scholarly journals International Experience in Staff Management in the Process of Staff Recruitment for Vacant Positions with the Application of Social Networks in the Conditions of Digitalisation

2021 ◽  
Vol 59 (1) ◽  
Author(s):  
Nataliia Klietsova ◽  
Iiubov Mykhailova
Keyword(s):  
Social Networks ◽  
Human Resources ◽  
Analytical Methods ◽  
Human Resources Management ◽  
International Experience ◽  
Resources Management ◽  
Vacant Position ◽  
Expert Assessments ◽  
Hr Managers ◽  
Staff Recruitment

The article researches the international practice of human resources management in the context of digitalisation. The method of expert assessments and analytical methods are used. The basic advantages of finding employees for vacant positions in social networks are revealed, which allowed the authors to propose the algorithm of an HR manager’s staff recruitment for an enterprise’s vacant position in social networks. In contrast to existing approaches, this methodology involves five basic steps. The usage of this algorithm will enable HR managers and executives to avoid the stage of work with staff agencies, will reduce the enterprise’s costs on staff recruitment for the vacant position, will form a staff reserve and, at the same time, will make the process of staff recruitment mobile in conditions of digital economy.

scholarly journals THE IMPACT OF HUMAN RESOURCES MANAGEMENT STRATEGY ON ORGANIZATIONAL COMPETENCIES DEVELOPMENT

2019 ◽  
Vol 7 (5) ◽  
pp. 2299-2307
Author(s):  
Ahmed E. M. GHAREEB ◽  
Ali Ben Mohamed EL MEDABSH
Keyword(s):  
Human Resources ◽  
Management Strategy ◽  
Human Resources Management ◽  
Resources Management ◽  
Organizational Competencies ◽  
Human Resources Managers ◽  
Study Population ◽  
Hr Managers ◽  
Competencies Development ◽  
The Impact

The researchers through this study aimed at determining The Impact of Human Resource Management Strategy (HRMS) on organizational competencies development, the methodology was chosen for the study undertaken is a descriptive-analytical method. The software SPSS (statistical package for Social Sciences) version 19 has been applied in the statistical analysis. Moreover, the researchers have used the tools of Regression. The study population included all Human Resources Managers and Supervisors of companies. The sampling method used in this study is stratified sampling, with a population size of 200 HR managers and supervisors from Egypt. The results of the regression analysis show that human resources management strategy has a positive effect on organizational competencies development.

scholarly journals Is the Electronic Recruitment In Algeria : The Alternative or Complement to the Regular Conscription?

2021 ◽  
Vol 9 (2) ◽  
Author(s):  
Tafiani Born Boufatah Keltouma
Keyword(s):  
Social Networks ◽  
Human Resources ◽  
Human Resources Management ◽  
Job Quality ◽  
The Internet ◽  
Resources Management

This study aims to find out whether the internet approach can achieve a high percentage of equality and provide rational job quality. According to some studies, or can say that by following this approach (the internet), the inequality of recruitment can be reduced proportionally by facilitating meetings, interviews, contacts and exchanges.Algeria is among the countries most thirsty for qualifications and fairness in recruitment, for this reason our human resources management specialists find that the use of websites and social networks can alleviate some problems.

scholarly journals TALENT MANAGEMENT BY MEANS OF “TRAINEE PROGRAMMES”

2019 ◽  
Vol 2019 (4) ◽  
pp. 42-57
Author(s):  
Thom NORBERT ◽  
Keyword(s):  
Human Resources ◽  
Empirical Research ◽  
Present Author ◽  
Human Resources Management ◽  
Talent Management ◽  
Business Professionals ◽  
Resources Management ◽  
German Speaking ◽  
Hr Managers ◽  
Technical Studies

Talent Management is one of the most important instruments in Human Resources Management (HRM) worldwide. According to the assessment of thousands of HR managers it is not yet managed well. The present author has done a lot of empirical research in the German speaking countries. The result is that in the segment of young business professionals there exist well designedprogrammes, so called“Trainee Programmes” or “Graduate Programmes” especially for economists and similar technical studies. 130 trainee programmes could be analyzed systematically: which goals are followed by which activities and which results came out. Six hypotheses are tested. They give input for further research and help the HR managers to avoid mistakes. At least in this field of talent management efficient HR work is done.

