Strategies and Policies Regarding the Human Resources under Pandemic Conditions

2021 ◽  
Author(s):  
Cornelia Tomescu-Dumitrescu
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
Social Evolution ◽  
New Technologies ◽  
Long Run ◽  
External Conditions ◽  
Managerial Activity

In order to survive and develop, organizations need to create structures able to anticipate tendencies of economic and social evolution. Therefore, the strategic planning of the organization, the human resources included, represents the most important managerial activity of long run effects. Sadly, the Covid-19 pandemic changed and continues to change the human resources organization. Thus, the organization itself has to assess permanently. The organization needs to assess its own structure, the efficiency of the information and resources, the ability of the organization’s adjustment to the external conditions. The organization has to assess the personnel’s abilities to make use of the new technologies, the capacity of investing in improving and re-training the personnel etc.

Pengarug Gaya Kepemimpinan, Budaya Organisasi, dan Kepercayaan Pegawai terhadap Komitmen Organisasi pada Suku Dinas Pendidikan Dasar Kota Administrasi Jakarta Barat

2015 ◽  
Vol 3 (3) ◽  
Author(s):  
Soeparlan Kasyadi
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Strategic Planning ◽  
Human Resources ◽  
Path Analysis ◽  
Leadership Style ◽  
Basic Education ◽  
Human Resources Development ◽  
Resources Development ◽  
Unit Analysis

<p>This research is aimed at obtaining information related to the affect of the <br />leadership style, organizational culture, and employees’ trust on organizational <br />commitment. Research has been implemented using path analysis after all variables put into a matrix of correlation. In this research, employees had been chosen as a unit analysis and 65 samples selected randomly. The results of research found out that: (1) there is direct affect of leadership style on employees’ trust; (2) there is direct affect of organizational culture on employees’ trust; (3) there is direct affect of leadership style on organizational commitment; (4) there is direct affect of organizational culture on organizational commitment; and (5) there is direct affect of employees’ trust on <br />organizational commitment. Based on those findings it could be concluded that any changing or variation which occurred to the organizational commitment of Basic Education Office in West Jakarta had been effected by leadership style, organizational culture, and trust to employees. Therefore, leadership style, organizational culture, and employees’ trust should be put into strategic planning of human resources development in increasing the organizational commitment of Basic Education Office in West Jakarta, however other variables are necessary to be taken into account properly. <br /> <br /><br /></p>

Misrepresentation, Redundancy, Equivocity, Emptiness (and Swampman)

2017 ◽  
Author(s):  
Ruth Garrett Millikan
Keyword(s):  
Cognitive Functions ◽  
Biological Systems ◽  
False Belief ◽  
Long Run ◽  
Cognitive Failures ◽  
External Conditions ◽  
Frege Cases

Over the long run, failures of function are the rule rather than the exception for biological systems, being mostly due not to malfunction but to external conditions not historically “Normal” for performance of a function. Most cognitive failures occur because outside conditions are not Normal for the particular cognitive functions attempted. When unitrackers with well-focused targets fail, the result is misperception or false belief. Failures can also occur in the operation of prior mechanisms whose jobs are to prime unitrackers, to send them after clear targets and to keep them on target as they develop. Redundant unitrackers may be maintained side by side, collecting information about the same thing by different means—so called Frege cases. Equivocal unitrackers may develop, aimed incompatibly toward two or more targets at once. False priming can result in empty unitrackers that are not aimed at anything real at all.

Service Innovation Capability in Social and Health Care SMEs: The Impact of Market Orientation and Technology Orientation

2021 ◽  
Vol 29 (03) ◽  
pp. 183-206
Author(s):  
Sanna Joensuu-Salo ◽  
Emilia Kangas ◽  
Jutta Mäkipelkola
Keyword(s):  
Health Care ◽  
Market Orientation ◽  
New Technologies ◽  
Service Innovation ◽  
Important Variable ◽  
Innovation Capability ◽  
Mixed Methods Design ◽  
Long Run ◽  
Technology Orientation ◽  
The Impact

Developing new services is vital for a service-based company to succeed in the long run. This requires both innovation capability and understanding customer needs. Previous research has shown that if a firm wishes to develop an innovation superior to the competition, it must have both a strong technology orientation and a strong market orientation. The objective of this study was to examine the effect of market orientation and technology orientation on service innovation capability in SMEs operating in the field of social and health care. In addition, this study examined the obstacles to using digitalization and new technologies in service innovations. Mixed methods design was applied so both quantitative and qualitative data was used. The results from the quantitative part of this study show that both technology orientation and market orientation have a positive and statistically significant effect on service innovation capability in SMEs operating in the field of social and health care. Furthermore, market orientation is the most important variable in the model. The results from the qualitative element again show that some of the hindering factors of using digitalization and new technologies arise from practices and attitudes of social and health care actors but others arise from the digitalization and new technologies themselves.

