Annotated Bibliography University Affiliation Course Number

Annotated Bibliographyuniversity Affiliationcourse Numberdate Of Submi

Annotated Bibliographyuniversity Affiliationcourse Numberdate Of Submi

Annotated Bibliography University Affiliation Course Number Date of Submission Professors Name 1 ANNOTATED BIBLIOGRAPHY 7 Annotated Bibliography Brožovà¡, D. (2016). Forming the modern labour market economics: on the role of institutionalist theories. Acta Oeconomica Pragensia, ), 56-68. doi:10.18267/j.aop.562 The author Brožovà¡ in the year 2016 wrote an article on the responsibilities which should be executed by institutions and their effect on the labor market consequences. According to the author, wage charges and labor allocation are among the most vital features of labor markets in contemporary times. From the article, it is very clear that the labor market economics fabricated its model on the philosophies of marginalize, which is believed to have fetched suitable gadgets for the examination of market negotiators’ individual choices proficient of achieving efficient resolutions.

Brožovà¡ highlights increased regulatory mediations in the labor market and the determination to describe the authenticity leads unavoidably due to the fact that the modern industry market economics integrates further and further institutional models. The involvement sketches the steady invasion of neoinstitutional matters and models into the neoclassical labor market paradigm and it investigates the variations between the neoclassical and institutional understanding of labor market working. De Bruecker, P., Van Den Bergh, J., Belià«n, J., & Demeulemeester, E. (2015). Workforce planning incorporating skills: State of the art. European Journal of Operational Research, 243 (1), 1-16. doi:10.1016/j.ejor.2014.10.038 Authors; Bruecker, Van Den Bergh, Belià«n and Demeulemeester did a research to show the workforce planning incorporating skills.

The authors highlight the role of paper as to give amalgamation of technical and managerial data so as to give actual resolutions to the issues arising. This article shows the assessment and grouping of literature involved in issues concerning workforce planning integrating abilities. In the studies conducted on workforce planning, it is very clear that the investigators focused more on mathematical model despising real life suggestions that are necessary for the model to excel. The article shows that the managerial studies thoroughly explain on how human consequences of certain supervisory decisions work in certain cases but on other hand fail to give some explanations on how mathematical philosophies help to solve workforce planning issues.

The article gives comparison between various papers and provides synopsis of administrative insights which can be used on workforce planning for effective running of business. Heller, L. R., & Stephenson, E. F. (2015). Economic freedom, homeownership, and state labor market conditions.

Journal of Entrepreneurship and Public Policy, 4 (2), . doi:10.1108/jepp- This article was written in the year 2015 for the aim of reuniting research results that labor market conclusions are associated to financial freedom for businesspersons and distinct investigation finding that advanced homeownership rates are linked with more unemployment. The study was carried out using panel data for 50 states over the years 1981 to 2009. Within these states examination of association between market situations, economic liberty and homeownership rates were carried out. The results of this study indicated that financial freedom is linked with favorable labor market situations. The findings are that the association between homeownership and poor work market results is minor and irrelevant in most provisions once monetary freedom is accounted for.

The article shows that the findings of study propose that the financial situation for businesspersons is more significant than any inflexibilities formed by homeownership. Hulst, D. V., Hertog, D. D., & Nuijten, W. (2016). Robust shift generation in workforce planning.

Computational Management Science, 14 (1), . doi:10.1007/s Hulst, Hertog and Nuijten uses robust optimization practices so as to transfer group problem in workforce planning. The authors show how during the time that the alterations are generated how there is much ambiguity in the workload expectations. I this research, models for generating shifts that are vigorous contrary to this uncertainty. The most common used approach is adversarial for the purpose of solving the robust optimization. In each case, a numeral nonlinear rucksack issue is cracked to analyze the worst case workload scenario.

Marler, J. H., & Parry, E. (2015). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27 (19), . doi:10.1080/.2015. The authors wrote this piece of paper so as to show the role and tasks which are performed by information technology (IT) on Human Resource Management and effects which comes with it.

