Training Graduated Students in an Industrial Context of a Retail Company

2022 ◽  
pp. 165-182
Author(s):  
Rui Mota ◽  
Carolina Mesquita
Keyword(s):  
Graduate Students ◽  
Active Learning ◽  
Human Resources ◽  
Performance Indicators ◽  
Work Force ◽  
Motivation To Change ◽  
School Programs ◽  
The World ◽  
Retail Company ◽  
Industrial Context

Graduate students are a source of knowledge to companies. Their youth, readiness to show recently acquired abilities, and high levels of motivation to “change the world” are appreciated by human resources hiring teams to complete their purpose: to identify talent that can enhance business areas accomplishing relevant goals. However, “competences” do not always come along with the “full package” of a recent graduate. This chapter describes how a Portuguese retail company developed and implemented a Lean School to (1) upskill internal knowledge, skills, and behaviors about Lean in the existing work force and to (2) prepare the newcomers to use Lean in such a good way as if they had been part of the company for years. The authors will also describe some of the active learning methods used in the Lean School programs and report the evolution on some performance indicators like number of students in attendance and satisfaction levels.

scholarly journals The Statistical Research in Evaluation of Human Resources Performance in Rail Transport

2020 ◽  
Vol 2 (3) ◽  
pp. 147-154
Author(s):  
Daniel Daneci Patrau
Keyword(s):  
Human Resources ◽  
Performance Indicators ◽  
Work Conditions ◽  
Rail Transport ◽  
Wage Earner ◽  
Wage Level ◽  
Railway Transport ◽  
Statistical Research ◽  
The World ◽  
Technology Area

The world economical reality from the last years allows the making evident of some indubitable defining features: the diversification and the renewal of the goods offer, the progresses in the technology area, the globalization occurence, the growth of clients’and society’s exigencies. The analyse of the human resources performance in the railway transport, which is the main goal of this project, aims the identification of the performance indicators of the wage earner on one hand, and on the other hand the presentation of the relations and of correlations between the wage level, the work age, the work conditions and the requirements of the workplaces for the wage earner from the Constanta CFR railway station.  

International Telesupervision: The Clinical Fellowship Experience

2017 ◽  
Vol 2 (11) ◽  
pp. 73-78
Author(s):  
David W. Rule ◽  
Lisa N. Kelchner
Keyword(s):  
Graduate Students ◽  
Clinical Supervision ◽  
Rural Areas ◽  
The United States ◽  
Speech Language Pathology ◽  
Access To Services ◽  
East African ◽  
The World ◽  
Language Pathology ◽  
National Certification

Telepractice technology allows greater access to speech-language pathology services around the world. These technologies extend beyond evaluation and treatment and are shown to be used effectively in clinical supervision including graduate students and clinical fellows. In fact, a clinical fellow from the United States completed the entire supervised clinical fellowship (CF) year internationally at a rural East African hospital, meeting all requirements for state and national certification by employing telesupervision technology. Thus, telesupervision has the potential to be successfully implemented to address a range of needs including supervisory shortages, health disparities worldwide, and access to services in rural areas where speech-language pathology services are not readily available. The telesupervision experience, potential advantages, implications, and possible limitations are discussed. A brief guide for clinical fellows pursuing telesupervision is also provided.

Administrasi Peserta Didik

2020 ◽  
Author(s):  
Faisal Amri Tanjung
Keyword(s):  
Human Resources ◽  
Educational Administration ◽  
Student Attendance ◽  
Admission Process ◽  
School Year ◽  
File Storage ◽  
School Transfer ◽  
The World ◽  
Out Of School

Improving human resources in terms of quality can be achieved one of them through education. In the world of education life of students begins when entering school. And to maximeze service for student themselves, there is a system that regulates and covers all the scope needed by student to maximize their potential, which is called the administration of students. This article contains studiens from various sources of literature studies, both from books, journal and from order sources related to educational administration. Administration of students is an activity of recording students from the admission process until students graduate from school or out of school transfer or order causes. In administration of students there is a process carried out by the administrator, namely the activity of beginning of the school year, during the school year, and the end of school year. Instrumen in student administration are master books, book clusters, student condition lists, student attendance books and student file storage files.

Administrasi Peserta Didik Kelompok 9

2020 ◽  
Author(s):  
Doni Pratiwi ◽  
Hade Afriansyah ◽  
selvia indri ana
Keyword(s):  
Human Resources ◽  
Educational Administration ◽  
The World

The purpose of this article is to improving human resources in terms of quality about student administration through education. In the world of education life of students begins when entering school. And to maximeze service for student themselves, there is a system that regulates and covers all the scope needed by student to maximize their potential, which is called the administration of students. This article contains studiens from various sources of literature studies, both from books, journal and from order sources related to educational administration.

