scholarly journals A rapid preliminary skills diagnostics for supporting the decisionmaking process, on HR management example.

2020 ◽  
Vol 176 ◽  
pp. 2423-2433
Author(s):  
Grzegorz Szyjewski
Keyword(s):  
Decisionmaking Process ◽  
Hr Management

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

The Eastern Scheldt Project

1984 ◽  
Vol 16 (1-2) ◽  
pp. 51-77 ◽  
Author(s):  
M Knoester ◽  
J Visser ◽  
B A Bannink ◽  
C J Colijn ◽  
W P A Broeders
Keyword(s):  
Local Government ◽  
Adverse Effects ◽  
Policy Analysis ◽  
Storm Surge ◽  
Freshwater Lake ◽  
Tidal Basin ◽  
Decisionmaking Process ◽  
Analysis Methods ◽  
Civil Engineers

In the planning of the Delta-works, carried out in the Southwestern Netherlands, the Eastern Scheldt was the largest and therefore last tidal basin to be fully closed mainly to protect the area from floods. Increased recognition for the natural value of estuaries and a strong lobby from nature conservationists and shellfish producers led to a reconsideration of original plans, confirmed by a series of governmental decisions. Per consequence execution of the present plans will result in a storm-surge barrier at the entrance of the tidal basin together with two partitioning dams, separating the (reduced) tidal Eastern Scheldt from a new freshwater lake. Attention is paid to the present values in the Eastern Scheldt and briefly to changes involved by the project. The decisionmaking process is described and discussed: In the course of the project the majority of decisions taken were prepared by teams of ecologists, civil engineers, hydrologists and financial experts using policy-analysis methods. For guidance of developments in the influenced area the local government accepted a policy plan, in which human uses are regulated. Operations of the barrier are designed such that safety from flooding is guaranteed, while adverse effects for the tidal ecosystems are minimized.

Features of human resource management in the digital economy

2020 ◽  
pp. 70-72
Author(s):  
A.A. Dragel ◽  
A.V. Kolesnikov
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Digital Economy ◽  
Qualitative Assessment ◽  
Hr Management ◽  
Factors Of Influence

The article discusses the key trends in human resource management in the framework of digitalization of the economy, lists the main «digital» factors of influence on the HR management and gives its qualitative assessment.

Labor Motivation and Stimulation Mechanism in Learning Organization Formation

2021 ◽  
pp. 19-22
Author(s):  
Ekaterina Kuryachaya ◽  
I. Kul'kova
Keyword(s):  
Learning Organization ◽  
Integrated Approach ◽  
Monetary Incentives ◽  
Management Mechanism ◽  
Organization Model ◽  
Motivation System ◽  
Hr Management ◽  
Relevant Topic ◽  
Traditional Organization ◽  
Self Learning

The article is devoted to a relevant topic − the HR management system creation during the transforming a traditional organization into a self-learning one, and, first of all, a staff motivation system. The scientific novelty element is the developed and tested complex HR management mechanism, which is closely related to the results and employees' performance assessment. A tested and implemented mechanism for managing the employees’ motivation system is proposed, which is one of the stages in the formation of the self-learning organization model; the motivation management principles and guidelines for building a motivation system based on an integrated approach, including systems of monetary, non-monetary incentives, as well as social guarantees systems.

KHL: Consulting for Managing Sales Force Attrition (A)

2018 ◽  
Vol 15 (2_suppl) ◽  
pp. S25-S43
Author(s):  
Unnikrishnan K Nair ◽  
Keyoor Purani
Keyword(s):  
Qualitative Data ◽  
Sales Force ◽  
Top Management ◽  
Focus Group Discussions ◽  
Group Discussions ◽  
Hr Management ◽  
Large Pharmaceutical Company ◽  
Management School ◽  
Depth Interviews ◽  
Dynamic Interplay

Kalpak Healthcare Limited (KHL), a large pharmaceutical company in the southern part of India, once faced severe sales force turnover in its Life Branded Medications SBU, popularly called the Branded SBU (B-SBU). It became an issue of highest concern to the top management of KHL; so they appointed a team of consultants from a premier management school in the region to study the issue and recommend possible solutions and strategies. Over a period of 6 months, the consultants conducted extensive research—studying internal company records, analysing the industry and external environment, gathering qualitative data through in-depth interviews (DIs) and focus group discussions (FGDs) among KHL employees and executing a division-wide quantitative survey labelled as Manpower Mood Meter (M3) among the field executives—and finally came up with recommendations. The case is organized as two independent, successive ones—A and B. Case (A) describes the consultants’ engagement with KHL and ends with them pondering over the types of analyses to be done with the huge volume of data they had collected. Case (B) details the kinds of analyses they actually do and the inferences they draw. The set of recommendations the consultants finally make to the KHL top management is given in the epilogue of the teaching note. The critical value of this case lies in its ability to open up the students’ minds to the dynamic interplay of multiple factors—individual, managerial, organizational, industrial-contextual and historical—that holistically affect a phenomenon like ‘attrition’ in organizations. This could perhaps also be one of those rare cases that makes use of the principles of System Dynamics in a real, applied and combined context of marketing and human resource (HR) management.

scholarly journals Sustainable Competitive Advantage Needs Green Human Resource Practices: A Framework for Environmental Management

2018 ◽  
Vol 22 (3) ◽  
pp. 424-442 ◽  
Author(s):  
Lívia Almada ◽  
Renata Borges
Keyword(s):  
Sustainable Development ◽  
Competitive Advantage ◽  
Human Resource ◽  
Pollution Prevention ◽  
Future Research ◽  
Organizational Sustainability ◽  
Sustainable Competitive Advantage ◽  
Integrative Framework ◽  
Hr Practices ◽  
Hr Management

Abstract The aim of this theoretical essay is to analyze the role of human resource (HR) management to achieve organizational sustainable competitive advantage (SCA), through the Natural Resource Based View (NRBV) perspective. We performed an exploratory-descriptive bibliographic research. We first provide key definitions to identify SCA, such as sustainability, sustainable development, and organizational sustainability. We then developed a theoretical framework integrating HR practices with NRBV strategies (pollution prevention, product stewardship, and sustainable development) in order to achieve SCA. As results, a set of propositions regarding HR management and sustainability are offered to be empirically analyzed in future research. The major contribution of this study is to offer an integrative framework of HR practices and NRBV strategies. This paper also adds value to managers by presenting ways to implement HR management for organizational sustainability achievement.

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