Human Resources Strategies in Times of Crisis

The year 2020 came with new challenges for individuals,enterprise sand public institutions.The COVID-19 pandemic imposed a change in the way of thinking, management and action at local and global level, in order to overcome obstacles of financial, legislative, procedural ororganizational nature.The economic crisis felt by the business environment only started in 2020, andc ompanies mustunderstand the need to formulate and implement specific strategies related to management,human resources,supply chain,source of financing ,etc.This paper aims to present solutions for efficient management of human resources within companies in order to cope with the problems generated by COVID-19,based on the analysis of the current situation in Romania,presenting an analysis of the human resources management during the crisis. At the end, proposals are made to support the activity of human resources specialists in crisis situations, especially the type generated by COVID-19 context, when the mobility and interaction of human resources is limited.

The synergy of human resources management between the regional governments of the Riau Islands Province with elements of defense in facing non military threats

Law of the Republic of Indonesia Number 3 of 2002 concerning the National Defense explained that Indonesia's defense was carried out with a universal defense system to deal with every form of military and non-military threats. Geographically, Riau Islands Province is an area directly border to neighboring countries that have potential non-military threats. These non-military threats include illegal activities in the form smuggling of goods, illegal drugs, human trafficking, terrorism and penetration of foreign ideologies as well as cases of actual non-military threats, COVID-19 pandemic. The aims of the research are to analyze the management of human resources and the synergy between local governments and defense elements from the army, navy and air force in the Riau Islands Province as well as analyze the obstacles and the efforts to create in the face of non-military threats. The method of the research is a qualitative method with primary data collecting techniques, interviews, and secondary data in the form of literature studies. The results showed that the local government and elements of defense in the Riau Islands Province in facing non-military threats with ideological, economical, technological and information dimensions, economics, health and safety made programs by managing human resources through the functions of planning, organizing, actuating and controling. While synergy is built in two ways, namely communication through social communication through discussion, dialogue, official letters, mutual cooperation and coordination through communication forums of regional leaders. Constraints faced are geographical conditions, facilities and infrastructure, budget constraints and limited personnel. Efforts to overcome obstacles in creating synergy are increasing the frequency of regional leadership communication forums, optimizing cooperation, transforming defense human resources and increasing joint activities.

The Mediating Role of Age Productivity on Human Resources Development, Health Infrastructure, and Proverty Level

Poverty is a classic problem in many regions in Indonesia, including the Bengkulu Province. There are several causes of poverty case in Bengkulu, three of which are low human resources, inadequate rural health infrastructure, and less productive population with productive working age. The purpose of the study is to examine 1) the influence of human resources management, health infrastructure, and productive age partially on poverty in Bengkulu Province, and 2) the influence of human resources, health infrastructure respectively through mediation of productive age on poverty in Bengkulu Province. This study uses a quantitative descriptive approach using secondary data. The research population is all districts/cities in Bengkulu Province totalling 9 districts and 1 city in 2010 – 2019. This study uses saturated sampling. The data was then processed and analyzed using SEM-PLS. The results of the study show that human resources proxied by the Human Development Index (HDI) had a positive effect on the poverty level, health infrastructure had no effect on the poverty level, productive age had no effect on the poverty level, productive age was not a mediating variable between resources and the poverty level, so that cannot be used as a mediating variable, and productive age does not mediate the effect of health infrastructure on poverty levels in Bengkulu Province.

Multiplier elements of innovation: towards an innovation model in the Mexican micro and small business

Innovation is a fundamental strategy to generate and maintain a competitive position in the market, however, the companies’ ability to generate innovations is not an easy task, as there are different factors that influence it. Although several innovation models have been developed, no ad hoc models have been proposed to the conditions of micro and small enterprise, nor the structural conditions in developing countries. Therefore, the objective of this research is to identify and analyze the most relevant management factors that drive innovation in Mexican micro and small business. To this end, 594 micro and small businesses from the Laja-Bajío region belonging to the commercial sector, service and manufacture, were surveyed. Semi-structured interviews were conducted to identify their needs on innovation generation. The results show that technology management, marketing strategies and human resources management are the key elements to drive innovation in the MSEs (Micro and Small enterprises).

