Areas Of Personnel Management Research Articles

Patient-oriented optimization of the quality of care in aspecialized outpatient clinic in atertiary rheumatology center : Aqualitative study

The adaptation of structures and processes in treatment procedures can contribute to increasing patient satisfaction and is the focus of patient-oriented quality assurance. To identify patient satisfaction as well as needs, expectations and preferences with respect to care and, based on this, to formulate recommendations for action to optimize the quality of care at alarge tertiary rheumatology center. As part of aqualitative research approach, semi-structured patient interviews and afocus group interview consisting of physicians in rheumatology training in outpatient specialist care were conducted. The quality dimensions of Donabedian were recorded. The data material was evaluated and analyzed using the content-structuring qualitative content analysis according to Kuckartz with the MAXQDA evaluation software. Using 12patient interviews and afocus group of 3future rheumatologists, recommendations for action to optimize the quality of care were derived on the basis of the structural, process and outcome quality. There was aneed for optimization in the areas of personnel management, internal practice processes, practice equipment and treatment processes in the outpatient clinic. The results from the patient interviews and the focus group revealed the aspects in need of optimization. The methodology and results of this study can serve as areference point for analyses of other rheumatology clinics in order to improve the quality of care within the framework of patient-oriented quality management and continuous further development.

Determinants of organizational agility in the area of personnel management

Determinants of organizational agility in the area of personnel management

ИСПОЛЬЗОВАНИЕ ИСКУССТВЕННОГО ИНТЕЛЛЕКТА В УПРАВЛЕНИИ ПЕРСОНАЛОМ

Digital technologies, including technologies using artificial intelligence, are becoming increasingly important in the current conditions of the personnel management development. They are implemented in various areas of personnel management, from personnel analytics and working with big data to individual HR-functions, such as staff selection and training, as well as the organization of the workflow and even the workplace. The article considers the current rate of use of artificial intelligence in personnel management in Russia and predicts further expanding for the use of those technologies.

Benefit’s Portfolio in a Company in Connection to the Generation of Managerial Applicants

The topic of remuneration of executive managers (included CEO) is considered such a key factor of personal management (PM). The issue of remuneration of high-ranking managers is a key area of personnel management and corporate governance. This is still a much-discussed topic, which seeks to answer the most important question: How to set management rules in companies so that all stakeholders behave effectively? It is high-ranking managers who are a specific group in which the creation of a remuneration contract must ensure the optimal connection of their performance with measurable indicators of the company. The consequences of their decisions can be clear for up to several years, so setting optimal benchmarks is more than important. The main aim of the research paper was to find a dependence between the type of respondent generation and the sought-after benefits in the managerial position. The hypothesis was defined as follows: the type of respondent generation influences the choice of benefit. IBM SPSS Statistics 25 was used to process and evaluate the data obtained from the structured questionnaire survey. The mathematical-statistical methods used to verify the dependence between selected variables were used the Chi-square test of independence of two variables.

SYSTEMATIZATION OF RISKS AND THREATS TO PERSONNEL SECURITY AT ENTERPRISES

Introduction. The issue of personnel security is one of the key issues for most domestic enterprises in times of instability of the modern business environment. In solving the problems of personnel security at the enterprise an important place is occupied by the study of risks and threats that may come from the staff of the enterprise. Undoubtedly, the essence of the personnel security component is the process of preventing destabilizing influences on the part of staff, and emphasizing the need for a comprehensive view of the external and internal environment of the enterprise, identifying destructive factors. In addition, the factors influencing the personnel security at the enterprise need more detailed substantiation, namely the identification and classification of existing personnel risks and threats. The purpose of the article is to identify personnel risks, identify their differences from threats, as well as their systematization in the context of personnel security of enterprises. Results. Personnel risks and threats have been identified. It is established that the risk is the possibility of unwanted spending of something in a bad coincidence, which can be avoided, while the threat is a possible danger that can only be minimized. The characteristic differences between risk and threat are outlined. Personnel risks are systematized in the areas of personnel management, which allows to determine the place of each risk and threat in the identified population, as well as to focus efforts on their prevention and development of measures to protect against adverse effects. Selected as the most significant, classification feature depending on the direction of personnel management. Reducing the impact of these risks on the activities of the enterprise and determines the success of the tasks. It is proposed to use such a criterion for personnel risks as "areas of personnel management", which will focus efforts on the prevention of specific personnel risks and develop measures to protect against their negative impact. Key words: classification, systematization, risk, threat, personnel security.

