Search

The article deals with the problem of human resources in Ukraine in connection with the migration of a significant part of the working population abroad. It is proved that an enterprise that can re-profile its employees will always have human capital since the ability to teach and retrain people is becoming key in the issue of labor shortage. The article examines the relevance of the issue of personnel outflow abroad on the example of the activities of the Husiatyn furniture factory «Elegant». In order to overcome the staff shortage, the author proposes long-term and short-term models of staffing. The conditions of cooperation with the Husiatyn Vocational College of Ternopil National Technical University named after Ivan Puluj on the conclusion of an agreement on joint training of personnel in two specialties «Carpenter» and «Seamstress» were studied. It was concluded that to immediately overcome the shortage of staff in blue-collar occupations, the management of the «Elegant» furniture factory should resort to the development and application of a short-term staffing strategy through a short-term training model. First of all, sewing was chosen to implement the plan. The budget of the short-term vocational training model is calculated. It has been substantiated that the implementation of this project on time will increase the efficiency of the sewing unit by 20% due to the process of staffing with sewing personnel. This will lead to an increase in the production of furniture products and an increase in sales. The link between long-term and short-term staffing models was established. Thus, for the public confidence of the employee, after a short-term vocational training at the furniture factory «Elegant», the management of the enterprise will offer the best personnel to enter the Husiatyn Professional College in this specialty at the expense of the factory. The condition for financing training at the educational institution will be the employee's obligation to work at the furniture factory for a period equal to the training period. It is established that it is advisable for Ukrainian manufacturers to develop a competitive economic strategy aimed at increasing labor potential. Proposals from business entities should be attractive and convincing to workers and act as a guarantee of staffing. [ABSTRACT FROM AUTHOR]

Introduction. The key role in the organization of the pharmacovigilance system is played by the Marketing Authorization Holder (MAH), who monitors the safety and effectiveness at all stages of the life cycle of drugs, the need for which is determined by regulatory documents in the field of pharmacovigilance. The possibility of ensuring the required quality of the processes and the results obtained in the pharmacovigilance system of the MAH is directly related to the availability of a sufficient number of competent, qualified and trained personnel in the units that closely interact in the pharmacovigilance system of the MAH, which necessitates the formation of appropriate competencies for the implementation of procedures provided for when identifying changes in the safety profile of drugs. An integral part of the formation of competencies of employees and departments involved in the pharmacovigilance system of the MAH is training according to a specially developed program and evaluation of its effectiveness.Aim. Substantiation of the formation of professionally specialized competencies and training of employees in the pharmacovigilance system of the MAH.Materials and methods. The research materials were the results of the works of domestic scientists, data from their own research and regulatory legal acts regulating pharmacovigilance in the Russian Federation, the EAEU. Methods of sociological, logical analysis, and interactive learning were used as research methods.Results and discussion. The necessity has been established and the professionally specialized competencies of managers and specialists of the MAH in the pharmacovigilance system have been formed, for the mastery of which an educational program has been developed and training has been conducted. Information and methodological support of personnel has been introduced.Conclusion. In the course of the conducted research, it was found that training is an integral part of the organization of an employee's independent workflow. In order to achieve high-quality performance of processes and tasks related to pharmacovigilance, it is necessary to have a sufficient number of competent and trained personnel in the MAH. In order to update the acquired knowledge on pharmacovigilance, it is advisable to carry out intra-corporate training with a certain frequency.

Copyright of KONTAKT - Journal of Nursing & Social Sciences related to Health & Illness is the property of University of South Bohemia in Ceske Budejovice, Faculty of Health & Social Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper describes the concepts of training and career development for employees, level of knowledge of workers, the profit that some companies had from continuous training, and the way in which an organizational psychologist, with the support of management, assesses the need of employees for a particular type of training, according to the method, place and way of work performance. According to the researches, there is a positive correlation between the competencies of each individual employee and the long term growth of productivity of organizations. Learning and development of employees can be a powerful recruitment and retention tool, because investment in employees development demonstrates that the organization values its people, improves their career, makes them more successful at work, and also makes the organization more profitable. The legal norms regulate the professional development of employees, as well as the obligations of the employer who deal with this issue. According to article 49 of the Labor Law, the employer is obliged to provide the employee with education and training, if it is required by the needs of the work process and the introduction of a new way of work organization. The methodology is based on desk research and case study.

