Analysis of Development of Educational and Scientific Activity of 
Higher Education Establishments

Bublyk, Myroslava; Duliaba, Nataliia; Petryshyn, Natalia; Drymalovska, K. V.

doi:10.35774/econa2018.01.030

Cited by 7 publications

(6 citation statements)

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“…O. Kuzmin et al [7] classify the innovative development of human capital. A socio-legal aspect of human capital development in the global competition was analyzed in the works [8][9][10]. Theoretical and methodological approach to interpreting role leadership abilities in the context of human capital development was considered by the author in [11,12].…”

Section: тетяна піхнякmentioning

confidence: 99%

“…Research into developing the peculiarities of use outstaffing to ensure the stable development of organizations and freelance as a developing form of modernization of economic activity is becoming relevant [18][19][20][21]. In addition, coworking is becoming a promising direction in the modern economy [22,23], and educational coworking is a new format for organizing the educational space of additional professional education [24,25]. Crowdsourcing proved to be an effective tool and social technology, which required further study and its application in marketing activities and a way to optimize the functioning of enterprises [26,27].…”

Section: тетяна піхнякmentioning

confidence: 99%

“…In [35,36], the green regulation mechanisms are proposed, where the key role is given to human capital and so on. The main tools for the formation and development of human capital at the micro-level are [7,9,24,25,29]: 1) the existing system of professional development (licenses, accreditations, educational and professional programs, dual education, business education, innovative forms and methods of training); 2) modern tools of personnel management: corporate universities, information systems of computerized learning (systems and forms of distance, virtual learning, online courses, simulation systems, Internet knowledge resources). The new forms and types of employment the authors [37][38][39][40][41][42][43][44][45][46][47][48][49] include (outsourcing [37][38][39], outstaffing [40-42], staff leasing [43], freelance [44], coworking [45][46], crowdsourcing [47][48][49]).…”

Section: тетяна піхнякmentioning

confidence: 99%

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Analysis of human-capital development tools in insurance companies

Bublyk

Kopach

Pikhniak

2021

ees

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Introduction. The urgent task of modern corporate governance is to use innovative tools to develop the knowledge economy, where the primary source of wealth is human capital. A critical factor in the development of human capital in the new pandemic environment is to ensure the efficiency of staff to achieve commercial goals under any conditions of a sharp change in quarantine restrictions. The search for new tools for human capital development in insurance companies is an urgent and objective need. It will strengthen the competitive advantages of insurance companies in the face of such global challenges and threats as a pandemic. Aim and tasks. The article aims to determine the role and importance of tools for human capital development, to find new ways to improve them, taking into account the trends of pandemic waves. The following main tasks are 1) to explore the essence of existing tools for human capital development; 2) to establish the relationship between the use of appropriate tools for human capital development in the context of the spread of the COVID-19 pandemic; 3) propose approaches to the use of human capital development tools to qualitatively and quantitatively increase the competitiveness of insurance companies. Results. The article examines the essence of existing tools for human capital development at the macro and micro levels. The essence of outsourcing, outstaffing, personnel leasing, crowdsourcing, coworking, freelancing is analyzed. The relationship between the use of appropriate tools for human capital development in the context of the spread of new waves of the COVID-19 pandemic and the effectiveness of insurance companies is established. Approaches to using human capital development tools to qualitatively and quantitatively increase insurance companies' competitiveness are proposed. Conclusions. The paper defines the role and importance of such tools for human capital development as outsourcing, outstaffing, staff leasing, crowdsourcing, coworking, freelancing. Ways to improve them, taking into account the trends of pandemic waves, are proposed. A direct relationship between applying the tools of human capital development in the new waves of the COVID-19 pandemic and the effectiveness of insurance companies is established. It is proposed to use the analyzed tools to qualitatively and quantitatively increase the competitiveness of insurance companies.

