The organizational change in the italian public personnel management

Premise. The importance of the new human resources management. Evolutionary trends in the personnel management. The Italian Public Administration: structural and organizational differences. The organizational public supply's system. The personnel management in the Public Sector. Evolutionary lines of public personnel management. Conclusive considerations. Bibliograph

Mobile App in Health: Improving User Awareness Regarding Own Health

Knowledge is more and more a strategic resource for health organizations while information & communication technology earns an important role for sharing knowledge and information among people in and out organizations. these conditions satisfy specific demands related to the new emerging information needs, asking for a change in relationships and effective communication. so, the medicine apps represent an emerging and rapidly developing framework for health system, able to contribute to its quality and efficiency. The same u.s. supervisory authority activated in the last years an appropriate study in order to control the medical applications downloaded directly through mobile devices and able to influence health performance. this work - with a mixed approach - presents the results of the exploratory and descriptive studies in order to make clear the general dynamics and functionality of the medicine category apps

THE ROLE OF IT IN THE WLB APPROACH: AN EMPIRICAL CASE CORPORATE SOCIAL RESPONSIBILITY: WORK-LIFE BALANCE AND ICT

The research developed by the academic research group wants to focus on the internal dimension of CSR, and specifically on Human Resource Management. It is important emphasize that CSR means going beyond the requirements of law. Following this point of view, the relations between professional life and personal life influence particularly how the employees feel and live their company daily. This is the area of Work Life Balance; so, the objective of the research paper is to analyze - through the lens of CSR - the relationship between Work Life Balance and ICT; infact the WLB practices could contribute positively to performance, making the organization more attractive for internal business stakeholders (employee). The followed approach uses a case study methodology, in which the first part of the paper is dedicated to theoretical framework, regarding the main literature on CSR and its interconnections with the reconciliation of work and family life. Successively the analysis on Family Audit Process, like a best practice used by a Large Company of Italian far east and then considerations and reflections

Knowledge Transfer in Doctoral Education During the Pandemic Time: An Exploratory Study of the PhD Students’ Experiences

The research aims to explore how PhD students interacted with professors and peers and transferred knowledge during pandemic time. We firstly aim to provide an overview of communication media used by students, as well as to classify them for different kinds, social presence, and media richness. Furthermore, our research also aims to explore how doctoral students took their courses by interacting with professors and with peers, in terms of learning (KT) and social exchange relations (LMX, TMX, POS), through online learning platforms and communication media. We conducted exploratory research on 25 PhD students from 5 Italian PhD Programs in ‘economic and statistical sciences’ area. Data was collected through (a) the focus group interview with PhD students for collecting their opinions and experiences on the usage of media for communicating with professors and peers and (b) an online questionnaire aimed to measure their experiences or perceptions on technology usage and social relations. Results shown that PhD students used e-learning platform for communicating with peers and professors, so developing good social relations -even at a distance- which have encouraged knowledge transfer among them

Digital (Re)Evolution In An Italian Public Administration: Some Implications In Pandemic Era

Nowadays, the COVID-19 pandemic condition has generated an acceleration of change in public administration. The challenges around the COVID‐19 pandemic have further spurred public organizations into action by increasing their awareness of the need to accelerate digital transformation. The digital revolution in public administration is defined as e-government . The context of public administration appears to be increasingly complex and requires skills able to better manage the digital transformation under-way. The role of the Human Resources Manager, in this particular historical phase, in which the work is digitalized, is transformed. The figure of the Human Resources Manager (HR Manager) overlaps with that of the Chief Digital Officier (CDO). In recent years, the role of the Chief Digital Officer has emerged and attracted scholars’ attention. However, the role of the CDO is still in its nascent and not well-defined stages, the role means different things for different organizations. On this basis, the main objective of the research is understanding if the HR manager is also a CDO in this historical phase in public organizations; trying to understand if the CDO is going to play the role of change agent in these organizations. This study is based on qualitative analysis

Knowledge management in virtual community: some implications in COVID-19 pandemic

