Concept Of Resource Management Research Articles

Two Decades of Integrated Flood Management: Status, Barriers, and Strategies

Losses from flood disasters are increasing globally due to climate-driven forces and human factors such as migration and land use changes. The risks of such floods involve multiple factors and stakeholders, and frameworks for integrated approaches have attracted a global community of experts. The paper reviews the knowledge base for integrated flood risk management frameworks, including more than twenty bibliometric reviews of their elements. The knowledge base illustrates how integrated strategies for the reduction of flood risk are required at different scales and involve responses ranging from climate and weather studies to the construction of infrastructure, as well as collective action for community resilience. The Integrated Flood Management framework of the Associated Programme on Flood Management of the World Meteorological Organization was developed more than twenty years ago and is explained in some detail, including how it fits within the Integrated Water Resources Management concept that is managed by the Global Water Partnership. The paper reviews the alignment of the two approaches and how they can be used in tandem to reduce flood losses. Success of both integrated management approaches depends on governance and institutional capacity as well as technological advances. The knowledge base for flood risk management indicates how technologies are advancing, while more attention must be paid to social and environmental concerns, as well as government measures to increase participation, awareness, and preparedness. Ultimately, integrated flood management will involve solutions tailored for individual situations, and implementation may be slow, such that perseverance and political commitment will be needed.

HUMAN RESOURCE MANAGEMENT IN CHINA UNDER ECONOMIC GLOBALIZATION

Economic globalization is the development characteristic and advantage of modern economy, especially the in-depth development of knowledge economy and people-oriented era, which has become the decisive factor of the world economy in the 21st century. In this context, competition among countries increasingly revolves around the quantity, quality and development level of human resources. This transformation has brought both opportunities and challenges to human resource management (HRM) in China. Economic globalization has prompted China's human resources management concepts to be re-examined and updated, and the field of human resources management has shown a more diversified pattern. The subjects of human resources management are constantly changing, and it is necessary to adjust the human resource’s structure and improve the overall quality of the workforce. While economic globalization has brought opportunities to China, it has also brought tremendous pressure to China's human resources management. Fierce international competition has posed a severe test to human resources and challenged traditional human resource management methods and structures. This article deeply explores the impact of economic globalization on human resource management in China. It analyzes how China's human resources management responds to the emergence of diverse talent market, the growing demand for cross-cultural skills, the fluidity of global talent flows, the need for technology and digital transformation, and the regulation and compliance faced in operations challenge. Globalized environment. By understanding and responding to these changes, China's human resource management can proactively respond to the changing situation and seize the opportunities brought by economic globalization.

Prediction model for behavioral intention to use E-HRM through awareness in Jordanian five-star hotels

Using web-based technologies in various HR procedures is the concept of Electronic Human Resource Management or E-HRM. It makes a big difference to the efficiency of the business by providing several options for getting things done quickly. Nevertheless, there has been scant investigation into this field, and its maximum potential remains untapped, despite its meteoric rise. The present research also suggests adding the Technology Acceptance Model (TAM) to the E-HRM continuity model to find out what factors affect workers' behavioral intention to use E-HRM systems, and how awareness plays a role in this. In order to help advance E-HRM as a field, this study aims to expand the theoretical bounds of existing research. 400 prospective employees were scouted from Jordanian five-star hotels as part of the convenience sampling procedure used to get the data. Starting in January 2022, the data was collected over one month. We used a Structural Equation Model (SEM) with Smart PLS on the dataset to evaluate our hypothesis. The study found that behavioral intention to use E-HRM is significantly influenced by perceived usefulness, perceived ease of use, trust, and subjective norms. The results only backed up two of the four hypotheses on the moderator effect. Hotel workers will be better able to handle high levels of stress and conduct their jobs more efficiently if the industry adopts E-HRM technology.

HISTORICAL DEVELOPMENT OF SHRM: BIBLIOMETRIC ANALYSIS OF SHRM BASED ON WEB OF SCIENCE

In the study, 2,220 articles related to the concept of Strategic Human Resources Management (SHRM) published in the period of 1980-2020 and included in the SCI, SSCI and ESCI citation indexes were examined bibliometrically on the Web of Science database usingthe VOSviewer software. The purpose of the study is to essentially evaluate the studies conducted with the concept of SHRM and provide foresight for future studies. In this context, in order to evaluate the publications in the study, the changes in the number of publications in the publication volume in the field were discussed, the developments in the field, the trends in the subject headings, the countries and institutions that make the strongest contribution to the literature, the field and the most cited ones in the field were examined. The results indicated that the number of studies on the concept of strategic human resources increased in the 2000s. The acceleration in the number of studies is noteworthy, especially in 2015 and after. It is seen that frequently used keywords in the field of strategic human resources are strategy, strategic management, human resource, and performance. Other keywords with high connection strength are listed as human capital, knowledge management, strategic management, dynamic capabilities, high-performance work system and HR development. It is recommended that future researchers should carry out empirical and conceptual studies on the reasons for the differences in the number of studies published by countries in the field of SHRM and their level of interest in the field.

