Resultados para la búsqueda "human resources" : 6 resultados
Diversity and inclusion as a source of value: an approach from the perspective of functional diversity
Natalia García-Carbonell, Mònica Cerdan-Chiscano

Diversity and inclusion remain issues in the agendas of today’s organizations. Despite significant advances in managing workforce differences, there are still challenges to face in order to truly achieve fully inclusive organizations. Diversity management is set up as the key success factor in recognizing and integrating employee differences, so it is particularly relevant for companies to become aware of the need to improve their management capability in this area. This article provides a literature review of the terms diversity and inclusion, the analysis of the main effects they have and their management and the specific case study of functional diversity. A conclusion section is provided in the last section of the article.

New ways of working: new challenges for workers and companies
Francisco Rincon-Roldan, Juan Carlos Rivera-Prieto, Susana Pasamar

This paper offers a description of the new forms of work, with special emphasis on the advantages and disadvantages that they involve for both employees and employers. From the perspective of Human Resources, these new models, and their coexistence with more traditional forms of employment, present challenges for the conventional management of functions such as planning, performance evaluation, or managing professional careers. Since the advantages that these new forms of work provide are evident, and their expansion is inevitable, all that remains is to minimize some implicit risks for both the employer and the employees.

People in the Supply Chain: 19 years of research
Milena Gómez-Cedeño, Laura Guitart i Tarrés, Shantall Morantes Guerra, Yohana Li Zeng

Human Resources Management (HRM) with a focus on Supply Chain Management (SCM) empowers companies to effectively manage their supply chains. This article justifies the importance of the study of Human Resources in the Supply Chain (HRSC) and provides an in-depth analysis of research in these two fields, which reveals their potentialities and shortcomings. Thus, the thematic areas addressed have been identified, as well as their main contributions and the existence of gaps in the literature. From the analysis, 53 publications have been identified that highlight the potential of HRSC. The results show that, in the last four (4) years between 2012 and 2017, there has been a significant increase of 49% in HRSC research.

Employment in the new digital wave: human robots or human resources?
Joan Torrent-Sellens

Concern for the future of employment is a recurring theme whenever a process of disruptive change in technology takes place. Economic analysis has shown that technology does not destroy work, but it skews skills and abilities, and displaces tasks, jobs, occupations and people. Generally, in the long term, the consequences of these technological waves on work tend to be positive because they are linked to increases in productivity, new economic activity, higher employment and salary improvements for people working in firms or sectors related to technological innovation. In addition, the effects of job substitution can be offset in the long term if firms’ strategies and policies, especially in terms of human resource management, take the form of active employment policies that train and reskill displaced people. This general form of interaction of technology with work has been questioned with the recent digital wave characterized, among other factors, by the explosion of intelligent robotics. According to some authors, the rate of substitution of human labour by robots will be so fast that they can hardly be compensated by the usual route of increases in demand and productivity. Other authors argue just the opposite, and frame the current dynamics within the context of the traditional interactions between technology and work. However, robotics is non-human work, has very particular and dynamic characteristics, offers a wide range of possibilities of use and, at the same time, generates fears too. In this article, we will analyse the employment implications of new robotics, paying special attention to the human resources management.

The digitization of people management
Verònica Platas Ruiz

The changes in the 21st Century are constant and, within the framework of VUCA (Volatility, Uncertainty, Complexity, Ambiguity) that we face, digitization in all the areas of organizations has an increasingly mainstream dimension, which also has an impact on people management. In this article, we review the key elements that must be considered in relation to people management and digitization, as well as the current state of the art in terms of the implementation of tools for improving our functions in the field of personal development.

Evidence-based people management: what is it, why does it matter and how can it be implemented?
Eva Rimbau-Gilabert

Evidence-based people management is an approach to the profession and practice of people management that focuses on increasing the use of critical thinking and the best evidence available for decision-making. This article puts forward several reasons why people management practitioners do not adopt a more evidence-based approach and argues how useful this approach can be for organizations. A seven-stage process is presented for making decisions that make better use of evidence: identifying, asking, acquiring, appraising, aggregating, applying and assessing. There are four sources of evidence that can improve the quality of decisions in people management: scientific evidence, organizational data, professional experience and stakeholder input. Finally, practical suggestions are offered for implementing this approach in organizations, as well as the main objections presented by managers are outlined.

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