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Mestrado em Gestão das Organizações : Ramo de Gestão de Empresas (parceria com a APNOR) na Escola Superior de Tecnologia e Gestão do Instituto Politécnico de Viana do Castelo A literatura tem estudado as práticas de gestão de Recursos Humanos, a sua aplicabilidade e benefícios associados, mas ainda existe necessidade de mais trabalho na compreensão do Sistema de Gestão de Recursos Humanos como um sistema completo e complexo que abrange práticas, relações e interações com os colaboradores de uma organização. O presente estudo pretende identificar e analisar as perceções dos trabalhadores em relação ao Sistema de Gestão de Recursos Humanos e o seu Compromisso Organizacional numa empresa do setor de componentes automóvel, num momento de paragens industriais. A nível metodológico optou-se por uma metodologia quantitativa com aplicação de um questionário. O mesmo foi aplicado presencialmente (em formato papel) numa empresa do setor de componentes automóvel da região Norte de Portugal. Neste estudo participaram setenta profissionais pertencentes a vários departamentos da referida empresa de forma voluntária e anónima. A amostra foi de conveniência. De um modo geral, os resultados revelaram-se positivos quando analisados os valores médios de resposta a cada item do Sistema de Gestão de Recursos Humanos. Os colaboradores reconhecem o sistema e sabem para que serve, reconhecem-no como consistente e têm uma perceção de justiça face ao mesmo. Contudo, os resultados mostram também margem para melhorar e apostar num melhor sistema de gestão de recursos humanos. Por outro lado, confirma o que outros estudos já relevaram, a importância no compromisso afetivo em detrimento do compromisso normativo e instrumental. Relativamente às paragens, estas são o momento da condução deste estudo e o contexto das conclusões da investigação. Por isso mesmo, estes resultados revelam-se ainda mais importantes quando analisados e percecionados num momento de instabilidade, como aquele onde foi conduzido o estudo. É nos momentos de maior instabilidade das organizações que os níveis de compromisso podem revelar informações importantes para a gestão das mesmas. Este estudo demonstra que o Sistema de Recursos Humanos está associado ao compromisso podendo ter particular importância na consolidação do mesmo em períodos críticos e de instabilidade. Sendo os colaboradores os elementos chave no sucesso de uma organização, é de todo relevante que se envolvam os colaboradores no Sistema de Gestão de Recursos Humanos sendo este um dos elementos chave e impulsionador do compromisso organizacional. The literature has studied Human Resource Management practices, their applicability and associated benefits, but there is still a need for more work in understanding the Human Resource Management System as a complete and complex system that encompasses practices, relationships and interactions with the employees of an organization. The present study aims to identify and analyze workers' perceptions of the Human Resource Management System and their Organizational Commitment in a company in the automotive components sector, at a time of industrial shutdowns. At the methodological level, a quantitative methodology was chosen with the application of a questionnaire. The same was applied in person (in paper format) in a company of the automotive components sector in the North region of Portugal. In this study, seventy professionals belonging to various departments of the aforementioned company participated voluntary and anonymous basis. The sample was of convenience. In general, the results proved positive when analyzing the average response values to each item of the Human Resources Management System. Employees recognize the system and know what it is for, recognize it as consistent and have a perception of fairness towards it. However, the results also show room for improvement and a commitment to a better Human Resources Management System. On the other hand, it confirms what other studies have already been relevant, the importance of affective commitment to the detriment of normative and instrumental commitment. Regarding the stops, these are the moment of conducting this study and the context of the research conclusions. For this reason, these results are even more important when analyzed and perceived at a time of instability, such as the time when the study was conducted. It is at times of greater instability in organizations that commitment levels can reveal important information for their management. This study shows that the Human Resources System is associated with commitment and that it may be particularly important in consolidating it in critical and unstable periods. As employees are key elements for the success of an organization, it is of the extremely important to involve them in the Human Resource Management System, which is a key element and a driver of organizational commitment.

