Identifying Innovations in Human Resources

2022 ◽  
pp. 219-231
Author(s):  
Amrik Singh ◽  
Sanjeev Kumar
Keyword(s):  
Human Resources ◽  
Real Time ◽  
Human Resource ◽  
Decision Makers ◽  
Administrative Cost ◽  
Administrative Burden ◽  
The Future ◽  
Strategic Role ◽  
New Ideas ◽  
Access Data

HR is evolving into a more technology-based profession because organizations needs to streamline HR processes and reduce administrative burden, reducing administrative cost; compete more effectively with global talent; improve services and access data to the employees and managers; provide real-time metrics in order tom on spot decisions for the decision makers; and manage the workforce more effectively and enable the HR to transform so it can play more strategic role in the business and operations. The purpose of this chapter is to develop a meaningful debate on the innovations in human resource in terms of new ideas, methods, and technology to better meet the evolving requirement of the organization and workforce. Anticipating and exploring the future needs and circumstances rather than simply finding some responses to the situation, this chapter highlights challenges and prospects related to innovations in HR.

Identifying Innovations in Human Resources

2021 ◽  
pp. 104-120
Author(s):  
Amrik Singh ◽  
Sanjeev Kumar
Keyword(s):  
Human Resources ◽  
Real Time ◽  
Human Resource ◽  
Decision Makers ◽  
Administrative Cost ◽  
Administrative Burden ◽  
The Future ◽  
Strategic Role ◽  
New Ideas ◽  
Access Data

HR is evolving into a more technology-based profession because organizations needs to streamline HR processes and reduce administrative burden, reducing administrative cost; compete more effectively with global talent; improve services and access data to the employees and managers; provide real-time metrics in order tom on spot decisions for the decision makers; and manage the workforce more effectively and enable the HR to transform so it can play more strategic role in the business and operations. The purpose of this chapter is to develop a meaningful debate on the innovations in human resource in terms of new ideas, methods, and technology to better meet the evolving requirement of the organization and workforce. Anticipating and exploring the future needs and circumstances rather than simply finding some responses to the situation, this chapter highlights challenges and prospects related to innovations in HR.

scholarly journals Study on Human Resource Management in Agriculture

2002 ◽  
pp. 171-181
Author(s):  
Márta Zalainé Piros
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practice ◽  
Point Of View ◽  
Career Support ◽  
Resource Information ◽  
Top Managers ◽  
The Future

The human factor has been reassessed with regard to strategic initiatives towards obtaining and preserving competitive advantage. Knowledge, experience and special skills are a specific form of capital, forming part of the organisations’ assets and serving as an organisational strategic resource. Their development and use require major investments, both on the part of the individual and the organisation. In a Europe undergoing integration, the quality of human resources enjoy priority among our really important values and specific features. The opportunities of the near future can be utilised, and agricultural economic organizations can survive and increase their organizational effectiveness, if they possess a basis of human capital which is able to make a shift in perspective and behaviour which is of primary importance from the point of view of incorporating market mechanisms and implementing them in practice. My investigations were focused on the current position of human resource management in a comprehensive manner; further, on the approach of top managers regarding the future. Analysing the business and other indicators of the companies studied, I have set the objective to describe the differences and special features of the human resource management practice of companies, which are different in size, operational form, and from the perspective of success or failure.Human resource management is directed to attracting, retaining, motivating and utilising labour. A given work process can be successful or unsuccessful – given the same conditions – depending on who performs it. Therefore, human resource management related tasks require special attention when enterprises are planned, established and operated. On analysing the responsibilities of human resource management, I have found that the functions and responsibilities of human resource have low or medium importance in the operation of economic organisations today. Regarding the future, top managers have expressed higher expectations of human resource management responsibilities in all areas and they consider individual functions to be more important. The establishment and operation of a human resource information system has been presented as the most important need for change. Correlation analyses have proved that the higher the sales revenues of a company, the higher the development of human resources is regarded by its manager, and the same holds for training, career support and a proper establishment and continuous evaluation of job profiles.

