progress in first of all it changes people, their habits, mobility in communications. In addition, the structure of the organization, its information environment changes. Emphasis in management staff focus on such human qualities as emotional intelligence, creativity, emotionality. Clear balancing of different activities of the company, reduction of routine operations and their executors, increase of a share of creative work, giving more weight to creative staff - trends in the organization of the future. Management technologies are changing under the influence of the COVID-19 pandemic and have their own characteristics. According to the mission of the organization and the individual, from development strategy to specific operational plans. The organization of relations with the employer also suffers changes both in the formal plane (today employees have several employers; work as freelancers, contractors, etc.). In addition, technology is changing interaction and organization of group work. The development of the management system of an international company involves the formation of a strategy for the development of the organization, HR-strategies that contain the values of the organization as a producer of goods and services and as an employer; enables the development of corporate culture and positioning of each employee in relation to the development of the organization. This approach allows us to consider modern technologies of personnel management in accordance with the main sub-functions. Among them: strategic workforce planning; search, selection of personnel; staff training and development; personnel efficiency management; staff motivation through recognition and rewards; career development of staff, motivation for leadership.

scholarly journals Sustainability and Digitalization of Corporate Management Based on Augmented/Virtual Reality Tools Usage: China and Other World IT Companies’ Experience

2019 ◽  
Vol 11 (17) ◽  
pp. 4717 ◽  
Author(s):  
He Zhao ◽  
Qin Heng Zhao ◽  
Beata Ślusarczyk
Keyword(s):  
Virtual Reality ◽  
Augmented Reality ◽  
Personnel Management ◽  
Corporate Culture ◽  
Business Processes ◽  
Manufacturing Sector ◽  
Corporate Management ◽  
Lean Management ◽  
Sources Of Information ◽  
The Usa

The article is tasked with studying the modern possibilities and effectiveness of the application of virtual and augmented reality technologies in the field of managing human recourses (HRs) and basic operational corporate business processes. Using examples of successful use of AR (augmented reality)/VR (virtual reality) in the labor market by the largest companies in the USA, China, and Europe, the most relevant areas and forms of using these technologies in the work of HR specialists were considered. The study examined issues related to improving the performance of the main modern vectors of corporate development in the field of operational technological improvements, and, as the main result, a model of the company (organization) development was proposed based on improved management of business and HR processes using VR and AR tools. The developed model demonstrates the advantages of using it, and presents the reasons for the economic expediency of using these technologies at all stages of personnel management, including recruiting, staff selection, demonstration of the employer’s brand, testing candidates’ skills, improving internal communications, creating a positive corporate culture for employees, imitating the workflow, VR and AR-simulations as a tool for passing the input testing for recruitment, selection and management of remote employees, training, assessment, and adaptation of staff. The possibilities of using VR/AR as tools for operational improvements (lean management), for example, for organizing virtual business meetings and meetings, creating virtual presentations, online controlling in the manufacturing sector, automating operational processes, and using VR technologies, are also separately disclosed in the management of logistics, distribution, marketing, and advertising. The results of the analysis of theoretical and statistical sources of information showed the promise of using the possibilities of virtual reality in corporate management, which shifts the emphasis from the traditional understanding and perception of these technologies exclusively in the entertainment field. The obtained developments within the framework of the conducted research are universal in nature and can be applicable both in the study of modern methods of personnel management and in corporate lean management of modern business companies at various levels.

COMPLEX ASSESSMENT AS AN ORGANIZATIONAL AND MOTIVATIONAL TOOL FOR DETERMINATION OF PRIORITY FORMS OF PERSONNEL DEVELOPMENT OF PRODUCTION AND TRADE ENTERPRISE

2017 ◽  
Author(s):  
Ihor Komarnytskyi ◽  
◽  
Olena Hurman ◽  
Oleksandr Borovykov ◽  
Olha Luhivska ◽  
...  
Keyword(s):  
Personnel Management ◽  
Corporate Culture ◽  
Personal Development ◽  
Personality Development ◽  
Career Plans ◽  
Motivational Profile ◽  
The Individual ◽  
Individual Value ◽  
Methodological Aspects

