Greening the Compensation Design and Management of the Human Resource Function

There is a rising necessity for the incorporation of environmental management into human resource management (HRM) practices. This attempt is recognized as the Green HRM initiative. An organization's human resource function can be powerful in aiding an all-inclusive approach to building a culture of sustainability. The strategy entails executing transformations to the diverse functions of HR like determining employee compensation. Gaps continue to exist in the literature on the green aspects of compensation and reward systems. This chapter considers the environmental management features of the compensation and reward system and factors a mould of the procedures entailed in green compensation and reward system. it cores on examining green reward management systems practices from the standpoint of subsisting research in the area and proposes inventive process moulds in green reward management systems. The green reward management system is presented as a smart and superior method of reward management systems.

Strategi Pemasaran dalam Upaya Meningkatkan Penjualan (Studi Kasus: PT XYZ)

The purpose of this study is to determine the marketing strategy of PT XYZ to increase sales. The method used in this research is descriptive using primary and secondary data which are processed based on the results of interviews with the management of PT XYZ. This research uses internal environmental analysis including Segmentation, Target and Position (STP), Marketing Function, Financial Function, Human Resource Function, Operational Function and Marketing Mix (7P), industrial environment analysis (Porter's 5 Strengths), and external environment (PESTEL). From the analysis of the company environment, it is clarified using the IE Matrix and the SWOT analysis resulting in 4 sets of alternative strategies in the SWOT Matrix. Based on data from the company's internal and external environmental factors, the IFE Matrix is 2.96 and the EFE Matrix is 3.06, then the IE Matrix is in quadrant II, where the strategic position of PT XYZ is in a position of growth and development which describes the condition of the company is growing and developing. The result of PT XYZ's SWOT quadrant is in quadrant I, where the strategy commonly used is to support aggressive growth policies. Tujuan dari penelitian ini adalah untuk menentukan strategi pemasaran perusahaan PT XYZ dalam upaya meningkatkan penjualan. Metode yang digunakan dalam penelitian ini adalah deskriptif menggunakan data primer dan sekunder yang diolah berdasarkan hasil dari wawancara dengan manajemen PT XYZ. Penelitian ini menggunakan analisis lingkungan internal meliputi Segmentasi, Target dan Posisi (STP), Fungsi Pemasaran, Fungsi Keuangan, Fungsi Sumber Daya Manusia, Fungsi Operasional, dan Bauran Pemasaran (7P), analisis lingkungan industri (5 Kekuatan Porter’s) dan lingkungan eksternal (PESTEL). Dari analisis lingkungan perusahaan, diperjelas dengan menggunakan Matriks IE dan analisis SWOT menghasilkan 4 set strategi alternatif pada Matriks SWOT. Berdasarkan data dari faktor lingkungan internal dan eksternal perusahaan, didapatkan Matriks IFE adalah 2.96 dan Matriks EFE adalah 3.06, maka Matriks IE berada di kuadran II, dimana posisi strategis PT XYZ berada pada posisi pertumbuhan dan pembangunan yang menggambarkan kondisi perusahaan sedang bertumbuh dan berkembang. Hasil kuadran SWOT PT XYZ berada di kuadran I, dimana strategi yang biasa digunakan adalah mendukung kebijakan pertumbuhan yang agresif.

Water Dimension of BRICS Cooperation: National Challenges and Joint Opportunities

This article examines the evolution and potential of the water agenda of BRICS. The members of this international association of major countries of South America, Eurasia, Asia and Africa are rich in water resources and population. The development of water resources extends beyond their borders to projects in other countries through the activities of a major development institution, the New Development Bank of BRICS. Such conditions suggest some anticipation of a global and comprehensive view on the part of BRICS on the issues relating to water resources. However, the hypothesis of this article is opposite: despite the unique potential of the BRICS water strategy, it remains non-specific, focused on the lower common denominators for the member countries such as cleanliness, sanitation and water management. To account for this, the authors take the position that the bureaucratic logic of basic common interest downgrades strategic vision. This is reflected in the growing gap between the multifaceted nature of the issues related to water resources in the world and the narrowly specialized approach of BRICS association which perceives water de facto without its resource and global function. To study this, the authors analyze the water portfolios of the BRICS member countries and compare the national water agendas based on an analysis of policy documents. They then systematize water initiatives under the auspices of the BRICS and, finally, calculate virtual water flows and their structure between the BRICS countries using agricultural products trade as an example. The conducted analysis allows the authors to identify a wide gap between the current and potential water agenda of the BRICS. The authors then propose a number of initiatives that can create added value for the BRICS as an association both for its member countries and for developing countries facing water resource challenges. The authors assert that such a new approach, based on a profound understanding of the resource function of water as a commodity with global value, has all the potential to be implemented by BRICS.

