Enablers and Barriers for the Transformation of Manufacturing After the COVID-19 Global Crisis

2022 ◽  
pp. 1-20
Author(s):  
Erdinç Koç
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Supply Chains ◽  
Human Resource ◽  
Global Crisis ◽  
Difficult Situation ◽  
New Normal ◽  
The World ◽  
Technology Level ◽  
Production Facilities

It is obvious that COVID-19, which is one of the main agenda items of humanity, has an effect on global production facilities. It has been tried to create a roadmap for producers to overcome existing and similar crises with proactive solutions. The reflections of the global crisis on production are carefully examined in the study. The epidemic is not limited to a single country, but affects all parts of the world, leaving supply chains and manufacturers in a difficult situation. Just as the concept of the new normal for consumers has come to the fore, the necessity of adapting to the new norm by implementing certain technologies that have been emphasized in recent years is now more clearly felt for manufacturers. The pandemic process experienced and the difficulties and enablers that producers face/will face afterwards are explained in detail under the headings of human resource management, flexibility, sourcing, technology level, logistics.

scholarly journals THE ROLE OF HR AUDITING IN INCREASING THE LEVEL AND POTENTIAL OF HUMAN RESOURCES MANAGEMENT

2020 ◽  
pp. 114-115
Author(s):  
Shukhrat Sattarov
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Resources Management ◽  
The World ◽  
Management And Development

In the recent years, the world has undergone many positive changes and reforms in the field of human resource management and development. There is a growing tendency for organizations to view their employees as a revenue-generating resource. In this regard, changes are taking place in the world, especially in our country, and new terms are being used in the lexicon. Transitioning to a new stage of activity, open, transparent mechanisms of recruitment and hiring are being implemented.

Is the Human Resource Management Department Becoming More Strategic?

2021 ◽  
pp. 630-650
Author(s):  
Elaine Farndale ◽  
Maja Vidovic
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Orientation ◽  
Sustainable Competitive Advantage ◽  
Bottom Line ◽  
Line Managers ◽  
The World ◽  
Strategic Role ◽  
Trends Over Time

This chapter focuses on the historical development of the strategic orientation of human resource management (HRM) departments in different regions of the world, providing both a theoretical base and an overview of current practices and trends. By observing data on HRM departments across the globe over more than a decade, the chapter paints a picture of the HRM department’s strategic evolution in its attempt to deliver value to the organization and create sustainable competitive advantage. Analyzing the data to address the question “Is the HRM department becoming more strategic?” yields the answer of a qualified yes. The trends over time and across contexts appear to suggest directional convergence in the HRM department achieving a strategic role. There are, however, differences in the pace at which this is being achieved and even in what the ultimate goal might be, depending on the context in which an organization is operating. Moreover, there is clear evidence of a connection between how advanced an economy is and the extent to which the HRM department can be more strategic. These findings have implications for human resource practitioners and line managers alike in delivering bottom-line value to organizations.

scholarly journals Human resource management practices in Chinese organisations

2014 ◽  
Vol 8 (1) ◽  
pp. 2-5 ◽  
Author(s):  
Song Lin ◽  
David Lamond
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Theory Construction ◽  
Special Issue ◽  
Content Type ◽  
The World ◽  
Comparative Hrm ◽  
Organisational Behaviour

Purpose – The aim of this special issue of Chinese Management Studies (CMS) focuses attention on a central activity of Chinese organisations – managing people. The aim is to support efforts to move beyond human resource management (HRM) research in China as a subset of international or comparative HRM research and promote indigenous approaches to research in China. Design/methodology/approach – Review and reflection. Findings – The research presented in the eight articles that constitute this special issue not only use sample data from China but also explore the mechanisms of different variables in the special Chinese condition, situation and context, resulting in meaningful results on a practical level. As such, they provide valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world. Research limitations/implications – Developing an indigenous understanding of Chinese HRM has a long way to go. The findings here provide a contribution to the growing foundation on which to base further efforts. They will not only help build knowledge about complex organisation dynamics in Chinese businesses but also enrich the overall management knowledge base, not just Chinese organisations. Originality/value – Provides valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world.