The article is devoted to substantiation of theoretical and methodological aspects of personal development as the most valuable resource of enterprise competition in the market environment. Within a specific enterprise it is important to carry out a comprehensive empirical study of the outlined problem on the example of a specific production and trade enterprise. The essence and place of personal development in the content of modern concepts of personnel management of the enterprise are characterized. The relevance of comprehensive personal development and the formation of relevant competencies in the context of updating the innovative practice of assessing the individual value of the employee is substantiated. The program of complex estimation of development of the personnel of the enterprise is developed, including: formation and studying of a motivational profile of workers on twelve factors of motivation, introduction of periodic estimation of the personnel according to the adapted methodology recommended by the international corporation "Logistics groups"; diagnostics of the type of corporate culture that has developed in the organization; study of documents characterizing the economic results of the employee: sales, the number of new customers, staff turnover in the entrusted unit, feedback on the work. The results of a comprehensive study of forms of assessment and stimulation of factors of personality development in the personnel management system of the enterprise are presented. It is offered to introduce the adapted systems for assessing the development of personality and the level of staff competence, coaching technologies and building career plans as effective methods of personal development in order to optimize personnel management in general.

scholarly journals PERSONNEL MANAGEMENT: THEORY AND METHODOLOGY

2019 ◽  
pp. 20-25
Author(s):  
G. G. Vukovich
Keyword(s):  
Staff Development ◽  
Organizational Behavior ◽  
Personnel Management ◽  
Development Strategy ◽  
Management System ◽  
High Performance ◽  
Professional Training ◽  
Workforce Planning ◽  
Practical Significance ◽  
Personnel Management System

The article is devoted to the study of the theoretical platform of the personnel management system. One of the key problems remains the lack of unified methodological approaches to personnel management, which needs innovations, where workforce planning should be formed according to the company's development strategy, and additional professional training and retraining support innovation. The methodological base of the study includes the theoretical provisions of personal management. The theoretical and practical significance of the study is to substantiate the need to improve the personnel management system based on innovations in social and labor relations. System approaches covering the functionality of HR-service in a particular company and the workload of employees of this service are highlighted. It is proved that it is advisable not only to stimulate organizational behavior and encourage high-performance work, but also to motivate employees to maximize the implementation of human capital, including creativity to achieve goals. Identify and describe the direction of introduction of innovations in personnel work: the first is staff development and management of business career; the position of the employer, which involves first invest in employee knowledge and then to profit at the expense of increased loyalty; the second is the alignment of the model of material employee compensation for work performed.

scholarly journals IDENTITY FOCUSED ADAPTATION OF NEWCOMERS IN ORGANIZATIONS: RESOURSE FOR PERSONNEL MANAGEMENT

2021 ◽  
Vol 6 (1) ◽  
pp. 89-97
Author(s):  
Natalia Ivanova ◽  
◽  
Anna Klimova
Keyword(s):  
Social Identity ◽  
Personnel Management ◽  
Corporate Culture ◽  
Forming Process ◽  
Job Satisfaction Survey ◽  
New Employee ◽  
And Performance ◽  
The Individual ◽  
Adaptation Model

The report addresses the issue of adaptation of newcomers in organizations. This problem is very important now in business and public organizations according to the problem of labor productivity, staff turnover, corporate culture etc. In spite of obvious importance of the adaptation in organization, the studies of this problem require new approaches and methods. Mechanisms are explored that help to retain the staff in organization and to create a desire to continue its activities in this organization. The research is implemented to the framework of the business-psychological approach (S Benton, N. Ivanova, theory of social identity (H. Tajfel, J.C. Turner), concepts of adaptation (T. Bazarov, N. Volkova etc.). Adaptation of newcomers is considered as a natural stage of professional and social self-determination of the individual, as overcoming the identity crisis and identity forming process. In the course of adaptation, an identity is formed that is adequate in relation to the new social roles and goals of activity. The purpose of the study: to develop the identity focused adaptation model, to test the role of this model in the work with newcomers in organization. Methodology: questionnaire (N= 109), Job Satisfaction Survey (N=15), case study in organizations. Results: The role of information and psychological support of a novice from the manager, mentor and team while including a specialist in joint activities is revealed. The directions of improving the system of adaptation of newcomers in the organization are highlighted. An identity focused adaptation model has been developed, which includes the following components: A) Preliminary information to newcomers: preparatory briefing about the company; detailed briefing about the company's rules and regulations. B) Information about newcomers to colleagues: about the new employee, his workplace, the tasks of his adaptation, the appointment of a mentor. C) Communications of the mentor: checking the workplace, the initial conversation, monitoring the problems and successes, the employee's initiation into the company's affairs. D) Communications of the manager: aimed at reducing the uncertainty of the newcomer in the first days of work. E) Communication of newcomers: questions, feedback, ideas, doubts, wishes. Results of this research can be useful for management, counseling and coaching for development of newcomer’s identity, loyalty, and performance. Keywords: business psychology, identity focused adaptation model, personnel management, loyalty, adaptation of personnel, social identity, strategy of communication.

