CUDA Data Analysis of Small and Medium-Sized Management Platform based on the Multi-Dimensional Perspective of Information Visualization

This article describes the concept of strategic human resource management (SHRM); the concept of electronic human resource management (e-HRM); the importance of SHRM in modern organizations; and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The article argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

The purpose of this study is expected to be able to build a hypothesis regarding the influence between variables that can later be used for further research in the scope of human resource management. The article on the concept of human resource management: recruitment, job analysis, job evaluation, remuneration, and organizational development is a scientific literature article in the scope of human resource management. The approach or method used in this literature review research is descriptive qualitative. The data collection technique is to use literature studies or conduct a review of relevant previous articles. The data used in this descriptive qualitative approach comes from previous research that is relevant to this research and is sourced from academic online media such as the Thomson Reuters Journal, Springer, Taylor & Francis, Scopus Emerald, Sage, WoS, Sinta Journal, DOAJ, EBSCO, Google Scholar and digital reference books. In previous studies, 1 relevant previous article was used to review each independent variable. The results of this literature review article are: 1) Recruitment plays a role in the Concept of Human Resource Management; 2) Job Analysis plays a role in the Concept of Human Resource Management; 3) Job Evaluation plays a role in the Concept of Human Resource Management; 4) Remuneration plays a role in the Human Resource Management Concept' and 5) Organizational Development plays a role in the Human Resource Management Concept.

The objective of this study is to argue transition from human resource management (HRM) to strategic human resource management (SHRM). In addition, this study also discusses the theory of SHRM. The research methodology of this study is based on arguments from SHRM literature. The significant of paper is a discussion of SHRM theory. Key terms are personnel, employee, and capital in management of human resources by firms. Practitioners call human resources as personnel in personnel management (PM); and call human resources as an employee in HRM. Practitioners do not clarify the term yet for human resources in SHRM. This paper suggests “capital” term for human resources in SHRM. Secondly, return on investment (ROI) of HRM might be positive organizational attitude and behaviours. HRM makes investment to employees, and ROI of HRM is important to SHRM because positive attitude and behaviours increase individual performance of employees. Thirdly, there is a triangular relation in SHRM theory. This is named as trigonometry of SHRM. There are dependent variables, independent variables, and moderators in this triangular. Finally, SHRM can be described with employee performance and firm performance relationship. In this relation, HRM practices lead to increased individual performance, and individual performance increases performance of business departments such as logistics, supply, finance, marketing, production etc. and performance of business departments has an impact on firm performance. In this SHRM model, HRM has an impact on firm performance through individual performance and business departments. All are described is SHRM theory in this study. For HRM case, HRM has two purposes in firm management. Those purposes are performance and recruitment. HRM aims to increase individual performance of employees. If HRM aims to increase firm performance through individual performance, it is description of SHRM. HRM has an impact on individual performance via HRM practices. HRM practices are keys to increase individual performance. Because employees implement business processes in firm management. Those processes are such as production, marketing, stock, supply, logistics, finance and others. Individual performance of employees increases performance of those business processes in firm management. Therefore, it is important to increase individual performance through HRM practices. This is a HRM theory in this study. Moreover, HRM does recruitment of employees for functioning these business processes. Because all needs human resources to effectively implement processes in firms.

The article substantiates the theoretical and methodological provisions and practical recommendations for the human resources management system in innovative enterprises. The peculiarities of an innovative enterprise are determined, the main methods of evaluation and recruitment are researched and classified, taking into account modern requirements for creativity and innovation. It is substantiated that economic transformations have significantly changed the status of the organization as the main link in the production of material goods or the provision of various services. The market puts the organization in a new relationship with government agencies, with production and other business partners, directly with employees. New economic and legal regulators are being established, relations between the manager and subordinates are changing, between employees within the organization. Due to this, the requirements for human resource management are growing, where the human factor becomes the main factor of production. Human resource management includes all aspects related to the workforce: management, employers, workers, students, professionals. As labor markets have become more competitive, human resources professionals are now designed to provide people management techniques that not only support the institution's priorities but also ensure success in the global market. Institutions also strive to create an employment brand that resonates with specific employees. Institutions of all sizes and all industries are increasingly recognizing the importance of people. Managers and economists have traditionally seen human resource management as a mandatory expense rather than a source of value for their organizations. Economic value is usually associated with capital - equipment, technology and technical means. The limit for business expansion is not only the availability of financial capital, but also access to talent - human capital. Thus, people are crucial to organizational success, and the human and intellectual capital of the organization's staff provides an opportunity for significant competitive advantage. The content of the concept of "profitability of talents" is substantiated, the components of strategic management of human resources of the enterprise are investigated. The key characteristics and features of human resources management as a factor in supporting the growth of innovative development of the enterprise are summarized.

