scholarly journals Strategy and Human Resources Management in Non-Profit Organizations: Its Interaction with Open Innovation

2021 ◽  
Vol 7 (1) ◽  
pp. 75
Author(s):  
Márcio Oliveira ◽  
Marlene Sousa ◽  
Rui Silva ◽  
Tânia Santos
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Human Resources Management ◽  
Structural Factors ◽  
Public And Private ◽  
Non Profit ◽  
Resources Management ◽  
Socioeconomic Changes ◽  
Non Profit Organizations ◽  
The Way

The socioeconomic changes that many countries have been experiencing in recent decades, caused by structural factors or by specific circumstances, where the pandemic crisis of COVID-19 is only the most recent example, have posed challenges to organizations, which present themselves more and more and in various forms as threatened by the possibility of fulfilling their mission. Public and private sectors increasingly present themselves as insufficient to respond effectively to day-to-day requests. This context of instability and the resulting impacts for non-profit organizations pose serious problems to the way in which governance is exercised and served as a motivation for carrying out a study that aimed to understand the influence of strategy and human resources on the governance of these organizations. A review of the literature on the variables under study made it possible to identify the sub-dimensions associated with each one of them and the respective indicators. Thus, for a quantitative study, it was possible to apply a questionnaire to 242 Holy Houses of Mercy in Portugal to understand the direct and indirect influences of strategic management and human resources management on the governance of these institutions. The results obtained show the existence of a positive relationship between the variables under analysis, confirming that not only do these variables influence, by themselves and directly, the governance of the institutions studied, but also the strategy influences human resources policies, which in turn have implications for the way the Holy Houses of Mercy deal with aspects associated with governance. It is concluded that, in general, for these organizations to be more effective in efforts to improve their governance processes, they must focus on strategic management and human resources management instruments.

Need for corporate training to implement a human resources management strategy under the present-day conditions

2021 ◽  
pp. 13-17
Author(s):  
A.N. Gornostaeva ◽  
◽  
I.N. Gornostaeva ◽  
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Personnel Management ◽  
Network Model ◽  
Management Strategy ◽  
Human Resources Management ◽  
Corporate Training ◽  
Organization Management ◽  
Resources Management ◽  
New Approaches

The article gives reasons for the necessity of new approaches to the personnel management system, implemented with the help of corporate training in the context of the transition to a new stage of strategic management, from the «serf» to the «network» model of organization management. The article considers the process of corporate training, offers the concept of key competence as a system of two portfolios of the organization. The analysis of the needs for corporate training has been developed. New approaches to the selection, development, encouragement and evaluation of employees in connection with changes in strategic management have been formulated.

Reward and Performance as a Key Element of Motivation

2017 ◽  
Vol 7 (1) ◽  
pp. 181-185
Author(s):  
Muhamet Kelmendi
Keyword(s):  
Performance Evaluation ◽  
Human Resources ◽  
Human Resources Management ◽  
Management Planning ◽  
Resources Management ◽  
And Performance ◽  
Balkan States ◽  
The Way

Abstract The crisis and the dramatic unemployment have had an inevitable impact in salary policy and development of organizations. Therefore, considering that every organization is interested for their employees to be more motivated to work, thus, this was for this reason and relying on literature, papers and research to know to what extend the reward influences motivation of the employees. Initially, we shall also understand the notion salary and performance and how important are they in carrying out the work in one organization, and how they have evaluated by the management of the same organization. Afterwards, we shall show the way and the best methods on how to pay employees, how the manager must decide on the level of salaries of the employees, and must decide that salaries are not the same for each employee based on their performance, etc. The time has shown that the performance evaluation provides information that serves the basis for all other important activities of human resources management planning, selection, reward and motivation, continuously leading to the formation of employees. It is worth mentioning the fact that companies in general still has much work to do in connection with programs for compensation of employees, and this relying on the fact that many companies, particularly in the Balkan states where they continue to give salary different bonuses in envelopes, while reducing the transparency of payment and reward in these companies-organizations.

