scholarly journals ROBOTIZATION IN MODERN CONDITIONS OF HUMAN RESOURCE MANAGEMENT

2020 ◽  
Vol 8 (2) ◽  
pp. 90-94
Author(s):  
S. Kuznecov ◽  
M. Kaschenko
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Large Scale ◽  
New Technologies ◽  
Control Practice ◽  
Economic Entity ◽  
Black Boxes ◽  
Business Entities ◽  
High Level

The study of the implementation of robotization in modern conditions of human resource management is becoming more and more relevant in our rapidly developing world. There are numerous discussions on the digitalization of the economy and humanity, large-scale and local trends in the use of advanced technologies and IT solutions by business entities are considered. The field of application of robots is rapidly expanding, and their actions are hidden for users, and in this sense HR-bots are "black boxes". Proceeding from this, scientists are faced with the task of thoroughly analyzing the structure, functions, etiquette and actions of robots on the efficiency of an economic entity. Researchers around the world are focusing on the transition to a human resource management model based on IT developments, opening up the ability to use big data for HR analysts. As for Russia, we can clearly see that new technologies are being introduced very progressively and the involvement of staff in the automation process within the organization is at a high level, but if we look much deeper, we will notice that in Russia automation is more focused on a separate business process rather than replacing the human unit with a robot. The purpose of this article is to study the development of robotization in modern conditions of human resource management, as well as to study the problems faced by business entities in connection with the implementation of robots in control practice.

scholarly journals MODERN TRENDS IN HUMAN RESOURCE MANAGEMENT

2020 ◽  
Vol 8 (2) ◽  
pp. 84-90
Author(s):  
S. Kuznecov ◽  
V. Zayceva
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industrial Relations ◽  
Enterprise Management ◽  
Main Role ◽  
Economic Entity ◽  
Skilled Personnel ◽  
High Level ◽  
The Impact

Human resource management is one of the most important areas of enterprise management. If an organization wants to survive in a highly competitive environment, it must improve, develop this area, introduce modern, effective, progressive methods of personnel management. Qualified, purposeful, knowledgeable and skilled personnel is the key to the success of any company. The relevance of the topic of the article is due to the recognition of the main role of man in the system of industrial relations. For the enterprise to achieve its high goals, it is necessary to create conditions for reproduction, development, use of human resources, taking into account the interests of each person. Following modern trends in human resource management is an important step in the activities of any business entity. Competent human resource management affects economic performance, product quality and, most importantly, helps to maintain a high level in the competition. With competent management, a high level of job satisfaction and commitment to the common goals of employees is maintained, a positive dynamics of financial indicators is shown, which indicates a close dependence of the profitability and efficiency of an economic entity on effective HR management. In this paper, we will consider current trends in human resource management, the impact of improvements on the activities of the organization.

scholarly journals Sensitive Men and Hardy Women: How Do Millennials, Xennials and Gen X Manage to Work from Home?

2021 ◽  
Vol 7 (2) ◽  
pp. 106
Author(s):  
Agota Giedrė Raišienė ◽  
Violeta Rapuano ◽  
Kristina Varkulevičiūtė
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Older Workers ◽  
Open Innovation ◽  
New Technologies ◽  
Practical Implication ◽  
Management Strategies ◽  
Employee Motivation ◽  
Work From Home

Despite the huge number of studies on telework in 2020, the influence of socio-demographic characteristics of workers on their attitudes towards telework continues to raise questions. Researchers agree on some aspects, such as younger individuals being better at absorbing new technologies. However, given that not only those who wanted to but also those who were obliged to switched to teleworking, it appears that younger people may not be as effective at working remotely as previously thought. The relevance of our study is based on the contradictory findings of research conducted during the pandemic. With this article, we contribute to the accumulation of knowledge about the change that takes place in telework. The paper aims to examine the relationship between socio-demographic indicators and the evaluation of telework. Our study confirms that the gender and age of employees are important factors in an employee’s attitude to telecommuting. Mostly, the attitudes vary in terms of gender. At least in the case of Lithuania where the research was conducted, Millennial men, unlike other generations and significantly more than Millennial women, see personal career development problems working remotely. Meanwhile, older generations do not declare greater dissatisfaction working remotely, although they do not express much favour for this approach. The results of the study indicate that in the circumstances created by the pandemic, organizations should update their human resource management strategies to achieve employee work efficiency and maintain employee motivation. The practical implication of our study in terms of open innovation is that in the future, the development of virtual working relationships will need to focus not on the technological training of older workers but on the specific provision of feedback to younger workers. In this regard, our insights may be useful for leaders in human resource management and open innovation teams.