Staff Management Process Reengineering in the Context of Enhancing Disabled People’s Opportunities to Enterprises Innovative Activities

The modern practice of enterprise management requires dramatic changes, which is caused by the formation of an inclusive environment, increasing the dynamism of the labor market and increasing competition. Increasingly important for the efficiency of the enterprise is the use of innovation, knowledge embodied in the intellectual product. The reasons for the need for new approaches to management are related to changes in the business itself. Increased competition leads to an increase in the search for new management methods, especially in the area of personnel management, which in the long run requires appropriate management mechanisms based on a process approach in order to respond promptly and promptly to changing market conditions, improve the management system of partnerships and relationships with suppliers, achieving rapid response to consumer demands and improving product quality. The essence of reengineering of business process of personnel management as a modern concept of increase of efficiency of activity of the enterprise is investigated in the article. Business process reengineering is designed to create competitive advantages by systematically assessing processes, addressing the changing needs of potential and existing customers and requiring additional research to find new ways to improve reengineering in accordance with the specifics of domestic enterprises, especially in the field of personnel management. It was revealed that the innovative practice of enterprise management requires fundamental changes, which is due to the socialization of the world economy, aimed at improving the well-being of people with disabilities, reducing poverty and increasing the chances of finding decent work with adequate wages. The directions of including people with disabilities to innovative activities in the context of reengineering the personnel management process as one of the most important business processes of the enterprise are proposed. Key words: reengineering, personnel management, business process, inclusive innovation, persons with disabilities, innovative activity, enterprise.

Проблематика рыночной устойчивости бизнеса: управление персоналом и реализация концепции взаимодействия

The article deals with the issues of business stability in a highly competitive market environment. In many ways, the stability of the company is ensured by its harmonious interaction with other players working on the market. Directly strong ties are formed through the activity of the company’s staff, which is managed on the basis of sound strategies, well-thought-out tactics and solutions to high-quality complex of operational tasks. Today, on the one hand, the concept of interaction marketing is recognized as very relevant and effective, on the other – the implementation of the principles of this concept is impossible without the involved personnel. Therefore, it is proposed to consider the problems of application in business practice of the current market concept and issues of personnel management in a single research field. The paper notes that the concept of interaction marketing is legally used in the harmonization of market activities and the formation of relations between the company and consumers, the company and partners, the company and competitors, intra-corporate interaction and interaction with other stakeholders. Following this logic, as a scientific novelty identified key areas of personnel management to strengthen market stability through the implementation of the concept of interaction marketing.

Coherence of personal strategy as determinant of enterprise development

In the paper a topic of strategy management of the workforce is being approach along a state-of-art method as a measurement of invariability of the strategy in an organization. A study is performed on a branch of an international organization based in Poland. The organization is applying uniform set of rules in the area of personnel management across all branches. Category of the workforce management strategy persistence is used to acquire characteristic of the HR department. Comparative analysis is conducted based on a questionnaire submitted to two groups of employees: HR and other employees. Outcome of the statistical test is showing that both groups impression of the strategic management of the workforce is resembling. In practice this can be extrapolated as the strategy being consistent in the organization. Moreover, the research confirmed usefulness of the state-of-art method as a valid approach to obtain and improve the level of before mentioned workforce management homogeneity.

Gestão de Pessoas e Ações de Prevenção Do Assédio Moral: Os Casos de Duas Cooperativas Agropecuárias Do Paraná

Este estudo tem como objetivo identificar e analisar como são trabalhadas preventivamente as questões relativas ao assédio moral em duas cooperativas agropecuárias do Paraná. O lócus escolhido para análise justificou-se pela necessidade de ações que coíbam o assédio moral nas organizações e na peculiaridade do ambiente, além das duas cooperativas pesquisadas serem grandes empregadoras da sua região. A abordagem foi qualitativa, do tipo estudo de casos, a pesquisa foi do tipo descritiva com coleta de dados por meio de pesquisa documental e entrevista com quatro gestores de duas cooperativas paranaenses. Como resultados, a pesquisa revelou que as duas cooperativas analisadas não possuem nenhum registro de assédio moral no Tribunal Regional do Trabalho, que elas utilizam alguns métodos de prevenção ao assédio moral e que os discursos dos profissionais de Recursos Humanos apresentam algumas discrepâncias dos outros profissionais entrevistados. A Cooperativa Verde apresentou mais métodos preventivos ao assédio moral que a Cooperativa Azul, dentre eles estão o código de ética, denúncias via email, pesquisa de clima organizacional, caixa para denuncias e treinamento para futuros líderes abordando o tema do assédio. A Cooperativa Azul utiliza os canais formais de comunicação e diálogo com os funcionários, mas nada voltado diretamente para situações de assédio, pesquisa de clima organizacional, e código de ética. Sugere-se que as áreas de gestão de pessoas invistam mais na comunicação das ações de prevenção junto aos envolvidos, incentivando o diálogo e a disseminação do conhecimento sobre o que vem a ser o assédio e suas formas de prevenção.