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Section: тетяна піхнякmentioning

confidence: 99%

Section: тетяна піхнякmentioning

confidence: 99%

Section: тетяна піхнякmentioning

confidence: 99%

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Analysis of human-capital development tools in insurance companies

Bublyk

Kopach

Pikhniak

2021

ees

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“…For practical verification of the developed methodology and analysis of research results, as an example, we chose a machine-building enterprise that is developing rapidly, has modern technologies, applies best world experience in management, and systematically develops personnel [14][15][16][17].…”

Section: Labour Efficiencymentioning

confidence: 99%

Theoretical and applied aspects of labour efficiency as a social and economic category

Korneeva

2020

ees

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Introduction. Improving labour efficiency is the key to successful operation of any organization. Social and economic development of the state is largely depends on the in-depth study of labour efficiency management. These issues should be solved at certain enterprises at macro- and meso-economic levels. Aim and tasks. The purpose of the article is to deepen theoretical and methodological principles and develop practical recommendations for improving labour efficiency. Results. The generalization of theoretical and methodological provisions of the category of labour efficiency is carried out. Methodical approaches to the evaluation and measurement of labour efficiency at enterprises have been considered. It is established that labour efficiency, as an economic category, takes into account many aspects that reveal it through certain characteristics, which are expressed in labour productivity, quality and labour performance. It was found that increasing the production of surplus products can increase productivity, but will reduce its efficiency. It is noted that labour efficiency is a dynamic indicator that reflects evaluation of changes in the sum of indicators of labour quality and productivity, life quality of all stakeholders involved in the working process and the use of its results. It is proposed to consider the category "labour efficiency" in terms of qualitative and quantitative criteria and substantiate the essence of labour efficiency, which reflects qualitative component in the form of products of specific consumer quality with value added and quantitative component in the form of manufactured products to the amount of labour spent on its production. The method of building a model for determining the coefficients of rating of the factors of enterprise development using the method of linearization of the model of labour efficiency is proposed. Conclusions. It is proposed to evaluate labour efficiency at the enterprise using a quantitative criterion which is the average hourly output of one employee, and a qualitative criterion which is the average hourly value added per employee. The increase in value added at the enterprise is achieved through the optimization of all production processes. The comparative complex analysis by means of the method of defining specific rating coefficients (SRC) of influence of development factors on labour efficiency at the machine-building enterprises is carried out. Proposals have been developed to evaluate optimal conditions for the development, stability and decline (bankruptcy) of machine-building enterprises.

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“…Functional strategy is inherently a "type of strategic strategy in a strategic set that defines the strategic orientation of a specific functional subsystem of enterprise management that ensures it achieves its goals, and (with intercon-nected well-grounded functional strategies) controllability of the processes for implementing common strategies and missions firms" (Bublyk, et al, 2018). Thus, justification of socio-economic indicators for the long-term perspective should reflect what, how and by what means the strategy of development of HEI will be achieved.…”

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confidence: 99%

Innovative bases of research and analysis of strategic directions and prospects for development of domestic higher education institutions

Bublyk

Zhuk

Duliaba

et al. 2018

SBUNFU

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The approaches to forming the strategy of higher education institutions development are investigated. The target approach is determined to be the priority. The sequence of forming of the strategy of higher education institutions development according to the target approach is formulated and described as follows: the definition of the purpose of the strategy; formation of a strategic imperative of development; study of the internal and external environment of the institution of higher education; identifying opportunities and obstacles for development; choice of development model; detailing (if necessary) strategies in separate functional strategies; formation of strategic maps for strategy implementation. Each stage of strategy formation is described. The strategic imperatives of the development of the higher education institutions are recommended to be further elaborated in line with strategic development, since they are the main priorities and long-term orientations. If the goal of the strategic development of higher education institutions can be descriptive, strategic imperatives should be described in detail, and justified in the form of specific strategic indicators, which level should be reached in the process of implementation of the strategy. The main strategic models of the development of higher education institutions are determined depending on their market position and strategic development scenarios on the basis of evaluation of internal and external factors. The generalization of the research of competitive positions of higher education institutions allows distinguishing such competitive positions as "leaders", "following the leaders", "middle peasants", and "outsiders". On the other hand, strategic development depends on the potential of enterprise development and its strategic orientations, which is reflected in the development scenarios. Moreover, they distinguish such strategic development scenarios as pessimistic, most likely and optimistic. The importance of the formation of strategic maps was determined. The formulation of information in the field of development in the form of strategic cards actually visualizes what indicator is necessary to "move" the institution of higher education in order to achieve the strategic goal and who is responsible for it. The strategy of development of the higher education institutions is to be implemented on the basis of developed strategic maps. А strategic map for the direction of development of "International Positioning" was proposed.

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Analysis of Development of Educational and Scientific Activity of Higher Education Establishments

Cited by 7 publications

References 0 publications

Analysis of human-capital development tools in insurance companies

Analysis of human-capital development tools in insurance companies

Theoretical and applied aspects of labour efficiency as a social and economic category

Innovative bases of research and analysis of strategic directions and prospects for development of domestic higher education institutions

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