Application of Fluid Mechanics in Adaptive Flexible Manufacturing Industry

2014 ◽  
Vol 608-609 ◽  
pp. 615-620
Author(s):  
Jia Gui Wang ◽  
Jian Hua He
Keyword(s):  
Human Resources ◽  
Flexible Manufacturing ◽  
Large Scale ◽  
Manufacturing Industry ◽  
Rapid Development ◽  
Human Resources Management ◽  
Social Economy ◽  
Resources Management ◽  
Optimal Analysis ◽  
Flexible Management

With the rapid development of social economy background, the large scale talents flow in the international and domestic have become important social phenomenon. At home and abroad, the research on talents mobility and human resources management is more and more in-depth. Through the optimal analysis of talent flow model, the flexible management applications in the flexible human resources management, to scientific analyze the coupling relationship between them that will provide human resources management talent optimize configuration, it will make positive contributions to achieve maximize the benefits.

Human Resources Management in Social Entrepreneurship

2022 ◽  
pp. 1524-1548
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

Effective Human Resources Management: Key to Excellence in Service Organizations

1988 ◽  
Vol 13 (4) ◽  
pp. 9-16 ◽  
Author(s):  
V S Mahesh
Keyword(s):  
Human Resources ◽  
Manufacturing Industry ◽  
Human Resources Management ◽  
Service Organizations ◽  
Service Organization ◽  
Resources Management ◽  
Service Excellence ◽  
Production And Consumption ◽  
Management Factors

A service organization differs from a manufacturing industry in several ways. Most importantly, the sale, production, and consumption take place almost simultaneously. Over 90 per cent of relevant activities is beyond the immediate influence of management. Effective human resources management becomes the key to building excellence in service organizations. Based on his experience with the Taj Group of Hotels, Mahesh identifies eight human resources management factors as crucial for any organization striving for service excellence.

scholarly journals Design of Enterprise Human Resources Decision Support System based on Data Mining

2021 ◽  
Author(s):  
Jian Li
Keyword(s):  
Data Mining ◽  
Decision Support ◽  
Decision Support System ◽  
Human Resources ◽  
Support System ◽  
Rapid Development ◽  
Human Resources Management ◽  
Information Management System ◽  
Resources Management ◽  
Resource Information

Abstract The management and development of human resources have become one of the core contents of enterprise operation and management. At first, it can only be used as an auxiliary tool in human resources business management, then it can develop various personnel transaction processing subsystems with relatively independent modules and perfect functions, and then realize the integration of various subsystems, Form a relatively complete set of human resource information management system. In recent years, with the rapid development of data mining technology, more and more enterprises begin to pay attention to the completion of various decision-making activities in management through the assistance of computer information systems. This paper designs an enterprise human resources decision support system based on data mining, which can more effectively support human resources management business informatization, data standardization, intelligent decision analysis, optimize human resources business process, improve human resources management business efficiency, provide more effective decision support for enterprise management and promote enterprise development.

Human Resources Management in Social Entrepreneurship

2019 ◽  
pp. 161-185
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

Human Resources Management in Japanese Large-Scale Industry

1984 ◽  
Vol 26 (2) ◽  
pp. 226-245 ◽  
Author(s):  
Bernard Karsh
Keyword(s):  
Human Resources ◽  
Cultural Context ◽  
Large Scale ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Good Deal ◽  
Japanese History ◽  
Resources Management ◽  
Japanese Firms ◽  
Magazine Articles

Current interest in Japanese business and industry has produced an outpouring of 'learning-from-Japan'prescriptions for meeting the Japanese challenge (e.g. Ouchi 1982, Pascale and Athos 1982, Vogel 1980; also a veritable flood of newspaper and magazine articles). But learning from Japan requires a good deal of learning about Japan, about Japanese history, tradition and culture, the economy-aspects of Japan that are hardly expressed in prescription contributions offered to either prac titioners or scholars. It is the purpose of this paper to selectively examine basic elements of Japan's industrial relations system in an historic and cultural context as well as contemporary arrangements. The discussion is limited to a composite depiction of essential aspects of human resources management in typical Japanese firms employing 500 or more workers. Overwhelmingly, this is the pool from which knowledge has been generated by both Japanese and foreign scholars studying this topic.

