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The purpose of this paper is to explore and compare emotions perceived while coding and presenting for software students, comparing three different countries and performing also a gender analysis.

Empirical data are gathered by means of the discrete emotions questionnaire, which was distributed to a group of students (n = 174) in three different countries: Norway, Spain and Turkey. All emotions are self-assessed by means of a Likert scale.

The results show that both tasks are emotionally different for the subjects of all countries: presentation is described as a task that produces mainly fear and anxiety; whereas coding tasks produce anger and rage, but also happiness and satisfaction. With regards to gender differences, men feel less scared in presentation tasks, whereas women report more desire in coding activities. It is concluded that it is important to be aware and take into account the different emotions perceived by students in their activities. Moreover, it is also important to note the different intensities in these emotions present in different cultures and genders.

This study is among the few to study emotions perceived in software work by means of a multicultural approach using quantitative research methods. The research results enrich computing literacy theory in human factors.

The aim of this paper is to present a tool which uses semantic technologies for personnel performance and workplace learning assessment in outsourced information technology environments.

The paper presents the tool from a technical perspective and introduces a use case that depicts the main features related to human resource management issues.

Semantic technologies enable the monitoring of personnel throughout all of the phases of the management of outsourcing, basing itself on established communication standards used in leading business management tools and recent outsourcing efforts. This monitoring provides to human resource management issues an integrated approach to assess both employee performance and learning outcomes as a result of competence evaluation.

The paper shows that semantic technologies can be applied to human resource management tools to bring its intrinsic characteristics to human resource management tasks including personnel and learning assessment.

The search for competitiveness by family-owned companies has led us to research topics that may help these companies succeed. The management of human capital is undoubtedly one of the keys to success, and the practices of employee development (training, promotion, succession, career planning, mentoring and coaching) help improve the performance of these companies.

This paper is based on studying a sample of 560 family companies and analyzing the relationship between performance of the family businesses and the use of employee development practices. The techniques used were confirmatory factor analysis and structural equation modeling.

The results show that employee development has a direct effect on the indicators of performance in family companies. The authors have developed a series of practical implications for companies that justify investments in and efforts with regard to employee career development.

Family businesses need to understand the development needs of their employees. In addition, the very processes and tasks performed. The authors have developed a number of practical implications for companies that justify the investments and efforts made in employee career development. This work validates the usefulness of the use of certain practices for the development of employees in family businesses, allowing the company to generate human capital to build a competitive position in the market.

The results of this study suggest that family businesses should understand the development needs of their employees and that various practices are available to help detect these needs. Family businesses should see individual development processes as an opportunity to improve the performance of employees, which could avoid conflicts in such businesses (Qiu and Freel, 2020). Companies should develop career and succession plans that enable these changes to be faced throughout the company, ensuring that when handover occurs, the candidates are sufficiently qualified in accordance with their career paths. The present research study shows that coaching is a powerful tool for improving performance. Moreover, mentoring appears to be an important part of employee development. For this reason, mentoring programs should be formally planned with designated objectives. In addition, family businesses should provide employees with real opportunities for promotion and the development of their skills and abilities, which is a way to retain nonfamily professionals (Ramankutty and Pujar, 2017).

Family businesses are a very important part of the productive activity of a country and their continuity is necessary to maintain employment and income. The management of people in family businesses is a key aspect for their success, therefore knowing the key aspects for the development of human capital will have a positive influence on maintaining employment and income.

This paper addresses the study of people development processes in family businesses and proves its usefulness to improve performance, considering the formal planning of succession processes and professional careers, providing qualifications to candidates and ensuring that they are show satisfaction with their professional evolution in the company. Likewise, it is positive for family businesses to use coaching relationships, formally scheduled and employing a coach from abroad. The other tool that will favor the development of employees is mentoring, formally programmed, establishing objectives and properly studying the mentor's profile. For this tool to be applied successfully, it is necessary to get the participants to commit to the mentoring process. Finally, the organization must provide its employees with real opportunities to promote, training them and developing their skills.

The purpose of this paper is to explore the essential mentor characteristics for effective inter-organizational mentoring. This kind of HR development technique, where mentor and mentee belong to different organizations, is becoming increasingly popular and so far has been scarcely studied.

First, a rigorous literature analysis to identify primary mentor characteristics for managers and professionals has been performed; second, a Delphi analysis has determined their relevance according to the opinion of 125 experienced mentors, mentees and program coordinators that have carried out inter-organizational mentoring processes in Spain; and third, an exploratory factor analysis has reclassified the mentor characteristics into a smaller number of factors.

In total, 29 relevant mentor characteristics have been identified and valued. The foregoing characteristics are related to seven underlying dimensions or factors that serve to characterize an effective mentor for inter-organizational mentoring programs.

The research extends the existing literature regarding mentor characteristics of those mentors who are engaged in inter-organizational mentoring. In addition, this work offers a valuable contribution to inter-organizational mentoring research based in a Delphi method that includes both academic and practitioner perspectives in a cultural context that may have not received previous attention. The findings can be valuable for both academics who investigate this topic of growing interest, and for practitioners who must face the selection and training of mentors.