Artificial Intelligence in Human Resource Practices With Challenges and Future Directions

2022 ◽  
pp. 222-230
Author(s):  
Himani Saini ◽  
Preeti Tarkar
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Science And Technology ◽  
Future Directions ◽  
Smart System ◽  
Advanced Technologies ◽  
The Future

Artificial intelligence is a branch of science and technology that has been used effectively over the decades in various fields, and now it has become an indispensable part of organizational practices as it is one of the leading technologies in the current era, and now there is an emerging trend of applying AI technologies within the businesses. The central necessity of human resource management is also majorly based on technological approaches as it became a potential need for any human resources department to perform its role in the development of the whole organization. Technologies based on AI are and will be the smart system of the future and it's also changing the processes of human resource management by making it more dependent on advanced technologies. Through the chapter, the researcher will get to know the artificial technologies being practiced in HR practices and explore the probable and potential of technicality of AI in HRM and also the challenges associated with AI in HRM and its future possibilities.

The Key of Franchising Chains and Human Resource Management

2016 ◽  
pp. 209-222
Author(s):  
Ana Branca Carvalho ◽  
Fernanda Nogueira
Keyword(s):  
Quality Of Life ◽  
Economic Growth ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Low Cost ◽  
Human Resources Management ◽  
New Ideas

This chapter aims to contribute to the literature and aid in developing a theoretical and practical framework in the area of organization and human resource. With contributions and research from different perspectives, this paper is an essential source for students, researchers and managers in the franchising chains. There has been an increased interest in human resources problems and in new forms of organizations. The concept of Trust can be combined to satisfy the needs of people seeking better quality-of-life. This analyzes the problems of human resources management features of franchising chain business management. The franchising chains involve two aspects: the relation based in trust and a group that develops an innovation idea. It contributes to economic growth, as a pillar to support other complementary activities with a low cost. This system contributes to employment growth and regional wealth, contributes to new ideas helps create new services with high value, promotes establishment of international cooperation networks, and yields a number of additional benefits.

Teaching Human Resources Management Using SAP

2011 ◽  
pp. 129-137
Author(s):  
Satish P. Deshpande ◽  
Andrew Targowski
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Enterprise Resource Planning ◽  
Employee Performance ◽  
Human Resources Management ◽  
Resource Planning ◽  
Resource Information ◽  
Strategic Role ◽  
College Of Business ◽  
Business Curricula

Information technology has become a critical component for human resource (HR) profes-sionals. Human resource information systems (HRIS) have helped many HR departments automate routine processes, eliminate unnecessary work, and play a strategic role in driv-ing employee performance. Many IT ?rms are now forming alliances with universities to popularize their products. This chapter ?rst investigates the utility and the choice of vari-ous HRIS options available to an organization. Next, it evaluates the utility of universities forming alliances with enterprise resource planning (ERP) ?rms to enrich their business curricula. Finally, the experiences of a college of business at a large university in Midwestern United States with the implementation of IT in the Human resource management (HRM) curriculum are examined.

Strategic Human Resource Allocation for an Internal Labor Market

2002 ◽  
pp. 299-310
Author(s):  
Wilfred S.J. Geerlings ◽  
Alexander Verbraeck ◽  
Jon van Beusekom ◽  
Ron P.T. de Groot ◽  
Gino Damen
Keyword(s):  
Resource Allocation ◽  
Labor Market ◽  
Human Resources ◽  
Human Resource ◽  
Manpower Planning ◽  
Strategic Decisions ◽  
Business Objectives ◽  
Forecasting Models ◽  
The Future ◽  
Insight Into

Every organization needs a staff appropriate for its tasks in order to accomplish its business objectives, both now and in the future. To gain insight into the quality and number of staff needed in the future, human resource forecasting models are being used. This chapter addresses the design of a simulation model for human resources forecasting, which is being developed for the Chief of Naval Personnel, Royal Netherlands Navy. The aim is to provide the Director of Naval Manpower Planning with tools that give insight into the effects of strategic decisions on personnel buildup, and the effects of changes in personnel on reaching the organization’s business objectives.

scholarly journals Recruiting digital talent: The strategic role of recruitment in organisations’ digital transformation

2020 ◽  
pp. 239700222095273
Author(s):  
Phyllis Messalina Gilch ◽  
Jost Sieweke
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Absorptive Capacity ◽  
Digital Technology ◽  
Digital Transformation ◽  
Target Group ◽  
Sensory Organ ◽  
Resource Base ◽  
Strategic Role