Economic and psychological features of using digital technologies in business processes and personnel management

Ergodesign ◽  
2020 ◽  
Vol 2020 (1) ◽  
pp. 25-31
Author(s):  
Dmitriy Erokhin ◽  
Lydia Vestimaia ◽  
Oleg Trutnev
Keyword(s):  
Personnel Management ◽  
Business Processes ◽  
Digital Technologies ◽  
Internal Factors ◽  
Foreign Companies ◽  
E Learning ◽  
Psychological Features

Modern digital technologies that are used by domestic and foreign companies in personnel management and business processes are considered. Economic and psychological trends related to HR automation, HR Analytics, HR marketing, Smart recruitment and e-learning are highlighted. The results of digitalization of HR processes in leading domestic and foreign companies are presented, and the possibility of diagnosing changes in business processes under the influence of external and internal factors is justified.

Economic Mechanism for Managing the Communication Business Process of Industrial Enterprises in the Context of Globalization

2020 ◽  
pp. 63-73
Author(s):  
Konstyantyn Yu. Zavrazhnyi
Keyword(s):  
Economic Policy ◽  
Corporate Culture ◽  
Business Processes ◽  
Market Competition ◽  
Effective Interaction ◽  
Psychological Impact ◽  
Foreign Economic Policy ◽  
Economic Mechanism ◽  
Industrial Enterprises ◽  
Definition Of

The paper provides a definition of the economic mechanism for managing the communication business processes of industrial enterprises in the context of globalization as a set of a system of relations, authorities, forms and methods of organization and operation, which are regulated by legal and other norms of activity and provide effective interaction in internal and external environments. This allows to deepen the understanding of the essence in the context of globalization under the orientation towards communication (we mean interaction first of all). The composition of the comprehensive economic mechanism for managing the communication business processes of industrial enterprises is studied. This mechanism includes organizational, economic, legal, political, technical and technological, market, production, social, motivational, adaptive and communication submechanisms. This allows further formalization of the process of elemental improvement of the communication business processes of industrial enterprises. The components of mechanism are detailed. In particular, the economic submechanisms include the mechanisms of profits distribution, economic stimulus, financial, equity, investment and reinvestment in development and other mechanisms. The legal submechanisms include the mechanisms, which govern communication and professional legal relations. Organizational submechanisms include structural mechanisms, administrative and information mechanisms that ensure the development and modernization of communication activities at the enterprise, its information security. Political submechanisms include mechanisms of information policy, social and economic policy and foreign economic policy. Market submechanisms include the ones of market competition, demand and supply, etc. Social submechanisms include the ones of transparency of doing business, social responsibility, social and psychological impact, etc. Production submechanisms include the following ones: resource, implementation of new types of software and hardware and other. Technical and technological submechanisms include the ones of scientific and technological progress, technological updates. Motivational submechanisms include the mechanisms of material and non-material incentives of personnel. Adaptive submechanisms are the submechanisms of innovative development (including implementation of innovations in information field), managing the personnel potential, etc. Communication submechanisms include the ones of information-and-analytical activities (including research conducting); external communications (including the system of integrated communications tools, modern telecommunications and communications facilities); internal communications (including creating corporate culture). Key words: economic mechanism, submechanisms, management, communications, business processes, industrial enterprise.

HESRi country impact and uptake in Slovenia

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
M Gabrijelčič Blenkus
Keyword(s):  
Development Strategy ◽  
Health Equity ◽  
Social Protection ◽  
Economic Status ◽  
National Development ◽  
Economic Research ◽  
Inequalities In Health ◽  
The Third ◽  
Health Report ◽  
The Individual

Abstract Equity and solidarity are strongly embedded in Slovene society from the second half of the 20th century on. Questions, exploring equity issues date in 1964, as a part of the Slovene Public Opinion (SPO) Survey. Slovenia is reporting on health equity and wellbeing in three strands. The first one is regular Human Development Report, based on Slovene Development Strategy since 2007, delegated partially to Institute of Economic Research (IER). Second one is regular Inequalities in Health Report, led by National Institute of Public Health (NIPH), and based on the National Health Strategy, since 2011. The third one is regular Poverty Report, led by Institute of Social Protection (ISP), based on the decision of the Parliamentarian Commission for Health and Social Affairs in 2013. NIPH comprehensively reported on Inequalities in Health in 2011, at that time based on direct measures of socio-economic status (SES) like education, or indirect measures or indexes (as development index or deprivation index of the municipality). In the second, 2018 report, several developments enabled for reporting health equity gap based on the individual SES status and first few cases of policy influences on equity status were described. In line with the WHO Rio SDH declaration 2011, in the third Health Equity Report, planned for 2021, further shift is foreseen and focus will be given to the policies influencing the equity gaps. For the 2021 Health Equity Report for Slovenia, three national key institutions (NIJZ, IER and ISP) decided to work together, based on the established multisectoral competences. WHO HESRi was developed and launched in best possible timing for the Slovene national initiative, to provide the international support, insights and facilitate further national development. Slovene priorities will be defined according to the national interests, Slovene presidency to EU in 2021 and Country Specific Recommendations in the frame of the European Semester.

