Administrative Expert Research Articles

Demand forecast of emergency management talents in China: An empirical study

AbstractEmergency management bears the important responsibility of preventing and resolving security risks and responding to disasters and accidents in time. At the same time, it shoulders the important mission of protecting people's lives and property and maintaining social stability. However, there is little research on the forecast of the huge gap and demand for talent. To strengthen the emergency management ability and modernization, improve the ability of emergency management personnel training and solve the shortage of emergency management personnel at this stage, this paper studied the positioning of emergency management personnel in China and the demand for various emergency management personnel. By means of field interviews, questionnaire surveys, participatory research and expert meetings, this research analyzed the characteristics of emergency management talents in China, defined its classification and forecasted its demand. The results showed that emergency management talents in China could be divided into four categories: administrative management talents, practical talents, expert talents and support talents. According to the data calculation results of five representative provinces, Guangdong Province (area with relatively developed economy), Beijing (administrative centre and economically developed area), Sichuan Province (natural disaster‐prone area), Shanxi Province (developed area of energy industry such as coal) and Jiangsu Province (industrially developed areas), it is concluded that the total demand for emergency management talents in China at this stage is about 794,900, and the gap is about 411,200. At present, China's emergency management talents are in short supply. The research results of this paper can provide sufficient data support for the training of emergency management talents.

Regulatory requirements for approval of biological products as per CDSCO in Indian comparison with South Korea

Biologicals are restorative, therapeutic, analytic, preventive, arrangements created or got from living life forms and their turn for human use. Biological products are expected to continue to play a significant role in the future of medicine and health care. They include vaccines, serum, blood and blood products, gene therapy, antibodies, etc. The Indian administrative expert (CDSCO), is the body which is in charge of the advancement and promoting biologics in India. And in South Korea MFDS is responsible for regulations of biologics. Objective: Unveiling the differences in regulatory approval aspects and documentation for biological products in India and South Korea as per CDSCO and MFDS respectively. Ensuring the safety, effectiveness, and quality of biological products requires various regulatory processes. These processes typically include rigorous testing, clinical Trails, quality control measure, and regulatory approvals by agencies like CDSCO in India and MFDS in South Korea. These steps are decisive to protect public health and ensure the biological products meet established standards before they made available to patients.

Foresight in the science of Administrative Law (From the works of the anniversary - administrativist scientist P.P. Sergun)

The article presents an analysis of the main scientific publications of the leading administrative expert, Doctor of Law, Professor, Honored Lawyer of the Russian Federation Pеtеr Pavlovich Sergun in the year of his 70th birthday. An assessment is given to the scientific developments of the scientist in the areas of public service, administrative reform, administrative responsibility, administrative and information legal relations, digitalization of public administration, and the introduction of artificial intelligence technologies in management activities. The significant contribution of the hero of the day to the development of the categorical apparatus of jurisprudence in general and the science of Administrative Law in particular is noted. Conclusions are formulated about the prognostic nature of P.P. Sergun, the basis of his scientific research on foresight as the most important factor in the development of the science of Administrative Law.

THDC India Ltd.—Performance Management System

The case is based on the current performance management system (PMS) followed by THDC India Ltd. (THDCIL). It intends to provide inputs about the importance of sound and objective performance management as a key HR subsystem that helps in planning, measuring and integrating performance, contributing towards organizational and business objectives, and developing a collaborative organizational culture. The case portrays an incident of performance review grievance between a superior (Mr Ajay Kumar) and a subordinate (Mr Prashant Kumar) and shows an organization’s struggle to handle an inefficient performance planning claim by a subordinate. Despite creating a clear mandate and SMART (specific, measurable, attainable, realistic and timely) PMS goals, the HR team and employees are continuously showing resistance to discuss and develop SMART KRAs and KPIs collaboratively. It further talks about the issues in the performance planning process regarding goal setting, providing regular feedback and managing performance effectively while actively engaging employees. It also states how an incident about the unsatisfactory appraisal rating of Mr Prashant Kumar led to organizational chaos and employee dissatisfaction. It further provides insights into managing an aggrieved manager using performance review discussion and coaching. It also intends to give students an insight into the different steps in designing and modifying performance management to suit business requirements. The case may help students appreciate the different roles played by HR, such as employee champion, administrative expert, strategic partner and change agent for aligning and achieving individual, team and organizational goals and objectives. They would also gain knowledge and skills to understand the role of HR in designing, executing and managing the PMS by analysing a real-life situation.

