Selection of HR-Strategy in the Location of the Transport-Technological System of Oil Fields in the Russian Arctic

The development of Arctic hydrocarbon resources is in the sphere of interests of many large companies. At the same time, the vast northern territories and polar seas do not have a developed infrastructure that would allow implementing various transport and technological solutions for the development of oil fields. The opportunities for attracting the resources of the Russian Arctic into economic circulation are currently being used to a small extent, which is caused by various factors, both objective and subjective, that were formed at the previous stages of the country's development. This work is devoted to the problem of choosing an HR strategy when placing objects of the transport and technological system of oil fields in the Russian Arctic, taking into account the ecological, economic and socio-economic features of this macroregion. Using the example of oil and gas fields in the coastal-shelf zone of the south-eastern part of the Barents and Kara Seas, the authors consider multivariate forecasts for the formation of a rational scheme for the transportation of hydrocarbons as an integral part of the regional oil and gas complex. The authors assign a special role to the important economic and socio-psychological components associated with the processes of organizing the work of oil workers. At the same time, they come to the conclusion that the shift method of labor organization, adopted by many large mining companies, should not displace, but only complement the traditional methods of attracting personnel to the Arctic oil infrastructure facilities. The use of the combined method of labor organization in the Arctic is the most optimal, allowing to integrate the advantages and localize the disadvantages of other methods of labor organization.

CRISPR/Cas9 mediated gene correction ameliorates abnormal phenotypes in spinocerebellar ataxia type 3 patient-derived induced pluripotent stem cells

Spinocerebellar ataxia type 3/Machado–Joseph disease (SCA3/MJD) is a progressive autosomal dominant neurodegenerative disease caused by abnormal CAG repeats in the exon 10 of ATXN3. The accumulation of the mutant ataxin-3 proteins carrying expanded polyglutamine (polyQ) leads to selective degeneration of neurons. Since the pathogenesis of SCA3 has not been fully elucidated, and no effective therapies have been identified, it is crucial to investigate the pathogenesis and seek new therapeutic strategies of SCA3. Induced pluripotent stem cells (iPSCs) can be used as the ideal cell model for the molecular pathogenesis of polyQ diseases. Abnormal CAG expansions mediated by CRISPR/Cas9 genome engineering technologies have shown promising potential for the treatment of polyQ diseases, including SCA3. In this study, SCA3-iPSCs can be corrected by the replacement of the abnormal CAG expansions (74 CAG) with normal repeats (17 CAG) using CRISPR/Cas9-mediated homologous recombination (HR) strategy. Besides, corrected SCA3-iPSCs retained pluripotent and normal karyotype, which can be differentiated into a neural stem cell (NSCs) and neuronal cells, and maintained electrophysiological characteristics. The expression of differentiation markers and electrophysiological characteristics were similar among the neuronal differentiation from normal control iPSCs (Ctrl-iPSCs), SCA3-iPSCs, and isogenic control SCA3-iPSCs. Furthermore, this study proved that the phenotypic abnormalities in SCA3 neurons, including aggregated IC2-polyQ protein, decreased mitochondrial membrane potential (MMP) and glutathione expressions, increased reactive oxygen species (ROS), intracellular Ca2+ concentrations, and lipid peroxidase malondialdehyde (MDA) levels, all were rescued in the corrected SCA3-NCs. For the first time, this study demonstrated the feasibility of CRISPR/Cas9-mediated HR strategy to precisely repair SCA3-iPSCs, and reverse the corresponding abnormal disease phenotypes. In addition, the importance of genetic control using CRISPR/Cas9-mediated iPSCs for disease modeling. Our work may contribute to providing a potential ideal model for molecular mechanism research and autologous stem cell therapy of SCA3 or other polyQ diseases, and offer a good gene therapy strategy for future treatment.

