resource management
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PurposeA review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.Design/methodology/approachThis study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.FindingsThe results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.Practical implicationsStrengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.Originality/valueCompanies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.

The sustainability of human resource management (HRM) is the basis for an organization’s future growth and success. This study aims to investigate achieving HRM sustainability in universities. We use a quantitative research method design to investigate the factors that affect HRM sustainability at universities. The study was conducted during the spring and summer of 2020 at Iranian state universities. As the study’s statistical population included 2543 employees, a sample size of 334 employees was calculated using the Cochran formula. A questionnaire with 32 statements based on a 5-point Likert scale was used to collect the data, which were analyzed using PLS3 software. The findings show that human resource practices, social factors, psychological factors, employer branding, and economic factors have positive and significant effects on HRM sustainability at universities. Findings indicate that it is essential to consider the implementation of adequate HRM practices and related socio-economic and psychological supports for HRM sustainability in universities that can lead to the competitiveness of the higher education institutions such as universities.

Serverless computing has emerged as an attractive deployment option for cloud applications in recent times. The unique features of this computing model include rapid auto-scaling, strong isolation, fine-grained billing options and access to a massive service ecosystem which autonomously handles resource management decisions. This model is increasingly being explored for deployments in geographically distributed edge and fog computing networks as well, due to these characteristics. Effective management of computing resources has always gained a lot of attention among researchers. The need to automate the entire process of resource provisioning, allocation, scheduling, monitoring and scaling, has resulted in the need for specialized focus on resource management under the serverless model. In this article, we identify the major aspects covering the broader concept of resource management in serverless environments and propose a taxonomy of elements which influence these aspects, encompassing characteristics of system design, workload attributes and stakeholder expectations. We take a holistic view on serverless environments deployed across edge, fog and cloud computing networks. We also analyse existing works discussing aspects of serverless resource management using this taxonomy. This article further identifies gaps in literature and highlights future research directions for improving capabilities of this computing model.

The research on the relationship between human resource management activities and performance is an important topic of enterprise human resource management research. There are some errors between the relationship between human resource management activities and performance and the real situation, so it is impossible to accurately predict the performance fluctuation. Therefore, the relationship model between human resource management activities and performance based on the LMBP algorithm is constructed. Using the Levenberg–Marquardt (LM) algorithm and BP (back-propagation) neural network algorithm to establish a new LMBP algorithm, control the convergence of the new algorithm, optimize the accuracy of the algorithm, and then apply the LMBP algorithm to predict the risk of performance fluctuation under human resource management activities of enterprises, the indicators of human resource management activities of enterprises are determined, to complete the mining of enterprise performance data, the grey correlation analysis is combined, and the relationship model between human resource management activities and performance is built. The experimental samples are selected from CSMAR database, and the simulation experiment is designed. Using different algorithms to forecast the fluctuation of enterprise performance, the experimental results show that the LMBP algorithm can more accurately reflect the relationship between enterprise HRM and performance.