HRM as a strategic business partner: insights from selected private commercial banks in ethiopia

The HRM function is evolving from an administrative function that focuses on legal compliance to a strategic function that requires HR to be a strategic partner in improving business performance. However, there are still organizations that consider HRM merely a cost driver rather than a value-adding function. This study attempts to examine whether HRM is playing its strategic role to enhance competitive advantage in the selected private commercial banks and to assess the contributing factors for HRM to execute its function as a strategic partner. Data was collected by using a selfadministered questionnaire that was designed and distributed to employees of the HR department in the selected private commercial banks. The results of the study confirmed that HR involvement, mindset, competence, and role balance are enablers and contributors for HR to become a strategic partner. Furthermore, the finding indicates that mindset and competence can impact the role of HR as a strategic partner at large. It was further found out that the current status of HRM as a strategic partner is at its moderate level because its enablers do not exist at a higher level. Accordingly, the role of HRM as an administrative expert is still dominantly played as compared with that of a strategic partner, but it is observed that HRM is progressing towards a more strategic function than the administrative function. To realize the full strategic partnership of HRM therefore, HRM work units of private banks are recommended to exert more effort to continue with the current progress in shifting HRM function from routine administrative function towards strategic function by capitalizing on the enablers of HR strategic business partners such as mindset, competence, HR involvement, and role balance.

The Relationship of Professional Ability and Management System Construction Under Mediation of Administrative Expert Role Cognition

This research explored the relationship among human resource practitioner professional ability, administrative expert role cognition and the degree of human resource management system construction. The paper is based on a questionnaire survey. Data collected from the foreign investment enterprise list in Shanghai city, China. Eight hundred questionnaires were sent out, 223 valid questionnaires were returned (27.88%). The results show that there is a significant influence between the: (1) Professional ability of human resource practitioners and the degree of human resource management system construction and (2) administrative expert role cognition of human resource practitioners and human resource management system construction and also that (3) administrative expert role cognition has a partial mediating effect between professional ability and the degree of human resource management system construction. The originality and value of this study is one of very few studies which have investigated that administrative expert role has the mediating effect between the human resource practitioners professional ability and human resource management system construction.

Human resource transformation in India: examining the role digital human resource technology and human resource role

PurposeHuman resource (HR) transformation research has not studied the role of digital HR technology and HR role in the context of Indian organisations. To address the gap, the current research aims to investigate the impact of HR role and digital HR technology on successful HR transformation. Further, the research shall investigate the mediating role of various HR roles (i.e. administrative, employee champion, change agent and strategic partner role) on digital HR technology and business outcomes.Design/methodology/approachThe research used a post-positivist methodology using survey method. Data has been collected from 918 executives representing several sectors of Fortune 500 Indian companies. Validated instrument has been used and the collected data are analysed using AMOS and structural equation modelling.FindingsHR transformation using Digital human resource technology (HRT) can significantly enhance business outcome of fortune 500 companies of India if it is mediated by different HR role (strategic, employee champion, change agent and administrative expert). The result also proved that just implementation and adaption of the Digital HRT may not guarantee HR Transformation unless HR optimise the specific role as per the need of the hour.Originality/valueHR transformation research has not studied the role of digital HR technology and HR role in the context of fortune 500 Indian organisations.

Performance implications of the HR business partner model and the mediating role of internal efficiency: a comparison between Germany and the United Kingdom

Ulrich’s framework of the human resource business partner model (HRBPM) suggests that both the strategic HRM roles (i.e. strategic partner and change agent) and operational HRM roles (i.e. administrative expert and employee champion) jointly add value to an organization. To deepen our understanding of the link between the HRBPM and organizational performance, this study jointly examines the influence of strategic and operational roles on organizational performance and introduces internal efficiency as a central mediating mechanism that explains how the HRBPM contributes to organizational success. In addition, we offer an institutional perspective on the HRBPM to improve our understanding of how the HRBPM is designed in different institutional contexts and whether the performance implications depend on the organization’s institutional environment. Based on data from 300 medium-sized and large organizations from Germany and the UK, we found a joint impact of the HRM roles on organizational performance, mediated by internal efficiency. We also found differences in the design of the HRBPM between the UK and Germany; however, we did not find a moderated mediation for the country comparison concerning the performance implications of the HRBPM. These findings improve our understanding of the success of the HRBPM in different institutional contexts.