scholarly journals Human Resource Management in SMEs in the Czech Republic – Specifics and Key Requirements

2020 ◽  
Vol 73 ◽  
pp. 02001
Author(s):  
Zdeněk Caha ◽  
Jan Urban
Keyword(s):  
Human Resources ◽  
Best Practice ◽  
Human Resources Management ◽  
Successful Implementation ◽  
Small Companies ◽  
Line Managers ◽  
The Czech Republic ◽  
Resources Management ◽  
Hr Managers ◽  
User Friendly

A frequent problem regarding human resources management in SMEs is that established rules are not followed. This is because managers either do not fully understand the rules or the importance thereof, or because of a lack of professional support or rigorous control by a human resources department. Another reason is that not all SMEs have personnel specialists or HR managers at their disposal, as a consequence of which the control and advisory role falls under the responsibility of line management. The solution to this conundrum may be the adoption of a personnel manual, a document that summarises best practice regarding human resources management based on the experience of professionally managed and financially prosperous small companies. This can be understood to represent a user-friendly methodological guide for the successful implementation of personnel management activities in SMEs by line managers, a guide which includes clearly defined methodological, control and advisory tasks and functions.

Features of Personnel Management at the Enterprises of the Hotel Industry

2021 ◽  
pp. 55-60
Author(s):  
Marina Shostak ◽  
Mariya Yakovleva
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Hospitality Industry ◽  
Business Processes ◽  
Human Resources Management ◽  
Hotel Industry ◽  
Postgraduate Students ◽  
Resources Management ◽  
Hr Management ◽  
Hr Managers

The specific features of personnel management at hospitality industry’ enterprises have been identified and formulated in the article. Since personnel is a key multifunctional resource in the hotel business, the research analyses in close-up how the specificity of HR-management is manifested in the personnel management’s functions in hotels. The identified specific features define the characteristics of business processes in the hotel industry and reveal the mechanisms for improving the personnel management system. The factors having a direct impact on the characteristics of personnel management, the labor market in the hotel industry and the cause-and-effect relationships of influence will receive attention in the authors’ further research. HR managers, specialists interacting with human resources, undergraduate and postgraduate students specializing in Management will benefit from studying this material, as it will deepen their professional knowledge and competencies in the field of understanding the features of personnel and human resources management at the hospitality industry establishments.

scholarly journals TOOLS TO INCREASE THE EFFICIENCY OF PERSONNEL RECRUITMENT IN THE SYSTEM OF HUMAN RESOURCES MANAGEMENT IN THE IT SPHERE

2020 ◽  
Vol 2 (32(59)) ◽  
pp. 24-31
Author(s):  
E. Bilyk ◽  
O. Khymych ◽  
Y. Blynda ◽  
U. Lukashevska
Keyword(s):  
Social Networks ◽  
Human Resources ◽  
Personnel Management ◽  
Performance Indicators ◽  
Human Resources Management ◽  
Resources Management ◽  
Personnel Recruitment ◽  
The Cost ◽  
It Enterprises

The article is devoted to the issues of increasing the efficiency of personnel recruitment in the personnel management system of IT enterprises. The key performance indicators of the recruitment department are substantiated, such as: the number of closed vacancies, the speed of closing vacancies, the quality of closing vacancies, the cost of closing vacancies and feedback from both candidates and managers (customers). The influence of social networks on the activities of recruiters is analyzed - a factor that influenced hiring more than it seems at first glance.

Determinants of building consistent human resources management systems

2018 ◽  
Vol 39 (3) ◽  
pp. 354-377 ◽  
Author(s):  
Natalia García-Carbonell ◽  
Fernando Martín-Alcázar ◽  
Gonzalo Sanchez-Gardey
Keyword(s):  
Human Resources ◽  
Internal Consistency ◽  
Cognitive Skills ◽  
Human Resources Management ◽  
Decision Makers ◽  
Cognitive Approach ◽  
Content Type ◽  
Resources Management ◽  
Process Perspective ◽  
Hr Managers

Purpose While previous human resources management (HRM) studies have focused on human resources (HR) practices to explain the strategic HRM-performance link, organizational communication is studied as a key HRM process and an alternative perspective explains the factors influencing communication implementation and subsequently internal HRM system consistency. The paper aims to discuss these issues. Design/methodology/approach HR decision makers’ human capital is examined as a determinant of communication implementation by applying the partial least squares approach to a sample of 120 Spanish HR managers. Findings The results confirm the relevance of HR decision makers’ cognitive skills, showing that communication of HRM strategy does not appear to require a particular cognitive approach but rather a balance of creative and rational skills. Additionally, the findings suggest that appropriate communication implementation improves the internal consistency of the HRM system by creating coherent HR messages about the implemented practices. Originality/value This study presents three main contributions: analyzing conditions that promote more appropriate communication implementation; providing a process perspective instead of the traditional content focus to explain HRM, and deepening the ways in which communication affects the internal consistency of the HRM system.