Modern management requires the highest level of analytics and the optimisation of business processes with a low risk of poor management decisions. These are essential since rapid changes in the financial world and the external environment can have critical effects. The direction of a company’s growth and the effectiveness of its management systems depend directly on the quality of intellectualisation. This study aims to develop a new methodology for studying the criteria and results of the intellectualisation processes to achieve the highest efficiency in company management systems. This study used sociological and empirical methods to find intellectualisation efficiency criteria. These criteria were then used to analyse the intellectualisation process in ten Russian companies. The correlation analysis method revealed a close relationship between the intellectualisation integral indicator and company performance over time. The results showed that the intellectualisation efficiency criteria are intellectualisation indicators in human resource management systems as well as computer-aided and automated management systems. In addition, it was found that company performance depends on the intellectualisation integral indicator, the human intelligence and artificial intelligence synergy, as well as on the efficiency of using artificial intelligence in business processes.

PurposeThis paper aims to analyze the adoption process of human resource information systems (HRIS) from a supply-side perspective emphasizing the practices of HRIS vendors and consultants. It aims to counterbalance the existing literature on HRIS, which has overwhelmingly studied HRIS adoption from the customer organization's viewpoint, hence systematically downplaying the active role of vendors and consultants in adoption processes.Design/methodology/approachThe research has been conducted on the HRIS market of the Benelux (Belgium–The Netherlands–Luxemburg) from a constructionist and exploratory perspective. The structure and dynamics underlying the market are gradually unveiled through open interviews with HRIS vendors and consulting firms (n = 22).FindingsThe paper reveals how the social shaping of HR innovations takes place and identifies nine types of pressures exerted by HRIS vendors and consultants on customer organizations: assessing, advising, advertising, case-building, demonstrating, configuring, accompanying, sustaining and supporting. Taken together, these pressures demonstrate the systematic presence and active role of external actors throughout the adoption process of HRIS within firms.Research limitations/implicationsIt is suggested that further supply-side studies of innovation diffusion processes of HRIS should be conducted to complement the existing, demand-side literature. In this view, emphasis should be set on technology providers and their ongoing interactions with customer firms.Originality/valueThe analytical precedence given to supply-side actors allows to conceptualize HRIS adoption as the dynamic result of negotiations between three groups of actors (HRIS vendors, HRIS consultants and customer firms), hence resulting in a more comprehensive and holistic view of HRIS adoption processes.

Purpose Numerous empirical studies and meta-analyses have offered ample evidence for the relationship between the strategic management of human resources and a variety of important organizational outcomes, such as individual- and firm-level performance. The outbreak of the COVID-19 pandemic, however, steered the discussion away from the traditional performance-related outcomes of the strategic human resource management and brought to the fore the importance of resilience. The purpose of this paper is to identify areas in which strategic human resource management can help organizations to become more resilient. Design/methodology/approach On the basis of a brief overview of the different phases of the COVID-19 pandemic and its impact on the management of human resources, this conceptual paper uses the Ability-Motivation-Opportunity framework as the backbone for the development of suggestions for the strategic management of employees to create and maintain organizational resilience. Findings A series of actionable suggestions regarding the way forward in building organizational resilience through the effective and ethical management of employees are presented and discussed. Specifically, the importance of using flexibility-oriented human resource management systems is highlighted. This “flexibility-orientation” involves all functions of human resource management, such as selection, training and compensation. Originality/value The proposed suggestions can benefit organizations by offering actionable recommendations regarding the management of human resources by taking stock of lessons learned during the COVID-19 pandemic.

This systematic literature review is aimed at determining the predominance of existing studies conducted in HRIS as it relates to HRM, HRH, workforce management and the use of Information Systems (IS) and technology within the health sector. The main findings of the study demonstrate that HRIS benefits are the most researched at 11.8% with a) impact: implementation and IS in healthcare:10.5%; b) effectiveness: motivation, competence, workforce IS and adoption: 9.2%; c) workforce retention and migration: 7.9% d) HRIS and EHRM for decisions 5.3%, e) HRIS in HRM and digital records 2.6%; f) IT in the healthcare setting standing at 1.3%.

