scholarly journals Human Resource Management in Industrial Revolution 4.O

2021 ◽  
Vol 5 (I) ◽  
pp. 564-580
Author(s):  
Maryam Rafique
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industrial Revolution

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.

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.

scholarly journals Webinar Socialization of Presidential Regulations Related to Digital Transformation and Strengthening Economic Foundations in Digitalization Era

2021 ◽  
Vol 1 (1) ◽  
pp. 22-25
Author(s):  
Muammar Khaddafi ◽  
Mohd. Heikal ◽  
Falahuddin F ◽  
Ichsan Ichsan ◽  
Fuadi F ◽  
...  
Keyword(s):  
Resource Management ◽  
Consumer Behavior ◽  
Human Resource Management ◽  
Human Resource ◽  
Industrial Revolution ◽  
Doctoral Program ◽  
Digital Transformation ◽  
Human Power ◽  
Economic Foundation ◽  
The University

The Industrial Revolution is indeed familiar, Indonesia has known that the 4.0 industrial revolution has existed since 2011 but has been implemented by the Indonesian government since 2019. Currently, Indonesia in terms of its economy often associates it with the Industrial Revolution. The Industrial Revolution is a change that occurs rapidly in the implementation of the production process or the way of making or increasing the use value of an item that originally used human power (traditional) to use machine tools (modern). The purpose of this community service is to help the community in implementing, being able to implement digitalization in everyday life and being able to develop it. People really need to know how important technology is in today's era. This activity is designed for 1 day starting with the socialization of presidential regulations on digital transformation, how to strengthen the economic foundation in the digitalization era and consumer behavior towards the digitalization era. The preparation for the socialization which was held through this webinar was preceded by coordination and communication with the Governor of the Riau Islands, the leadership of Bank Indonesia and the Head of the Doctoral Program in Human Resource Management at the University of Batam. The results of this activity are in line with what is expected, namely the activities carried out can help the community in preparing themselves and developing themselves in order to compete in the era of digitalization transformation. how to strengthen the economic foundation in the digitalization era and consumer behavior towards the digitalization era. The preparation for the socialization which was held through this webinar was preceded by coordination and communication with the Governor of the Riau Islands, the leadership of Bank Indonesia and the Head of the Doctoral Program in Human Resource Management at the University of Batam. The results of this activity are in line with what is expected, namely the activities carried out can help the community in preparing themselves and developing themselves in order to compete in the era of digitalization transformation. how to strengthen the economic foundation in the digitalization era and consumer behavior towards the digitalization era. The preparation for the socialization which was held through this webinar was preceded by coordination and communication with the Governor of the Riau Islands, the leadership of Bank Indonesia and the Head of the Doctoral Program in Human Resource Management at the University of Batam. The results of this activity are in line with what is expected, namely the activities carried out can help the community in preparing themselves and developing themselves in order to compete in the era of digitalization transformation.

scholarly journals The future and the role of human resource management in South Africa during the Fourth Industrial Revolution

2021 ◽  
Vol 19 ◽  
Author(s):  
Cecilia M. Schultz
Keyword(s):  
South Africa ◽  
Resource Management ◽  
Human Resource Management ◽  
South African ◽  
Human Resource ◽  
Industrial Revolution ◽  
Data Driven ◽  
Fourth Industrial Revolution ◽  
The Future

Orientation: The world of work is evolving at an alarming rate, and human resource (HR) practitioners need to familiarise themselves with the future of human resource management (HRM) in order to add value to their organisations.Research purpose: This article presents South African HR practitioners’ views about the future and the role of HRM in the Fourth Industrial Revolution (4IR) from a qualitative perspective.Motivation for the study: Human resource practitioners play a central role in the 4IR, but theories on how their role is enacted remain insufficient.Research approach/design and method: A qualitative survey design was used to study the views of 105 HR practitioners affiliated with the South African Board of People Practices. Three open-ended questions were sent to participants by means of a SurveyMonkey link. Deductive and inductive coding were used to thematically analyse the data.Main findings: The following themes were identified: technology-driven, data-driven, ethically driven, change driven, business-driven, human–machine collaboration and presilience.Practical/managerial implications: South African HR practitioners should be prepared for the future world of work. If these HR practitioners are not technology-driven, data-driven, ethically driven, change driven, business-driven, human–machine collaboration and presilient, they may have difficulty to add value to the organisation in the 4IR.Contribution/value-add: This study extends the body of knowledge about the future world of work and the role of HRM in South Africa by founding that HR practitioners must have presilience and respect ubuntu. The study also extends contemporary scholarship by using an open-ended qualitative review design to investigate the future of HRM in South Africa during the 4IR.

scholarly journals Conceptions of Human Resource Management and Training in SMEs of Eastern Macedonia and Thrace

2020 ◽  
Vol 11 (4) ◽  
pp. 21
Author(s):  
Charis Vlados ◽  
Dimos Chatzinikolaou ◽  
Theodore Koutroukis ◽  
Angelika Kokkinaki ◽  
Ioanna Tsarpa
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industrial Revolution ◽  
Local Development ◽  
Field Research ◽  
Retail Sector ◽  
Business Training ◽  
Economic Profile ◽  
Knowledge Intensive

