Human resource risk management in organization: methodological aspect

Митрофанова, Александра; Konovalova, Valeriya; Митрофанова, Елена; Ashurbekov, R.; Trubitsyn, K. V.

doi:10.2991/ttiess-17.2017.114

Cited by 12 publications

(7 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As managers and entrepreneurs are responsible for personnel risk management, they cover three major areas: staffing, staff utilization, and staff development (Fedotova et al, 2018). On the other hand, personnel risk is a very wide term starting from framing the human resources management strategy, followed by continuous management of all internal and external sources from where the risk can possibly arise (Mitrofanova et al, 2017). Therefore, as a risk manager entrepreneur at SME must know how to identify, manage, and control it.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Significant Aspects of Managing Personnel Risk in the SME Sector

Kotásková

Belás

Bilan

et al. 2020

Management &Amp; Marketing. Challenges for the Knowledge Society

View full text Add to dashboard Cite

AbstractPersonnel risk significantly affects the operation of small and medium-sized enterprises. The aim of the paper is to define and present significant factors affecting the perception of personnel risk in the SME segment, and compare the current status and development in the Czech Republic and Slovakia. The empirical research was conducted in 2020 in the SME segment in the Czech Republic and Slovakia via an online questionnaire, using a sample of 822 respondents. The obtained data were evaluated using the Chí square and Z score. Personnel risk significantly affects the SME segment and its business activities. This risk is perceived as the most significant business risk in both countries, even though its intensity is moderate and does not have a heavy negative impact on SMEs’ activities. The overall evaluation of personnel risk’s impact on SMEs’ activities is similar in both countries. The evaluation of employee turnover was relatively positive, as a considerable part of entrepreneurs stated that turnover is low and does not have a negative impact on their business. The evaluation of turnover was similar in both countries. Based on entrepreneurs’ statements, there are certain gaps in employee error rate, which affects their business. Slovak entrepreneurs provided a worse evaluation of the quality of their employees than the Czech entrepreneurs. Entrepreneurs in both countries are dissatisfied with the way their employees strive to improve their performance or how they compete among each other. The comparison based on business size and age did not yield significant differences, nor did it provide a clear trend despite the general belief presented in literature that larger enterprises have a better access to important fields of business management.

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

Significant Aspects of Managing Personnel Risk in the SME Sector

Kotásková

Belás

Bilan

et al. 2020

Management &Amp; Marketing. Challenges for the Knowledge Society

View full text Add to dashboard Cite

show abstract

“…In their study, provide a report from the viewpoints of different people on the types of human resource risks in three classes of human capital, structural capital, and relational capital. The following table shows these viewpoints (Mitrofanova et al, 2017). In a study of employee absenteeism risk, Mousavi, Nordin, Othman & Sulaiman (2011) identified the risk of unexpected absenteeism as a risk that companies and organizations face, and there is no way to accurately predict risk or avoid it completely.…”

Section: Resultsmentioning

confidence: 99%

“…Human resource operational issues are also a major issue for managers in other sectors. These managers state that if they do not perform these operations (related to human resources) properly, their business strategy will fail if they do not do it properly (human resources) (Mitrofanova et al, 2017)". Given the importance of the subject of this article, the aim of this study is to analyze the human resource risk management framework and the factors influencing it.…”

Section: Introductionmentioning

confidence: 99%

Human Resource Risk Management Framework and Factors Influencing It

Kermani¹,

Beheshtifar²,

Montazery³

et al. 2021

PyR

View full text Add to dashboard Cite

Nowadays, the importance of human resource risk in organizations has greatly increased, and some thinkers refer to it as a core competency and a key responsibility for any human resource professional. Thus, given the importance of the subject of the present article, the aim of this study is to analyze the human resource risk management framework and the factors influencing it. In this regard, using the library method, human resource risk framework was analyzed from the perspective of management science thinkers of Paul and Milcher, Ernst and Young, Meyer, Maenpaa & Voutilainen, Rotarsko, Li and Zhang, Pandey. Then, the factors influencing human resource risk management were identified and mentioned, and Stevens' human resource risk policies and procedures were presented. Then, the perception of risk and the factors influencing attention to risk and action for it were stated. In the final section, theories related to risk perception were discussed in the form of the Wild risk-homeostasis theory (1982) and the Naatanen & Summak zero-risk theory (1976). Studies show that human resource risk management frameworks provide a conceptual model for the systematic development and planning of human resource risk management activities. They are also useful for assessing and evaluating the level of human resource risk. These frameworks provide the basis for planning, evaluating, and implementing human resource risk management.

show abstract

“…What can be observed in the literature on risk management is the appearance of a new trend in theoretical and business research, namely human resource risk management (cf. Oborilová et al, 2015;Huang et al, 2017;Mitrofanova et al, 2017). The causes for the appearance of risk in human resource management can be seen in, for example, insufficient qualifications of employees and management teams, inadequate decisions made during the recruitment process, a poorly functioning system of employee training and development, shortcomings of the remuneration and incentive system, non-compliance with ethical principles, and failure of employees to comply with legal regulations, as well as other rules and procedures functioning in the enterprise (Bochniarz and Gugała, 2005;Lipka, 2002).…”

Section: The Role Of Risk Management In Human Resource Managementmentioning

confidence: 99%

The Embedment of Risk Management in Enterprise Management System

Bąk

2023

International Journal of Contemporary Management

View full text Add to dashboard Cite

Purpose The purpose of this text is to diagnose the degree to which risk management is embedded in enterprise management system, and in particular to identify risk prevention activities taken in different management domains by enterprises listed on the Warsaw Stock Exchange, representing the following three sectors: financial services, construction, and IT. Design/methodology/approach The research was carried out using a triangulation of research methods. The following research methods were used: analysis of the content of source documentation generated by the analyzed enterprises, one-stage logical classification, exemplification, and comparative analysis. The research involved 107 enterprises listed on the Warsaw Stock Exchange and representing the sectors of financial services, construction, and IT. Findings The main conclusion resulting from the research is that risk management is firmly rooted in enterprise management systems, which manifests itself in the presence of measures taken against risk in various management domains, such as strategic, operational, financial, quality, human resources, project, investment, and innovation management. According to the obtained results, the enterprises under analysis the most often apply risk management measures in the areas of strategic management, operational management, and financial management. Originality/value The main added value of the results of the conducted research is the presentation of the management domains in which risk prevention activities are located and the identification of the analyzed enterprises’ specific preventive measures that fall within different management domains and allow the perception of risk management as an integrator of all processes carried out in the enterprise.

show abstract

Human resource risk management in organization: methodological aspect

Cited by 12 publications

References 14 publications

Significant Aspects of Managing Personnel Risk in the SME Sector

Significant Aspects of Managing Personnel Risk in the SME Sector

Human Resource Risk Management Framework and Factors Influencing It

The Embedment of Risk Management in Enterprise Management System

Contact Info

Product

Resources

About