In the context of the digital transformation of the economy, the processes of managing the human resources of an organisation are of particular importance as the basis for achieving operational efficiency in a highly dynamic business environment. At the same time, the existing practice of human resource management in organisations shows that the human resources management system in the context of digital transformation requires special attention from the standpoint of scaling. This paper discusses the issues of scaling the processes of managing the human resources of an organisation in the context of digital transformation, the analysis and accounting of which will increase, on the one hand, the efficiency of the organisation, on the other hand, the motivation and involvement of employees in the work process. The research paper pays special attention to the Program for the training of management personnel for organisations of the national economy of the Russian Federation from the standpoint of scaling the processes of managing the human resources of an organisation in the context of digital transformation. Systematic studies of the scaling of the organization’s human resources management processes in the view of digital transformation will determine both new approaches and technologies for human resources management and the processes of changing the organisation’s business models.

Strategic human resource management (HRM) research considers HRM systems a potential source of competitive advantage due to their positive effects on performance outcomes. However, previous research has not paid enough attention to how peer companies' use of HRM systems is associated with the adoption and the effects of HRM systems of a focal company. Specifically, drawing upon the institutional theory, we propose that a focal company's adoption of high-investment human resource systems (HIHRS) will be positively related to the level of HIHRS used in its peer companies. We also argue that the extent to which a focal company's HIHRS use is associated with organizational outcomes is contingent on the adoption of HIHRS in peer companies. Using a sample of 912 publicly traded companies in the U.S. stock market from 2002 to 2015, we found a positive relationship between the average HIHRS use of peer companies in the previous year and the change in focal company's HIHRS use. We also found that a focal company's HIHRS use is more likely to enhance financial performance (e.g., sales growth and profit growth) when the adoption of HIHRS is low in peer companies. However, HIHRS use is more positively related to employer certifications received by a focal company when the adoption of HIHRS is high in peer companies. These findings suggest that peer companies play an important role in understanding the adoption and the effects of HIHRS use of a focal company. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

This study aims to determine the effect of increasing discipline, human resource information systems and competence on improving the quality of internal services of state civil servants in the city government of Medan, implementing a good human resource information system that is in accordance with established regulations certainly provides various conveniences and benefits. for ASN. The research method in this research is using descriptive analysis method and verification analysis. The population in this study were all state civil servants who worked in the Medan city government, except those working in the education office, health office and also those in the sub-district office. The results of this study are as follows: Partially disciplinary variables, HR information system variables, competency variables have a positive and significant influence on the quality of internal services in the city government of Medan, Simultaneously the discipline variables, information systems and competencies have a positive and significant effect on internal service quality. in the government of the city of Medan.

Purpose The purpose of this study is to identify components of contributing conditions to strengthen leadership and management capacity in the health system. Design/methodology/approach A systematic search was undertaken in databases including PubMed, Scopus, Web of Science and local resources of Scientific Information Database and Magiran in January 2020. Two independent researchers checked the research process, screening of articles and quality assessment. The quality of the studies was assessed by JBI critical appraisal tools for qualitative studies. The components of the dimensions of health system management and leadership capacity were categorized according to the WHO conceptual framework using a content analysis approach. Findings A total of 17 articles were included in this study. In total, 16 categories of components include human resource information system (n = 5); criteria, plans and procedures for selection and appointment (n = 5); development of education system (n = 11); skills (n = 39); knowledge (n = 8); attitudes (n = 6); behaviors (n = 10); resource and critical management system (n = 7); performance and processes management (n = 3); operational planning for critical systems (n = 4); establish control systems (n = 2); inputs and outputs of organizations (n = 2); accountability and responsibility to customers and stakeholders (n = 4); legal authority and requirements to play the role of managers (n = 9); external and internal environment management (n = 7); establish a system of appreciation and encouragement (n = 6). Each of these categories also contains subcategories. Originality/value Identifying prerequisite conditions are necessary for building leadership and management capacity in health systems. Therefore, extracted components provide a simple but coherent framework that can be adapted or modified for use in local situations. The components have a variety of uses, including mapping current activities, needs assessment, planning leadership and management development strategies and monitoring and evaluation.