Learning outcomes This case will help students to understand the following: Develop a basic understanding of competency building processes. Learn about the mentoring process and its application in leadership development. Develop awareness about the methodology for assessment of the effectiveness of training. Case overview/synopsis Dr A. R. K. Pillai founded the Indian Leprosy Foundation in 1970 in response to the national call by late Mrs Indira Gandhi, prime minister of India, to the public-spirited people to take up leprosy eradication. It collaborated with international agencies to reduce leprosy drastically in India from four million, in 1982 to around a hundred thousand cases in 2006. In 2006, the Indian Leprosy Foundation was renamed as Indian Development Foundation (IDF) as the trustees decided to expand the work of IDF in the areas of health, children’s education and women’s empowerment. Dr Narayan Iyer, Chief Executive Officer (CEO) of IDF initiated a leadership development intervention called the Students’ leadership programme (SLP) for children in the age group of 12 to 14, from the urban poor households in 2014. It was a structured mentoring programme spanning over three months in collaboration with the schools. It aimed at incubating skills in the areas of leadership, teamwork, personality, behavioural traits and provided career guidance. It had a humble beginning in 2014 with a coverage of 50 students. Initially, IDF welcomed executives from the corporate sector as mentors. As there was a need to rapidly expand the scope of SLP to the other cities of India, IDF tied up with the graduate colleges and invited the students to be the mentors. The other objective behind this move was to create social awareness among the students from more affluent strata of society. IDF was able to dramatically increase the participation of the students through SLP by approximately up to 100,000 by 2020. However, rapid progress threw up multiple challenges. The teachers complained about the non-availability of the students for regular classes to teach the syllabus as the students were busy with SLP. The schools forced IDF to shorten the duration of SLP to two months. Also, many undergraduate mentors were unable to coach the participants due to lack of maturity and found wanting to strike a rapport with them. There was a shortage of corporate executives who volunteered for the mentoring, due to work pressures. Dr Narayan, CEO & National Coordinator and Ms Mallika Ramchandran, the project head of SLP at IDF, were worried about the desired impact of SLP on the participants and its sustainability due to these challenges. So, with the support of Dr Narayan, she initiated a detailed survey to assess the ground-level impact of SLP. The objective was to get clarity about what was working for SLP and what aspects needed to improve, to make the programme more effective. Overall feedback from the survey was very positive. The mothers had seen very positive changes in the participants’ behaviour post-SLP. The teachers had specific concerns about the effectiveness of undergraduate mentors. The need for a refresher course to inculcate ethical behaviour and the inadequacy of the two-month duration of the SLP to reinforce values were highlighted. Respondents also voiced the requirement to build responsible citizenship behaviours among the participants. Mallika was all for preparing a model to further enhance the effectiveness of SLP. Dr Narayan and Mallika embraced the challenge and they were raring to go to develop SLP as a cutting-edge leadership programme and to take it to new heights. Complexity academic level This case can be used in courses on human resource management in postgraduate and graduate management programmes. It can also be used in the general and development management courses and during executive education programmes to teach methodologies for evaluating the effectiveness of the training interventions, with emphasis on the voluntary sector. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Abstract Background The overcrowded patients, which cause the long waiting time in public hospitals, become significant problems that affect patient satisfaction toward the hospital. Particularly, the bottleneck usually happens at front-end departments (e.g., the triage and medical record department) as every patient is firstly required to visit these departments. The problem is mainly caused by ineffective resource management. In order to support decision making in the resource management at front-end departments, this paper proposes a framework using simulation and multi-objective optimization techniques considering both operating cost and patient satisfaction. Methods To develop the framework, first, the timestamp of patient arrival time at each station was collected at the triage and medical record department of Thammasat University Hospital in Thailand. A patient satisfaction assessment method was used to convert the time spend into a satisfaction score. Then, the simulation model was built from the current situation of the hospital and was applied scenario analyses for the model improvement. The models were verified and validated. The weighted max–min for fuzzy multi-objective optimization was done by minimizing the operating cost and maximizing the patient satisfaction score. The operating costs and patient satisfaction scores from various scenarios were statistically compared. Finally, a decision-making guideline was proposed to support suitable resource management at the front-end departments of the hospital. Result The three scenarios of the simulation model were built (i.e., a real situation, a one-stop service, and partially shared resources) and ensured to be verified and valid. The optimized results were compared and grouped into three situations which are (1) remain the same satisfaction score but decrease the cost (cost decreased by 2.8%) (2) remain the same satisfaction score but increase the cost (cost increased up to 80%) and (3) decrease the satisfaction score and decrease the cost (satisfaction decreased up to 82% and cost decreased up to 59%). According to the guideline, the situations 1 and 3 were recommended to use in the improvement and the situation 2 was rejected. Conclusion This research demonstrates the resource management framework for the front-end department of the hospital. The experimental results imply that the framework can be used to support the decision making in resource management and used to reduce the risk of applying a non-improvement model in a real situation.