Industrial relations (Union) issues at Asian Paints Ltd.

2018 ◽  
Vol 8 (2) ◽  
pp. 1-22
Author(s):  
Nikunj Kumar Jain ◽  
Subhashis Sinha ◽  
N.S. Iyer
Keyword(s):  
Graduate Students ◽  
Human Resources ◽  
Strategic Management ◽  
Human Resources Management ◽  
Union Leader ◽  
Industrial Relations ◽  
Content Type ◽  
Post Graduate ◽  
Resources Management ◽  
The Impact

Subject area Human Resources Management (HRM), Industrial Relations and Strategic Management. Study level/applicability Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM. Case overview The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output. Expected learning outcomes The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.

Selecting the Project Teams’ Members. A Challenging Human Resources Management Process for Laboratory Research

2011 ◽  
Vol 495 ◽  
pp. 159-162 ◽  
Author(s):  
Evangelia N. Markaki ◽  
Damianos P. Sakas ◽  
Theodoros Chadjipantelis
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Project Manager ◽  
Project Team ◽  
Project Teams ◽  
Laboratory Research ◽  
Management Process ◽  
Team Members ◽  
Resources Management ◽  
The Way

The aim of our paper is to focus on the way a project manager chooses the appropriate members of his team in order to develop hi - technological project for a laboratory research in different sectors (business, hi-technological, financial, societal, political). Our aim is to focus on the differences and the challenges that hi - technological project team members have in laboratory research.

Finding, training, and keeping best service workers

2012 ◽  
Vol 2 (4) ◽  
pp. 1-3
Author(s):  
Martin Dandira
Keyword(s):  
Human Resources ◽  
Employee Performance ◽  
Human Resources Management ◽  
High Turnover ◽  
Content Type ◽  
Resources Management ◽  
Frontline Workers ◽  
Travel And Tourism ◽  
Internal Customers ◽  
The Way

Subject area Organisational behaviour, business reengineering and management of change, human resources management. Study level/applicability This case study is intended for undergraduate and post-graduate management degrees. It includes courses on organizational behaviour, human resources management, marketing, business management, travel and tourism and strategic management. Case overview Zim-Zum Welcome Hotel is a hotel in Zimbabwe in the travel and tourism sector. It was facing high turnover of employees and this was affecting the business through continuous hiring and training. The organization decided to introduce changes completely changing the way it does things, focusing on satisfying employees as well as customers. The new approach yielded favourable results, labour turnover dropped significantly and business improved greatly. In an effort to improve service, and increase profit, Zim-Zum has begun radically changing the way it hires, trains and deploys frontline workers. Management also examined how waiters and waitress do their job and concluded that there was supposed to be a division of labour between them and culinary staff. Management of Zim-Zum believe that companies that excel at managing frontline workers understand that excellent service is more than just a transaction. Expected learning outcomes Students can focus on: the importance of redesigning work so that superior service satisfies both the employee and the customer; human resources management is an important factor in improving employee performance and business performance; the importance of external and internal customers in improving company performance.

scholarly journals Competency-based approach to human resources management

2013 ◽  
Vol 59 (No. 11) ◽  
pp. 496-504 ◽  
Author(s):  
S. Lišková ◽  
P. Tomšík
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Work Performance ◽  
Human Resources Management ◽  
Resources Management ◽  
Competency Models ◽  
Competency Based

 The paper deals with the competency approach to human resources management. The approach is seen as one of the possibilities to effectively manage work performance. The paper focuses on defining the term competency, components of competency, types of competencies, and on identification of competencies. The paper also focuses on the competency models, their types, approaches to them, and the procedures of their creation. Finally, the paper summarizes the possibilities of the use of the competency approach in various spheres of management of human resources, and it describes the connection of the competency approach with the strategic management.  

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