Procedure for the continuous improvement of human resource management

Gémar, Germán; Negrón-González, Ana María; Lozano-Piedrahita, Carlos J.; Parra, Vanesa Francisca Guzmán; Rosado, Norberto

doi:10.15446/ing.investig.v39n1.72402

Cited by 5 publications

(4 citation statements)

References 19 publications

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“…Shifting the perception of HR as a value creator and business driver requires a commitment to continuous improvement and optimization. HR practitioners, which includes enterprise leaders, should regularly evaluate the effectiveness of HR workforce practices, measure their impact, and make data-informed adjustments to improve outcomes [41,42]. By adopting a continuous improvement mindset that fully integrates workforce factors with other operational factors, such as ROI, costs, logistics, scheduling, performance, productivity, quality, and other desired organizational outcomes, the workforce layer can be leveraged to maximize actual and perceived value and ensure alignment with evolving business needs.…”

Section: Continuous Improvement and Optimizationmentioning

confidence: 99%

The New HR: HR and Leadership Integration

Felipe Alejandro Espinosa

2023

Human Resource Management - An Update

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The topic of HR and Leadership Integration focuses on where HR and Leadership strategies intersect. In recent times, HR has achieved the proverbial seat at the table; however, HR in many organizations remains related to administrative and employee support roles. While those are important, an emerging need is for organizations to recognize that employees are critical strategic components of the organization. To a greater extent than in the past, the workforce can be a competitive advantage. Rather than relegating employee issues to HR, leaders are advised to view employee issues as leadership issues. Leadership must address operations, resources, and the workforce. This chapter explores the opportunities organizations have when they embrace employees as integral members of their service or production proposition. New partnership opportunities are available for organizational leaders to own the employee experience. The HR and the leadership lens must change to take advantage of where HR and organizational leadership intersect, creating the New HR.

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Section: Continuous Improvement and Optimizationmentioning

confidence: 99%

The New HR: HR and Leadership Integration

Felipe Alejandro Espinosa

2023

Human Resource Management - An Update

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“…En los modelos de gestión de recursos humanos (GRH) se puede apreciar diferencias dadas por su estructura e interacciones entre los elementos que los componen, además distinguirse por la forma de abordar el problema social y su repercusión económica (Gemar-Castillo et al, 2019).…”

Section: Introductionunclassified

“…Por otra parte, la intensa competencia global exige que las empresas mejoren continuamente sus capacidades para entregar valor a sus clientes y accionistas (Kaplan & Norton, 2014). Precisamente, la formación y crecimiento de una organización impulsan la mejora de estas capacidades, y proceden de tres fuentes principales: las personas, los sistemas y los procedimientos (Gemar-Castillo et al, 2019).…”

Section: Introductionunclassified

Modelo de Gestión de Costos Ocultos para la Mejora Continua de los Recursos Humanos

Negrón-González

Gemar-Castillo

Noda-Hernández

2021

EcoNeg

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Una adecuada identificación y cuantificación de costos ocultos de la gestión de recursos humanos contribuye a aumentar la efectividad en la gestión empresarial. Actualmente, en muchas empresas no se reflejan los costos ocultos en sus balances económicos, ni en sus registros financieros. El objetivo es analizar los resultados de la aplicación de un modelo de gestión de costos ocultos para la mejora continua de los recursos humanos en el sector hotelero. Se ha tomado en cuenta en todo momento las expectativas y necesidades de los clientes y se ha integrado los elementos sociales y económicos de la gestión socioeconómica para contribuir al desarrollo de la calidad del servicio en el sector hotelero. Se han utilizado diferentes técnicas y herramientas, tales como la lista de chequeo, el cuadro de mando integral, el modelo SERVQUAL y un estudio empírico del cual se hizo un análisis factorial como método de reducción de datos, para obtener las correlaciones entre más de las 57 variables observables. Este estudio permitirá alcanzar niveles superiores en el desempeño laboral, además de un incremento en la productividad del trabajo y calidad del servicio.

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“…These are transferable behaviors that can be used in different contexts of life, specifically in highly competitive work scenarios (Schleutker, Caggiano, Coluzzi and Poza-Lujan, 2019). They are absolutely necessary to access the labor market, and they have become more crucial to acquire in engineering professional contexts, together with hard and technical skills (King, 2012;Gemar, Negrón-González, Lozano-Piedrahita, Guzmán-Parra and Rosado, 2019). Today's engineering graduates have a plenty of technical knowledge, but mostly lack the social skills required by current job settings, such as leadership, communication and teamwork.…”

Section: Introductionmentioning

confidence: 99%

Soft Skills in Engineers, a Relevant Field of Research: Exploring and Assessing Skills in Italian Engineering Students

et al. 2020

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Soft skills are important for any career and are necessary to access and face the labor market. This research focuses on soft skills by exploring engineer profiles. It also determines how soft skills are developed through the study of a representative sample of 314 undergraduate engineering students from 15 different Italian universities. The instrument used is a questionnaire that investigates soft skills and is based on the Business-focused Inventory of Personality (BIP). Answers are grouped into four areas: intrapersonal, interpersonal, activity development, and impression management. Results show that these engineers have more self-confidence than the reference sample; they demonstrated a great commitment in setting job goals and pursuing projects, a good emotional adaptation to social situations, and enough attitudes in terms of problem solving and openness to change. Perception on the ability to work under pressure is in the average, and they seem ready to take on challenging tasks. The score shows that engineers from the sample are able to express positive and negative ideas and feelings in balance with the reference average, but sometimes they have difficulties in establishing personal relationships. Therefore, they are unable to understand the moods of those who around them and may also have difficulty in understanding their expectations. This results in some difficulties in teamwork. The general result underlines the opportunity of empowerment programs regarding soft skills.

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Procedure for the continuous improvement of human resource management

Cited by 5 publications

References 19 publications

The New HR: HR and Leadership Integration

The New HR: HR and Leadership Integration

Modelo de Gestión de Costos Ocultos para la Mejora Continua de los Recursos Humanos

Soft Skills in Engineers, a Relevant Field of Research: Exploring and Assessing Skills in Italian Engineering Students

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