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1 – 10 of over 45000The transition to the information age is shifting thedecision‐making authority structure in organizations from politicalsystems and subjective appraisals to management systems and…
Abstract
The transition to the information age is shifting the decision‐making authority structure in organizations from political systems and subjective appraisals to management systems and objective personnel evaluations. The critical need to adopt the management system and objective evaluation procedures is based on the truism that timely, relevant, accurate feedback is a primary motivator of people.
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Cristina Casado‐Lumbreras, Pedro Soto‐Acosta, Ricardo Colomo‐Palacios and Patricia Ordóñez de Pablos
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Jada Kameswari, Hemant Palivela, Sreekanth Settur and Poonam Solanki
Background: Human resource management (HRM) is the tactical method for a business enterprise’s optimistic and systemic administration. This study aims to identify the common and…
Abstract
Background: Human resource management (HRM) is the tactical method for a business enterprise’s optimistic and systemic administration. This study aims to identify the common and major triggering attributes and the knowledge gap between HRM and an organisation’s employee attrition rate.
Method: The employee Attrition Case Study Dataset used is an anecdotal data set that tries to figure out relevant variables that determine employee behavioural aspects towards attrition. This study investigates why attrition occurs, the major triggering attributes for employee turnover, and how it might be anticipated to employ artificial intelligence (AI) to avert corporate losses.
Results: Employees’ monthly income, age, average monthly hours, distance from home, total working years, years at the company, per cent of salary hike, number of companies worked, stock options level, job role and other factors are taken into consideration. A feature importance extraction framework was devised to investigate the various dormant factors. The findings also show feasible hypotheses that help enhance employee engagement, reinvent the worker dynamic, and higher levels of risk decrease attrition rate.
Implications: Employees’ monthly income, age, average monthly hours, distance from home, etc., are all major variables in employee attrition in the Indian IT business. This research adds to the theory development of behavioural elements in people analytics based on AI.
Purpose: Can we predict employee attrition through employee behavioural patterns advancement using AI tools.
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The purpose of this paper primarily contributes to the social enterprises and human resource management (HRM) literature by examining the roles of founders in shaping how workers…
Abstract
Purpose
The purpose of this paper primarily contributes to the social enterprises and human resource management (HRM) literature by examining the roles of founders in shaping how workers in social enterprises are managed.
Design/methodology/approach
This paper uses a cross-case analysis of three social enterprises in the food and agricultural products and food and beverage industries in Thailand. The case study evidence in this paper draws on semi-structured interviews with each social enterprise’s founders, managers and employees; field visits to each social enterprise in Bangkok and other provinces in Thailand; and a review of archival documents and web-based reports and resources. This paper uses thematic analysis to pinpoint, examine and record the patterns or themes found in the data.
Findings
This paper proposes that the founders of social enterprises play a variety of roles in shaping the human resource (HR) systems and practices used in these enterprises. First, founders serve as role models for managers and employees of social enterprises. Second, founders serve as succession planners for social enterprises. Third, the founders serve as builders and enforcers of corporate culture in social enterprises. Finally, founders serve as builders and enforcers of the HR systems and practices used in these enterprises. Put simply, without the roles of founders, the corporate culture and HR systems and practices of social enterprises might not be sustainable over time.
Research limitations/implications
Because this research is based on case studies of three social enterprises located in Thailand, the findings may not be generalizable to all other social enterprises across countries. Rather, the aim of this paper is to further the discussion regarding the roles of founders in shaping the HR systems and practices used in social enterprises. Another limitation of this research is that it does not include social enterprises in several other industries, including the entertainment and media, printing and publishing and hotel and restaurant industries. Future research may explore how the founders of social enterprises in other industries shape the HR systems and practices used in those enterprises. Moreover, quantitative studies using large samples of social enterprises across industries might also be useful in deepening the understanding of a topic that is important from the perspectives of both social enterprises and HRM.
Practical implications
This paper has practical implications for founders and/or top managers of social enterprises is not only Thailand but also other countries. It also has social/policy implications for the government and/or relevant public agencies in Thailand and for several other developing countries/emerging market economies.
Originality/value
Very little research has examined the various roles of founders in shaping how workers in social enterprises are managed. In addition, there has been relatively little research focusing on the characteristics of social enterprises’ founders in developing countries, including Thailand. This paper aims to fill this gap in the literature on social enterprises and HRM regarding how the founders of small, hybrid organizations such as social enterprises in Thailand play their roles as builders and enforcers of HR systems and practices and other roles relevant to the management of workers.
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José Manuel Montero Guerra and Ignacio Danvila-Del Valle
This article aims to examine whether the organizational changes brought about by digital transformation (DT) -such as a new organizational culture, new leadership and new business…
Abstract
Purpose
This article aims to examine whether the organizational changes brought about by digital transformation (DT) -such as a new organizational culture, new leadership and new business models-influence talent management, with the latter being seen as one of the major challenges facing companies in their process of digital transformation.
Design/methodology/approach
Using a quantitative methodology, a survey was applied to 314 companies in order to analyze the results of their talent management in the DT process. DT is not only digitalization as demonstrated in this study. Talent management is the key piece that can facilitate or block achieving high levels of digital maturity.
Findings
The study finds that the changes brought about by DT impact talent attraction, talent retention, and talent management in general, and also shows that digital transformation does not depend on digitalization, but rather that talent management is the key to either helping or preventing high levels of digital maturity being achieved.
Originality/value
The originality of this work lies in examining the influence of the changes that DT entails in talent management.
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Tiina Randma-Liiv and Wolfgang Drechsler
The purpose of this paper is to provide a comprehensive overview of the public administration (PA) development in Central and Eastern Europe (CEE) from an ex post perspective…
Abstract
Purpose
The purpose of this paper is to provide a comprehensive overview of the public administration (PA) development in Central and Eastern Europe (CEE) from an ex post perspective covering the past three decades.
Design/methodology/approach
The paper reviews prior literature on CEE and PA paradigms. The authors propose to distinguish between four main phases of public sector development in new democracies: post-communist transition, EU accession, post-accession fine-tuning, and e-governance.
Findings
There were many common features in the polities and PAs of the CEE countries at the beginning of the 1990s because of their common communist legacy, and also during the EU accession period, stemming from the “administrative capacity” requirement by the EU. However, domestic decisions of individual CEE governments following accession have moved them apart from each other. While some CEE countries face reversals of democratic public governance reforms, others are leading e-government initiatives – the current phase of public sector development.
Research limitations/implications
The choice of countries is limited to the new member states of the European Union.
Originality/value
The paper shows that it is increasingly difficult to generalize findings, let alone to offer recommendations, that apply to all CEE countries. This is likely to lead to an end of a specific CEE administrative tradition as previously conceptualized in academic literature.
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