The Human Resources Strategic Management

The most of the specialists value the role of the strategies and the tactics in modern societies development, including in the economic field, especially in increasing the companies effectiveness, but also for mezo, macro and worldwide economic levels. As response to some strong requirements, the strategies are used not only in economic field, but also in other ones: political, military, social, educational etc. In Romania, for each field of activity and each organization is necessary to ground, to elaborate, to adopt and to operate realistic scientific strategies; to accelerate this action in human resources field, the most important organizational resources, perhaps this is the most necessary issue. This article targets the following: I. to provide a short description of the strategic management and the strategy’s concepts; II. to emphasize/to highlight the foreign and Romanian specialists points of view out of strategic human resources management; III.to present author`s own considerations about strategic human resources management.human resources; strategic management; strategy; human resources management.

Human Resources Management in the Knowledge Management

Knowledge is increasingly claimed to be a key critical resource and source of competitive advantage in the modern global economy, especially with the rise of the service economy, the growth in the number of ‘knowledge workers’, the increasingly rapid flow of global information, and the growing recognition of the importance of intellectual capital and intellectual property rights. Knowledge, with its intangible aspects, is becoming a defining characteristic of economic activities, as opposed to tangibles such as goods, services or production processes. The rise of the knowledge economy has seen a proliferation of information and communication technologies, coupled with greater organizational complexity, the growth of virtual and global organizations and rapid change. This in turn requires drastic change within HRM to respond to changing demands of the knowledge economy.human resources management, knowledge management, knowledge economy

Solving Human Resources Management of Construction Labors Using Mobile Community Network

A construction labor works on a project based on adetermined interval time. If the construction project is donethen the labor has to find another one. Based on theinterviews conducted to some construction labors in BandaAceh and Medan, they depend totally on the networking andfriendship among the labors in finding a project. sOn theother hand, the labors can survive only for seven days if he isnot working. The proposed solution is developing a jobsearch system for the construction labors using mobileapplication. This system is built using JavaME, RecordManagement Store (RMS) as the storage media, and ShortMessage Service (SMS) as the data connection. This systemapplies distributed system thus it will not cause the processbecomes slow because the limited memory of the cellularphone. This system provides the construction laborsspecification which is needed by the employer and the list ofconstruction labor specification. Job searching will beprocessed again once the labors done with a project. In thisway, the construction labors will continually contracted witha project. Using this system will solve the problem faced bythe construction labor in finding a project and finally achievetheir economis growth

THE EUROPEAN HUMAN RESOURCES MANAGEMENT MODEL

The Europeanization process has a direct influence on the management carried out by European companies, producing new concepts: euromanagement, euromanagers and eurocompetencies, notions that lay under the distinctions between European countries from the cultural point of view as well as the impact they have at both economic and social levels.

Towards a human resources management approach in supply chain management

Supply chain management (SCM) has grown as a discipline since the field attracted attention in the 1980s. However, it is observed that effective implementation of SCM is limited because the current focus is too task-based and information-centric. The concept is often conflated, in practice, with subcontractor management, where numerical flexibility is pertinent. At the same time, consideration of human resources management (HRM) in SCM has been limited. Strategic fit within supply chains tends to emphasise taskbased numerical flexibility, rather than genuine consideration and development of human resources. On the other hand, HRM has, until recently, rarely taken into account interorganisational characteristics that typify the construction industry. Therefore, this research intends to plug the gap by examining the use of human resources in construction supply chains, with a view of developing good practice for HRM in construction SCM. To achieve this, a two-phase research methodology comprising a scoping phase and case study phase will be ensued

Reusing Human Resources Management Standards for Employment Services

Employment Services (ESs) are becoming more and more important for Public Administrations where their social implications on sustainability, workforce mobility and equal opportunities play a fundamental strategic importance for any central or local Government. The EU SEEMP project aims at improving facilitate workers mobility in Europe. Ontologies are used to model descriptions of job offers and curricula; and for facilitating the process of exchanging job offer data and CV data between ES. In this paper we present the methodological approach we followed for reusing existing human resources management standards in the SEEMP project, in order to build a common “language” called Reference Ontology

Beyond Technology, How are Global Organizations Simplifying Their HR Processes and What are the Processes That Most Organizations Choose to Centralize?

A growing realization was that with global changes in the labor force, HR Professionals are being asked to do more with less, to do different work and to do it better, which puts them under greater pressure to redefine their roles and reevaluate their structure. The HR function must not only be focused on the workplace but also the marketplace and linked directly to the core business strategy. In order to achieve this, the HR department should be an integrated unit within the business and therefore centralized. A centralized human resources department streamlines all the functions of the department within a complex system. The essential aspect of this style of human resources management is the centralized location of all the individuals within the human resources department. According to Wendell French, author of Human Resources Management, the physical proximity of centralized human resources personnel not only improves communication, but also helps ensure that everyone works toward the same company goals. The article will introduce the technology and process companies use to better manage and operate the Human Resources Management Centralization

Personnel/Human Resources Management: A Political Influence Perspective

It was suggested over ten years ago that new and different perspectives needed to be applied to the Personnel/Human Resources Management field in an effort to (P /HRM) promote theory and research and expand our understanding of the dynamics underlying P/HRM processes. Both theory and research are emerging which characterize important P/HRM decisions and activities substantially influenced by opportunistic behavior of both subordinates and supervisors. The purpose of the present review is to systematically examine the P/HRM field from a political influence perspective, reviewing existing theory and research and discussing future directions