Narrow Results

With the continuous accumulation of enterprise data and the continuous development of technology, data-driven decision-making has become an important trend in enterprise management. Human resource management, as an important component of enterprise management, also requires the use of data analysis tools to optimize the decision-making process. Traditional human resource management strategy algorithms are often based on experience and intuition, lacking scientific data support. These algorithms often struggle to achieve ideal results when dealing with large and complex human resource data. This study aims to provide more scientific and accurate data support for human resource management by introducing the K-means algorithm. The main research purpose of this paper is to detect and identify the data in enterprise human resource management. Data mining can realize the comprehensive detection and analysis of poetry, but the application of data mining algorithms in human resource management data processing is not much. This paper hopes to analyze the anomaly of human resource data statistics by data mining method. According to the characteristics of the K-means algorithm and DBSCAN algorithm, a hybrid K-means algorithm is proposed in this study, which can automatically generate a more appropriate K value and realize parameter self-adaptation with less manual intervention. The optimized clustering K-means algorithm obtains the initial value of DBSCAN through calculation, and then the abnormal data of human resources statistics can be obtained through the second clustering calculation. The optimized K-means algorithm can detect human resource statistics data in real time, and give a new idea for human resource analysis of data anomalies.

This paper systematically constructs a multi-project and a multi-objective human resource scheduling mathematical model in construction projects and puts forward an improved genetic algorithm to solve it by aiming at the problems existing in the process of human resource scheduling and optimization. Specifically, first, the basic mathematical models of GPRs and resource-constrained construction project human resource scheduling problem (RCWSP/GPRs) are established, and the multi-project equilibrium problem is extended. Then, an improved inter-cluster separation (ICS) algorithm is proposed and used to solve the RCWSP/GPRs problem. Finally, on this basis, the mathematical model of multi-project and multi-objective human resource scheduling problem and the solution method based on multi-objective-integrated circuit are proposed. At the same time, the resource-constrained multi-project and multi-skill human resource scheduling problem and the integer programming mathematical model under the generalized priority relationship are proposed. Also, the simulation results verify the accuracy of the proposed algorithm and model.

The article discusses the transition to advanced technology, research and expenditure, genetic engineering promotion law, human resources and the agricultural and environmental industries.

The following topics are under this section:

• Soaring MedTech Industry Faces Skills Shortage
• The Future of Food is Meat-Free
• Spend Less to Combat Cancer Better?

Higher education plays an important role in the construction of a new growth engine of China’s economy under the new normal state. If innovation is likened to a new engine of economic growth in China, higher education is equivalent to energy and fuel provided by the engine energy for intellectual support and knowledge support. Based on Denison factor analysis, the panel data of 30 provinces in the east, middle and west of China from 1997 to 2014 was used to conduct the Cognitive computing for decision-making and choice about the impact of higher education level of human resources on China’s economic growth. The results show that the output elasticity of material capital gradually decreases from west to east, while the output effect of higher education increases gradually from west to east.

Entropy–KEMIRA approach is proposed for criteria ranking and weights determining when solving Multiple Criteria Decision-Making (MCDM) problem in human resources selection task. For the first time the method is applied in the case of three groups of criteria. Weights are calculated by solving optimization problem of maximizing the number of elements, which are “best” according to all three criteria, and minimizing the number of “doubtful” elements. The algorithm of problem solution is presented in the paper. The numerical experiment with three groups of evaluation criteria describing 11 life goals was accomplished.

By linking theoretical perspectives on human resource diversity to the distinction between knowledge exploration and exploitation, this paper contributes to the growing research literature on diversity and innovation by following up on the original argument by March [1991] that different dimensions of organizational learning depend on different inputs and processes. Empirically, the paper draws on a unique dataset constructed by merging Norwegian employer–employee register data for 2004–2008 with Community Innovation Survey (CIS) data covering the years 2008–2010. Bivariate probit regressions with controls for innovation strategy find patenting propensities more responsive to the diversity of experience-based knowledge accumulated in firms, than the propensities to improve production processes or introduce new products onto the market. The latter depends foremost on firms’ investments in innovation, and responds positively to human resource diversity only when the financial commitment of firms to development work is limited.

