Organisational Welfare in Italian SMEs: The Process of Valorising Human Resources

D’Angelo, Chiara; Gazzaroli, Diletta; Gozzoli, Caterina

doi:10.3390/su12229318

Cited by 6 publications

(8 citation statements)

References 37 publications

(58 reference statements)

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“…Online recruitment has become an important part of human resource recruitment. On the one hand, it can screen resumes for human resources, find the best job fit personnel, and save time and cost [2]; on the other hand, it can improve job search efficiency by providing job recommendations for job seekers. Online recruitment platform needs to be filled in the resume based on the information and the needs of the company's human resources to match the position.…”

Section: Introductionmentioning

confidence: 99%

Parallel Classification Algorithm Design of Human Resource Big Data Based on Spark Platform

Wang

2021

Security and Communication Networks

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In order to solve the problem of large data classification of human resources, a new parallel classification algorithm of large data of human resources based on the Spark platform is proposed in this study. According to the spark platform, it can complete the update and distance calculation of the human resource big data clustering center and design the big data clustering process. Based on this, the K-means clustering method is introduced to mine frequent itemsets of large data and optimize the aggregation degree of similar large data. A fuzzy genetic algorithm is used to identify the balance of big data. This study adopts the selective integration method to study the unbalanced human resource database classifier in the process of transmission, introduces the decision contour matrix to construct the anomaly support model of the set of unbalanced human resource data classifier, identifies the features of the big data of human resource in parallel, repairs the relevance of the big data of human resource, introduces the improved ant colony algorithm, and finally realizes the design of the parallel classification algorithm of the big data of human resource. The experimental results show that the proposed algorithm has a low time cost, good classification effect, and ideal parallel classification rule complexity.

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Section: Introductionmentioning

confidence: 99%

Parallel Classification Algorithm Design of Human Resource Big Data Based on Spark Platform

Wang

2021

Security and Communication Networks

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“…Considering the strongly expansive monetary policy of the European Central Bank and the evolution of consumption habits and services, it is thus worth noting the near absence in all of the focus-groups of performance incentives and the development of the potential of human resources. Thus, this is a topic that is usually strongly intertwined with wellbeing, both in the literature and in professional practice, in terms of both opposition and synergy [11,14,[17][18][19][20][21][22]. It makes us wonder if this may represent a kind of taboo, or a concern because performance and professional development do not constitute HR's "treatable" matter because they are strongly pushed and managed only by the top-level roles.…”

Section: Discussionmentioning

confidence: 99%

“…One example of this is the way rapidly advancing technologies have affected how people work, the kind of work they do and how communications and interactions with colleagues occur [8]. However, there is growing evidence in the literature that to ensure organisational success, mutual gain must be created for both business and human capital [11,14,[20][21][22][23][24][25][26][27].…”

Section: Well-being Not An End In Itselfmentioning

confidence: 99%

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Changes and Challenges in Human Resources Management: An Analysis of Human Resources Roles in a Bank Context (after COVID-19)

2022

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Background: In the coming years, HR in the banking industry will need to play a leading role to develop human capital management, based on people care, evaluation, development, and training. To properly face this change in one of the biggest Italian banks we wanted to contribute to understanding the actual HR areas of change and examine how HR roles are dealing with “being on the frontline” of an unparalleled organisational evolution. Methods: Six focus-group sessions with up to 10 participants per session. Results: The crucial issue that emerged is a profound rupture and crisis that showed the (already existing) fragilities of the HR role interpretation: develop a new synergic relationship with the top management; define a stronger and wider organisational mandate; establish structured moments of discussion between professionals. Conclusion: HR roles in the banking context, especially after the pandemic, entail a high emotional burden related to role assumption. Specifically, our research highlighted the need to discuss the evolution of the HR role with top management, the need for synergies and a definition of the organisational mandate that allows wider participation in terms of decision-making and planning, and finally the need for supervision of HR roles.

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“…In the field of human resources, the growing need for employee well-being requires a number of organisational interventions and business model changes (Becchetti & Cermelli, 2018). The changes caused by the pandemic increasingly demand to meet employee expectations, including measures to ensure employee satisfaction and happiness at work (D'Angelo, et al 2020;Oliva Abarca, 2018). In the years before the pandemic, the idea of assessing and (as far as the organisation's capabilities allow) ensuring well-being was already being considered (Garcia, et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

Measuring organisational well-being and happiness based on GNH logic

Bencsik

2022

Economics &Amp; Sociology

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Among the indices used to measure organisational success, soft factors` role has become more important. Among these, well-being and organisational happiness are particularly important and are becoming more prominent in light of the pandemic. Their measurement is a challenge for management, as the available methods/indices developed in previous years, only partially cover the areas to be assessed. The aim of our research is to find an indicator that allows measuring employee satisfaction, well-being and happiness in a holistic approach. The logic of the best-estimated method (GNH of Business) is presented through a survey of an organisation. The results show that the measurement tool, developed in the context of Buddhist culture, can be adapted to European culture successfully. Based on a detailed analysis, gaps (requiring immediate managerial decisions) can be precisely identified as well as the areas for intervention by decision-makers. The balanced development of the organisation can be ensured following the logic provided by the method (based on a clear overview of all areas).

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Organisational Welfare in Italian SMEs: The Process of Valorising Human Resources

Cited by 6 publications

References 37 publications

Parallel Classification Algorithm Design of Human Resource Big Data Based on Spark Platform

Parallel Classification Algorithm Design of Human Resource Big Data Based on Spark Platform

Changes and Challenges in Human Resources Management: An Analysis of Human Resources Roles in a Bank Context (after COVID-19)

Measuring organisational well-being and happiness based on GNH logic

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