Communication is one of the most important levers of management that a company can implement for the formation of teams and achieving valuable performance. Communication and management are complementary disciplines and strong business elements for success. Management skills are essential in a business, but all equally important are those relating to the rules for the communication and the way in which a manager knows how to interact with his staff. Being manager not only means to rein in business, but mostly means knowing to coordinate a team, leadership skills and most of all, communicate.
Employee engagement is a constant theme in the business world. When employees are successful, so are the companies they work for. The purpose of this article is to bring to the forefront some information that can influence higher organisational engagement and help managers approach open methods of employee relations to get employees dedicated to collaborative work and results. In business, motivation is closely linked to organisational commitment. The higher the level of engagement, the more things like productivity or efficiency can occur, giving the employer more advantages over the competition.
Digital transformation of higher education undergoes cultural, mental, and technological change as an overall process. The present paper represents a correlation of the current literature that brings to light the key pillars aspects of the digital transformation of higher education. The objective of this research study was to outline a model of digital transformation strategy applicable to the Romanian academic environment. The original contribution of this study lies in establishing the key pillars elements and necessary stages for the implementation of digital transformation strategy for higher education which should be focused on students and effects.
The transformation processes of society in recent years, the transition to post industrialism and the knowledge society are all challenges for the education system and training. Along with providing access to education, to gain a highly qualified level, the relevance and quality of training of learners has become significant. In this context, quality assurance in vocational education and training, acquires new meanings and involving new institutional roles. Education more than any other area involves opening and to include social and cultural systems in all their complexity, their knowledge and analysis, comparison between forms of training between different educational systems, association and dissociation operated with lucidity and objectivity. Being a teacher means having a major awareness of responsibilities, shaping the young generation for the study, discovering their personal way, their vocation, their own sense in relation to world, profession, becoming the a human for society. The teacher cannot be trapped in an unique formula of education and cannot ignore the diversity of pedagogical approaches in teaching.
Universities can only be as successful as their staff. Without qualified staff and effective hiring practises, universities cannot capitalise on their talents. For this reason, strategic HCM is necessary to attract and retain skilled employees. A university’s workforce – from professors to administrators – is critical to fostering innovation, conducting research, providing educational opportunities, and contributing to the institution’s overall mission. Indeed, human capital management (HCM) is critical for universities to attract and retain qualified employees. This includes developing a strategic plan for managing the workforce, including recruitment, hiring, training, and development. The HCM approach should aim to align the university’s goals with the needs and desires of employees to create a winwin situation for both parties. The purpose of this article is to demonstrate through a documentary analysis that academic staff retention is essential for universities to maintain their academic excellence, reputation and competitiveness. By creating a positive work environment, competitive remuneration, professional development opportunities and reduced administrative burdens, universities can improve academic staff retention and create a more rewarding work experience for academic staff. Successfully recruiting and retaining top personnel is an important task for HR departments (and universities as a whole). As a result, the institution becomes more creative and effective.
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