The relevance of this research is conditioned by the ongoing development of the concept of strategic human resource management at the stage of maturity.In this connection, this paper is aimed at addressing the issues of efficiency of different human resource management systems at the territorial and institution level. The author considers it necessary to complement the measured types of effects (economic, technological, and social) with the effect of prevention of risks that are possible in the activity of any organization: commercial, financial, operational, and personal risk factors. All the noted types of effects have an immediate impact on each other. The leading approach to researching the issue of management efficiency is a complex of various theoretical and empirical methods that allows to consider human resource management through structuring as a type of such management. The analysis of the structural levels of human resource management clearly illustrates that it is only possible to influence the qualitative characteristics of individual human resource management at the regional level. The paper describes the situation in the area of reproduction of human resources in Ulyanovsk Oblast on the basis of calculation of individual indicators. The materials of this study have practical value for human resources service specialists and heads of organizations and can be useful for territorial human resource management institutions as well as present scientific interest to researchers of the strategic management of human resources

Since the early 1990s, human resource management (HRM) scholars have sought to specify the link between high performing HRM practices and both individual and firm performance (Becker and Huselid, 2006; Huselid, 1995). This strategic HRM (SHRM) literature has found that organizations practicing SHRM not only increase performance but also decrease turnover (Arthur, 1994; Huselid, 1995; Lepak and Snell, 2002). At the organizational level, the dollars saved and earned through reduced turnover and increased productivity demonstrate the utility of SHRM systems (Ichniowski et al., 1997). When organizations utilize SHRM, integrating HRM systems, and aligning HRM systems with organizational (Huselid, 1995), they place a premium on developing cutting edge practices that retain employees with the best skills and highest levels of motivation (Barney, 1991). Arthur outlines differences between SHRM perspectives, finding that SHRM control systems, which are designed to enforce employee compliance with specified rules and procedures (1994: 671), lead to increased turnover and decreased performance. On the other hand, SHRM systems, which shape desired behaviors and attitudes by forging psychological links between organizational and goals (Arthur, 1994: 671), result in decreased turnover and increased performance. As further empirical research has bolstered these findings (i.e., Huselid, 1995; Ichniowski et al., 1997; Lepak and Snell, 2002), it becomes increasingly important to understand how SHRM effectiveness enhances the critical psychological links between employees and organizations. Moreover, several SHRM researchers have called for explicit examinations of these psychological links not only at the organization level but at the individual level (Becker and Huselid, 2006; Gerhart, 2005). One individual-level factor that can help to explain the psychological impact of SHRM practices is job embeddedness (JE), which Mitchell, Holtom, Lee, Sablynski, and Erez (2001b) validate and use to explain how employees become psychologically and socially enmeshed within the organization and community in which the organization operates. Hailed as an anti-withdrawal theory (Holtom et al., 2006; Mitchell et al., 2001b), JE describes the psychological forces that act like a net or a web in which an individual can become stuck (Mitchell et al., 2001b: 1104); moreover, the process of becoming embedded influences turnover intentions that lead to voluntary turnover (Allen, 2006). Importantly, JE explains unique variability of these important outcomes beyond the effects of job satisfaction and organizational commitment (Mitchell et al., 200lb; Lee et al., 2004). However, because JE has emerged as the most recent construct to explain turnover decisions, researchers have much to discover about the full potential of JE as an important variable in HRM. That is, HRM scholars have yet to determine how SHRM effectiveness can build JE as a means to develop the critical psychological links between employees and organizations. Although a direct relationship between H RM practices and J E appeals intuitively to many HRM scholars (Allen, 2006), proponents of social exchange theory (Blau, 1964) consistently demonstrate the important role that individual-to-individual interactions play in human behavior at work (Cropanzano and Mitchell, 2005). In terms of organizations, researchers consistently find that leader-member exchange (LMX) relationships more proximally predict turnover intentions (Gerstner and Day, 1997) than does support from the organization (e.g., HRM), which tends to predict job satisfaction and commitment (Settoon et al., 1996). In terms of understanding how HRM effectiveness influences JE, the inclusion of direct LMX relationships should either enhance or inhibit the effectiveness of an organization's HRM processes to capitalize on the benefits of JE. …