Efficiency Improvisation of Large-Scale Knowledge Systems in Feature Determination using Proposed HVGAN Architecture

Knowledge Management (KM) is crucial for efficient information retrieval and forms the backbone of implementing an Information System (IS). Efficiently extracting meaningful trends from headlines aids in visualising demographic situations and addressing emergency handling needs. Understanding Information Resource Management (IRM) and Knowledge Resource Management (KRM) concepts benefits end users. This proposed KRM concept organises knowledge, ensuring global resource control through a neural decision framework. Traditional methods like Structural Equation Modelling (SEM) have higher computational steps, whereas neural network strategies in KM reduce steps and improve data prediction accuracy. The paucity of input data is a common challenge, which can be overcome by using Generative Adversarial Network (GAN) architecture for probabilistic generative processes. This research evaluates acquisition, spreading, vulnerability, and application using GAN-based knowledge systems that mitigate data scarcity through generative methods. The proposed Hierarchical Vanilla Generative Adversarial Network (HVGAN) utilises gradient functions and hierarchical computation algorithms to achieve desired knowledge extraction with lower time complexity and higher accuracy. Implementation improves efficiency in accessing stored knowledge, yielding an AUC score of 96% compared to other GAN architectures.

The Impact of Digital Era 4.0 Transformation on Human Resources Management

The rapid digital revolution has changed the paradigm of human resource management in the context of the digital era 4.0. This article presents the results of a systematic analysis of literature which aims to explain the influence of the digital revolution on Human Resource Management). A total of 20 selected journal articles were used as the basis for the research, focusing on main themes such as the transformation of the role of Human Resource Management), human resource management strategies for sustainability, and digital-based human resource management concepts. The results of a systematic analysis of literature highlight the key role of Human Resource Management as a strategic partner in facing organizational transformation in the digital era 4.0. The concept of digital-based human resource management is in the spotlight, emphasizing the importance of developing digital skills among the workforce. In addition, the findings show that Human Resource Management) plays an important role in a company's sustainability strategy, integrating economic, social and environmental aspects.

TRANSFORMATION OF HUMAN RESOURCE MANAGEMENT IN EDUCATION IN THE DIGITAL ERA

Education is an important foundation of societal development and managing human resources (HR) is key to the success of educational institutions. This article explores the basic concepts of human resource management (HRM), the role of digital transformation and its relevance in the context of education. Digital transformation has changed the education paradigm, presenting new challenges and unlimited opportunities in HRM. However, in-depth understanding of the integration between HRM and digital transformation in educational contexts is limited. This article aims to investigate the role of digital transformation in educational HRM, outline the basic concepts of HRM, and highlight its relevance in the current educational setting. A desk research method was used to evaluate literature related to HRM, digital transformation, and education. An in-depth review was conducted to present a comprehensive overview of the topic. The concept of HRM in education involves recruitment, development, performance management, and technology integration in the education process. Digital transformation changes the way of interaction, staff development, performance management, and affects the educational paradigm. A good integration between the two creates an educational environment that is adaptive, oriented towards individual development, and responsive to change. The integration of digital transformation with basic HRM concepts is crucial in creating an adaptive educational environment.

HUMAN RESOURCES MANAGEMENT IN THE MUNICIPAL GUARD

Nowadays, local government employees have become a key capital of public organisations and a factor in their success. In the modern conditions of the economy, determined by the variability of regulations, the environment, and the development of knowledge and technology, local government institutions can achieve their goals thanks to appropriate management of human resources. In this case, the management of Municipal and City Guards, which are an important element in the public safety system, is of particular importance. The author attempts to answer the question whether in the case of Municipal and City Guards, assumptions related to the concept of human resources management are identified. The reason for taking up this issue is also the fact that acquiring em-ployees with specific competencies in the case of Municipal and City Guards is currently one of the main challenges of the management staff of these organisations.