Unveiling The Internal Forces Towards Digital Adaptation: A Change Perspective of Malaysian SMES

2021 ◽  
Vol 12 (1) ◽  
pp. 126-126
Author(s):  
Fariza Hanim Rusly ◽  
Yurita Yakimin Abdul Talib ◽  
Muhammad Rosni Amir Hussin Hafizah Abdul Mutalib
Keyword(s):  
Human Resources ◽  
Change Management ◽  
Information Flow ◽  
Value Creation ◽  
New Technologies ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Firm Structure ◽  
Internal Forces ◽  
Digital Strategy

Digital transformation, one of the key areas of change management in the digital age, is defined as a process of changes by the means of using IR technologies in firm's operation. The extant literature suggests that implementation of digital technologies could improve communication, information flow, thus contributing towards value creation and firm performance. Notwithstanding of scarce financial, human resources and strategic capabilities to adopt new technologies among SMEs (Lee et al., 2020), the firm structure, which is more flexible as compared to large firms, offers opportunity in terms of quick decision making (Ghobakhloo & Ching, 2019) for the owner to adapt the firm's business model with market changes and implement necessary changes to sustain in the business. Moreover, previous studies indicate SMEs gained benefit from technology adoption. Nevertheless, transformation towards digitalisation requires a considerable judgement of decision, investment and effort by management and among the employees. Keywords: Digitalisation,Digital Transformation, Digital Strategy, SME, Change Management

TECHNOLOGY ADOPTION AND ADAPTATION TO CLIMATE CHANGE — A CASE-BASED APPROACH

2012 ◽  
Vol 03 (02) ◽  
pp. 1250007 ◽  
Author(s):  
JÜRGEN EICHBERGER ◽  
ANI GUERDJIKOVA
Keyword(s):  
New Technologies ◽  
New Technology ◽  
Relevant Information ◽  
Adaptation To Climate Change ◽  
Climate Conditions ◽  
Technology Learning ◽  
The Public ◽  
Additional Information ◽  
Technological Adaptation ◽  
Long Run

We present a model of technological adaptation in response to a change in climate conditions. The main feature of the model is that new technologies are not just risky, but also ambiguous. Pessimistic agents are thus averse to adopting a new technology. Learning is induced by optimists, who are willing to try out technologies about which there is little evidence available. We show that both optimists and pessimists are crucial for a successful adaptation. While optimists provide the public good of information which gives pessimists an incentive to innovate, pessimists choose the new technology persistently in the long-run which increases the average returns for the society. Hence, the optimal share of optimists in the society is strictly positive. When the share of optimists in the society is too low, innovation is slow and the obtained steady-state is inefficient. We discuss two policies which can potentially alleviate this inefficiency: Subsidies and provision of additional information. We show that if precise and relevant information is available, pessimists would be willing to pay for it and consequently adopt the new technology. Hence, providing information might be a more efficient policy, which is both self-financing and results in better social outcomes.

Human Resource Planning as a Strategic Function

2017 ◽  
Vol 8 (3) ◽  
pp. 120-131 ◽  
Author(s):  
Jatinder Kumar Jha ◽  
Manjari Singh
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
Human Resource ◽  
Resource Planning ◽  
Line Managers ◽  
Human Resource Planning ◽  
Competitive Edge ◽  
Hr Managers ◽  
Forecasting Techniques

This paper explores the strategic importance of human resource (HR) planning and the various techniques employed by organizations to attract talent and thus to gain a competitive edge. In this paper, the authors have tried to explore the various biases that come into play when supervisors forecast for human resources. Backed by research, the paper recommends the integration of line managers with HR managers and their participations in strategic planning to enable the HR managers to gain valuable insights for HR planning. The paper further suggests that though biases cannot be ruled out completely but they can be controlled by providing relevant training to the HR and line managers to forecast dynamics. Further, the judgement of the line managers could be complemented with other forecasting techniques to make the process more reliable.

scholarly journals Pragmatics of improving planning and management in the hotel and restaurant business

2020 ◽  
pp. 56-64
Author(s):  
Zinoviy Bryindzia ◽  
Andrii Kulyk
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Initial Conditions ◽  
Planning And Management ◽  
Long Run ◽  
Strategic Factors ◽  
Business Entities ◽  
Questionnaire Research ◽  
Improved Model ◽  
Strategic Perspective

