Employer Branding and Internet Security

2017 ◽  
pp. 357-378
Author(s):  
Ewa Maria Matuska ◽  
Joanna Grubicka
Keyword(s):  
Information Security ◽  
Cyber Security ◽  
Human Resources Management ◽  
Special Kind ◽  
Internet Security ◽  
Employer Branding ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management ◽  
Organization's Information Security ◽  
Aversive Behavior

This chapter promotes the concept of employer branding (EB) as special kind of value management being part of strategic human resources management (SHRM) and including elements of cyber security. Employees' and organization's shared values (EVPs) bring opportunity to create common sense of identity, which prevents potentially aversive behavior towards company's reputation. Chapter's background positions EB and EVP in process of SHRM, introduces the view of EB as architectural frame for core organizational values, and describes popular Internet tools of EB. The background is closed by descriptions of common Internet threats, their implications to overall organization's information security, as well as useful Internet security systems. Chapter concludes with recommendations regarding enhancing EB by better controlling company's information security. As a new research area is proposed sub-discipline of cyber security in management, with special dedication to SHRM.

Employer Branding and Internet Security

2019 ◽  
pp. 1305-1326
Author(s):  
Ewa Maria Matuska ◽  
Joanna Grubicka
Keyword(s):  
Information Security ◽  
Cyber Security ◽  
Human Resources Management ◽  
Special Kind ◽  
Internet Security ◽  
Employer Branding ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management ◽  
Organization's Information Security ◽  
Aversive Behavior

This chapter promotes the concept of employer branding (EB) as special kind of value management being part of strategic human resources management (SHRM) and including elements of cyber security. Employees' and organization's shared values (EVPs) bring opportunity to create common sense of identity, which prevents potentially aversive behavior towards company's reputation. Chapter's background positions EB and EVP in process of SHRM, introduces the view of EB as architectural frame for core organizational values, and describes popular Internet tools of EB. The background is closed by descriptions of common Internet threats, their implications to overall organization's information security, as well as useful Internet security systems. Chapter concludes with recommendations regarding enhancing EB by better controlling company's information security. As a new research area is proposed sub-discipline of cyber security in management, with special dedication to SHRM.

scholarly journals Impact of Age Management on Sustainability in Czech Organisations

2020 ◽  
Vol 12 (3) ◽  
pp. 1064
Author(s):  
Hana Urbancová ◽  
Lucie Vnoučková ◽  
Zdenek Linhart ◽  
Gabriela Ježková Petrů ◽  
Roman Zuzák ◽  
...  
Keyword(s):  
Competitive Advantage ◽  
Quantitative Research ◽  
Management Practices ◽  
Human Resources Management ◽  
Employer Branding ◽  
Internal Branding ◽  
Quantitative Correlation ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management

Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

Strategic Human Resources Management in Nonprofit Organizations

2011 ◽  
Vol 31 (3) ◽  
pp. 248-269 ◽  
Author(s):  
Chao Guo ◽  
William A. Brown ◽  
Robert F. Ashcraft ◽  
Carlton F. Yoshioka ◽  
Hsiang-Kai Dennis Dong
Keyword(s):  
Human Resources ◽  
Nonprofit Organizations ◽  
Human Resources Management ◽  
Resources Management ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management

scholarly journals A Conceptual Review On Strategic Human Resources Management And Planning In Non Profit Motive Organization

2018 ◽  
Vol 1 (1) ◽  
pp. 18-26
Author(s):  
Gyanendra Bikram Shah
Keyword(s):  
Nonprofit Organizations ◽  
Human Resources Management ◽  
Board Members ◽  
Profit Motive ◽  
Non Profit ◽  
Knowledge And Skills ◽  
Resources Management ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management ◽  
Effective Delivery

The nonprofit and public sectors are facing significant numbers of impending retirements from the traditionalists and baby boomers in their workforces. In an effort to retain the knowledge base of an agency or to better serve its clients, some organizations have developed creative ways to encourage retirement-eligible employees to remain on the job. Public and nonprofit organizations are driven by the knowledge and skills their employees possess. It is shortsighted for elected officials, board members, funders, executives, and other agency leaders to dismiss the importance of SHRM. As important, organizations must reinforce the importance of human capital and the contribution that knowledge management makes to the effective delivery of services.  

scholarly journals Strategic Entrepreneurship: Integrating Entrepreneurial and Strategic Management Perspectives, a Case Study at Pesantren Tebuireng Jombang, East Java

2021 ◽  
Author(s):  
A Fakhri Arifyanto ◽  
Ubud Salim ◽  
Sudjatno . ◽  
Rofiaty .
Keyword(s):  
Strategic Management ◽  
Human Resources Management ◽  
Leadership Role ◽  
Religious Leader ◽  
Entrepreneurial Leadership ◽  
Strategic Entrepreneurship ◽  
Strategic Human Resources ◽  
Digital Era ◽  
Strategic Human Resources Management

This study examines Pesantren (Islamic boarding schools) as institutions of education and religion, especially during the global and digital era. A central question concerns how Pesantren position themselves as traditional religious schools or follow the process of modernization, for example by enhancing their curriculum and changing their governance. This depends on the management model and leadership applied by the kyai (religious leader) in Pesantren in response to the changing era. In general, the leadership of Pesantren still adopt a centralized and hierarchical pattern placing the kyai as their central figure. A kyai with charismatic attainment organizes the Pesantren using his skills and knowledge. Research on the role of entrepreneurial and strategic leadership of kyais in Pesantren has been fragmented. This paper therefore examines the significance of the entrepreneurial leadership role of Kyai Salahudin Wahid in cultivating the transformational and entrepreneurial leadership spirit of Pesantren Tebuireng Jombang. The conceptual framework is focused on the development of a strategic human resources management framework which is then extended into the context of Pesantren, entrepreneurial leadership, and a strategic management perspective. Keywords: Strategic Entrepreneurship, Entrepreneurial Leadership, Pesantren, Kyai

Trends and Issues in Strategic Human Resources Management

2020 ◽  
pp. 17-41
Author(s):  
Abraham Pius ◽  
Husam Helmi Alharahsheh ◽  
Saikou Sanyang
Keyword(s):  
Human Resources ◽  
Planning Process ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Technological Advancement ◽  
Future Planning ◽  
Strategic Human Resources ◽  
Current Trends ◽  
Strategic Human Resources Management

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

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