BACKGROUND Modern concepts of human resource management (HRM) must address the psychological and social risks that influence professional performance. Crisis communication strategies are increasingly recognized as essential for maintaining workforce effectiveness, emotional well-being, and resilience. This study aims to analyze the impact of crisis communication on HRM effectiveness, focusing on psychological regulation mechanisms, socio-psychological foundations, and onboarding practices that shape employee engagement, loyalty, and productivity. MATERIALS AND METHODS A qualitative and conceptual analysis of contemporary HRM literature and crisis communication models was conducted. The study reviewed existing theoretical frameworks, strategic HRM approaches, and performance metrics that capture employee engagement and emotional states. Key HRM practices, including onboarding and socio-psychological support mechanisms, were examined in the context of modern organizational challenges and wartime conditions. RESULTS The findings demonstrate that effective crisis communication significantly improves HRM outcomes by ensuring timely information delivery, fostering team stability, and supporting employees’ psycho-emotional well-being. Onboarding was identified as a critical factor influencing employee loyalty and performance. A model for optimizing crisis communication was developed, emphasizing strategic alignment, resilience-building, and the integration of emotional intelligence (EI) analytics to enhance workforce productivity. CONCLUSION Crisis communication is a vital component of modern HRM strategies, particularly in environments characterized by uncertainty and social-psychological risks. By strategically applying communication models, organizations can strengthen employee adaptability, engagement, and productivity. Targeted investment in emotional intelligence analytics is recommended to further refine HRM practices, improve organizational resilience, and maintain a positive psychological climate within teams.

1. Introduction The transition to a market economy under the conditions of the restructuring of the Russian economy has led to the emergence of a fundamentally new situation in the field of human resource management. There are certain requirements that are specified for each person, for his/her knowledge, special training, career development, self-realization, the process of his/her professional development (Zaytseva, 2002; Sultanova and Chechina, 2016). Today business is dynamically developing and its requirements in terms of staff have been increased. Organizations and companies need competent experts who will be engaged in the development of new technologies, products and processes. Currently, in studies on the problems of personnel and human resource management there is a lack of standardization of categorical and conceptual apparatus; it is possible to detect a number terms and definitions used according to a variety of core bases: personal management, personnel administration, personal and industrial relations, human resource management, human being management, etc. (Novikov, 2013; Theriou, 2015; Theriou et al., 2014; Havlicek et al., 2013; Firuscu and Popescu, 2015). 2. Literature Review The main discussion around the differences in personnel management (PM) and human resource management (HRM) can be reduced to the following two questions: 1. To what extent HRM model is a deviation from the dominant orthodoxy of personnel management or is it just the thing that good HR managers have always done? 2. To what extent have the organization actually adapted HRM model in practice? What is the difference between PM and HRM - the answer to this question was given by M. Armstrong (Murashova, 2012) "Some HR managers do not represent what is behind the acronym of HRM, according to others this concept is only "old wine in new bottles" (Armstrong, 1997). 3. Concept headings From the standpoint of social and economic psychology, HRM is a strategic and holistic approach to managing people, who individually and collectively contribute to the achievement of organizational goals. Based on the analysis of the main similarities and differences of approaches to personnel management and human resource management Table 1 shows the characteristics of the strategic and traditional approaches to HR. Terminology differences may be related to the nature and directions of activities. Thus, the term "personnel" is often used by small firms (where fewer than 100 people are employed) (Morozova, 2016). Those who use the term "human resources" are large companies and organizations with the number of employees more than 2500 people. Qualitatively the new approach to human resource management allows linking organizational and management structure of the personnel policy of the organization with the main purpose of its activities, defined by development strategy (Zaytseva, 2012). Approaches to personnel management in the common organization management system do not occur randomly, but under the influence of several groups of factors, of the first and the second order, which determine the maturity of the organization, its internal readiness to move to more modern methods of management (Murashova, 2012). The factors of the first order (internal forces) have a direct impact on the human resource management system. Second-order factors (external forces) influence indirectly, by creating external conditions for the existence of the organization. Among the internal forces that affect the formation of the concept of human resource management of organization, there are primarily administrative and managerial, social and cultural and personal factors that shape the content of the institutional human resource management of organization that have been highlighted (Myakushkin, 2005). It is these factors which determine the internal readiness to move to the current level of human resource management, which are the premises and at the same time the driving forces of this transition, or, on the contrary, are like barriers and hamper the change in human resource management system. …

This thesis critically examines the concept of strategic human resource management (HRM). Existing 'critical' approaches identify prescriptive HRNI literature as 'rhetoric' that does not match 'reality'. Such an approach understands management initiatives as separate, individual, discrete, and ad hoc. However, this thesis develops an alternative perspcctivc, informed by a Foucauldian approach to 'discourse', that understands 'HRM' and 'strategy' as cultural constructs that are used by actors as they 'make sense' of discursively constructed organizational 'realities'. This perspective is then utilized to demonstrate that the existing 'critical' approaches are engaged in particular practices that define strategic HRM in a way that constructs the 'gap' between 'rhetoric' and 'reality' as HRM is simultaneously created as an academic subject. This alternative perspective provides a means of understanding and analysing prescriptive management literature and texts generated from interviews with managers in terms of two different discursively constructed 'rationalities'. Both 'rationalities' establish causal relationships between concepts of environment, organization and individual as organizational 'reality' is constructed. This perspective is utilized in the identification of the connections that are established between the managerial initiatives that are thought of as separate, individual, discrete, and ad hoc by the 'critical' literature. There are two parts to this thesis. The first part describes the development of HM4, outlines a Foucauldian conceptualization of 'discourse, and re-examines prescriptive and 'critical' HRM literature. The second part analyses texts generated from interviews with HRIpersonnel managers in a range of public and private sector organizations. This analysis demonstrates that, while there is great variety in the descriptions of organizational 'reality', connections between concepts of environment, organization and individual arc established as two key 'rationalities' are discursively constructed. It is argued that these 'rationalities' position people and practices within organizational 'reality'.