HR Strategic Role in Public Institution and it’s Impact on Employee Satisfaction

<div><p class="1eAbstract-text">The Ministry of Finance believes implementing bureaucratic reforms in human resources are very important in the organization, including at the Directorate General of Debt Management. This study aims to identify and analyze the strategic role folder concept models of human resources according to Ulrich items, namely as a strategic partner, an administrative expert, an employee champion, and a change agent and further to identify and analyze the effect of the strategic role of human resources job satisfaction on employees at the Directorate General of Debt Management. This study is an associative descriptive analysis and using a quantitative approach. The sampling technique used purposive sampling with 178 employees. The method of analysis used in this study is multiple linear regression. The result showed that the strategic role of human resources is still an expert administrative dominant role. Role of human resources as a strategic partner, administrative expert, employee champion and change agent have a significant positive effect on employee satisfaction. The influence of the role of human resources as an administrative expert on job satisfaction is the most dominant than the effect of the role of strategic partner, change agent or employee champion.</p></div>

Human Resource Management Department Development and its Organizational Structures

The purpose of our study represents to determine how HRM’s organizational structures has been changed in the past and where HRM is positioned in present. For obtain theoretical knowledge, we used methods: collecting, gathering, sorting, content analysis, synthesis, comparative and deduction of information. Main sources of obtained information, knowledge represent professional articles and research. Today’s HRM, its position and roles (strategic partner, administrative expert, change agent, employee champion) has undergone five key stages of evolution, changes in organizational structures. At the early stages, HRM was positioned within different departments, as Labor/administrative manager and Welfare officer with roles: administrative expert and change agent. From later to modern stages (Personnel management, HRM and Modern HRM), HRM, by obtaining new roles (change agent and strategic partner), become mostly complected, complicated and managed to operate as separate department, on the same level of importance as financial, strategic, marketing and other departments within organizational structure. Based on todays trend, linked with HR-to-employee ratio, HR ratio per 100 employees year by year decreases, which might cause another important changes to HR department’s position within the organizational structure.

Regulatory Requirements for Biological product approval process in India

“Biologicals are restorative, therapeutic, analytic, preventive arrangements created or got from living life forms and their turn off for human use”. They incorporate serums, antibodies, counteragents, blood, antigens and blood segments, quality treatment, tissues and so forth. The Indian administrative expert (CDSCO), is the body that is in charge of the advancement and promoting of organic items in India. Biotechnology furnishes creative answers for therapeutic field with in excess of 200 biologic prescriptions and antibodies. These advancements benefit a large number of patients worldwide and in excess of 600 items a work in progress. “At present these items can likewise be created by makers other than the trend-setter, with the expiry of some of licenses. These new biotechnological prescriptions usually alluded to as comparable biologics offer a noteworthy chance to give more prominent access to sensible social insurance for a few lifesaving drugs. These might be viewed as extremely basic conservative/helpful component for the pharmaceutical market in India. The Indian Regulatory Authority is viewed as in charge of assessing security, adequacy and nature of all pharmaceuticals in India. The Department of Biotechnology in India is the office that controls the advancement, pre-clinical investigations of all Biologicals.

Challenges, Reforms and Developments in the Indian Insurance Sector

Purpose: The objective of this descriptive paper is to elaborate and examine how an insurance sector in India is budding at a rapid rate all through years after the Insurance Regulatory and Development Authority (IRDA).
 Approach: IRDA is an act that came into existence in 1999, intending to protect and shield the interests of all policyholders in India. It additionally contributes to commercial development and work. In the post advancement period, it has opened to the private players. With numerous players in the business, the insurance administrative and improvement expert accompanied inventive and helpful rules for the two items and administrations. Innovation and speculation learning was the way to progress in the insurance sector.
 Methodology: The theme of this paper is descriptive, and researchers used an in-depth analysis of the growth and development of the Indian insurance sector.
 Findings: The results based on secondary data as well as various reports authenticated by IRDA witnesses that not just it is difficult to change over from conventional to unit connected items, yet besides, it is a test to keep the productivity. Client inclination, hardened rivalry, and administrative control are real difficulties for this area of insurance in India. Numerous enterprises are entering in the Life and General insurance sectors in India. This paper examines the difficulties that the insurance business is looking in India.
 Research Limitations/Implications: Results could have been more accurate to study the growth and development of an insurance sector in India if some time series data analysis done. Hence this contributes significant research limitations and leaves further scope for research in this sector.
 Originality/ Value: The entire study is based on a thorough analysis of various authenticated reports from financial institutions duly regulated and governed by IRDA.