Staff Development as a Component of Management Strategy in the Information Society

2021 ◽  
Vol 26 (1) ◽  
pp. 160-166
Author(s):  
Vеra Chyzh ◽  
◽  
Yana Gavrylenko ◽  
Keyword(s):  
Staff Development ◽  
Personnel Management ◽  
Development Strategy ◽  
Knowledge Economy ◽  
Management Strategy ◽  
Personnel Development ◽  
Information Economy ◽  
Personnel Staffing ◽  
Management And Development ◽  
Effective Use

Annotation. Introduction. The market economy obtains the features of information economy or knowledge economy, due to the global spread of information, telecommunications systems and technologies, the needs of society that graw in various information services. Thereafter, it highlights the problem of studying the information communications impact on all areas of economic activity. Labor potential is not an exception, the formation and effective use of which in new conditions is the key to ensure the competitiveness of the enterprise. Purpose. The purpose of the article is to study the theoretical foundations and develop practical recommendations for the formation of personnel management strategy, taking into account the requirements of the information economy to the competencies changes. In order to reach this goal the following tasks have been solved: firstly, it has been studied the main features and tasks of the information economy; secondly, the influence of society informatization on the competence of labor personnel has been determined; thirdly, developed proposals for the personnel management strategy formation and enterprise staff according to the needs of the information economy. Results. It is determined the influence of information economy on the labor personnel of the enterprise. Based on the analysis of existing approaches to the information economy, its characteristics are established. The tasks of information economy which require changes in the competencies and skills of labor personnel are considered. It has been developed the algorithm of a sole approach to the management and development of labor personnel, staffing and development of the enterprise in the information economy. It is offered the strategy of personnel development in information economy which includes the purpose, sequence of development, tools of development of workers and methods of their training. Defining the goals of staff development in the information economy has become the basis for highlighting the skills of staff, which allow them to become qualified professionals and achieve career growth. The tendencies of personnel management in the conditions of knowledge economy are established. Conclusions. The use of the proposed personnel development strategy will ensure the formation and implementation of the competencies of workers which are necessary to ensure sustainable competitive advantages of the enterprise in achieving strategic goals. Further research should be aimed at determining the means of staff development to master new competencies, detailing the tools of employee development.

IMPLEMENTING «KEYWORD» TECHNOLOGY IN PERSONNEL MANAGEMENT

2021 ◽  
Vol 23 (5) ◽  
pp. 92-98
Author(s):  
ILYA KAPLUNOVICH ◽  
◽  
SVETLANA KAPLUNOVICH ◽  
Keyword(s):  
Personnel Management ◽  
Adaptive Learning ◽  
Zone Of Proximal Development ◽  
Humanistic Psychology ◽  
Effective Management ◽  
Proximal Development ◽  
Genetic Method ◽  
Individual Zone ◽  
The Individual

The founder of humanistic psychology A. Maslow claimed: those who have only a hammer as a tool are inclined to consider the problem as a naill. Is it possible to learn to see in subordinates not nails, but individuals of joint labor activity? What effective management methods are able to identify the true cause and hidden motives of the employee, influence them and get him to voluntarily accept the actions expected and necessary for the manager? The answer to these questions is the purpose of the described study. In management, the Japanese ”Five Why” method is widespread, which, according to the authors, is not productive enough. Having abandoned the formal-logical and relying on the causal-genetic method of research, the technology of adaptive learning in the zone of proximal development, the authors propose another, domestic approach, which has proven its greater efficiency. The article describes the technology of working with it in practice and its advantages. When using the «keyword» technology, the movement towards the result is purposeful. Within the framework of the individual logical trajectory it affects the reasoning of the employee, not the manager. With these questions, the manager constantly assesses and leads the subordinate into an individual zone of proximal development, and the discussion is held within it (that is, the developing effect of the employee’s reflections is ensured). Reliance on the keywords of the respondent ensures that there are no obstacles in the construction of inferences. If in the end there are obstacles, they are quickly leveled by relying on the next keyword of the respondent.

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

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