Digital Transformation and Its Impact on Strategic Supremacy Mediating Role of Digital HRM: an Evidence From Palestine

This study aims to identify the impact of digital transformation in achieving strategic sovereignty in a world that is intensely competitive and in a digitalized era. In the study, the human resource management variable serves as an intermediary variable in the relationship between digital transformation and strategic leadership. The study population consists of (420 top and middle) managers in two mobile telecommunications companies in Palestine, namely: Jawwal and Ooredoo. The study is based on the quantitative approach using a proportional stratified sample, as a 201- item questionnaire is developed using the Seven-Point Likert Scale to study the three variables. The independent variable is digital transformation and its dimensions (Business Model, Customer Experience, Digital Processes, and Impact on People), while the dependent variable is Strategic Supremacy including its three dimensions (Scope of Influence, Competitive Configuration, and Competitive Compression), while digital human resources management serves as an intermediate variable. The data contained herein is analyzed by the Smart PLS Program - structural equation modelling (Second Order). The study shows a positive and good impact of digital transformation on strategic supremacy. The same applies to the impact of digital human resources management thereon. The study concludes that even though digital transformation has a very good impact on human resource management, digital human resources management is a mediating variable in the relationship between digital transformation and strategic supremacy, or even a partial mediator.

Human Resources Management Strategies of Taiwan-based Enterprises in Vietnam

The study explores the main challenge for human resource management (HRM) of Taiwan-based enterprises in Vietnam in which cross-cultural management and human capital are mainly focused on, and the study also investigates the strategies of HRM of Taiwanese companies in Vietnam in which companies are centralized in localization management, training and development program and incentive and compensation systems of HR practice.. There are six Taiwanese expatriates work in Vietnam invited to participate the in-depth interview to further understand the difficult of HRM they faced with and to find out the strategies of HRM their company offer. The result consistent with the inference earlier that Taiwan-based enterprises have difficult on cross-cultural management and human capital, and then the strategies about localization management, training and development program, and incentive and compensation systems are conducted as well. The study provides critical research implications as well as practical implications for Taiwanese-based companies in Vietnam.

Portal for Employees in the Public Sector

The need to reduce public spending has led Portugal to make administrative reforms. To that end, it called on the so-called e-government, using ICT as a mechanism to increase the quality and transparency of public services while lowering costs and operationalizing new public policies. Although administrative decentralisation is enshrined in the Constitution of the Portuguese Republic, only recently has it been prioritised as one of the great objectives of the administrative reforms of the state. To this end, the transfer of the necessary financial and human resources are foreseen. This will imply the implementation of human resources management strategies and mechanisms that avoid surplus or shortage of human resources, both in Central and Local Administration. Therefore, in this chapter, the creation of the “Portal for Employees in the Public Sector” is proposed as a shared management tool.

The Role of Awareness in Designing Human Resources Management Practices in Family Firms

The chapter aims to develop a theoretical configurational model of HRM practices for family firms based on the construct of awareness. The typology of ideal HRM practices configurations the authors developed grounds on are 1) two organizational factors (awareness of the internal and external environment and organizational awareness) and 2) two dimensions of organizational awareness (the need for explicit and implicit coordination mechanisms). The first dimension refers to the need for mechanisms explicitly adopted by a family firm to manage task or communication interdependencies. The second one relates to those requirements for mechanisms that are available to family firms from shared cognition, which enable them to explain and anticipate task statuses and individuals' collaborative behaviors, thus helping them in managing task interdependencies. The authors combined these results in four configurations of HRM practices (administrative, shared, professional, and integrated configurations) and developed seven propositions.

Human Resources Management in Social Entrepreneurship

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.