Purpose. The aim of the article is substantiation of expediency of strategic planning of activity of hotel and restaurant business and formation of model of strategic management that will allow to activate potential of subjects of managing and to provide their stable development in strategic perspective. Methodology of research. The authors used empirical, statistical and questionnaire research methods to identify the factors influencing the activities of hotel and restaurant business. It allowed substantiating the stages of business planning and describing their implementation, the formation of an improved model of strategic management, development of proposals for baseline indicators. It is expedient to make decisions on the basis of indicators concerning directions and the purpose of development of business on rendering of services in this sphere. Findings. The reasons for the imbalance of the hotel and restaurant business are analysed and the need for strategic planning and management in this area is substantiated. The stages of planning of hotel and restaurant business are defined taking into account current and strategic factors of its development that will allow to form balance between the realized services and their needs in the market. A model of strategic management of the hotel and restaurant business has been developed, which is focused on the existing social and economic level achieved in this area, resource potential and assessment of the initial conditions and opportunities for development. The main problems of the hotel and restaurant business have been identified, taking into account which will allow to achieve a positive result in the long run and to form a sufficient level of competitiveness of business entities. Originality. The organizational and methodological bases of formation of effective management of hotel and restaurant business which are based on theories of sustainable, competitive and innovative development that will allow to develop various scenarios of business development taking into account current and strategic factors are deepened. Practical value. The obtained results form an important methodological basis for improving the mechanisms of strategic planning and management of hotel and restaurant business entities, as well as allow to form competitive and functional strategies for their development in the long run. Key words: hotel and restaurant business, model of strategic management, stages of planning, business plan, current factors, strategic factors.

scholarly journals Strategic planning for human resources and its impact on Sudanese national security: التخطيط الاستراتيجي للموارد البشرية وأثره على الأمن القومي السوداني

2019 ◽  
Vol 3 (11) ◽  
Author(s):  
Mu'tasim Hussein Abu Zeid
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
National Security ◽  
Human Resource Development ◽  
National Policy ◽  
State Level ◽  
The State ◽  
Development Programs ◽  
Human Capabilities ◽  
The Relationship

The study considered the importance of strategic planning for human resources and its impact on Sudanese national security considering that strategic planning is one of the important mechanisms that achieve integration and interaction between the components of the comprehensive perspective of human resources at the state level, in order to achieve the conditions required to achieve the full utilization of competitive human capabilities as one of the important elements affecting national security. The study aimed at the importance of strategic planning for human resources at the macro level of the state and its impact on Sudanese national security. The study reviewed the terms related to strategic planning, the concept of national security and the relationship between strategy, national security and human resources. The study reviewed the terms related to strategic planning, the concept of national security and the relationship between strategy, national security and human resources. The study also dealt with the aspects affecting the human resources and the Sudanese reality. The descriptive approach was used for the study and the scientific sources that dealt with the subject were used as sources for the study. The study concluded that strategic planning for human resources should be adopted, and that a national policy should be established through human resource development programs and clear foundations for investing human resources to meet challenges related to human capabilities, especially competitive human capacities.

scholarly journals HUMAN RESOURCES ARE THE SOURCE OF AN ORGANIZATION'S COMPETITIVE ADVANTAGE

2021 ◽  
Vol 9 (1) ◽  
pp. 140-154
Author(s):  
E. Voroncov
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Human Resources Management ◽  
Competitive Advantages ◽  
Human Resource Managers ◽  
Resources Management ◽  
Resource Managers ◽  
Additional Value ◽  
Managerial Activity

The article proves that human resources are a source of competitive advantages of the organization through the provision of additional value to interested groups. It is shown that the main goal of human resources management is unreasonably identified with the main goal of personnel management, and human resources management with personnel management. It is proved that human resources management is characterized by such activities as identification of the organization's resources, assessment of their quality and quantity, determination of those human resources that provide production and provision of additional value to interested groups. Identification of the goal of human resources management and the goal of personnel management, deprives this area of managerial activity of a number of significant aspects and reduces the overall effectiveness of the organization. It is proved that human resource managers need to know the state of the external environment, their investors and clients, their interests, values and goals in order to provide a specific value to any interested parties, through the use of certain human resources. Be able to identify the required human resources, assess their condition, and relate their tools and technologies to the needs of interested groups; to show that the activity of the HR service increases the value demanded by a certain subject by transforming human resources into others.

Sign in / Sign up

Export Citation Format

Share Document