The contribution of the paper is the building of a model to predict the proper employees’ allocation in the Greek public sector. To acknowledge the set and weights of criteria upon which our model feeds data, a validated questionnaire was developed and used to conduct a primary quantitative survey amongst HR departments and employees of state organizations in Greece. On the acquired findings, several experiments were administered using linear and machine learning tools, aiming to replace time consuming and subjective procedures, followed by many organizations. Concluding, data classification algorithms are proposed to predict the best matching of employees, giving as inputs personnel qualifications as well as job specifications, leading to a model based on J48, a decision tree algorithm.

This study examines, using the social exchange theory, the mediating effect of employees’ perception of wellbeing on the relationship between two human resource (HR) management factors (satisfaction with teamwork and satisfaction with training opportunities) and innovative behaviour of nurses working in Australian public and private hospitals. Current nurse shortages and limited budgets have increased the need for hospitals to improve their efficiency and cost-effectiveness. It is proposed that fostering innovative behaviour is one way that hospitals can improve the efficiency and effectiveness of nurses. A cross-sectional self-report survey was completed by 220 nurses working within Australian hospitals. The results show that an employee’s perception of their wellbeing completely mediated the relationship between satisfaction with training opportunities and their innovative behaviour and partially mediated the relationship between satisfaction with teamwork and innovative behaviour. The findings shed new light on how HR management factors can foster innovative behaviour. The results raise new implications for managers seeking to stimulate innovative behaviour, highlighting the importance of cultivating an organisational environment conducive to positive perceptions of wellbeing.

The banking system is expected to contribute many important aspects to the economic development in each country. The banking system is predominantly managed by the governments to ensure both system stability and economic development. The objective of this study is to assess the impact of the stability of the banking system on economic growth in 24 typical countries during the period 2011–2020. Using advanced quantitative research methods, analyzing the defects in the regression model as well as testing the robustness of the model, the research results show that the stability of the banking system has no impact on economic growth: although it has a positive effect, it is not statistically significant. The research also suggested that the investment rate of the economy, financial development, and quality of human resources have a positive impact on economic growth. However, foreign direct investment, trade openness, and population have no impact on economic growth.

Learning Points

• The basics of human resources.
• The relationship between human resources and human capital.
• The meaning of human resource management.
• The meaning of strategic human resource management.
• The relationship among personnel management, human resource management, and strategic human resource management.
• The meaning of a strategic human resource management system.
• The characteristics and development of strategic human resource management.
• Influencing factors, operating process, and results of a strategic human resource management system.
• The role of line managers in strategic human resource management.

In November, 2016, JPMorgan Chase was found to have an internal program called “Sons and Daughters.” It prioritized hiring the children of high-ranking political officials and business executives in China and Hong Kong SAR as a means of doing business. They were fined for bribery by the Securities and Exchange Commission for violating the Foreign Corrupt Practices Act. This case discusses what is and is not proper hiring protocol, the Confucian notion of guanxi, and provides an imagined scenario for discussion and debate.

Management of human resources is a critical decision that organisations especially the small enterprises make after a lot of deliberation and careful analysis. The book addresses several issues and challenges that SMEs and start-ups face during the management of their workforce. This introductory chapter aims to set the premise of this discussion and shares the basic understanding of these issues and challenges, letting the readers know what they can expect from the rest of the book. The chapter also illustrates through real world images the involvement of human resources in the small business and the impact it has on their overall outcomes.