Exploring HRM involvement in CSR: variation of Ulrich’s HR roles by organisational context

The nascent literature around corporate social responsibility (CSR) and human resource management (HRM) suggests considerable involvement of HR in the development and implementation of CSR strategy, but there is a lack of consensus around the extent, contingencies and theoretical assumptions underpinning such an emerging role. This study examines how far and under what circumstances HR is engaged in CSR strategy formulation and implementation. Drawing on data from interviews with 29 HRM and CSR professionals in 16 New Zealand organisations, we found that the CSR–HRM relationship varies according to organisational context, including the stage of CSR development and sector, and according to how far the remit of CSR extends to ‘internal’ as well as ‘external’ considerations. Within a multi-dimensional CSR–HRM relationship and context, HRM is likely to provide considerable strategic and operational input to the development and implementation of ‘internal CSR’, the natural domain of HRM relating to employee development and well-being. Utilising Ulrich’s model of HRM, the analysis also finds evidence of the roles of administrative expert, employee champion and change agent in relation to external CSR, though the focus is more on support than ‘strategic partnership’ in this domain. Hence, the role of HR in CSR is multi-faceted and varies according to organisational contextual factors. The paper concludes with implications for HR management and avenues for further research.

Participation as policy in local cultural governance

ABSTRACTThis article takes on participation not as taking part in cultural activities per se but in cultural policy-making, by studying the transformation and institutionalisation of participatory processes. Focusing on Switzerland, a federalist country where local and private actors play key roles in cultural policy, several processes by which different actors participate in local cultural policy-making are explored. Top-down procedures, such as formalised mandatory consultation procedures or the inclusion of cultural actors in administrative expert committees, coexist with bottom-up grassroots initiatives that can complement or even supplant traditional participatory processes. Furthermore, certain alternative modes and concepts of participation, such as the “cultural council”, circulate between different cases, across levels of state and in time. Participatory processes in cultural policy-making need to be seen as public policies in their own right, which can aim to depoliticise policies and procedures. Furthermore, actors need certain resources in order to participate, and venues aimed at opening participation do so in a restrained framework, focusing mostly on artistic and cultural elites rather than encourage larger citizen participation.

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

Abstract The objective of this research is to examine the relationship between HR roles and HR role stressors in determining the effectiveness of HRM. Specifically, the purpose of the study is to examine the link between 1) the HR roles (administrative expert, employee champion change agent, and strategic partner) and HR role stressors (role ambiguity and role overload), as well as HRM effectiveness (strategic HRM effectiveness and technical HRM effectiveness) and 2) HR role stressors and HRM effectiveness. A massive primary survey was conducted which involved 153 line managers from Malaysian manufacturing companies. The data were analyzed through structural equation modelling (SEM) via Smart PLS. The significant findings of the study revealed that the roles of the change agent and strategic partner influence perceived HR role ambiguity while the employee champion role influenced HR role overload and all dimension of HR roles influence all dimensions of strategic HRM effectiveness. Moreover, the employee champion role and strategic partner role influenced technical HRM effectiveness and HR overload influenced technical HRM effectiveness.

COMPARATIVE VIEW OF TRANSFORMATION AND REINFIGURATION OF FUNCTION OF HUMAN RESOURCES IN DIFFERENT BACKGROUND TYPES OF ORGANIZATIONS

In modern, turbulent and unstable times, the most important resource for companies are people. People are going to help for all the changes happen, they will adjust the technology, optimize production, calculate wages and ultimately bring profit to the company. It is certain that a new, neoliberal economy brings new business trends, but what is certain is that, just like people, organizations differ from one another. In 1979, Henry Mintzberg talked about a number of different - basic types of organization, such as: mechanical, entrepreneurial, professional and innovative organization. Each of these organizations has its own characteristics, a specific type of management, a specific system of control and leadership. Each has "something" that makes it different from the rest. If organizations change, as well as socio-political systems, over time, then certainly there is a need for change of an integral part of the organization - human potential. In modern times, looking at this function is not the same as before, this function experiences transformation, becomes dominant, that is, it becomes the focus of the managers themselves. This is the time of the Fourth industrial revolution. There is a change of technology, which in the last 200 years could not be assumed that will happen. There are changes in the world economy, and every turn that is happening in the world, due to the process of globalization, can have an impact on every small or medium enterprise in any country in the world. In such a time, the role of human resources becomes even more significant, even more valuable for businesses and their managers. The focus of the research is precisely the need to transform the function of human resources in each of the above basic types of organization, that is, in different organizational configurations. More specifically, it is interesting to examine and investigate how functions such as: a strategic partner, an administrative expert, a change agent, and employee representatives are important in each of these different basic types of organization. These functions have their own meaning, importance, and value in the process of human resources management. In addition, it is also important to examine management support in this context, as well as managers at high, medium and low levels, as well as human resources managers. The survey will show which managers provide the greatest support to employees in the process of their promotion. Has the relationship of managers and employees changed over time, and if so, how and in which way? Also, the paper will examine the division of labor into different types of organizations, and the way of career advancement. How much time is needed for career advancement in an innovative organization, professional, machine, and whether it is more or less time compared to an entrepreneurial organization, is just one of the questions that will be answered in the work. All of the above will be described in the course of work, and the research will be carried out on enterprises in Bosnia and Herzegovina, at various basic organizations in Bosnia and Herzegovina.