scholarly journals INFLUENCE OF CULTURAL DIFFERENCES IN INTERNATIONAL HUMAN RESOURCES POLICIES ON THE CASE OF INTERNATIONAL DUTCH COMPANY IN AZERBAIJAN

2020 ◽  
Vol 4 (1) ◽  
pp. 110-114
Author(s):  
Emilia Sielicka ◽  
Damian Kowalczyk ◽  
Alicia Choma
Keyword(s):  
Human Resources ◽  
Cultural Differences ◽  
Rapid Development ◽  
Human Resources Management ◽  
Talent Management ◽  
International Human Resource Management ◽  
Resources Management ◽  
Hrm Practices ◽  
International Human Resources ◽  
International Human

Recent years have witnessed the rapid development of Human Resources Management. Nowadays HR issues are significant not only in domestic market but also, because of globalisation process, they are becoming more important in international companies relation. In such circumstances companies have to face new challenges and create appropriate conditions for multicultural working. Studies of Hofstede (1980) show the importance of place and culture in which people have grown up to their feelings and behaviours. Recently, researches have examined the effects of culture in International Human Resource Management. Cultural differences determinate HRM activities in most of the company subsidiaries areas of action (Schneider and Barsoux, 1997). This practise begins from staffing policy, then it is going through knowledge sharing to talent management. Thanks to effective HRM practices in these areas companies creates future competitive position (Ahmad and Schroeder, 2003). That process is strengthened by building socialization mechanism, described by Hong and Vai (2008).

الثقة، الصراع والسلوك التعاوني مع الاخذ بالاعتبار العلاقات التبادلية داخل المنظمات

2007 ◽  
Vol 13 (48) ◽  
pp. 349
Author(s):  
سعد علي حمود العنزي
Keyword(s):  
The Netherlands ◽  
Human Resources ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Cooperative Behaviour ◽  
Resources Management

كثيرة هي البحوث والدراسات التي نراجعها في السلوك التنظيمي، بحكم عملنا كأستاذ دراسات عليا بتخصص ادارة الموارد البشرية ونظرية المنظمة، ووقع بيننا بحثاً نظرياً متميزاً للباحثين (Karin Sanders & Birgit Schyns)([1])، نشر في مجلة اصيلة هي (Personnel Review)، في عام (2006)، بمجلدها (35) وبالعدد (5)، تحت عنوان (Trust, Conflict and Cooperative Behaviour: Considering Reciprocity Within Organizations) . ولنقل الفائدة العلمية للمتخصصين والمعنيين والمهتمين بهذا الموضوع الحيوي، أرتأينا ترجمته بالتصرف الذي يفيد القارئ باللغة العربية. فالبحث يصب غرضه في دراسة قضية محددة تتعلق بالثقة، الصراع، والسلوك التعاوني كحلقات مهمة في العمل التنظيمي، ذلك لأن مخرجات العاملين (Employees Outcomes) المتعلقة بإتجاهاتهم، وسلوكياتهم، تأتي من العلاقات التبادلية التي تقع بينهم، والتي ينبغي اختبارها كخصائص لعلاقاتهم هذه، وليس كسمات لهم. ففي اطار ذلك، تتمثل قيمة هذا البحث برأينا بمحاولة ملئ فجوة التبادلية في علاقات المدراء- والمرؤوسين- المرؤوسين، والتركيز عليها بشدة لتفسير تلك القضية المحددة آنفة الذكر. وبحكم كون البحث الحالي، طبيعته تتصف بالمراجعة العامة للفكر الاكاديمي المطروح على الساحة، فإنه يرتبط بمصطلحات علمية سلوكية كثيرة ابرزها: سلوك العاملين (Employees behaviour) اتجاهات العاملين (Employees attitudes)، احتواء العاملين (Employees involvement) العلاقات الصناعية (Industrial relations)، ادارة الموارد البشرية التطبيقية (Applied human resources management).   [1])) ان  (Karin Sanders) استاذ علم النفس التنظيمي والعمل بجامعة (Twenke, The Netherlands) و (Birgit Schyns)، استاذة مساعدة بدراسات الموارد البشرية بجامعة (Tilburg, The Netherlands).

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