This paper provides a model for the use of ontology in e-learning systems for structuring edu- cational content in the domain of healthcare humanresourcesmanagement (HHRM) in Ro- mania. In this respect we propose an effective method to improve the learning system by providing personalized learning paths created using ontology and advanced educational strategies to provide a personalized learning content for the medical staff. Personalization of e-learning process for the chosen target group will be achieved by setting up learning path for each user according to his profile. This will become possible using: domain ontology, learning objects, modeling student knowledge. Developing an ontology-based system for competence management allows complex interactions, providing intelligent interfacing. This is a new approach for the healthcare system managers in permanent training based on e- learning technologies and specific ontologies in a complex area that needs urgent moderniza- tion and efficiency to meet the public health economic, social and political context of Roma- nia.
The objective of each country developing humanresourcesmanagement practices as an essential public health function requires political will, greater technical development, and cultural change that will redefine the role of humanresources in health services management. In the context of sectoral change such as that of today, what is most urgently needed to make effective humanresourcesmanagement an integral part of the management of the health services system? How can methodologies and instruments for humanresourcesmanagement be improved to build institutional capacity? And at what level of the health system should efforts be concentrated to strengthen institutional capacity in humanresourcesmanagement? 7. Actions Requested of the Subcommittee on Planning and Programming
With this research I would like to try to explain how an unexpected environment, in this specific case the crisis scenario that Portugal is facing, influences the organizations in a way that makes them changing and adapting their practices, more specifically the humanresources practices, in order to face this unexpected situation – the crisis. It was definitely a challenge to study this topic since the crisis we are facing is occurring at the moment so there is not a lot of research made already about it. Even though, unfortunately, this is not the first crisis scenario that Portugal (and the rest of the world) is facing, what lead to the actual crisis and its causes and consequences are not exactly the same as the ones that lead to the crisis that happened in the past, so it was definitely a challenged to develop this research. Taking in consideration three different groups of organizations which were previously defined which are the private sector, public sector and multinational sector, we will start by trying to understand what changes, if so, happened in the organization, especially in terms of the HumanResourcesManagement (HRM) due to the crisis scenario that the entire country is facing, but the main focus will be on how those changes are affecting and influencing the employees. Therefore, it is desirable to understand how those changes are affecting the employees and how does it affect them and if it affects their productivity and the organization’s productivity. Finally, what is desirable to try to show is if those changes affected in such a way the employees that, as a consequence, the organization’s productivity will be affected or not.
(b) advance the Observatory of HumanResources initiative, encourage the participation of all the Member States, further the development of methodologies and instruments for humanresourcesmanagement, and actively promote the training of public health leaders and the personnel responsible for this function to strengthen institutional capacity in this area;
In any health services system, health workers—professionals, technicians, and auxiliaries, interacting on a technical and social level with the citizens who use their services—are the ones who in the final analysis determine what services will be offered; when, where, and to what extent they will be utilized; and as a result, what impact these services will have on the health status of individuals. The success of health activities depends to a great extent on effectiveness and quality in the management of health workers’ performance. Humanresourcesmanagement involves the theory, decisions, and interventions relevant to inherent processes in how humanresources perform when delivering health care to the population through a specialized institution (health services), which is where they exercise their professions and fulfill the terms of their work contract.
(c) encourage the use of a broad mix of health professionals in order to promote broad public health goals, and involve these health professionals in the Region's policy and program development as they relate to humanresourcesmanagement in the health sector reform process.
During the last decade, a “holistic” approach to managing people in organizations, corre- sponding to the above presented deinition, largely replaced the traditional “personnel man- agement” concept. HR managers are no longer responsible only for “bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise” as described by Cherrington (1995) or “handling, directing and controlling of individual employees, … (as well as) acquisition and retention of competent em- ployees trough proper recruitment, selection, placement, utilization, and development” (Sison, 1981). Although these tasks are still valid today, it has to be pointed out that modern approach to HR management takes into account additional perspectives, emerging from massive tech- nology advancement as well as increasing importance of personnel performance management. Human resource managers can no longer care “only” about employees, but have to tightly cooperate with executive management and more so act as direct contributors to organizations’ overall performance.