This paper studies the role of social networks in the management of natural resources. We consider a finite number of agents who exploit a specific natural resource. Harvesting is subject to three external effects, namely resource stock externalities, crowding externalities, and collaboration spillovers. We show that the structure of the social network—defined by the presence of collaboration links between individual agents—determines the equilibrium and the optimal harvesting amount. We then allow the agents to make decisions about creating or eliminating cooperation links, which endogenizes the structure of the network and is proved to affect total harvesting and aggregate welfare. Conservation plans are shown to change the regulator’s objective and increase even further the gap between the decentralized and the optimal outcomes. We show that the optimal policy depends explicitly on the structure of the network and the ‘centrality’ of the associated agents. Finally, introducing heterogeneity is proved to affect both individual profits and the incentives to create cooperation links.

Human Resource Management System (HRMS) is a system that can simplify the process of handling various human resource management activities in a company in a structured and comprehensive manner. HRMS can assist management in carrying out their duties and assist companies in achieving goals and minimizing the risk of loss due to errors in managing employee data, especially in terms of payroll. The number of components in managing employees in a company will make the management in carrying out their duties a little more complicated and complex. So it is necessary to have a system that can manage all components of employee management in one centralized system. In this study, a web-based HRMS has been designed that can be used by employee management and also the employees themselves. From the results of the study, it is known that the implementation of HRMS at the Regional Drinking Water Company (PDAM) of Lingga Regency can assist employee management in managing all employee data including data collection, planning, management, and directing activities effectively and efficiently and can minimize the human error factor.

Purpose: To establish the relationship between change management and the implementation of the human resource information system in Isiolo County Government, Kenya. Methodology: This study was conducted in Isiolo County. Descriptive research design was used by the study to collect a total of 654 Employees of the county government of Isiolo who were the target population. The study employed stratified random sampling to select 30% of the employees in each stratum to obtain a sample of 196 employees of the county government. Data was collected using questionnaires. Data was then analyzed through SPSS version 23. The overall results were presented through inferential statistics such as regression, correlation and descriptive statistics frequencies and percentages. The data was presented using tables. Results: The study found out that there is a relationship between change management and the implementation of the human resource information system in Isiolo County Government, Kenya. Change management had an R value of 0.791 and R square value of 0.627. This indicated that change management influenced 63% on implementation of HRIS. The other 37% remaining were determined by other factors. This indicated that change management was part of a key ingredient towards implementation of HRIS. It was found that change management had a relationship with implementation of HRIS. Unique contribution to theory, policy and practice: The study concluded that even though change management was necessary to effectively implement HRIS some employees did not feel the need for change management. This was because the employees felt that they were okay with the current system and norms. The leadership did not articulately involve them in the vision attainment hence the main reason of employees not seeing the bigger picture. Therefore, the management should be more open minded and communicate frequently with the staff on where exactly the county was headed and what was needed to attain its vision and goals. Once the employees understand and internalize these things, it would motivate them to put effort so as to be part of realizing the vision.

No organisation is ever static. For several reasons, each organisation reviews its aims and objectives from time to time. These reasons may be internally or externally driven. They could also be politically, economically and or socially motivated. Research has established that most of the attempts at bringing about change are based on the needs of employees and customers. Essentially, for the purposes of better management of employees and customers, human resource information systems (HRIS) are touted as the panacea for effective and efficient health sector service delivery. Focusing on South Africa, this paper used the descriptive literature review method to determine HRIS adoption issues within the health sector of South Africa. As an important sector in any growing economy, the health sector in our view benefits from a constant review of its mission. Within the context of South Africa, substantial emphasis is yet to be placed on health sector effectiveness. Elsewhere, in other regions and continents, research on HRIS adoption within the health sector suggests that its adoption is problematic but useful. The South African health sector is yet to fully embrace this technology and as a result is suffering from employee dissatisfaction, brain drain, and general maladministration. Investment in HRIS research is therefore instructive especially within the context of South Africa. What we have found through this review is that investing in HRIS is crucial; however, it requires thorough consideration for its funding, infrastructural support, and skilled manpower among others.