The impact of globalization on the development of innovation in human capital management

The article discusses the impact of globalization on the world labor market, as examples of global leadership and innovation in the areas of personnel management.

Cодержание трудовой деятельности cовременного руководителя службы управления персоналом в России

This article describes the results of the study to identify the content of the modern personnel Manager labour activity, organized with the involvement of personnel management services experts of companies in various Russia regions, various fields and sizes. It describes the main labour function and generalized employment functions in the area of personnel management, and also identified those features that have received the least attention in the public and the real sector of the economy. The article also studied the specialization and division of labor within the personnel management services, reveals the most popular and, conversely, not enough common work areas in the personnel management field. Authors analyzed leadership positions in human resources departments and their place in a company hierarchical level.

Use of Linear Programming Model in the Training of Human Resources in Engineering Institutes of Bhopal

The success and failure that an individual or organisation experiences, depends to a large extent on the ability of making appropriate decision. Making of a decision requires an enumeration of feasible and viable alternatives (course of action or strategies). To embark on the developments/application of specific operations research techniques to determine the optimal choice among several courses of action, which will include numerical values (if required), linear programming as a tool of operations research may be employed where there is a need to formulate a mathematical model to represent the problem at hand allocate the scarce/limited resources to several competing activity for optimality. This piece of work has employed the application of linear programming in the area of personnel management in minimizing the cost of staff training. The method gives an integer optimum solution to all the models formulated. Data collected may not yield a feasible solution, when this occurs the model needs to be reformed to give an optimum solution. However, this study helps management of the Institute ,the number of staff (junior and senior) to be sent for training program when there is need for such in the academic and non-academic sections of the institution.

Human Capital Management: comparison in the location of softwares of human capital management among the countries Brazil, Argentina and Mexico

The area of staff administration has initiated inside of the organizations a process that today is the great focus of investments in the search of market competitiveness so tough in times of strong globalization, the human capital management. For some time, the organizations have already realized that the differential to be competitive is not in what is produced but in the people who make this process a reality. As the age of the knowledge is currently lived, software of human capital management came to improve the management of these human resources, enabling a more agile dissemination process. As much as the fast expansion of software, the companies have extended to several regions of the planet, which generates the demand of having appropriate software to the local conventions, whether localized it or not. Software localization is an area of recent studies, but has investments research centers by multinational. As general objective of this research, it was sought the comparison of the main pertinent information from the area of personnel management between Brazil, Argentina and Mexico, for the localization of human capital management, so to form and to inspire other researchers to explore this subject in other areas of Administration. The research used the comparative method. As for the objectives it can be classified as descriptive and exploratory; as for the procedures it can be classified as bibliographic and documentary; and as for the approaching of the problem, it can be classified as quantitative and qualitative. Structured questionnaires were applied in companies of Argentina and Mexico, and the analysis of the results showed that it was possible to identify which are the areas of performance of higher adhesion in these countries, and mainly which is the information of greater and minor adhesion for the localization of Brazilian software. The use percentage of current software of human resources, as well as the presentation of the most indicated in the research software, complements the analysis of the results. Finally, it was concluded that is possible to bring to reality the integrated management of all organizational information among others countries, mainly with Argentina, Mexico and Brazil.Key words: Personnel management. Human capital management. Software localization. Knowledge management.

Personnel Management in Access Services

Access services is not unique in its need for effective personnel management. A review of the literature indicates that there are many publications on or relating to library personnel administration; however, relatively few of them are dedicated to the narrow topic of access services. As such, this review encompasses literature that is general to the area of personnel management, with specific applications to access services in libraries. In general, this article references works published between the years 1990 and 2002, but also includes older works that are particularly useful and relevant.