Analisis Pemilihan Enterprise Resource Planning (ERP) Menggunakan Analytical Hierarchy Process (AHP) Studi Kasus Pada PT. Laba Usaha Mandiri

Enterprise Resource Planning (ERP) can be used as a concept of organizational resource planning and management to generate added value for the company. PT. Laba Usaha Mandiri as an oil palm plantation startup is trying to improve its organization by trying to implement an ERP system to support daily operations. It is important that the ERP system selection process is carried out properly and correctly. And due to budget reasons, open source ERP was chosen for this problem. The selection of ERP system software for this company became the subject of a survey using quantitative methods using primary data and secondary data as samples. The results of testing and analysis using the Analytical Hierarchy Process (AHP) methodology are expected to be a guideline for the management of PT. Laba Usaha Mandiri to choose their ERP correctly

THE PROBLEM OF PERSONNEL MANAGEMENT IN PEDAGOGICAL THEORY

The article deals with the problem of personnel management in pedagogical theory. Three groups of scientific and pedagogical researches have been identified: the first – scientific works of famous economists and managers; the second is the work of educators based on the development of personnel management by economists and managers, attempts to transfer Western approaches to the local soil; the third is the works of educators based directly on the study of school management problems. It is revealed that the first group considers management problems throughout the development of human history, explains the origin of management terms, examines and compares management models that exist today. It is emphasized that the adaptive management of the school team, the psychology of motivation and the needs of people in the organization, the formation of positive group motivation, the scenarios of training sessions with teachers are the main issues considered by the authors of the second group. It is noted that the management of education in market conditions, training and retraining of personnel, creation of opportunities for mastering new educational technologies, motivation of pedagogical activities, innovative climate in the educational institution – these issues are the content of the works of the authors of the third group.
 The article emphasizes that until recently the very concept of «personnel management in education» or «personnel management» was absent in management practice (in some dictionaries there is no definition of the term «management»), therefore works on management as such and educational management came to us from the works of foreign scientists. Personnel management as an independent scientific direction was formed within the humanistic management paradigm and the concept of human resources management. The need for the emergence of personnel management is due to the fact that in the context of personnel management, an employee is considered as the owner of human, intellectual and social capital, possessing professional and qualification characteristics that ensure his personal efficiency and competitiveness.

Employment Training in Employee Performance Improvement: SLR

Training is a concept in human resource management that includes tasks with clear instructions intended to enhance abilities. This study is aimed at finding out the impact of job training on improving employee performance. The purpose of this Systematic Literature Review is to combine various studies related to job training in an effort to improve employee performance. This research was compiled using the Preferred Reporting Items for Systematic Review and Meta Analysis of studies related to the effect of job training on improving employee performance. Data were obtained from Science Direct, Emerald, and Google Schoolar websites. The results of this study indicate that there is a positive and significant influence between training and employee performance. Training attended by employees can improve their ability to carry out their duties, so that employee performance also increases. The right training method will be easily understood and understood by employees.

EFFICIENCY OF FINANCIAL RESOURCE MANAGEMENT AS A COMPONENT PART OF THE FINANCIAL POTENTIAL OF AN ENTERPRISE

The article defines ways to increase the efficiency of financial resources management as a component of the financial potential of an enterprise. The algorithm proposed in the study for building a system for managing the financial resources of an enterprise is based on the processes of identifying a problem, analysing and finding ways to solve it, monitoring results, and determining prospects for adjusting management processes in the future, which allows not only to implement management mechanisms but also to carry out further control of their effectiveness and to introduce corrective influences into the system of managing financial resources at an enterprise. In the course of the study, we defined the concepts of financial resources and financial potential by analysing the theoretical approaches of various authors. Additionally, the author formulated a comprehensive definition of financial resource management. The article reviewed the groups of classifications of financial resources. Furthermore, the research determined methods for effective financial resource management, providing characterisations of each one from the point of view of the mechanisms of its practical implementation. The study culminated in establishing an algorithm for building a system for managing a company’s financial resources. It revealed the concepts of ‘financial potential’ and ‘financial resources’ to be interdependent and mutually complementary. As a result of the analysis, we concluded that the structure of financial resources consists of the sum of money within the analysed economic system. As an economic system for determining the processes of managing financial resources, you can choose both the level of individual households or subjects of economic activity (enterprises of various forms of ownership) and consider financial resources at the mesoeconomic and macroeconomic levels: municipalities, regions or territories, states, and international institutions. The article offers a systematic approach to defining the concept of financial resource management. Therefore, the management of financial resources is a system of management mechanisms used to implement the functions of planning, organisation, monitoring and control, and regulation of financial resources to ensure the strategic goals of developing a business entity and its competitive advantages in the market. Keywords: financial resources, financial potential, management methods, management of financial resources.