Human Resource Management: For Humans

2021 ◽  
pp. 263145412098211
Author(s):  
Dilip Soman
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Managerial Decision ◽  
Incentive Design ◽  
Managerial Decision Making ◽  
Resources Management ◽  
Diversity And Inclusion ◽  
The World ◽  
The One ◽  
Behavioural Sciences

Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and methods of behavioural sciences. In this article, I provide an overview of the behavioural sciences, discuss how HRM can benefit from an in-depth knowledge of the science and illustrate specific examples from recruitment processes, training and communications, incentive design, employee-oriented processes, and diversity and inclusion initiatives that could benefit from evidence from behavioural sciences.

scholarly journals Teaching 7000 Students Per Year

1990 ◽  
Vol 105 ◽  
pp. 76-80
Author(s):  
R. Robert Robbins
Keyword(s):  
Graduate Students ◽  
Liberal Arts ◽  
Teaching Program ◽  
Undergraduate Program ◽  
Credit Hours ◽  
University Of Texas ◽  
The World ◽  
Teaching Faculty ◽  
The University

The undergraduate program at the University of Texas has grown into the largest astronomy teaching program in the world, with some 7000 students per year (almost 20,000 credit hours). The department has 22.5 Ph.D.-level teaching faculty, about 45 graduate students, and about 40 pre-professional undergraduate majors. But most of the enrollment is in courses that satisfy the science requirements of students in liberal arts and non-technical majors. In 1985–86, 96.4 per cent of our undergraduate credit hours taught were in such classes. It is instructive to examine the historical reasons for our growth and its educational consequences, and to draw some conclusions from both for other programs.

Reinventing Public Personnel Administration as Strategic Human Resource Management

1993 ◽  
Vol 22 (4) ◽  
pp. 565-578 ◽  
Author(s):  
Donald Klingner
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Strategic Human Resource Management ◽  
Public And Private ◽  
Asset Development ◽  
Position Management ◽  
Personnel Administration

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

Managing Work force Diversity: Key Successful factors

2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Human Resources ◽  
Work Force ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Effective Management ◽  
New Thinking ◽  
New Ideas ◽  
Diversity Effects

Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.

ALOKASI ANGGARAN, INTELLECTUAL CAPITAL, KINERJA KEUANGAN, DAN INDIKATOR KINERJA UTAMA BADAN LAYANAN UMUM

2021 ◽  
Vol 07 (01) ◽  
Author(s):  
Setyo Budi Hartono ◽  
◽  
Wahab Zaenuri ◽  
Fania Mutiara Savitri ◽  
Dessy Noor Farida ◽  
...  
Keyword(s):  
Human Resources ◽  
Financial Performance ◽  
Path Analysis ◽  
Intellectual Capital ◽  
Performance Indicators ◽  
Intangible Assets ◽  
Budget Allocation ◽  
Intangible Asset ◽  
Tangible Assets ◽  
Tangible Asset

Abstrak: Penelitian ini ditujukan pada anggaran dalam bentuk intangible asset (sumber daya manusia) dan tangible asset (aset tetap dan persediaan) yang diprediksi dapat mempengaruhi intellectual capital, kinerja keuangan sekarang dan mendatang, serta indikator kinerja utama. Alokasi anggaran sebagai baromater prioritas dalam mengembangkan intellectual capital ditujukan untuk memenuhi performa keuangan bagi indikator kinerja utama organisasi. Populasi yang juga menjadi sampel yaitu unit dan fakultas pada UIN Walisongo Semarang sebanyak 30 unit. Metode pengambilan sampling menggunakan teknik sampel jenuh yang mengambil seluruh populasi. Data yang digunakan adalah data sekunder berupa laporan tahunan dan laporan pencapaian indikator kinerja utama tahun 2019-2020. Analisis data menggunakan path analysis. Hasil penelitian ini adalah alokasi APBN tahun 2019 UIN Walisongo hanya terfokus pada tangible asset sebesar 82%, sementara 18% dialokasikan untuk intangible asset. Intangible asset tidak berpengaruh secara terhadap semua hubungan, hanya tangible asset saja yang dapat mempengaruhi intellectual capital secara langsung dan kinerja keuangan sekarang secara tidak langsung. Berdasarkan hasil penelitian ini menunjukkan perlu dilakukan audit sumber daya manusia sehingga dapat ditetapkan alokasi kebutuhan anggaran bagi intangible asset-nya. Abstract: This research is aimed at the budget in the form of intangible assets (human resources) and fixed assets and inventories that are predicted to affect intellectual capital, current and future financial performance, as well as key performance indicators. Budget allocation as a priority barometer in developing intellectual capital is aimed at meeting financial performance for the organization's main performance indicators. The population that is also a sample is 30 units and architecture at UIN Walisongo Semarang. The sampling method uses a saturated sample technique that takes the entire population. The data used is secondary data in the form of annual reports and performance indicator reports for 2019-2020. Data analysis using path analysis. The results of this study were that the 2019 State Budget allocation of UIN Walisongo only focused on tangible assets by 82%, while 18% was allocated for intangible assets. Intangible assets do not affect all relationships, only tangible assets can directly affect intellectual capital and current financial performance indirectly. Results Based on this research, it is necessary to conduct an audit of human resources so that they can determine the allocation of budget requirements for intangible assets.

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