A cost-minimization approach to the international transfer of HRM/IR practices: Anglo-Saxon multinationals in the Federal Republic of Germany

The existence of host-country and country-of-origin effects is analysed by using the concept of fiscal federalism as a theoretical analogy. It is argued that multinationals try to minimize the costs of centralization and decentralization associated with cross-national personnel policy. The higher the costs of decentralization, the more likely is the existence of country-of-origin effects. The opposite holds true for increasing costs of centralization. This is tested empirically by comparing the human resource management and industrial relations (HRM/IR) practices of US and British subsidiaries operating in Germany with those of native German firms. Based on 297 valid cases, it is shown that the existence of decentralization costs is associated with country-of-origin effects in various areas of personnel management, such as the use of variable compensation, employee ownership and initial vocational training. In contrast, in the field of industrial relations (co-determination, compliance with collective bargaining), there are strong pressures to adapt to local norms, leading to host-country effects. These results indicate that a rationalistic cost-minimization approach is well suited to explaining the patterns of host- and home-country effects in regard to the HRM/IR practices of multinational enterprises.

Incorporating Consulting Into Veterinary Practice

Our advice is important to every operation for which we provide consultation. Helping our clients make the right decision is not solely dependent on our ability to provide a logical analysis of all the factors that affect the current situation, but also on our ability to show the value, personal benefits and possible ramifications of utilizing the advice. The best advice possible has no value ifwe cannot help our clients understand it and make timely decisions concerning the welfare of their operation.
 In my work in advising clients in the area of personnel management, manager coaching and professional development, transfer of the business to the next generation, and achieving higher production goals, it has become extremely important for me to help owners and managers alike make tough decisions. Though they understand the logic involved in the decision, emotion sometimes clouds the process and evokes hesitation. Many times our clients know that they must make a change, but tradition, habit, fear of failure and a natural resistance to change get in the way. This hesitation is only exacerbated by the emotions of depression, confusion and grief from extended financial distress.
 An advisory methodology that incorporates an appreciation for these factors with an understanding of the emotional implications will provide greater success. Additionally, this appreciation will enhance a sense of camaraderie among all the decision-makers involved in the process.

Management of People by Managers with a Technical Background - Research Results

In 1999 and 2000, the Masaryk Institute of Advanced studies of CTU in Prague launched a study of the efficiency of human resource management in Czech enterprises, with emphasis on technically educated managers. About 85 managers, each responsible for 5-250 employees assessed their own HRM activities and attitudes and those of their firm. The following aspects were analysed: evaluating individual management areas, assessing the general management standard of the given company, awareness of the company's personnel management policy, manager's own contribution to formulating the company's personnel management strategy, developing job descriptions, using professional methods of employee selection, promoting employees to the status of manager, periodic assessment of employees, training of staff responsible for assessment, employee remuneration and other motivation tools, etc. Results and data analysis are given in the paper. The managers of the Czech companies reviewed are still involved mainly in operating management, and devote limited time to the conceptual work needed in order to formulate an integral company policy in the area of personnel management. On the basis of this analysis, further training for managers with technical education will be designed and organised by the Masaryk Institute of Advanced Studies.

The Legal Status of Affirmative Action

One of the most controversial areas of personnel management m the latter part of the 20th century has been affirmative action. In particular, the legal status of affirmative action is currently under intense attack. This article examines the legal status of affirmative action, mainly from the perspective of the rulings of the U S Supreme Court Through an examination of past and recent legal developments, the article offers assessments of what the future is likely to hold for affirmative action

The Limitations of the Law in Influencing Employment Practices in UK Hotels and Restaurants

Individual employment law has the dual aim of stimulating good personnel practice and of providing minimum protection for vulnerable employees, such as those found in the hotel and catering industry. Findings from a survey of “high quality” hotels and restaurants show that large establishments have developed a veneer of formality in some areas of personnel management, but that the detail within policies and procedures rarely conforms to all the requirements set down in legislation and codes of practice. Finds that, in small establishments, practices are informal and often fail to meet basic legal requirements. As for individual protection, the large majority of part‐timers qualify for the equivalent of full‐time rights, but casual workers, who supply a substantial proportion of labour needs in the industry, have no protection at all. Makes a strong case for extending employment rights to casuals and indicates that such a development would not reduce their employment opportunities, nor would it cause particular concern for employers.

The Future — With Consultants

The use of management consultants is an accepted fact in management practice — in all management functions and in all sectors of the economy. Indeed, a great deal of money is spent in the UK on management consultancy each year. Wood estimates that, in 1982, around £170 million was spent on management consultancy. Assignments carried out within the area of personnel management alone accounted for some 15–20 per cent of this total. Yet, the presence of management consultants within organisations is often overlooked. There is scant mention of consultants in the huge array of prescriptive and descriptive literature on management. (One exception within the realms of personnel management is Purcell.) This absence is both interesting and curious. It is curious because so many organisations — both public and private, large and small — use consultants in some form or another. The use of consultants ought, therefore, to be an accepted fact of life in the management of organisations and by those writing about management.