Functions of human resources (HR) are often considered the most convenient issues to neglect or cancel in times of crisis or when there is a lack of resources by many organisations. This inaccurate approach is more common in start-ups and small scale firms where resources are more scarce. Good HR is good HR for both large and small firms. Evidence indicates that effective HR activities yield higher levels of performance in small firms as it does in large firms. Independent from the number of employees working in an organisation, the need for HR functions at the individual level remain same. Members of a small enterprise also need motivation, recognition, feedback training and development opportunities, and all other HR related efforts. Although the literature on strategic human resource management is dominantly focused on providing solutions for large scale organisations, there is still much to adapt from this knowledge for small firms. Besides, small firms may have unique conditions necessitating different solutions and investigations. This chapter aims to provide information regarding how small scale firms differ in their needs and conditions and further our knowledge on how we can create HR solutions specific to small firms or how best we can provide ways to adopt well-known systems and processes in small firms. A specific emphasis on the motivations for not adopting HR efforts will allow us to provide recommendations that would be easier and more motivating to adopt.

One of the most prominent features that has emerged in many economies over the past decades is the role of small and medium-sized enterprises. The companies, which are the main driver of the economies in the process of industrialisation and the origin of evolution and innovation and pioneer of the emergence of new technologies, are essential for developing economies such as Iran. Nevertheless, researches and studies show that many small and medium-sized enterprises, with significant investment in research and development, have problems in human resource innovation. At the moment, there are several intelligible forces that can facilitate the process of innovation and provide a solution for SMEs. Many dynamic forces are based on open innovation and crowdsourcing. In fact, crowdsourcing is a new internet-based business model that can be used to provide innovative solutions to problems or to produce a product, and its wide range of applications in various industries are increasingly extracted and used. Therefore, the main objective of this chapter is identifying, classifying, and prioritising the applications of crowdsourcing in SMEs human resources. In this regard, this chapter has been structured in four main sections. First, small and medium-sized enterprises are generally reviewed. Second, the concept of crowdsourcing, its framework and applications are explained. Third, the role of crowdsourcing in small and medium-sized enterprises’ human resource innovation and problem solving is categorised and summarised. Finally, in conclusion and further research, attempts are made to provide solutions to develop human resources innovation in small and medium-sized enterprises through crowdsourcing and providing agenda for further researches in this field.

In the face of escalating employee attrition challenges, organizations are increasingly relying on artificial intelligence (AI) to predict and address turnover. This chapter explores the application of explainable AI (XAI) to identify potential employee turnover, analyzing its impact on organizational productivity and stability. The second section focuses on AI techniques that leverage historical data to forecast attrition, enabling proactive interventions. The third part introduces XAI to enhance model transparency, providing HR professionals with deeper insights to develop targeted retention strategies aligned with individual employee needs. Integrating the Analytic Hierarchy Process (AHP) model becomes imperative to assign weights to criteria identified by AI as significant. This incorporation aims to introduce the human factor into decision-making.

Decision support for planning and improving software development projects is a crucial success factor. The special characteristics of software development aggregate these tasks in contrast to the planning of many other processes, such as production processes. Process simulation can be used to support decisions on process alternatives on the basis of existing knowledge. Thereby, new development knowledge can be gained faster and more cost effective.

This chapter gives a short introduction to experimental software engineering, describes simulation approaches within that area, and introduces a method for systematically developing discrete-event software process simulation models. Advanced simulation modeling techniques will point out key problems and possible solutions, including the use of visualization techniques for better simulation result interpretation.

Human resources for health (HRH) play a central role in the delivery of health care services. Global health policymakers need to understand the key factors that impact HRH, because shortages adversely impact population health and surpluses inefficiently consume a country's resources. This chapter describes key issues surrounding the global health workforce and HRH planning. It begins by describing the HRH workforce and the supply of HRH workers across countries by income level. An economic framework of supply and demand is presented, along with the factors that affect the demand for and supply of HRH. The chapter then delves into the challenge of ensuring that HRH are well distributed across and within countries, including the issue of international migration. Next, it discusses the roles of the public sector, private sector, and donor organizations in HRH planning. Although, there has been significant progress over recent decades in the development of HRH severe shortages and maldistribution remain. Moreover, the future workforce will need to be designed to meet the care needs of an aging population that will become increasingly burdened by chronic conditions and mental health disorders. These trends require proactive HRH planning by global health policymakers.