Understanding Green Human Resources in Healthcare

Human Resource ◽

Industrial Revolution ◽

Sustainable Environment ◽

Resource Managers ◽

Technological Advances ◽

Integral Role

Human resource management plays an integral role in developing capital for the triple bottom line. In the Fourth Industrial Revolution, human resources now shift their focus to advancing communication and connectivity versus focusing purely on technological advances. As the Fourth Industrial Revolution continues, communicating the effectiveness of human resource management and human capital development should be considered as an essential area of interest. As healthcare practitioners continue to provide treatment and care for those in need, human resource managers need to learn green practices to create a more sustainable environment that contributes socially and economically while adhering to the demands of the international stakeholders. As healthcare continues to be either one of the most significant expenditures or needs for numerous countries, consideration in this field provides potential holistic benefits for stakeholders.

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

wt Werkstattstechnik online ◽

10.37544/1436-4980-2017-03-30 ◽

2017 ◽

Vol 107 (03) ◽

pp. 134-140

Author(s):

J. Abel ◽

P. S. Wagner

Keyword(s):

Resource Management ◽

Human Resource ◽

Industrial Revolution ◽

Industrie 4.0 ◽

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.

Human Resource Reforms in Public Administration: The Importance of the Reward System

HOLISTICA – Journal of Business and Public Administration ◽

10.1515/hjbpa-2017-0012 ◽

2017 ◽

Vol 8 (2) ◽

pp. 49-58

Author(s):

Christopher De Freitas Bradley

Keyword(s):

Resource Management ◽

Human Resources ◽

Public Administration ◽

Human Resource ◽

Reward System ◽

Employee Motivation ◽

Monetary Incentives ◽

Human Resource Managers ◽

Resource Managers

Abstract Human resource management encompasses administrating and managing human resources or otherwise known as employees. The HR or Human Resources department of any company, whether it be public or private, deals with the day to aspects pertaining to employees, from the recruitment process to probably the most important aspect for any employee; remuneration and benefits. The importance of finding a perfect equilibrium between monetary and non-monetary incentives is crucial in obtaining an efficient work environment, as well as increasing productivity and employee motivation. Having an administrative background or knowledge is essential for any HR manager, in order to detect and implement the most beneficial reward system for both implicated parties. This paper aims to examine human resource reforms in public administration, primarily in reference to the remunerations of civil servants and employees by giving examples of the importance of salary within the structure of human resource management, looking at new laws involving the increase of salaries within the near future, concluding with suggestions on improving the reward system implemented by human resource managers in Romania’s system of public administration.

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

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v19i0.1624 ◽

2021 ◽

Vol 19 ◽

Author(s):

Cecilia M. Schultz

Keyword(s):

South Africa ◽

Resource Management ◽

South African ◽

Human Resource ◽

Industrial Revolution ◽

Data Driven ◽

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.

Advances in Intelligent, Flexible, and Lean Management and Engineering - Advances in Logistics, Operations, and Management Science ◽

Like a Cog in a Machine

10.4018/978-1-7998-5768-6.ch001 ◽

2021 ◽

pp. 1-20

Author(s):

Ali B. Mahmoud

Keyword(s):

Artificial Intelligence ◽

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.

Diversity: A Principie of Human Resource Management

Public Personnel Management ◽

10.1177/009102609802700205 ◽

1998 ◽

Vol 27 (2) ◽

pp. 175-185 ◽

Cited By ~ 25

Author(s):

Audrey Mathews

Keyword(s):

Resource Management ◽

Human Resources ◽

Human Resource ◽

Workforce Planning ◽

Human Resource Managers ◽

Resource Managers ◽

Strategic Plans ◽

Management Function ◽

Human Resources Managers

As more and more organizations implement diversity initiatives, personnel and human resource managers play increasingly significant roles. This arriele explores some of the challenges personnel and human resources managers face implementing diversity. It discusses strategies personnel and human resources managers are employing to address the need for diversity and suggests methods to implement diversity as a principie of human resource management (HRM). These strategies include processes such as diversity audits to identify organizational problems, aligning workforce planning with strategic plans, benchmarking personnel/human resources practices and positioning diversity as a top-level management function. The arricie also examines the benefits of flex management, partnering with management, and educating and training managers/line supervisors to effectively manage diversity.