importance of a collaborative climate as an effective major factor for knowledge work. They also pointed out the fact collaboration and resultant effective teams play a major role in generating knowledge in organizations. Anantatmula (2007) adds to the mentioned earlier by mentioning that building and sustaining an innovation program has become complex due to changes in customer needs, extensive competitive pressure and rapid technological advancement. I have to add, that organizations find it difficult to internalize and share knowledge inside and outside the organization. However, they are trying to loosen organizational boundaries to ensure successful innovations as well as staying competitive. Therefore, according to Du Plessis (2007), knowledge management is the solution to these problems. According to her, KM can facilitate collaboration within and outside the organization. “Close collaborative relationships can provide access to the processes other organizations use that could be applied in different contexts. Acquiring knowledge and skills through collaboration is considered to be an effective and efficient way of successful innovation” (Du Plessis, 2007).
In practical terms, what is happening, is that the HR Business Partner, or the assistant, have to insert all of the data, if not 100%, they are plus than 90%, to either a hiring action, or a transfer, a leaving action, etc., the HR Business Partner or the assistant have to give all of these data, it has to type in all of this data, to the Service to be able to collect them and to maintain them in our ERP system, which means, in reality we are having an unnecessary duplication of work, that is unnecessary, at least for Portugal. I think that the Service for other countries might have some advantages that ours does not have, and therefore, in my opinion, our Request Tool should have been thought in a different way, is there already happening a central project that is walking into that direction, by trying to standardize some of the fields in the Request Tool that, after being filled by the HR Business Partner, can be automatically transported to our ERP System, without the need to be validated or copied by the Service, so it becoming clear that in some data fields there is no advantage in having two people writing the same data, but for me this is not solving the problem anyway, because the problem remains in the fact that either the HR Business Partner or the assistant, that have to provide this information, when maybe the optimized logic of this, as it is already happening some countries, is that the own Service can take over some of the processes, for example expatriate management, where the HR Business Partner only indicates that the process starts and it is processed in a certain way, and the Service itself is the one responsible to contact either the associate or the manager, to collect the required data, and put it in the system. For me, that would make more sense. And in this way, the Request Tool would be more of a communication tool, a simpler one, and saying: Person with personnel number x, will have the action day y. And based on this information, the service would collect all the different needed data with managers, associate… every stakeholder involved, basically, and maintaining this data in the ERP system.
Considering there is a need for the professionalization of humanresourcesmanagement activities, we focused our attention on three key occupations of HR: HumanResources Analyst, HumanResources Inspector and HumanResources Manager. To assess the effectiveness of these trainings we used the following research instruments: focus group, monitoring questionnaire and evaluation questionnaire. Our experience with the training programs organized within the Training and Excellence Centre in HumanResourcesManagement has sown us that participants have a great need for knowledge and personal development.
ing contradictions in the management and regulatory system of healthcare as a sector of economy, the protracted reforms, the unbalanced model of healthcare system lead to the search of new managerial mechanisms. Thus the introduction of the Swiss-model of humanresourcesmanagement and the new type of managerial culture in healthcare organizations can be viewed as the mechanism of increasing the eficiency of the Russian healthcare organizations’ functioning.
Integrating within an organization all the activities related to humanresourcesmanagement requires careful analysis and planning of humanresources by setting up a strategy to integrate their use in compliance with other resources, in order to efficiently achieve the targets of an organization (Gherman, Pănoiu, Dindire, Popa, 2013, p.49). The purpose of strategic planning at organizational level, including as far as humanresources are concerned, is to generate a change, not just any change, but a controlled one.
This research adds important aspects to the existing literature of PM and Lean Thinking. The results provide two salient contributions affecting the performance of PM and the success of projects. First, there are several knowledge areas that contain a diverse set of pain points for PMOs. The most critical knowledge areas are HumanResourcesManagement, Scope Management, and Procurement Management. These findings extend prior research that point towards HumanResourcesManagement as one of the most challenging areas in PM (Huemann et al., 2007; Matta and Ashkenas, 2003), and the criticality of Scope Management (Nielsen & Almlie, 2010). On the contrary, prior research has paid less attention to the importance of Procurement Management, which this study identifies as one of the most critical areas in terms of absolute number of pain points. PMOs emphasize the problematic of bureaucracy and long waiting times in procurement processes, which require more theoretical investigation and empirical examination.