How to attract and retain the best in government

2008 ◽  
Vol 74 (4) ◽  
pp. 637-652 ◽  
Author(s):  
Pan Suk Kim
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Policy Implications ◽  
Negative Consequences ◽  
Current Trends ◽  
The World ◽  
New Ideas ◽  
Hr Managers ◽  
Employer Of Choice

The purpose of this article is to discuss challenges and strategies of attracting and retaining the best in government, particularly from the perspective of government in developing countries or transitional economies. This article will first touch briefly on the technical and practical issues of how to attract and retain the best, followed by an elaboration of current trends in human resource management (HRM). It will also look at a case of the Korean experience on HRM, followed by discussion of the theoretical and policy implications on HRM. Various kinds of best practices and new ideas are available through diverse venues around the world, but it is difficult to determine what really works for whom and how. It is not feasible to apply the same reform strategy to all countries. The challenge is, therefore, to find out what is applicable to the specific country; and how things can be applied while minimizing negative consequences. Points for the practitioners Under rapidly changing circumstances around the world with increasing pressure on performance and innovation in government, old-fashioned personnel management must be significantly transformed, in order to attract and retain the best in government as well as to win the war for talent. Thus HR managers should initiate far-reaching, much needed change in talent management in terms of how they source, attract, select, train, develop, retain, promote, and move employees through the organization. In order to make government the model employer of choice, HR managers need to make a new Copernican transition in finding a new way of human resource management.

scholarly journals An Industry 4.0: Strategy Direction Of An Airline Operations Performance

2021 ◽  
Vol 21 (3) ◽  
pp. 278
Author(s):  
Dewi Nusraningrum ◽  
Tri Mayang Mekar ◽  
Jajang Gunawijaya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industry 4.0 ◽  
Process Management ◽  
Operating Performance ◽  
Operation Performance ◽  
The World ◽  
Aviation Operations ◽  
The Relationship

Air transport is an industry 4.0 sector of priority that continues to evolve as the era becomes the backbone of a country's economy. The opening of the economic market in all regions of the world has increased the complexity of air transportation, including in Indonesia. In this decade as the development of technology and the 4.0 industry, the air plane remains the choice of people to explore the world and also the movement of people from one place to another is rapidly secured funds. The strategy to compete with the airline is to improve flight image in Indonesia by improving the performance of aviation operations. This research aims to analyse and evaluate the performance of aviation operations in Indonesia from the company's perspective. The survey method was conducted through the dissemination of questionnaires to respondents with purposive sampling techniques netted 200 aviation employees in Indonesia. The data collected is processed using the Structural Equation Model - Partial Least Square. The results showed; Strategy direction proved to affect process management, process management proved no effect on operation performance, strategy direction has no effect on Operation performance, strategy direction proved to affect human resources management, human resource management proved to be no impact on Operation performance, Process management proved unable to fully mediation the relationship between strategy direction with operating performance, HR management proved not to fully mediation the relationship between strategy direction to operating performance. So it can be said the strategy direction of the company directly affects the flight operation performance. Keywords— Strategy direction; process management; human resource management; operation performance

scholarly journals The Role of Artificial Intelligence in Human Resource Management

2021 ◽  
Vol 8 (2) ◽  
Author(s):  
Dr. S. Tephillah Vasantham
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Major Part ◽  
Wide Range ◽  
The World ◽  
Globalized World ◽  
The Way