MANAJEMEN SUMBER DAYA MANUSIA STRATEGIK: KESESUAIAN ANTARA STRATEGI SUMBER DAYA MANUSIA DENGAN STRATEGI BISNIS

This article aims to examine the new role of human resources, responsible for building organizational capability utilizing external opportunities. The new role of human resources as a strategic partner, administrative expert, employee champion, and change agents in each organization is different, including the heterogeneity or homogeneity of implementation and relations between various roles in question. Methods and approaches in this study using the study of literature. Literature in this study took on a variety of empirical research journals and books that discuss the new role of human resource management. Human resource professionals, often referred to as a business partner, which is narrowly defined as human resource professionals who work with general managers to implement the strategy as a strategic partner. This time understanding the business partners has changed a lot, not only as a strategic partner, but also as an administrative expert, employee champion and change agent. Results of the study also found that there are four levels of conformity (alignment) between the functions of human resources with strategic planning (business) namely administrative linkage, linkage one-way, two-way linkage, and integrative Linkage.

HR managers in five countries: what do they do and why does it matter?

The 1980s saw the need for change in the organizational role of human resource (HR) professionals, from the traditional employee champion and administrative expert to strategic business partner and change agent. The argument posited was that a more challenging environment compels organizations to turn to managing their HRs as a source of competitive advantage and that means an increasing business partnership for HR professionals. However, very few studies examine the execution of these multiple, sometimes contradictory roles, despite the risk that neglecting traditional roles endanger organizational performance in the long term. This five-country comparative study finds that multiple roles are at least moderately executed, and that these HR roles have different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.

Understanding the Change-Cynicism Cycle: The Role of HR

Employee change cynicism is an unintended consequence of organizational change, which can undermine the effectiveness of change initiatives. Based on social information processing theory, we examine the impact of two human resource roles (administrative expert and strategic change agent) on the relationship between the quantity of organizational change and employee change cynicism. Using multilevel data from 1,831 employees in 70 organizations, we find employees who are exposed to more organizational change report higher levels of change cynicism. However, the strength of the organizational change–cynicism relationship is affected by the role of HR in the employees’ organizations. When HR undertakes an administrative expert role, change is more likely to generate change cynicism. When HR undertakes a strategic change agent role, change is less likely to generate change cynicism. Our results suggest that organizations need to think carefully about the role of HR during organizational change and encourage HR to adopt a strategic change agent role. © 2015 Wiley Periodicals, Inc.

Do line managers’ have ‘linking pin’ in HR roles?

Purpose: The present article aims to identify the possible line managers’ involvement factors in human resource (HR) initiatives and its ‘linking pin’ to the HR roles. In this regard, few factors have been considered pertinent to line managers’ involvement factors in HR initiatives which are desire, self-efficacy, and HR support. Whereas, the considered dimensions of HR roles reviewed are strategic partner, change agent, employee champion, and administrative expert. Design/methodology/ approach : The paper intends to provide a conceptual review of the past literature in the areas of HR roles and line managers and further justify the proposed conceptual framework that will move this work further. Findings: The review also showed that HR devolution to line managers will boost line managers’ participation and responsibility to practice HR roles at the workplace. Research limitations/implications: The main limitation of this review is no empirical evidence provided by the authors to support the literature of the article. All the provided literature is written based on the findings gained from the previous studies. Practical implications: Line managers’ involvement in HR Initiatives can increase the competency diversity among line manager. This in turn can help the organization to operate at high efficiency. Originality/value: There is a notable lack of research conducted to identify line managers’ involvement in HR. Therefore, this article contributes to the literature on the relationship between line managers and HR roles.