Particularly related to the humanresourcesmanagement in the company, the contemporary scientiic literature highlights the concern with the success of a high sense of commitment of employees regarding the organization, both considering the humanistic component of them being socially implicated or belonging to a community, as well as the economic component of them being associated to the increase of work productivity or to the high performance (Beer, 2009; Boxall & Macky, 2009; Boston Consulting Group [BCG]& World Federation of People Management Associations [WFPMA], 2010; Drucker, 1999; Montoya Monsale, & Montoya Naranjo, 2012; Picart, 2012; Schaufeli, Bakker, & Van Rhenen, 2009)
Hello. My name is João Subtil and I am carrying a work project on HumanResourcesManagement – Direct Research for the Award of a Master’s Degree in Management from NOVA – School of Business and Economics. This project aims at studying the importance of succession planning in family-owned Small and Medium Enterprises. This will be an in-depth interview therefore I will openly listen to anything you have to say regarding the initial question I am about to ask you.
The results showed that hospital food handlers were aware of the role they play in helping patients recover their health: offering a good-quality diet was considered by them to be very important. However, according to them, a number of difficulties such as unaware or absent superiors, inadequate working conditions, outdated or ill- functioning equipment, lack of recognition and lack of training prevent them from performing optimally. From these findings, the improvement of staff motivation could be achieved through non-financial incentives, such as improvement of working conditions and showing appreciation and respect through supervision, training and performance appraisal. Management action, such as investment in intermediary management so that manag- ers have the capacity to provide supportive supervision, better use of performance appraisal and access to training, may help to overcome the identified problems. However, improved humanresourcesmanagement alone cannot compensate for the lack of investment and the structural deficits that characterize health systems in many develop- ing countries.
We currently live in an era of uncertainty, characterized by profound changes and a complex resizing economic, social, political, cultural and environmental, that affects society in general and particularly people’s lives. These changes also affect the areas of knowledge, broadening the communication mechanisms due to technological advances and use of socio- cultural networks that have dramatically changed the understanding of the contemporary world. This setting creates new challenges, searching for innovations and ways of thinking and grasp. In regard to, it is important to guarantee the training of highly qualiied humanresources and the construction of knowledge through a democratic process work, committed to ethical, humanist and egalitarian values in a supportive and constructive organizational environment. This based on partnerships and collaboration internal and external. These requirements are essential to achieve the millennium development goals for health education. This way seeking to overcome the challenges of qualiication of humanresources in health, the Pan American Health Organization, while editing the resolution “HumanResources for Health: expanding access to qualiied health professionals in health systems based on primary health “, they highlights the importance of the performance of advanced practice nurses, anchoring health systems based on Primary Health Care in Latin America (1) . Although many
In our everyday life, nurses have carried out a type of hospital administration that is much more frequently directed by norms, routines and regulations, taking a posture of obedience and passiveness towards the criteria that are pre-established by the organization in detriment of a more human, more creative, more innovative and more participating managerial performance. T his prevents them from being closer to workers and to their clients as well as from favoring the knowledge of the real needs of their team and from making efforts so as to meet such needs whenever possible (FÁVERO, 1996).
institution for the implementation of sport policy. This agency has undergone a number of changes since then, demonstrating the difficulty on coordination of actors and interests, coor- dination of actions, resource allocation and effectiveness of the State to administer this policy. The aim of this article is to describe the many political institutions responsible for the formulation and implementation of sport policy in Brazil throughout the 20th century and the 21st century. Although there are studies of this type for other countries (Dousti et al., 2013; Bergsgard et al., 2007; Green and Houlihan, 2008; Chalip et al., 1996), there isn’t on litera- ture a characterization about how was born, how it evolved, how it is structured today the management of the Brazilian sport policy and the consequences of this structure to the public management of this issue. Usual analysis of sport policy in Brazil focuses practically only the outputs (policies) and are concerned only with the ideological assessment of existing policies or a meta-theoretical discussion about public policy for sport (Castro et al., 2012; Mezzadri and Silva, 2014). Furthermore, these studies still ignore precursor works in the area (DaCosta 1996; Mendes, 2013; Mendes and Codato 2014).