Analysis of the Selection and Employment Model of College Counselors from the Perspective of Human Resources Management

In the context of the continuous deepening of the reform of public institutions by the country, universities, as special public institutions, need to continuously explore and try reform paths that are in line with their own development. The enterprise human resource management model serves as a means to optimize and adjust the internal personnel structure and better achieve human resource allocation, providing reference and reference for the selection and employment of college counselors. Therefore, in order to further improve the quality of college counselor selection, it is necessary to apply advanced concepts of human resource management, clarify counselor selection standards, and better complete the construction of the college counselor team. This article analyzes the current situation of college counselor selection and proposes innovative selection models to address the main problems, in order to promote the improvement of the quality and ability of college counselors.

Implementasi Manajemen Talenta Sebagai Upaya Membangun Aparatut Sipil Negara (ASN) Profesional di Pemerintah Kota Pontianak

<p>Along with development of human resource management concept paradigm it has shifted previous perception that viewed humans only one of the factors organizational production. However, currently human aspect in organization is not limited to that, but humans are asset for organization which then develops concept of talent management. Talent management has been outlined in form regulations required all government agencies to implement, including agencies in the regions. Purpose of research is describe implementation talent management in Pontianak City Government. Qualitative descriptive is method used conducting research. Results of research found to support implementation talent management, Pontianak City Government developed an application, namely Sistem Informasi Manajemen Talenta Kota Pontianak (SIMANTAP) application. Implementation talent management in Pontianak City Government begins with analyzing talent needs to predict number of talents needed according to positions will be vacant. After analysis, identification is carried out, in this case talent mapping for categorization in talent manahement box consisting of nine categories or talent mapping carried out. Based on results assessment and then determined as a succession planning group. Talent development carried out in classical and non classical forms as well other forms development that cannot be separated from monitoring and evaluation of the Personnel Development Officier. Final stage placing talents as successors to positions that are empty or vacant.</p>

The role of investment in innovative hrpolicy under globalization

In the article, were discussed the issues of personnel, human capital, innovation, personnel management processes, investments in a market economy, and the role of investments in innovative personnel policy. Also, considerations were given on the evolution of the concept of human resources management. At the same time, it has been determined that human capital will be one of the most important factors in future activities, as envisaged by SOCAR’s mission. Based on the world experience, the possibility that the role of human resources for companies has undergone certain changes has been investigated, as an example of the main causes behind these changes, the trends like increasing preference for efficiency and comprehensive skills due to the abundance of resources, the impact of achievements gained from digitalization and innovative technologies on the traditional work process and skills, immigration and demographic changes were identified, as a result of which, role of human capital within the company and new trends in resources requirement have been defined and a number of recommendations have been given.

Perceived Job Satisfaction and its impact toward employee loyalty at new higher institution in the Sarawak Corridor Renewable Energy (SCORE) Region

Job satisfaction and employee loyalty are Human resource management concepts that significantly contribute to individual and organizational performance. Both job satisfaction and employee loyalty represents one of the most critical challenges faced by the managers in organization today when it comes to managing their employees. Employees are the most valuable resource for all organizations; the longer an employee works for a company the more valuable it becomes. The aim of the study was to examine the impact of job satisfaction on employee loyalty in case of higher education sector. Descriptive analysis, independent-samples t test and bivariate correlation were employed to analyze a sample of 129 employees from one new higher institution in the middle region of Sarawak. The empirical results showed that career development, reward and compensation, job security and workplace environment have positive significant relationship with job satisfaction and loyalty among the new employees at the private institution. We have also examined the interaction among job satisfaction and employee loyalty among different groups of employees. The analysis revealed that most of the new employees between 21- 30 years old (1 year working experience) have the highest job satisfaction and loyalty indices while workplace environment is the most important factor toward job satisfaction and loyalty among the employees. In this regard, the management of the institution should develop a long term human resource strategies in order to retain the young employees in the long term. This would ultimately contributing to the high performance and productivity of the institution in the future as well as economic and social development in Sarawak.

A Review of Performance Management in State-owned Enterprises and Private Enterprises in China

In order to improve profits, the theory of enterprise performance management has formed a corresponding theoretical framework and system. Enterprises can improve performance management methods based on their own situation. This research compares the differences between state-owned enterprises and private enterprises through literature review. The existing papers mainly focus on performance feedback and communication mechanisms, the application of performance management and corporate strategy, and the enthusiasm of employees to participate in performance management. The existing papers mainly focus on performance feedback and communication mechanisms, the application of performance management in line with company strategies, and the initiative of employees to participate in performance management. Neglecting the specific role of state-owned enterprises and not combining performance management with their social responsibility. In addition, the imperfect performance indicator system has also led to the problem of not being greatly influenced by subjective factors within the enterprise. The accuracy of performance evaluation in many enterprises is often influenced by human factors. The design of performance management evaluation indicators is not scientific, the evaluation is unfair, the concept of human resource management is lack of correctness, strategic planning, single evaluation results, ineffective use, lack of follow-up, and frequent communication in performance management; The recruitment and allocation of personnel are unreasonable, the construction of the management system is highly arbitrary, and there is a significant subjective bias in performance evaluation.