The Role of Human Resource Management in Agriculture Sector Enterprises

2020 ◽  
pp. 378-400
Author(s):  
Nemanja Berber ◽  
Agneš Slavić
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
World Wide ◽  
New Technologies ◽  
Human Resources Management ◽  
Practical Implementation ◽  
Agriculture Sector

Agribusiness firms are faced with several challenges like globalization, internationalization of business, the introduction of new technologies, especially the digitalization process, higher competitiveness of foreign agribusiness firms, etc. One of the very important challenges is the effective management of human capital. Although it is one of the most important management activities in each firm, human resource management (HRM) in the agribusiness sector is still unexplored in terms of scientific research and practical implementation. This chapter explores the nature and specifics of human resources management in agribusiness enterprises, and presents the practice of the basic and most important HRM activities in agribusiness firms in Serbia, on the example of 12 organizations that were investigated. The methodology used in the research is based on a theoretical investigation of available literature and data from worldwide databases but also from Cranet project, one of the largest and well-known, world-wide HRM projects.

scholarly journals Problems with Modernizing Human Resources in The Lithuanian Service Sector

2019 ◽  
Vol 11 (4) ◽  
pp. 146-157
Author(s):  
Aleksandras Bortnikas
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Service Sector ◽  
Level Of Service ◽  
Culture Model ◽  
High Level

Abstract Objective: Problems in modernizing human resources of Lithuania’s service sector are discussed in the article. The objective of the article is to reveal the issues of human resources modernization, identify the trends and measures for human resources’ modernization in the service sector of Lithuania. The process of human resource management is understood as a continuous procedure where the main activities are planning, recruitment, selection, socialization, training and improvement, assessment of activity, promotion, displacement, downgrading or dismissal. The essential trends and measures for modernizing management of human resources is strategic management of human resources, growth of employee competencies and development of electronic human resources. Noteworthy to mention that in the modern world, when striving for competitive advantage, it is important to follow the guidelines of strategic management of human resources. The significance of information technologies cannot be forgotten, because the instalment of these technologies helps to coordinate innovations in science, originality and practical experience, all of which is oriented towards creation of new services and products for the society. Methodology: The research methods are based on the insights of the researchers using the analysis of scientific literature and synthesis methods. The study analyzes issues related to the modernization of human resources management in the Lithuanian service sector. Findings: Summarizing the study results, aspects of a modern organizational culture can be distinguished: promotion of friendly communication among employees (this allows solving problems in the organization among employees without the need for the employer to interrupt); constructive conflict solving with the help of a mediator; an employee who is valued in the organization becomes initiative, able to independently make decisions, is more involved in achieving goals of the organization; organizational culture is being modernized by promoting employee creativeness, or through pleasant and beneficial tasks; a manager in a modern organization is distinguished by a democratic leading style, is not a sole controller – decisions are made with the involvement of the entire team; it is modern to seek for a high level of service provision (not to be only profit-oriented). Value Added: Based on the results of the research, a way of modernizing human resource management in Lithuanian catering establishments was suggested in order to maintain high level of services provided by modern motivation methods and other elements of the organizational culture model. Recommendations: Summarizing the results of the research it is possible to distinguish aspects of modern organization culture, which showed that modernization of human resource management in Lithuanian catering establishments includes ensuring of microclimate in the organization; healthy workplace emotional and physical well-being; employee socialization; motivation of employees and encouragement to seek a high level of service in modern ways of motivation and other elements of the organizational culture model that are recommended to be emphasized in the organization.