To reduce the COVID-19 contagion, the organizations have had to implement new organizational models based on the technology intensive, social distance and the reduction of face-to-face contacts. These conditions have led to the creation of virtual communities. A Virtual Community (VC) can be defined as a social entity which, using ICT, allows the sharing and transfer of knowledge between members of the community, bridging the geographical distance. VC are based on a Human-Device-Human interaction. For this reason, VC are based on the continuous and active participation of members, a rapid access to shared knowledge and reciprocity of information. Also in the healthcare sector, there has been the creation of VC. A VC in the healthcare sector aims to share knowledge related to the delivery of health services, provide support and discuss problems related to health and treatment, share documents and consult doctors. Few studies have focused on the VC in the healthcare sector, from the perspective of knowledge management. This study aims to identify and understand the elements of the VC in the healthcare sector. An explorative-qualitative methodology was used. Mobile applications (M-apps) created by public authorities in Italy were analyzed. The results highlighted that the VC, through the M-apps, is a complex system characterized by a reciprocal relationship between the members. Some aspects, such as trust and functionality of the M-app and speed of response, can allow the success of the virtual community. M-apps are a useful tool for KM and enable to support healthcare sector

Shock da Covid-19 e stili di gestione del conflitto: Un’analisi empirica sui dirigenti medici

I grandi shock esterni del XXI secolo hanno imposto alle organizzazioni un ripensamento delle proprie configurazioni ed una maggiore focalizzazione sulle proprie fragilità. Il più recente shock è stato determinato dalla pandemia da coronavirus SARS-CoV-2 (più comunemente denominato “Covid-19”); nel marzo 2020, l’Organizzazione Mondiale della Sanità (OMS) ha dichiarato lo stato di pandemia globale causato dal coronavirus SARS-CoV-2 (OMS, 2020), finendo per modificare profondamente routine, abitudini e comportamenti delle persone, sia nell’ambito sociale e familiare sia nell’ambito lavorativo e professionale. \L’impatto maggiore del Covid-19, ha avuto le conseguenze più profonde sulle organizzazioni sanitarie che, in pochissimo tempo e con grande incertezza rispetto al futuro, hanno dovuto adottare azioni urgenti e non programmabili. Questo improvviso “shock” nelle organizzazioni sanitarie e i continui cambiamenti, possono essere all’origine dei conflitti nei team di lavoro (Vesperi, et al.,2020; Dopson et al., 2002; Rees e Kinnersley, 1996; Forbes e Prime, 1999; Lopopopolo et al., 2004; Raykova et al., 2015; Lerro 2012). Nelle organizzazioni sanitarie comprendere e gestire il conflitto è fondamentale, in quanto, i conflitti vanno ad influenzare la qualità dell’assistenza sia direttamente (ritardi nell’erogazione dell’assistenza sanitaria, mancata fornitura di cure essenziali ai pazienti) sia indirettamente (gli operatori sanitari si sentono demotivati e mostrano atteggiamenti negativi nei confronti dei pazienti). Inoltre, è stato dimostrato come i conflitti all’interno dell’assistenza sanitaria hanno un impatto negativo sull’amministrazione ospedaliera e sul sistema economico locale e portano a maggiori responsabilità per l’organizzazione (Forté, 1997; Rosenstein, 2011; Aberese-Ako et al.; 2015). Gran parte della letteratura nel campo degli studi organizzativi ha sottolineato il ruolo cruciale dei conflitti visto sotto una duplice veste, funzionale da un lato, e disfunzionale dall’altro (Brown e Brown, 1983). Capozilli (1999) e Darling e Fogliasso (1999) hanno riscontrato che la presenza di conflitto non sempre produce performance negative, anzi, in alcuni casi, può migliorare le stesse. Quando il conflitto viene riconosciuto ed adeguatamente gestito, sorgono vantaggi personali e organizzativi (Silverthorne, 2005; Özkalp et al, 2009); per questo motivo, la gestione dei conflitti diventa una capacità organizzativa fondamentale, per promuovere rapporti di lavoro positivi e collaborativi, soprattutto in un contesto complesso e dinamico (Hillhouse e Adler 1997). Su tali premesse, l’obiettivo del presente lavoro è quello di comprendere – attraverso un’analisi empirica condotta sui dirigenti medici delle aziende ospedaliere pubbliche e private del Sistema Sanitario Calabrese – quale stile di gestione del conflitto venga preferito, con un confronto temporale in due diversi momenti prima e durante lo shock da Covid-19