Using the concept of mission command in defence resources management – the case of Romania

ABSTRACT Elements of mission command can be found in successful styles of leadership both in military and in business environments, as it is based on empowering subordinates or employees to make decisions, encouraging their confidence and creativity to solve problems/achieve objectives. The purpose of this paper is to explore the potential advantages and drawbacks of applying this concept to the field of defence resources management, by analysing the common areas between these approaches. The research hypothesis is that the concept of mission command can be approached as a management process aimed at achieving clearly identified objectives, similar to the processes of project management, programme management, or defence resource management in general. The paper uses qualitative research methods, based on the analysis of existing specialised literature regarding the concept of mission-based command, the concept of defence resource management, and on an exploratory research, based on unstructured interviews with specialists in the two fields.

Implementation of Maqāṣid Al-Syarī’ah Concept in Human Resource Management at Muhammadiyah Boarding School Ki Bagus Hadikusumo Jampang Bogor

The research aims to analyze, describe and find the concept of human resource management of Islamic educational institutions from the perspective of maqāṣid al-syarī'ah. This research answers two main problems, namely the conception and implications of maqāṣid al-syarī'ah in human resource management. To find the results of the study, researchers use a type of qualitative research with a case study approach. The results of this study construct this resource management with maqāṣid al-syarī'ah which consists of five perspectives, namely: ḥifẓ al-dīn (optimization of religiosity), ḥifẓ al-nafs (optimization of psychic and physical), ḥifẓ al-aql (optimization of reason), ḥifẓ al-māl (optimization of wealth) and ḥifẓ al-'irdh (optimization of honor / self-esteem), from this perspective the theory of human resource management maqashidi is built with five main components, namely: Mutadayyin (religion), ḏaki (intelligent), munazzam (manejerial) matīn al-khuluq (morality) mutamayyiz (performance/achievement).

Redefining Sustainability: A Review of the Big Names from the FMCG Industry Taking Significant Measures

Human resource is one of the most crucial factors in the organization. Recent years have shown an inclination towards sustainability among organizations. Sustainability calls for a particular set of guidelines to ensure that we are making optimum utilization of resources without causing any harm to the environment. For the past few years, many researchers have been actively working on this issue and summarized their findings in research papers. Past studies reveal that many organizations consider sustainability a critical issue and continually work on improving their strategies. This study aims to discover the factors that gave rise to the concept of Green Human Resource Management, how it evolved with the dynamic market and what contributions have been made by top brands through their Green HRM policies. Purpose: The purpose of the study was to highlight the working patterns of high performing companies from the FMCG industry. The ideology behind the study was to track the steps taken by big brands towards betterment of the society and towards the environment. Theoretical framework: This study aims at highlighting the concerns of today that might severely affect market and the society in the future. Since HRM practices contribute to the implementation and upkeep of an environmental management system (EMS), helping organizations achieve higher environmental performance (EP), it is becoming increasingly clear that the environmental impacts of HRM processes should be taken into account at every stage of the process (Gilal et al., 2019; Yusoff et al., 2020). In reality, GHRM makes sure businesses extend widely and adopt more ecologically responsible practices. GHRM is crucial for business management for a number of reasons, including the advantages to the environment, retaining employees, and boosting a company's appeal. According to earlier HRM literature (Pham et al., 2020; Awan et al., 2022) individual practices, rather than a collection of practices, had a greater impact on a company's success. Design/ Methodology/ Approach: The study is primarily based on past researches and data directly referred from the companies’ sources for utmost authentication of facts added. Findings: Big brands are taking initiatives like reducing the carbon footprint by taking certain actions basis the chain they ae dealing in. The companies are not only making strategies for the same, but also taking a step in creating awareness regarding the hot topic. Research, Practical & Social implications: Sustainability is becoming a need for the hour considering the limit of the resources that we possess today. Major factor while extracting resources is the make sure that we are putting in extra effort to replenish those resources. For instance, paper. If we want two trees for paper, we must plant at least four trees to make up for the damage we are doing today. Thus, if we want to make sure that our future generations would be able to access and use resources as we are doing today, we must follow certain self-made rules for the same.