Motivation management consists of different components, the most important of which are the management of incentives, value management and management of organizational culture. Each of the selected objects of management actions is characterized by certain contradictions that need to be worked out at the level of individuals, at the level of groups and at the level of team formation. The most important contradictions of that kind are the contradictions between short-term and long-term interests, between formal and informal institutions, between the management of people and the management of tasks, between the concentration and delegation of authority. Under the digital age arising, group motivation management and team building work do not become more complex, they take on a different shape. Organizations become more virtual, working hours are more flexible, and general staff meetings are more rare. Values are becoming more and more individualized, and the responsibility for executing large areas of work is increasingly assumed by one person, whose functions are selection and training of employees necessary to solve the tasks facing him. [ABSTRACT FROM AUTHOR]

Copyright of Hotel & Tourism Management is the property of Faculty of Hotel Management & Tourism in Vrnjacka Banja and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Paper Communication This article is intended to show the importance of investing in intensive programs of environmental education,so that it is a tool in the context of changing cultural, social and ethical within organizations.

The prime objective of this study is to explore the role of organizational training in developing the employees ethically and its ultimate effect on organizational commitment. This study aims to focus on organizational training for ethical development to increase the organizational commitment of the employees. To examine this series of relationship among training, organizational commitment and ethical development, employees posted at managerial level in service sector have been selected as population of the study. A sample of 210 was taken through purposive sampling. Descriptive statistics, correlation analysis and regression analysis are used to analyse the data. Results showed significant relationship among all variables and provide evidence for mediation between training of employees and organizational commitment. Findings of the study also reveal that ethical development increases the organizational commitment of employees if they have gone through ethical training. [ABSTRACT FROM AUTHOR]

The 'mutual-investment' model argues that when employers invest more in the social exchange relationship between them and their employees, their employees will show more effort. In this paper we relate the 'mutual-investment' model to training and promotion (possibilities) and examine if these kinds of career-enhancing measures influence the willingness of employees within organizations to work overtime. To test this hypothesis, a vignette experiment was conducted in five organizations (N = 388; 1,531 vignettes). Multilevel analyses show that employees are more willing to work overtime when their employer has provided for training, when the employee recently was promoted, when the supervisor was supportive in the past and when co-workers approve of working overtime and behave similarly. But we did not find that future promotion chances affect willingness to work overtime. [ABSTRACT FROM AUTHOR]

the process of implementing an ethical code of conduct, a business organization uses formal methods. Of these, training, courses and means of enforcement are common and are also suitable for self regulation. The USA is encouraging business corporations to self regulate with the Federal Sentencing Guidelines (FSG). The Guidelines prescribe similar formal methods and specify that, unless such methods are used, the process of implementation will be considered ineffective, and the business will therefore not be considered to have complied with the guidelines. Business organizations invest enormous funds on formal methods. However, recent events indicate that these are not, by themselves, yielding the desired results. Our study, based on a sample of 812 employees and conducted in an Israeli subsidiary of a leading multinational High-Tech corporation headquartered in the US, indicates that, of the methods used in the process of implementation, one of the informal methods (namely, the ``social norms of the organization”) is perceived by employees to have the most influence on their conduct. This result, when examined against employee tenure, remains relatively stable over the years, and stands in contradistinction to the formalistic approach embedded in the FSG. We indirectly measure the effectiveness of the percieved most influential implementation process methods by analyzing their impact on employee attitudes (namely, ``personal ethical commitment” and ``employees¿ commitment to organizational values”). Our results indicate that the informal methods (``manager sets an example” or ``social norms of the organization”) are likely to yield greater commitment with respect to both employee attitudes than the formal method (``training and courses on the subject of ethics”). The personal control method (``my own personal values”) differs significantly from all the other methods in that it yields the highest degree of ``personal ethical commitment” and the lowest degree of ``employees¿ commitment to organizational values.” [ABSTRACT FROM AUTHOR]

In industries today, continuous improvements in quality performance are regarded as a leading indicator of overall performance. At the same time, as companies are paying closer attention to both indirect […]

The organizations that will truly excel in the future will be the organizearians that discover how to tap people's commitment and capacity to learn at all levels in an organization. […]

Software project managers who read success stories about companies adopting new development methods and who want to replicate that success in their organizations frequently find themselves between a rock and […]

Today, international competition, rapidly changing technology, energy shortages, government regulations, and other factors are serious challenges to manufacturing firms. Many manufacturing companies are in a price-cost squeeze, as a result […]