Human resource management � Succession planning metrics cluster

2021 ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Succession Planning ◽  
Management Succession

scholarly journals New Professionals on tap? The human resource challenges in developing a new generation of municipal and local government managers in Nova Scotia

2010 ◽  
pp. 126-144 ◽  
Author(s):  
Andrew Molloy ◽  
David Johnson
Keyword(s):  
Nova Scotia ◽  
Human Resource Management ◽  
Human Resource ◽  
Succession Planning ◽  
Municipal Government ◽  
New Professionals ◽  
Management Succession ◽  
Municipal Administrators ◽  
New Generation ◽  
Intergenerational Issues

Canadian governments are facing significant human resource management challenges due to pending retirements, projected labour market shortages and the workplace expectations of New Professionals. This paper explores human resource recruitment planning initiatives, which have been undertaken by Nova Scotia municipalities, in order to attract and retain a new generation of municipal government managers. We will argue, in line with a recent Association of Municipal Administrators (AMA) of Nova Scotia municipal report that Nova Scotia municipalities must take intergenerational issues into account, for management succession planning to be successful. Our exploration of municipal succession planning will take place in the context of a larger study, which we have done on “New Professional” recruitment, retention and development initiatives in Canada

Developing The Next Generation Of Clinical Laboratory Scientist Supervisors: A Study Of Supervisory Competencies In Clinical Laboratory

2020 ◽  
Vol 154 (Supplement_1) ◽  
pp. S120-S120
Author(s):  
V D Kummerfeldt
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Succession Planning ◽  
Clinical Laboratory ◽  
Management Strategies ◽  
Next Generation ◽  
Leadership Programs ◽  
Management Competency ◽  
Laboratory Scientist

Abstract Introduction/Objective Developing the next generation of clinical laboratory scientist (CLS) supervisors who are competent and comprehensively prepared to meet the industry’s healthcare demands can be challenging. When a CLS is promoted to a supervisory position and then found to be incompetent due to the lack of experience, skills, knowledge and/or abilities. To identify the root cause of this phenomena a comprehensive review of the literature explored management competency theories and concepts (Katz’s three-skills approach, the Peter principle, Sandwith’s competency domain model, and National Center for Healthcare Leadership’s health leadership competency model). The management competency theories provided the foundational theoretical framework for this study. Methods Quantitative and qualitative data was used to address the research questions. A modified Tipton’s instrument/survey was used. The survey used demographic, open-ended, and Likert-type questions. Results This study had a total of 247 participants, who self-identified as CLS supervisor or manager, and completed an online survey. The results showed an increased competency level due to experience, continuous learning, mentors, formal education, leadership programs and delegation of tasks. The majority of the participants did not feel that the College of American Pathologists regulatory standard of a general CLS supervisor was sufficient to produce a competent CLS supervisor. Training and education was recommended to help transition CLS practitioner into the role of CLS supervisor. Other recommendations include mentors, succession planning, career ladder/leadership programs, experience, and support. Conclusion In order to develop the next generation of CLS supervisors, who are comprehensively prepared to meet the industry’s healthcare demands, healthcare organizations are going to need to employ evidence-based human resource management strategies. Human resource management strategies, such as training and development programs, leadership programs, mentor programs, and succession planning, should include administrative and interpersonal domain knowledge, skills, abilities and experience

scholarly journals Social School of Human Resource Management: Succession and Synthesis of Ideas

2020 ◽  
Author(s):  
Elena Igorevna Ivanova ◽  
Valerii Anatolevich Poliakov
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
External Environment ◽  
Scientific Management ◽  
Staff Performance ◽  
Theoretical Approaches ◽  
Management Succession ◽  
High Uncertainty

Functioning of the organization in conditions of high uncertainty of the external environment increases the requirements for the creative and search nature of the Manager's activities. The article examines the current social schools of human resource management, from the classical school to the empirical school of scientific management, from formal organizational concepts to sociological models of interaction between generations in the process of activity. Synthesis of various theoretical approaches, its application in practice, allows managers to adapt to new conditions of life, improve the efficiency of management and staff performance.

Review of International Human Resource Management.

1996 ◽  
Vol 41 (7) ◽  
pp. 738-738
Author(s):  
Terri Gullickson
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
International Human Resource Management ◽  
International Human

Benchmarking: A human resource management tool for knowledge management implementation

2011 ◽  
Author(s):  
Loganathan Narayansamy Govender ◽  
Sadhasivan Perumal
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Tool
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