Due to the particularity of the industry that the information enterprises stay in, it is more important in the talents than other industries.How to optimize the staff management, the reform of concept on human resource management is necessary.But there exists a lot of information enterprises that fall behind in their human resource management, which lead to high staff mobility.How to retain talents requires more attention from the enterprises.The article based on the game theory to analyze the influence of profits on employees and enterprises on the reform of the concept of human resource management of information enterprises, and then put forward some matters needing attention on the reform process to provide guidance for the long-term development of information enterprises.

Previous research has investigated the relationships between intellectual capital (IC) and human resource management (HRM). Others have described the link between IC and strategic initiatives in an organization including strategic human resource management (SHRM). However, little systematic work has been done to develop a holistic overview of connections between the three concepts. Through an analysis of the recent IC literature and the literature that discusses IC, SHRM and HRM, this paper argues that not only are the three concepts closely connected, but also IC should play a key role in SHRM processes and HRM practices in organizations. The strategic connections also demonstrate that IC can be conceptualized as a holistic partner to both SHRM and HRM; thus, adding strong support for the need to measure IC accurately. A theoretical framework is proposed to illustrate IC, SHRM and HRM connections. Finally, the paper suggests directions for future research.

Very little systematic research today has examined synergistic relationships of human capital (HC), strategic human resource management (SHRM) and human resource management (HRM) in relation to the development, utilization, and dissemination of knowledge and learning capabilities in organizations. Findings from a series of in-depth qualitative interviews with 35 nonprofit executives from 22 Australian nonprofit organizations revealed that synergistic relationships of HC, SHRM and HRM created value that was larger than the total sum of all three concepts, and that relationships acted as catalysts in developing, utilizing and diffusing organizational knowledge and learning capabilities. The paper helps to build a nascent body of literature arguing that synergistic relationships exist among the three salient concepts and resources should be invested in the three concepts not only separately, but also synergistically. Also, it assists to clarify the three seemingly very similar and yet different concepts. The paper is considered as a starting point and serves as a milestone for understanding the significance of synergistic relationships of the three concepts in nonprofit organizations. The increased awareness of the synergistic relationships likely generates further research both within and outside the nonprofit sector. Research limitations and future research directions will be discussed.

Abstract

Sustainability has become an important part of strategy building both at the global and individual companies level. The principle of long-term development, conservation and reproduction of resources becomes relevant not only in terms of global problems, but also in the development of individual companies. The human resource management department plays a major role in achieving sustainable development of companies. This interaction takes on new meaning with the emergence of the concept of sustainable human resource management. This paper discusses the concept of sustainable human resource management and organizational effectiveness of the company. Organizational effectiveness, defined as the ability to achieve goals on time, is a strategically important indicator that companies strive to achieve. The purpose of this work is to study the concept of sustainable human resource management as a tool for achieving organizational effectiveness of the company. The paper presents the main indicators and advantages of the concept. The main barriers to implementing the concept in practice were also analyzed. By combining the results of content analysis, a model for achieving organizational effectiveness of the company by implementing sustainable human resource management practices was compiled. The method of systematic review of the literature based on the model of the author J. Garza-Reyes was applied in the work; Scopus and Science Direct databases articles for the entire period were considered. The article can be useful both for further theoretical study of the concept and for practical application by companies to build a strategy to achieve organizational effectiveness.

One of the main features of human resource management (HRM) is the emphasis on aligning the organization’s employee management practice with its strategy. It is argued that the strategy pursued by an organization needs to be supported by a compatible form of HRM practices. Each strategy has to be supported by a specific form of HRM practice. The attainment of a strategy‐HRM fit is crucial in ensuring the effective utilization of the organization’s human resources engendered by this fit which are supposed to lead to improved performance. In spite of the relative popularity of the HRM concept and the strategy‐HRM fit thesis, there is little empirical evidence to show its presence in organizational practice. Seeks to examine this relationship in the Irish food industry. Finds that there was no evidence to support the proposition that strategy is the imperative in shaping HRM practice. The examination of the data showed that when other contingencies were taken into consideration the initial findings, showing an association between HRM practice and a competitive strategy, no longer holds. Instead, contingencies such as the presence of a HRM department and employment size are more important predictors of HRM practice.