Greening the Compensation Design and Management of the Human Resource Function

There is a rising necessity for the incorporation of environmental management into human resource management (HRM) practices. This attempt is recognized as the Green HRM initiative. An organization's human resource function can be powerful in aiding an all-inclusive approach to building a culture of sustainability. The strategy entails executing transformations to the diverse functions of HR like determining employee compensation. Gaps continue to exist in the literature on the green aspects of compensation and reward systems. This chapter considers the environmental management features of the compensation and reward system and factors a mould of the procedures entailed in green compensation and reward system. it cores on examining green reward management systems practices from the standpoint of subsisting research in the area and proposes inventive process moulds in green reward management systems. The green reward management system is presented as a smart and superior method of reward management systems.

The Impact of Climate Change on Human Resource Management in the Global Economy

Climate change has a global impact on everyone in their homes and workplaces. It occurs naturally but is also human-induced. It does more bad than good, especially in the workplace of every industry. Human resource functions play a major role in addressing this issue with management structures, employees, customers, and other stakeholders. The effort of reducing climate change is not an easy task, as many still have no belief that it is actually occurring. This chapter seeks to define the human resource function and climate change concept within a global economy.

Prispevek notranjega revizorja k izboljšavam v organizaciji

The Slovenian economy did not sufficiently recognize and use the internal audit function. This is largely true for that part of the economy where internal audit is not legally defined as a key function. However, in the world, it is the internal auditor who also helps the organization in the field of making sense of values, the importance of competencies and introducing changes. These are the elements that affect the size and distance of risks and opportunities. One of the key success factors is employees. The organization needs to have the right people in the right place. Be it middle, senior management or professionals such as internal auditors. Among other things, the pandemic showed how the Human resource function influences the long-term success of the organization through the right and timely selection of personnel. Nevertheless, in all my many years of practice, I have never managed to get the management and then the supervisory board to accept the proposal that the human resources function and its efficiency and effectiveness be included in the annual internal audit plan.

Representations of Loneliness in Russia and Bulgaria (the Case Study of Students)

Loneliness is one of the fundamental problems of modern people. However, loneliness is traditionally associated with negative expressions and characteristics, at the same time it may also have a resource function. The relevance of the study is associated with its focus on the multifaceted understanding of loneliness and identification of its resource mechanisms. The purpose of the study presented in the article is to compare the idea of loneliness among Russian and Bulgarian students. An assumption was made: firstly, there is much in common between two countries, which makes it possible to expect a common value-semantic field, and secondly, despite the semantic similarity of ideas about loneliness, expressiveness of its individual parameters will vary. The study was carried out on a sample (N = 442) of Russian (n = 229) and Bulgarian (n = 213) students aged 17 to 27 years old (M = 20.8 years, SD = 1.64; 359 women and 83 men), living in St. Petersburg (the Russian Federation), Sofia and Plovdiv (Bulgaria). All respondents were asked the question: “What does loneliness mean to you?”. The written answers were analyzed using the method of content analysis, followed by calculating the frequency of occurrence of the semantic group and subgroups, and performing a comparative analysis (Fisher angular transformation). It was noted that the answers of both Bulgarian and Russian students lie in approximately the same semantic field. It was demonstrated that in both groups both positive and negative characteristics of loneliness were present. We established that Russian students more often mention the positive properties of loneliness. They interpret loneliness more often through the opportunities that it gives them. Bulgarian students often mention negative aspects; they express more fear related to loneliness. Similar results confirm our hypothesis about the general semantic field, and, at the same time, demonstrate particular nature of ideas about loneliness in these two groups. The results can be used to develop programs aimed both at reducing negative impact of loneliness, and on development of its resource functions.

A Qualitative Study of Artificial Intelligence Application Framework in Human Resource Management

Artificial Intelligence (AI) has grown by leaps and bounds in the past few years making it a necessary tool for organizations all over the world to pave the road to a smart future by entering into its various functions and making it more efficient. However, companies in India have been hesitant and slow to adapt this technology and this hesitation is ever so clearly seen in the Human Resources function of the organization. The Primary purpose of this article is to explore the application, benefits and challenges of integration, and the limitations of AI in HRM within the Indian context. The responses for the study were collected from various Top-level HR Professionals through multiple forms of interviews. The sampling method used was purposive sampling. The research is an exploratory study that uses the data collected through the interviews to identify the various methods in which artificial intelligence is used in the Human Resource function, the problems faced in implementation of the technology and the benefits of using AI. The studyis relevant and beneficial to organisations that seek to enhance the effectiveness and efficiency of their HRM functions by leveraging the power of AI.