Evaluation of The Implementation of The Alternaive X Tourism Strategy As The Implementation of The Strategic Plan For The Tourism Service of The Province of Jatim 2016 -2021

here is only one analytical technique at the decision stage in strategy formulation to determine the relative attractiveness and appropriate alternative actions. The technique is the Quantitive Strategic Planning Matrix (QSPM) which forms stage 3 of the formulation strategy. QSPM is a tool that enables strategists to evaluate internal key factors. Conceptually, the QSPM determines the relative attractiveness of various strategies from the extent to which key internal and external success factors are utilized or enhanced. This research begins by analyzing the Kebon Agung village, Ujung Pangkah sub- district and the SME development plan, followed by implementing the next model, the implementation of the strategy model can be reconstructed according to the conditions of development. There is only one analytical technique at the decision stage in strategy formulation to determine the relative attractiveness and appropriate alternative actions. The technique is the Quantitive Strategic Planning Matrix (QSPM) which forms stage 3 of the formulation strategy. QSPM is a tool that enables strategists to evaluate internal key factors. Conceptually, QSPM determines the relative attractiveness of various strategies from the extent to which key internal and external success factors are utilized or enhanced. Regarding HR strategy.

Supervision of Human Resource Management during the Covid 19 Pandemic

Personnel management will demonstrate how businesses should recruit, develop, use, assess, and retain workers in terms of both amount (quantity) and kind (quality) The goal of this article is to implement a project assigned to one of the Entrepreneurship Courses during the Covid-19 Pandemic. The process of identifying and recruiting the personnel required by the company to become employees is known as recruitment. Vacancies, promotions, transfers, retirements, terminations, permanent disability, death, and labor turnover may need recruiting. A successful HR strategy requires the completion of many stages. Human Resource Planning (HRP) is a set of actions that a company does to anticipate future business and environmental needs. Human resource planning is required to fulfill the organization's requirements for specific jobs to be filled. The procedure includes identifying which jobs must be filled, the number of workers required, and when they will be required. In HR planning activities, job analysis has a tight connection with job analysis (Human Resources) Efforts to move and reorganize work activities in different groups are included in job design restructuring. Employee training is a long-term investment in workforce development that pays out handsomely. It's a technique/tool for executive management and growth.

The effect of coaching on employees as mediated by organisational citizenship behaviour: case of Lebanon

PurposeThis study investigates whether the increased attention given to coaching as a training technique is affecting performance, while taking into consideration the mediating effect of organisational citizenship behaviour (OCB).Design/methodology/approachData is collected from Lebanese employees in the field, using a quantitative method and a confirmatory survey.FindingsThe study suggests that the creation of a supportive organisational behaviour in the organisation does provide a higher benefit from coaching.Research limitations/implicationsThe outcome of the study could have significant implications on the HR departments' managerial decision-making on the process of implementing novel tools and training techniques in services facilities.Practical implicationsThis study helps HR managers to assess the desirability of investing in coaching and orient the planning of their firms' HR strategy.Originality/valueThis research is based on a large sample collection from different business sectors in Lebanon. The quantitative survey results highlight a number of correlations that affect employees' performance. It further moves the responsibility from coaching as a tool to being part of a complete program of behavioural management and change.

Modelling human resource dimension of international project risk management

Purpose Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects. Design/methodology/approach In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed. Findings DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension. Research limitations/implications This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated. Originality/value Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.

Investigating the Impact of Social Media on Gen Y Employees' Engagement

The study examines the influence of social media on Gen Y employees' engagement. Hypotheses are developed to explain the influence of social media on Gen Y employees' engagement. A sample of 256 Indian Gen Y employees from IT industry participated in the survey. Structural equation modeling is used to test the research hypotheses. Findings reveal that social media has a significant positive effect on Gen Y employees' engagement. It is revealed that social media moderates the relationship of HR practices (communication, collaboration; knowledge sharing and recognition) and engagement in Gen Y employees. While the scope of this study is limited to IT industry and results may not generalize to different industries in different regions. Hence, future studies should test the given hypotheses in different industries of different regions. The findings suggest that organizations should incorporate social media into their HR strategy. The study is one of the first to date, to empirically test the effect of social media on Gen Y employee engagement.