The Role of Cybersecurity Certifications

The chapter looks at the burgeoning field of certification for individuals in the field of information security or cybersecurity. Individual information security certifications cover a wide range of topics from the deeply technical to the managerial. These certifications are used as a visible indication of an individual's status and knowledge, used to define experience and status, used in job descriptions and screening, and may define expectations placed on the individual. This chapter examines how these certifications are produced, the subjects they cover, and how they integrate and the various audiences to which the certifications are aimed. The role, the perceived and real value, and benefits of certification within the field of information security both from an individual and an organizational perspective are discussed. Finally, some conclusions on certification are presented.

Approaches and Practices in Strategic Human Resources Management

This chapter is planned and designed to explore strategic human resources (SHR), key terms, activities, and requirements in organisations. Using various activities and case studies to support the lines of discussion throughout, the chapter is developed for students, professionals, managers, researchers that already have prior knowledge and experience in the field of HR or other associated fields and positions such as being a line manager for a small or large team, or even running own small firm where the aspects of HRM are highly essential and vital for the development and growth of the firm. The chapter is providing identification, exploration, and in-depth discussion of key strategic aspects of HRM such as the following: forecasting external supply, job analysis and workforce profiling, job descriptions and person specifications, competencies, job families (market groups), and redundancy. Furthermore, the chapter is supported by key case studies and identification of current trends to enhance the understanding of key changes and developments in the field.

Do Bosses Get Bullied Too? A Qualitative Investigation of Causes, Impacts, and Treatments of Upward Workplace Bullying

Workplace bullying is an emerging problem in the organizational setting, that if not properly managed can deteriorate the normal functioning of an organization and consequently may harm the achievements of organizational goals. Aim of this research study is to explore the causes, impacts, and treatments of upward workplace bullying where subordinate behave in an inhumane way against supervisor. Data was collected by using semi-structured interviews with 10 persons employed at senior supervisory levels in the city of Faisalabad, Pakistan. A thematic analysis indicates that unclear managerial boundaries, absurd job descriptions, and weak interpersonal skills of the employees are the major causes of upward bullying. Individual impacts of bullying on the aggrieved parties and organizational treatments to mitigate and control the phenomenon are discussed.

In Search of Inspiration: External Mobility and the Emergence of Technology Intrapreneurs

Recent scholarship has established several ways in which external hiring—versus filling a role with a comparable internal candidate—is detrimental to firms. Yet, organizational learning theory suggests that external hires benefit firms: by importing knowledge that is unavailable or obscured to insiders and applying it toward experimentation and risky recombination. Accordingly and consistent with studies of learning by hiring and innovation, we predict that external hires are at greater risk of intrapreneurship than internal hires. We test this prediction via a study of product managers in large technology companies. We use machine learning to operationalize intrapreneurship by comparing product manager job descriptions with the founding statements of venture-backed technology entrepreneurs. Our research design employs coarsened exact matching to balance pretreatment covariates between product managers who arrived at their roles internally versus externally. The results of our analysis indicate that externally hired product managers are substantially more intrapreneurial than observably equivalent internal hires. However, we also find that intrapreneurial product managers have a higher turnover rate, an effect that is primarily driven by external hires. This suggests that hiring for intrapreneurship may be a difficult strategy to sustain.

Talent Acquisition Process Optimization Using Machine Learning in Resumes’ Ranking and Matching to Job Descriptions

Employers commonly use time-consuming screening tools or online matching engines that are driven by manual roles and predefined keywords, to search for potential job applicants. Such traditional techniques have not kept pace with the new digital revolution in machine learning and big data analytics. This paper presents advanced artificial intelligent solutions employed for ranking resumes and CV-to-Job Description matching. Open source resumes and job descriptions' documents were used to construct and validate the machine learning models in this paper. Documents were converted to images and processed via Google cloud using Optical Character Recognition algorithm (OCR) to extract text information from all resumes and job descriptions' documents, with more than 97% accuracy. Prior to modeling, the extracted text were processed via a series of Natural Language Processing (NLP) techniques by splitting/tokenizing common words, grouping together inflected form of words, i.e. lemmatization, and removal of stop words and punctuation marks. After text processing, resumes were trained using the unsupervised machine learning algorithm, Latent Dirichlet Allocation (LDA), for topic modeling and categorization. Given the type of resumes used, the algorithm was able to categorize them into 4 main job sectors: marketing and business, engineering, computer science/IT and health. Scores were assigned to each resume to represent the maximum LDA probability for ranking. Another more advanced deep learning algorithm, called Doc2Vec, was also used to train and match potential resumes to relevant job descriptions. In this model, resumes are represented by unique vectors that can be used to group similar documents, match and retrieve resumes related to a given job description document provided by HR. The similarity is measured between each resume and the given job description file to query the top job candidates. The model was tested against several job description files related to engineering, IT and human resources, and was able to identify the top-ranking resumes from over hundreds of trained resumes. This paper presents an innovative method for processing, categorizing and ranking resumes using advanced computational models empowered by the latest fourth industrial resolution technologies. This solution is beneficial to both job seekers and employers, providing efficient and unbiased data-driven method for finding top applicants for a given job.