Between Individuals and Teams

2011 ◽  
pp. 117-134
Author(s):  
Pat Finnegan ◽  
John Murray
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Software Quality ◽  
Management Practices ◽  
Depth Data ◽  
Human Resource Management Practices ◽  
Software Engineers ◽  
High Level

As the software engineering field has developed, much attention has focused on improving the associated technology and processes. Comparatively little thought has been given to the issue of human resource management. Some see it as central to productivity and software quality. However, little empirical research has explored the required nature of such management. This paper examines human resource management practices in the software industry in Ireland: An economy that is heavily dependent on the software sector, with a high level of foreign multinational investment. A survey of the 100 largest software organisations reveals the nature of human resource practices, and the relative unimportance attached to the management of human resources. Two of the organisations studied are selected as examples of preferred and poor practice, and more in-depth data was gathered from these companies. The authors consider that this comparative analysis reveals a difference that is central to the design of human resource strategies in the software sector: One company managed software engineers as individuals within groups, while the other focused on the management of teams.

Innovation and firm performance: the role of human resource management practices

2015 ◽  
Vol 3 (1) ◽  
pp. 64-80 ◽  
Author(s):  
Mirta Diaz-Fernandez ◽  
Mar Bornay-Barrachina ◽  
Alvaro Lopez-Cabrales
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
New Technologies ◽  
Full Time ◽  
Temporary Workers ◽  
Content Type ◽  
Hrm Practices

Purpose – The purpose of this paper is to study the relationship between human resource (HR) practices and innovative performance in the Spanish industry. Specifically, the authors will focus on innovativeness, analysing the extent to which this capability is favoured by some human resource management (HRM) practices as investments on training and whether it is also affected by the use of full time and/or temporary workers. Design/methodology/approach – The authors propose the assessment of these relationships by means of the Spanish Survey of Industrial Strategic Behaviour. The authors focus the longitudinal analysis on the period 2001-2008, years of the highest economic growth in Spain during the last decades. Findings – The findings show that the most innovative firms are also the most competitive ones in terms of added value. Moreover, while a significant and positive relationship between the use of full-time workers and innovativeness is demonstrated, the role of temporary workers employees remains unclear. Finally, and surprisingly, training investments on new technologies, languages and data processes do not have any impact on innovativeness. The paper is closed with a discussion about some lessons the authors may learn from these wealthy years and the role played by HRM investments on firms. Practical implications – This study demonstrates the existence of two objectives that managers should seek to achieve. On one side, they should focus on innovation as a way of increasing firm performance. And, on the other side, managers should invest on specific training, in order to develop more innovative and profitable organizations. Originality/value – This paper proposes and tests a model where innovation mediates the relationships between HRM practices and performance. Such mediation would be a contribution to the strategic HRM field as very recent research call for the study of new mediators. Also, this paper employs panel data (2001-2008) for assessing these relationships. This is worthy because it is coherent with the idea of internal development of capabilities, instead of cross-sectional analyses and because the authors may infer causality with the study design, as it is demanded by researchers.

Differences in Approach to Building a Professional Career among Representatives of Generations BB, X, and Y

2020 ◽  
Vol 133 (2) ◽  
pp. 9-25
Author(s):  
Alicja Smolbik–Jęczmień
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Online Survey ◽  
New Technologies ◽  
Survey Method ◽  
Survey Questionnaire ◽  
Professional Career ◽  
The Subject ◽  
The University

The article looks at the issue of different approaches to building a professional career among selected representatives of the Baby Boomer, X, and Y generations who graduated from the University of Economics in Wroclaw. Based on the study of literature that is available on the subject as well as empirical research, an attempt was made to identify basic expectations and attitudes towards work as exhibited by the examined graduates and to present recommendations for human resource management practitioners. The research was conducted in 2017 using the diagnostic survey method with an online survey questionnaire that was made available at the University of Economics. The results of the study indicate that there exist identifiable differences in approach to building a professional career that depend on generation association. Moreover, building what is known as cross–generational solidarity should be pursued in teams diversified in terms of age. This should be done with reference to various areas of the professional career—something respondents felt was missing. Representatives of the older generations, who hold valuable knowledge as well as experience and worldly wisdom, should act as mentors for younger coworkers. And vice versa, younger generations might assist their older colleagues in filling their competence gap in new technologies.