This paper deals with the Role of Artificial Intelligence (AI) in Human Resource Management (HRM). We can see in the present globalized world, the customary methods of how business is directed are being tested. There could be not, at this point just nearby firms as contenders, yet associations need to contend continually on a worldwide level as innovation is making the world more modest. This infers that for an association to keep awake to date and maintain an upper hand and accepting these new mechanical advancements is critical. HRM includes a wide range of viewpoints, like preparing workers, enrollment, representative relations, and the advancement of the association. People fill in as a wellspring of information and ability which each association can and should draw on. Hence, obtaining and holding these kinds of workers through enrollment assume a major part today. Because of the significance Human Resource (HR) has for the association, the enrollment interaction by which all this asset is acquired is the way to progress. The enlistment cycle used to be longer and take a lot of time and suggest a lot of administrative works for the spotters, anyway this has as of now gradually began to change with online enrollment getting normal. This paper deals with the various applications and the advantages of implementing Artificial Intelligence in Human Resource management.

scholarly journals Corona-19 Pandemic and Altering Dynamics of Human Resource Management: A Multifarious Approach

2020 ◽  
Vol 6 (4) ◽  
pp. 919-929
Author(s):  
Mohammad Akmal Pasha ◽  
Muhammad Zia-ur- Rehman ◽  
Maria Kamran
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Global Economy ◽  
Business Activity ◽  
New Paradigm ◽  
Global Recession ◽  
Self Reliance ◽  
The World

This study is an attempt to bring forth some of the human resource predicaments which will be ushered by the ubiquitous venom of the Corona Virus. Regardless of the deliberation operating at the back of Corona and the availability of the requisite vaccine, the executives need to adapt themselves with the new paradigm and contemplate on the enactment of novel and apposite ways of managing human capital. The global economy is feared to sink such that the world might be coerced to relive the 1930’s global recession; thus each economy is entwined in the cruel jaws of havoc. The study presents various dimensions of the pandemic and after analytic discussion, puts forth some important suggestions for the reader that he resort lies in self-reliance, caution and adaptability. Since the business activity is by and large a function of superior human capital, the HRM interventions need to be the most commensurate ones.

scholarly journals Development of strategic human source management model for small and medium enterprises in Thailand’s new normal life

2021 ◽  
Vol 284 ◽  
pp. 07031
Author(s):  
Wanchai Panjan ◽  
Orathai Chuacharoen ◽  
Passakorn Ruangvanit ◽  
Walaipon Arjareewattana ◽  
Anek Pradittharom ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
Strategic Human Resource Management ◽  
Management Model ◽  
New Normal ◽  
Sample Group ◽  
Normal Life ◽  
Medium Enterprises

The purposes of this research were to study the condition and strategic human resource management and to develop a strategic human resource management model for small and medium enterprises(SMEs) in the new normal life era. The research model was mixed research by collecting data from the sample group in 2 parts: (1) a sample group from qualitative research by interviewing 10 entrepreneurs or executives of SMEs and focus groups consisted of 19 experts, and (2) a quantitative research sample group, 400 participants which is entrepreneurs or executives of SMEs. The research tools were interview form and questionnaire. Data were analyzed by statistics: percentage, mean, standard deviation, and Exploratory Factor Analysis: EFA. The findings revealed that: 1) Strategic human resource management for small and medium-sized enterprises (SMEs) in the new normal life era, it was found that it can be composed of all 5 components: (1)human resource planning,(2)human resource recruitment and selection, (3) employee retention, (4)human resource utilization, and (5)human resource development. The Eigen Value after rotation ranged from 6.86-12.84, the percentage variance was from 11.42-22.43 and the cumulative percentage of variance was 78.85%. 2)The result of developing a strategic human resource management model for small and medium enterprises (SMEs) in the new normal life era that must be considered from the goals of the organization by analyzing the organization’s resources from 2 parts: Resource requirements and available resources of SMEs in the new normal life era. It can lead to the transformation of resources in line with SMEs operations in the new life era and implement Change Management in the strategic human resource management process from the components of strategic human resource management for SMEsin the new normal life era with 5 main components and 15 sub-components.

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