Manager profile in organizations providing social services: Evidence from the Czech Republic

A profile of manager represents characteristics of a person performing a managerial position, i.e., it includes qualities such as knowledge, skills, and competencies within a specific specialty that provides the ability to carry out managerial duties and responsibilities successfully. The reason for obtaining this information is to build a profile of managers in organizations providing social care, as this area has not been elaborated in detail in the Czech Republic.This study aims to identify and describe the profiles of managers in organizations providing social services in the South Bohemian Region. The study was conducted using semi-structured interviews with 24 managers of selected organizations providing social services in the South Bohemian Region until the information obtained was sufficient. Data were processed using open, selective, and axial coding. Managers were asked about their job descriptions, their skills and education, and the specifics of their duties and responsibilities within their organizations. The results show that manager profiles are influenced by the type of organization and the organization’s funding. The results of the study showed that specific managerial duties and responsibilities are based on the type of social service provided. These duties and responsibilities are also based on the clients of services and the frequency of services provided. AcknowledgmentThis study was financially supported by the project “Selected aspects of social work management”, registration number GAJU 052/2019/S (Grant Agency of the University of South Bohemia in České Budějovice).

The art of delegation: integration of the veterinary nursing assistant into New Zealand veterinary practice

Background: In 2016 veterinary nursing assistants (VNAs) were introduced as an additional tier to New Zealand veterinary practice. Aim: This study explores the utilisation of VNAs in New Zealand veterinary practices to ascertain the impact of an additional staffing layer to patient outcomes, workload management and staff wellness. Method: Through focus groups and semi-structured interviews with 30 participants, three themes emerged allowing evaluation of the Allied Veterinary Professionals Regulatory Council (AVPRC) Scope of Practice (SP) (AVPRC, 2020) and development of delegation guidelines (DG). Results: Analysis identified weak processes in delegation. The practice-based perspectives of VNA staff utilisation supports the AVPRC SP. Conclusion: Effective communication of the SP and DG for veterinary practice utilisation could contribute to reducing workload pressure. Additionally, individual practice staff discussions regarding own and colleague job expectations, along with review of contractual job descriptions, could further evolution of multi-tiered practices leading to improved patient outcomes, team wellness and business success.

The Paradox of Automation: QWERTY and the Neuter Keyboard

With the neutering of the QWERTY keyboard in the early 1980s following largely successful clerical worker organizing, male workers in offices began taking on clerical work that, until recently, they would have considered beneath both their job descriptions and their manhood. Paradoxically, the men who now began typing, filing, and performing data entry for themselves did not generally consider the imposition of these new tasks an increase in work. Rather, they called it “automation.” Employers’ and computer manufacturers’ regendering of the QWERTY keyboard from feminine to neuter in the last quarter of the twentieth century was an example of the uses and power of the automation discourse, an ideological commitment that obscured the intensification of human labor behind utopian rhetoric and technological enthusiasm. Employers regendered the keyboard to get more work out of their employees, and as they did so, they claimed that no one did the work at all. Obscuring human labor behind technological marvels, the claims that the work was done by “automation” proved persuasive, even as human labor was sped up and intensified.

On Some Aspects of Process Management and Human Resource Management Interaction at the Customs Authorities

Τhe name of article is “On some aspects of process management and human resource management interaction at the customs authorities”. Main stakeholders such as European Commission Directorate-General Taxation and Customs Union, World Customs Organization, universities and world customs administrations are looking for better training support mechanism, how to create contact points for university and customs internal training and to create qualitative business training programs in the customs area. In spite of different activities, for the time being concise and clear mechanism does not exist. Another problem lies in condition that training requirements do not underlie processes and job descriptions. Training organizers - customs authorities training centers and universities, developing own training programs follow the goals and objectives of staff development strategy, it becomes apparent that interaction of job descriptions and occupation standards is relatively little and do not supplement each other. The aim of research is to describe the mechanism of existing and potential human resource management and process management mutual interaction and mutual influence. To achieve the goal there has been set a task to study the specifics of job description formation at customs authorities, describe the significance of occupation descriptions to provide work at customs and their legislation, analyze the role of occupation standards to provide training needs. As a result of research proposals have been submitted about the improvement of process management, job description and occupation standard mutual interaction mechanism. Research is based on comparative analysis of literature and practical experience of custom authorities.

The role of the dean in the pastoral care structure of a secondary school

<p>Pastoral care structures in New Zealand schools often include a middle management role of dean. This position has existed in New Zealand schools for decades, influenced by the existing systems and structures adopted from the United Kingdom. The responsibilities included in this role are often defined by schools at the local level in order to satisfy growing expectations of schools’ responsibility for student well-being and achievement. There has been little research concerning this position within the pastoral care structure of schools. This study aimed to explore the perceptions of members of the school community on the role of the year-level deans within one New Zealand secondary school. Senior managers, deans, teachers, and students from a state co-educational, urban, secondary school were interviewed regarding their views on the role, responsibilities, and effectiveness of the position of the year-level dean within their school. Deans also completed a daily log to record the nature of their tasks completed pertaining to this responsibility. Participants’ responses were analysed for major themes. The themes discussed include the intention of the role of the dean, tensions between the management of academic and pastoral issues, the exploration of the challenge in providing care for all students, and how resources available to the school and the dean can impact their role. A difference in the role between the junior school (Years 9 and 10) and senior school (Years 11, 12, and 13) was reported by all participants. Deans reported engaging in reactive tasks more than proactive, preventative tasks. Defining the role of the dean and its relationship to other roles within the school proved challenging for the perspectives, and this confusion was evident through a lack of clarity around lines of authority described in the job descriptions. Deans reported some difficulty in understanding their role in relation to managing form teachers, particularly where that staff member may hold a position of responsibility in curriculum. The reactive nature of the role was revealed. This indicated that deans continue to provide predominantly reactive care concerned with individual students, often meaning that only a small group of students receive direct care from deans. The predominantly reactive nature of the role creates implications for schools in the challenge of delivering care to all students. A more collaborative approach to pastoral care from all staff members may improve the provision of pastoral care for students. A proposed job description that may reflect the role of the dean more accurately is presented.</p>