Recruitment plays a central role during digital transformation because companies in many industries need to hire employees who possess IT-related knowledge, skills and abilities to digitalise their products, services and processes. However, extant research so far mainly has focussed on the use of digital technology in recruiting processes and its outcomes, whereas strategic aspects have received little attention. Based on 26 interviews with recruiters in 22 organisations, this study examines the interplay between recruitment and digital transformation beyond the use of digital technology in recruitment, focussing on more strategic aspects. The study examines recruitment’s role in organisations’ digital transformation. We found that the recruitment of digital talent as a new target group triggers change within the company, and does so in three ways: First, recruiters have realised the necessity to adapt their measures and processes to the new target group. Second, recruiters have developed a new self-understanding. Third, recruiters have recognised the need to support the organisation’s digital transformation by taking on a bridging function. Our study makes two contributions: First, we identified two new roles for recruitment during digital transformation: It acts as a ‘sensory organ’ that enhances the organisation’s absorptive capacity; and it takes on the role of a ‘mediator’ between external and internal groups. Second, this study builds on the human resources (HR) literature by analysing the strategic implications that digital transformation imposes on recruitment, highlighting recruitment’s part in renewing an organisation’s human resource base, which is crucial for its digital transformation.

Strategic Human Resource Forecasting for an Internal Labor Market

2001 ◽  
pp. 273-291
Author(s):  
Wilfred S.J. Geerlings ◽  
Alexander Verbraeck ◽  
Pieter J. Toussaint ◽  
Ron P.T. de Groot
Keyword(s):  
Labor Market ◽  
Human Resources ◽  
Human Resource ◽  
Manpower Planning ◽  
Internal Labor Market ◽  
Strategic Decisions ◽  
Business Objectives ◽  
Forecasting Models ◽  
The Future ◽  
Insight Into

Every organization needs a staff appropriate for its tasks in order to accomplish its business objectives, both now and in the future. To gain insight in the quality and number of staff needed in the future, human resource forecasting models are being used. This chapter addresses the design of a simulation model for human resources forecasting, which is being developed for the Chief of Naval Personnel at the Royal Netherlands Navy. The aim is to provide their Director of Naval Manpower Planning with tools that give insight into the effects of strategic decisions on personnel build-up, and the effects of changes in personnel on reaching the organization’s business objectives. This chapter introduces the major aspects of human resource forecasting. After that, the kinds of models that have been developed so far are presented, together with their merits and shortcomings. It is shown that a new way to investigate the future needs of manpower in an organization might be more effective than the current practice. The new models rely heavily on the use of simulation, and actually try to imitate the internal labor market and the external influences.

scholarly journals Strategic Human Resource Management in the Afghanistan Ministry of Mines and Petroleum: A Network Perspective

2019 ◽  
Vol 11 (14) ◽  
pp. 3830
Author(s):  
Latifi ◽  
Lim
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Human Resources Management ◽  
Public Organizations ◽  
Strategic Human Resource Management ◽  
Organizational Level ◽  
Strategic Hrm ◽  
Strategic Role ◽  
Decision Making Processes

The focus of this paper is to examine the strategic role of human resource (HR) management in organizational level goal-setting and decision-making processes and to determine how the Human Resources department collaborates with other departments or outside organizations to execute its practices both within and outside the Afghanistan Ministry of Mines and Petroleum (MoMP). In this study, social network analysis (SNA) is utilized to analyse the formation of networks for each practice of human resources management (HRM) in the Ministry of Mines and Petroleum. This research has found that although public organizations in Afghanistan lack a modern administrative system due to the unsuccessful implementation of administrative reform, some features of strategic HRM are apparent in the current HRM within public organizations in Afghanistan, particularly in the MoMP. This finding provides insight into the strategic HRM concept, which can contribute more than traditional HRM to improving the sustainability of the MoMP.

scholarly journals Training of Young Professionals at an Industrial Enterprise

2020 ◽  
pp. 129-132
Author(s):  
Anastasiya Yuryevna Romanenko ◽  
a Elvira Gabdulkhakovna Sokolova
Keyword(s):  
Production Process ◽  
Human Resource ◽  
Point Of View ◽  
Industrial Enterprise ◽  
Unique Combination ◽  
Testing Methods ◽  
Young Professionals ◽  
New Information ◽  
The Future ◽  
New Ideas

The paper emphasizes that young professionals are the future of any organization. They are a strategically valuable human resource that is expected to be technologically competent, with new ideas and original solutions. Their main expected advantage is a unique combination of personal and business qualities. They easily adapt and accept new information. However, many employers are in no hurry to hire young professionals, because their competencies are not enough to immediately join the production process. The authors develop the point of view that to ensure this inclusion, organizational solutions and acceptable methods are necessary. This paper presents the results of testing methods at an industrial enterprise that allow training young professionals in the workplace and solve the problem of the lack of certain competencies, which are noted by both researchers and employers.

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