3 research outputs found

    The attribute of compatibility between the process of organization and the function of human resources

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    The evolution of the organizational forms has seen quite dynamic in recent years, registered trends being observed in the enterprise subsystems. The human resources function, a subsystem in continuous development since the 1990s, is subjected to changes such as decentralization, hierarchical reduction and resizing, as a consequence of its missions delegation both inside and outside the organization. Approach: These changes are exacerbated by the emergence of new techniques of information and communication (NTIC), which change the context in which human resources function evolves. The need to adapt the development of human resources function to the enterprises’ strategy causes a strategic alignment requirement. Results: The functions' content will also be modified, in the direction of what may designate e-Human Resources, characterized by the increasing role of the Intranet, the use of the NTIC in supporting activities such as e-recruiting and e-learning. Conclusion/Recommendations: The article highlights the need for consistency between the process of organization and the function of human resources, the necessary compatibility in the sense that it is not possible to examine the evolution of an enterprise independent of the characteristics of the enterprises the organization is part of.peer-reviewe

    Human Assets in the Social Control Management

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    Attempts to quantify the human assets of an organization happened the first time in the US in 1960, when it was tried to end it in their balance sheet. This idea of quantification started to analyze the differences in value between similarities or changes made in time by the same organization and the premises had the decisive contribution of human activities. The practical consequences of the current research on human activities were not eloquent. In recent years the problems of quantification has been resumed by the focus on intangible elements of the organization, without accounting field to find a satisfactory solution to all parties. Construction of the strategic balanced scorecard refit problem in assessing the human factor concerns of managements’ instrumentalizatioHuman assets, human resources management, social pilotage

    New Organizational Forms and their Influence on Human Resources Function

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    Dynamics of organizational forms manifests to the enterprise level, and to its subsystems. Human resources function is subject of optical and content changes that are exacerbated by the emergence of NTIC. To be able to promote change, human resource function should adopt a structure best suited to strategic alignment requirements. The article highlights the need for consistency between enterprise organization and human resources function, which must be experiencing the strategic changes within the organization and NTIC influence and promote within the assembly. The issue of organizational structure was the object of numerous studies as principles of value channel to its own activities. In this regard, emphasis should focus on the activity of knowledge management, cultural and organizational change, leadership, motivation and personnel achievement, and other activities to be only supervised.New organizational forms, emanagement, new techniques of information and communication, compatibility, human resources function.
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