Reflections of Human Resource Practices in Family Business

10.4018/978-1-6684-3873-2.ch097 ◽

2022 ◽

pp. 1928-1943

Author(s):

Büşra Müceldili ◽

Berivan Tatar

Keyword(s):

Resource Management ◽

Human Resources ◽

Human Resource Management Practices

Human Resource ◽

Family Firms ◽

Management Practices ◽

Human Resource Practices ◽

Resource Managers ◽

The Family ◽

Although much has been discussed about human resource management practices in large organizations, studies in the family firms' context are nascent in the literature. To better understand human resource management practices in the context of family firms, this study performed interviews on three experienced and successful family firm owners and human resource managers. The research findings reveal that family firms have professionalized, formalized, and employee-oriented perspective in their human resource practices. This study also showed that the new generations in the family are more aware of the importance of human resources and reflect this perspective to their human resource practices. Besides, employees' organizational justice perception is strengthened by considering equality between family and non-family employees in human resources practices. Implications of these results for practice and further research are discussed.

Advances in Human Resources Management and Organizational Development - Designing and Implementing HR Management Systems in Family Businesses ◽

Reflections of Human Resource Practices in Family Business

10.4018/978-1-7998-4814-1.ch001 ◽

2021 ◽

pp. 1-16

Author(s):

Büşra Müceldili ◽

Berivan Tatar

Keyword(s):

Resource Management ◽

Human Resources ◽

Human Resource Management Practices

Human Resource ◽

Family Firms ◽

Management Practices ◽

Human Resource Practices ◽

Resource Managers ◽

The Family ◽

Although much has been discussed about human resource management practices in large organizations, studies in the family firms' context are nascent in the literature. To better understand human resource management practices in the context of family firms, this study performed interviews on three experienced and successful family firm owners and human resource managers. The research findings reveal that family firms have professionalized, formalized, and employee-oriented perspective in their human resource practices. This study also showed that the new generations in the family are more aware of the importance of human resources and reflect this perspective to their human resource practices. Besides, employees' organizational justice perception is strengthened by considering equality between family and non-family employees in human resources practices. Implications of these results for practice and further research are discussed.

Working in the reality of the fourth industrial. New challenges for humanization

Zarządzanie Zasobami Ludzkimi ◽

10.5604/01.3001.0015.2762 ◽

2021 ◽

Vol 141 (4) ◽

pp. 87-101

Author(s):

Renata Tomaszewska ◽

Aleksandra Pawlicka

Keyword(s):

Resource Management ◽

Human Resource ◽

Industrial Revolution ◽

Point Of View ◽

Organizational Perspective ◽

New Challenges ◽

Humanization Of Work ◽

Modern Work

The aim of the article is to identify challenges facing the humanization of work that result from current conditions, which in turn are a consequence of the fourth industrial revolution. As potential dehumanization factors, they should be included in the personnel policy of the organization. From the organizational perspective—i.e. from the employers’ point of view—the indicated megatrends, threats, and human–centered principles may prove to be useful in practice. The reflections as presented fall within the category of modern work humanization and human resource management.

The [Human Resource Management] Revolution Will Not Be Televised: The Rise and Feminization of Human Resource Management and Labor Force Equity

Social Currents ◽

10.1177/2329496517704871 ◽

2017 ◽

Vol 4 (5) ◽

pp. 448-461 ◽

Cited By ~ 5

Author(s):

William J. Scarborough

Keyword(s):

Black Women ◽

Resource Management ◽

Human Resources ◽

Gender Equity ◽

Human Resource ◽

Human Resource Managers ◽

Representation Of Women ◽

Resource Managers ◽

Analyze Data

Since the late 1970s, the profession of human resource management has grown in both size and influence. The number of human resource managers in 2010 is almost twice the number that existed in 1980. Furthermore, this profession has become increasingly feminized since the 1970s—today, around 60 percent of human resource managers are women. While previous research has found that women’s presence in certain occupations can improve gender equity, there has yet to be an examination of whether the increased representation of women in human resource management has affected gender equity more broadly. In this article, I analyze data from the U.S. Census from 1980 to 2000 and from the American Community Survey for 2010 to explore whether the rise and feminization of human resources has affected women’s representation in management. The findings reveal that the increased presence of both white and black women in human resources has been accompanied by greater representation of women in management, although the effects are much larger for white women’s presence in human resources.