scholarly journals Increase of productivity in small and medium-sized enterprises in Thailand

2020 ◽  
Vol 164 ◽  
pp. 10001
Author(s):  
Pisit Potjanajaruwit
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
Productivity Increase ◽  
Multiple Correlation Analysis ◽  
High Level ◽  
Medium Enterprises ◽  
The Impact ◽  
One Way Anova

The purpose of this research was to study the association of human resource management and the increase of productivity of small and medium-sized enterprises in Thailand. The study was conducted in the sample group which included owners of 269 small and medium-sized enterprises in Thailand using questionnaires. The statistics used in the research were frequency, percentage, mean, standard deviation, One-way ANOVA, multiple correlation analysis, and multiple regression analysis. The research revealed that the association between human resource management and productivity increase of small and medium enterprises in Thailand was found at a relatively high level. When testing the impact of human resource management on productivity, it was found that human resource management in the areas of recruitment, rewarding, and the protection and maintenance of human resources have an impact on productivity increase of small and medium-sized enterprises in Thailand.

Moderators of the Motivational Effects of Performance Management: A Comprehensive Exploration Based on Expectancy Theory

2018 ◽  
Vol 48 (1) ◽  
pp. 27-55 ◽  
Author(s):  
Hyung-Woo Lee
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Job Autonomy ◽  
Moderating Effects ◽  
Motivational Effect ◽  
Moderating Factors ◽  
Organizational Resource ◽  
High Level

This study explores the moderating factors determining the motivational effect of performance-based human resource management. The analysis of the data from the 2010 Merit Principle Survey (MPS) reveals that the motivational effect of performance-based human resource management was weaker for those who have (a) a strong public service motivation, (b) a low self-efficacy, (c) enjoyed a high level of job autonomy, and (d) had enough resources necessary to get the job done. The directions of the first two moderating effects were consistent with common beliefs. However, those of job autonomy effect and of organizational resource effect were incompatible with the popular beliefs that autonomy and resources are necessary conditions for successful performance management. These unexpected results shed some lights on the political dynamics around performance management, indicating that those who have enjoyed a considerable discretion are more likely to perceive the practice of performance management as a threat to their autonomy and that those who have had sufficient organizational resources may fear for future change in resource allocation as a result of regular performance re-appraisal.

scholarly journals Human resources - the Main Driving Force of the Organizationv

Economics ◽  
2021 ◽  
Vol 104 (3-5) ◽  
pp. 184-191
Author(s):  
Manana Samadashvili Manana Samadashvili ◽  
Ekaterine Gobejishvili Ekaterine Gobejishvili
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Digital Technology ◽  
Work Experience ◽  
New Technologies ◽  
Work Processes ◽  
Strategic Approach

In order to gain a competitive advantage in the business process, human resource management is a strategic approach to the organization or its staff. The importance of human resource management has undergone significant changes from administrative operations to more comprehensive functions. Human resource functions exist and will exist in any type of organizations and companies as long as there is work in them. The transformation of new technologies for any professional field creates new needs and specialized functions for the use of human resources. The methods used as a result of the introduction of new technologies in today's competitive environment allow to simplify work processes. It is interesting to use such new resources as: machine learning, big data and more. Digital technology requires changing work styles and procedures. Competitive professionals need to contribute to improving people’s work experience. Human resource management helps to achieve goals and objectives successfully. Only such a system maintains a motivated co-worker. The development of artificial intelligence is far from perfect, there are many problems and only with the help of humans it is possible to overcome them. Thus it is necessary to hire modern staff and train them in terms of mastering and using digital technology. Technology is transforming our lives. Key words: Human Resource Management, Digital HR, Artificial Intelligence, Benefits of Digital HR.

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