Human resource management and continuing training are prerequisites for business innovation, especially when the fourth industrial revolution causes the rapid emergence of knowledge-intensive professions and the constraint of older ones. This article examines how human resources, in-business training, and educational needs are significant parts of entrepreneurial innovation and business development. We present field research that we conducted in the business ecosystem of Eastern Macedonia and Thrace, which is a less competitive region of Greece and Europe. After examining the region’s economic profile, we continue with field research results in its retail sector. Our findings suggest that these businesses desire and search for more systematic actions towards training enhancement and human resource management upgrading. Thus, we propose a policy mechanism that could function as a “business clinic” for the region, including the diagnosis of needs and “therapeutic” intervention in terms of education and knowledge. This local development policy could create a growth spiral for the entire socio-economic spatialized system.

scholarly journals THE IMPACT OF DIGITALIZATION ON HUMAN RESOURCE MANAGEMENT PRACTICES IN THE AUTOMOTIVE MANUFACTURING INDUSTRY

2021 ◽  
Vol 56 (5) ◽  
pp. 524-537
Author(s):  
Neeta Jayabalan ◽  
Zafir Khan Mohamed Makhbul ◽  
Sudhashini Nair Senggaravellu ◽  
Muthaloo Subramaniam ◽  
Nurliana Adliah Binti Ramly
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Industrial Revolution ◽  
Core Competencies ◽  
Automotive Manufacturing ◽  
Hrm Practices ◽  
The Impact

The advancement of digital technologies such as electronic devices, information systems, mobile or internet technologies, etc., which is presently known as the Fourth Industrial Revolution, generates real opportunities for organizations to focus their activities on core competencies and achievable goals. It was inevitable for human resource management (HRM) to adopt such an advancement that drastically influenced businesses’ work and management. Digital technology has caused the total re-evaluation and improvement of the procedures and systems concerning different capacities throughout businesses, and the HR role is not an exception. Therefore, this study aims to investigate the impact of digitalization technologies on HRM practices in the automotive manufacturing industry in Malaysia. Recruitment and selection, training and development, and performance appraisal and compensation are the main HRM practices identified as independent variables. A total of 203 respondents were selected for an online survey among employees in the automotive manufacturing industry in Pekan, Pahang. The results show a significant relationship between digitalization technologies and all human resource practices addressed in this study except compensation where the data was obtained and examined using IBM SPSS (Version 27) statistical software. The findings of the study revealed that HRM practices have a significant association with digitalization technologies and, occasionally, with the current and future needs of industrial revolution in manufacturing the industry; further studies can widen their scope to other industries in making Malaysia a developed nation holistically from political and socio-economic perspectives.

scholarly journals Global Human Resources

Management ◽  
2013 ◽  
Author(s):  
Dennis R. Briscoe
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Industrial Revolution ◽  
Early Years ◽  
Business Organizations ◽  
Line Managers ◽  
Early 21St Century ◽  
Management Functions

Most of the management functions that are referred to as “human resource management” in the early 21st century have been around in various forms since the beginning of the Industrial Revolution. In the early years, as business organizations grew in size and importance, the first of these functions—such as payroll, safety, company stores, and hiring—were performed independently by line managers without being “collected” within a separate managerial function. As they began to be organized under a common theme, they were originally referred to as “personnel management,” a term that is still used in some countries and by some companies. Then as personnel management increased in scope and as the business and organizational environment placed greater emphasis on the components of personnel management, the function came to be referred to as “human resource management” (HRM). (Most standard HRM texts contain some history and background of the development of HRM.)

scholarly journals Navigating the next Industrial revolution: Future Work Force analysis based on Western Australian narrative

2019 ◽  
Vol 2 (2) ◽  
pp. 88-100
Author(s):  
Pasan Ganegama
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Leadership Style ◽  
Industrial Revolution ◽  
Group Discussion ◽  
Work Force ◽  
The Right ◽  
Future Work ◽  
Western Australian

The study adopts a Focus group discussion than the more dominant quantitative data in studying Western Australian Business landscape and it’s local and global disrupters, repellents and extractors are exhaustively and critically analyzed. In order to ascertain needed competencies to navigate the next industrial revolution, current practices of government and non-government initiatives can be Juxtaposed to rowing and rafting phenomena. The current global strategic HR perspective should be focused, fast and flexible but the Australian Government and most corporate conglomerates view are it should be Safe, Slow and Strict. People make sense of their world where human actions are based upon the person's interpretation of events, societal meanings, intentions and beliefs (Gill and Johnson 20101; Denzin and Lincoln, 20052). The Australian public’s belief in navigating the next industrial revolution and the effect of Government policy-making is analyzed critically in this paper. The following two questions being answered with practical disparity and in the end, adjusted accordingly to make sense to the layman terms. First “Why we need to reimagine Human Resource Management perspective?” was unveiled. Secondly, the key features of future Human Resource Management were questioned.  Thirdly what should the Australian corporates and Governments do differently to assimilate our workforce to reap benefits from the next industrial revolution is discussed. Finally championing the change using the right blend of leadership style and scale of change discussed in length to add clarity to the perspective.

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