Human Resources Diversity Management As a Factor of Company Competitive Ability

2019 ◽  
Vol 8 (4) ◽  
pp. 66-73 ◽  
Author(s):  
Н. Нагибина ◽  
N. Nagibina ◽  
В. Могильникова ◽  
V. Mogil'nikova
Keyword(s):  
Human Resources ◽  
Business Performance ◽  
Competitive Ability ◽  
Business Models ◽  
Human Resources Management ◽  
Diversity Management ◽  
Resources Management ◽  
The Future ◽  
Hr Managers ◽  
Form Development

Modern globalization makes companies follow world trends and form development strategies for 5–10 years on the basis of analysis of the future changes. One of the crucial factors of competitive ability is its innovation in products and services, their characteristics; business-models and systems of resources management. To provide successful future, the company management actively works on such HR aspects as strategies of formation, involvement, holding of the key resource — company employees potential. Human resources diversity management is a growing trend in most international companies: the main source of innovation ideas is their employees who have various styles of thinking. These are the employees who have wishes, needs, interests, personal opinions and above all ideas which can be used by a company in the future. Staff diversity allows it to look diff erently, at diff erent angles and through diff erent eyes at many things and situations. Their diversity gives numerous ideas which develop and transform companies. The review of the approaches and characteristic of human resources diversity is presented here. Benchmarking of HR diversity management projects includes description of solved tasks and carried out projects, changes of human resources management and business performance indices. The research has been carried out in term of the “Innovation Approaches to Human Resources Management: Analysis of Successful Practices” project. The project period is from December 2018 till March 2019. As this problem is not widely presented in open sources, the materials will be interesting and useful for HR-managers in various economy sectors who work both in Russia and abroad and aim at long-term business development.

Examining the interrelatedness among human resources management practices, entrepreneurial traits and corporate entrepreneurship in emerging markets: an evidence from Egypt

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gamal Mohamed Shehata ◽  
Mohammed Abdel-Hakim Montash ◽  
Mohamed Raafat Areda
Keyword(s):  
Human Resources ◽  
Emerging Markets ◽  
Financial Institutions ◽  
Emerging Economies ◽  
Human Resources Management ◽  
Corporate Entrepreneurship ◽  
Content Type ◽  
Resources Management ◽  
Hrm Practices ◽  
Hr Managers

Purpose The main purpose of this paper is to investigate the relationships among a set of human resources management (HRM) practices, entrepreneurial traits (ET) and corporate entrepreneurship (CE) in an emerging market such as the Egyptian one. Design/methodology/approach This research is explanatory in nature where it explains the causal relationships between the variables. Data was collected from 230 human resources (HR) managers and professional serving in top Egyptian financial institutions. Data was analyzed using structural equation modeling with relevant goodness-of-fit statistics. Findings The results of this study indicate that HRM practices have significant impact on the development of ET of personnel currently operating in the Egyptian financial institutions. Besides, the results confirm the effect of HRM practices on ET, which in turn have significant impact on CE. Practical implications This research provides an appropriate direction for HR managers on how to best design HR programs directed toward the development of strong CE orientation. It also highlights the core ET needed to enhance CE in emerging economies. The validated hypothetical relationships of this model serve as the baseline for those managers to plan, execute and measure the consequences of those HRM programs. Originality/value Although HRM is widely considered as a critical driving force for CE, there is a remarkable scarcity of empirical research examining the role of ET. The conceptual model tested in this research typically deepens both HRM scholars and managers’ understanding of how they can best connect HRM practices to ET and CE in emerging economies. The findings of this study open the door for a new venue of research in the HRM area of study, particularly in emerging markets that search for a fast-growing rate of economic prosperity. The findings of this study lend support for HRM as an antecedent to CE rather than vice versa.

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