scholarly journals External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges

2019 ◽  
Vol 11 (2) ◽  
pp. 345 ◽  
Author(s):  
Katarína Stachová ◽  
Ján Papula ◽  
Zdenko Stacho ◽  
Lucia Kohnová
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personal Development ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Management Approach ◽  
Employee Education ◽  
Significant Difference ◽  
Education And Development

The new challenges that will currently affect the existence and sustainability of businesses stem from the dramatic changes that come from the fourth industrial revolution. Based on the concept of intellectual capital management as a resource-based strategic management approach, which leads to the management of structural, human, and relational capital, sustainable human resource management underlines the involvement of partnerships and external relations in learning and personal development processes. Industry 4.0 expects major changes in human resource management and processes such as education. Organizations will benefit from the new knowledge in the near future that will need to be brought into the internal environment of the organization constantly. However, this will require cooperation with the external environment, and the resulting new education opportunities built on cooperation with external partners, organizations, and educational institutions. Innovations as essential factors in adapting to major changes in the environment will be key in all organizational processes, including educational. This paper focuses on comparing highly innovative countries and less innovative countries in Central Europe, analyzing 1482 businesses by looking at differences in attitude towards employee education and individual forms of employee education. The main statistically significant difference is in the strategic approach to employee education and development and the set-up between innovative countries and moderate innovators.

Like a Cog in a Machine

2021 ◽  
pp. 1-20
Author(s):  
Ali B. Mahmoud
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Ethical Concerns ◽  
Fourth Industrial Revolution

Similar to its sisters, the Fourth Industrial Revolution (Industry 4.0) has sparked varying sentiments and views regarding the ethicality and effectiveness of employing artificial intelligence (AI) tools in human resource management (HRM) in a way that triggers the need for a synthesis of current published work on the different views in that respect. This chapter presents an attempt to engage the different cogs with each other so the millstone will go around, and an updated understanding of AI-powered HRM from different angles is provided. This work reviews the main concepts revolving around AI and Industry 4.0. Also, it offers an up-to-date investigation of AI uses in HRM (e.g., People Analytics) and what risks or ethical concerns are being argued in contemporary discourse.

scholarly journals Adaptation of the human resource management system of a large company to the new technological conditions of the industrial revolution «Industry 4.0»

2020 ◽  
pp. 165-173
Author(s):  
Sergey A. Shirokovskikh ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management System ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Human Resource Management System ◽  
Large Company ◽  
Resource Management System

В статье исследуются аспекты функционирования систем управления человеческими ресурсами крупных промышленных предприятий в условиях цифровизации. Целью статьи выступает комплексное рассмотрение актуальных проблем адаптации системы управления человеческими ресурсами крупной компании к новым технологическим условиям промышленной революции «Industry 4.0». Результаты исследования. В статье раскрыты трансформационные аспекты производства и управления в новом технологическом укладе, идентифицировано влияние цифровизации на предприятиях «Industry 4.0» на преобразование корпоративного HR-менеджмента. На основании наблюдений, анализа внутренней управленческой отчетности, а также интервью с руководителями, проанализирован опыт 20 российских промышленных предприятий по переводу производства (цехов, площадок) на концепцию «Industry 4.0», по результатам анализа обозначены контуры обновленной системы управления человеческими ресурсами на крупнейших предприятиях промышленности, переходящих на концепцию «Industry 4.0». Выводы. Цифровизация крупных промышленных предприятий оказывает двойственное влияние на систему управления человеческими ресурсами, в известной степени способствуя ее более профессиональному функционированию, но, между тем, актуализируя существующие и формируя новые HR-риски. К реализации предлагаются рекомендации по адаптации систем управления человеческими ресурсами крупных промышленных предприятий к условиям «Industry 4.0».

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.

scholarly journals The Impact of Human Resources Management Practice amidst COVID-19

2020 ◽  
Vol 1 (1) ◽  
pp. 1-3
Author(s):  
Froilan D. Mobo
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Task Force ◽  
Human Resources Management ◽  
Management Approach ◽  
Resources Management ◽  
The Impact

The Novel Corona Virus COVID-19 made a huge impact in most private and government institutions with regards to their Human Resource Management Practices, especially in terms of how employees will work during the time of the pandemic. As per the InterAgency Task Force on COVID-19 Philippines there is a need to observe Social Distance and proper quarantine protocol to avoid from the infections of the widespread virus. The Civil Service Commission Philippines and the other government agencies release a memorandum on the operational process of manpower during the pandemic situations. As a result of their discussion they have come-up with a new approach with regards to operational procedures on Human Resources. Most of the Human Resource Management Officer arranged a Work From Home Scheme while others on a 50% capacity of manpower to report for work depending on the quarantine protocol set by regions or provinces. New Best Practices will be applied in the coming New Normal in terms of Human Resources Management Approach.

Industrie 4.0: Mitarbeiterqualifizierung in KMU/Digitization and qualification of the staff in SME

2017 ◽  
Vol 107 (03) ◽  
pp. 134-140
Author(s):  
J. Abel ◽  
P. S. Wagner
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industrial Revolution ◽  
Industrie 4.0 ◽  
Fourth Industrial Revolution ◽  
Kleine Und Mittlere Unternehmen ◽  
Employees Satisfaction

Industrie 4.0 wird in den Unternehmen viele Tätigkeiten verändern: Neue Qualifikations- und Kompetenzanforderungen werden die Folge sein. Insbesondere kleine und mittlere Unternehmen (KMU) sind vielfach auf diese Herausforderungen nicht gut vorbereitet. Plädiert wird daher für ein doppeltes Umdenken: zum einen für eine Professionalisierung der betrieblichen Personalentwicklung und zum anderen für eine Aufgeschlossenheit gegenüber neuen Lernformen, mit denen sich manche betrieblichen Barrieren überwinden lassen.   The so-called fourth industrial revolution is about to change labour conditions in many ways: SME are especially unprepared for this development. We point out two aspects: The relevance of professionalised human resource management and openness to new forms and techniques of learnings. Thus organisational barriers to employees satisfaction can be overcome.

The Evolution of Management Theories: A Literature Review

2014 ◽  
Vol 3 (1) ◽  
pp. 28-40 ◽  
Author(s):  
Angus C. F. Kwok
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Cultural Awareness ◽  
Industrial Revolution ◽  
Behavioural Science ◽  
Rapid Economic Growth ◽  
National Human ◽  
The 1960S ◽  
Management Theories

Abstract This paper provides an overview of the evolution of management theories with an emphasis on human resource management (HRM). It examines the early philosophical viewpoints which laid the foundation for the development of management theories. It traces the evolution of management theories from the pre-industrial revolution through the two world wars to the era of rapid economic growth of the 1960s to the 1980s. In recent years, management theories had become more multi-faceted where emphasis has shifted from behavioural science to organisational structures and quality assurance. With rapid globalisation and increasing importance of cultural awareness, the paper concludes that more research will be needed in the area of cross-cultural and multi-national human resource management.

Sign in / Sign up

Export Citation Format

Share Document