According to Marler and Parry, people tend to use the established ‘Harvard’ model of Human Resource Management, which offers a more contextualized opinion of HRM, a more extensive opinion of stakeholders, and a broader and more long-term method to outcomes. Applying those values to the writings on Information Technology and Human Resource Management helps in explaining both the rewards and shortcomings to different participants of the connection among HRM and technology. Marler and Parry, show that quick technological advancements suggests a new, smart, numerical situation for HRM routines with the healthier value HRM information and permitting a strong HRM possession by all participants. The article shows rigidity in HRM errands between HRM specialists and administrative members who are not openly assigned HRM responsibilities but are the matter of them.

Mayfield, M., Mayfield, J., & Wheeler, C. (2016). Talent development for top leaders: three HR initiatives for competitive advantage. Human Resource Management International Digest, 24 (6), 4-7. doi:10.1108/hrmid- A study was carried out by Mayfield, Mayfield and Wheeler with an aim of providing procedures that needs to be followed by leaders when they need to utilize human resource department abilities to advance organizational routine and related consequences. In this paper, the authors have compiled different sources so as to provide methods in which top leaders follow to better make use of existing human supply practices for enhanced workplace results and deliberate enhancements. The procedure that was followed in the study was through developing certain guidelines, prevailing best practices which were scrutinized and refined into succinct endorsements for organizational leaders.

The results of the study were that after investigation of best practices there showed areas which needed quality enhancement in organizational results. The practices showed were; talent inventories, staff planning and training procedures. Mayo, A. (2015). Strategic workforce planning – a vital business activity. Strategic HR Review, 14 (5), . doi:10.1108/shr- The author used a study which was aimed at making a case for planned workforce planning and to summarize all its key steps that were involved.

The author begins the paper through discussion the charges of redundancies to the budget and claims that plenty of this could have been saved with better planning. It is at this point when the author enumerates the vital steps which need to be followed when one needs to plan workforce. The methods used looks at useful ways to evaluate demand and emergency needs and exploit productivity ratios to change delivery elements into human resource necessities. Towards the end of article, the author concludes his piece of work by discussing on the source of resources and samples of activities that can be taken proactively to nearby anticipated gaps. Valeva, S., Hewitt, M., Thomas, B. W., & Brown, K. G. (2017). Balancing flexibility and inventory in workforce planning with learning. International Journal of Production Economics, 183 , . doi:10.1016/j.ijpe.2016.10.026 The workers here worked hard to study the issues which come with assigning employees errands, pursuing to exploit profits, while captivating in attention of learning over involvement and stochasticity in request. As measurable explanations of human education are non-linear, most people engage a reformulation method that practices binary and endless variables and direct restrictions and is arithmetically equal in nearly all circumstances.

Since the writers of the article are not certain about demand in the market, they went ahead and embedded this mixed numeral symbol of how involvement interprets to yield in a stochastic staff task model. The research includes a widespread computational study and examination of optimum resolutions, which validates that modeling both knowledge and ambiguity in call leads to enhanced task projects. Additionally, authors framed and tested assumptions based on these explanations that produce visions into how greatest to accomplish practice, cross teaching, and inventory. It is showed in this paper that cross training intensifies as demand uncertainty upsurges, worker exercise rises as inventory allotment charge escalates, and employees with fewer initial experiences get more practice than labors with advanced original experience.

Paper For Above instruction

Workforce planning is a critical element for organizational success, especially in today’s dynamic economic environment. Effective workforce planning not only aligns human resources with an organization’s strategic goals but also enhances productivity, mitigates risks associated with talent shortages, and ensures adaptability amidst market uncertainties. The scope of the literature on workforce planning emphasizes the importance of integrating skills, strategic involvement, technology, and flexibility to optimize human capital deployment and achieve competitive advantage.

Brožovࡠ(2016) explores the evolving role of institutions and their influence on the modern labor market through an institutionalist perspective. She emphasizes that contemporary labor markets are increasingly shaped by institutional frameworks, which interplay with traditional neoclassical models. Her analysis reveals that institutional interventions aim to regulate wage charges and labor allocation but face resistance due to entrenched neoclassical paradigms, leading to a hybrid understanding of labor market dynamics. This integration underscores the importance of institutional frameworks in addressing the limitations of classical models, particularly in regulating labor market efficiencies while accommodating regulatory mediations.

Similarly, De Bruecker et al. (2015) examine the state of workforce planning incorporating skills, emphasizing the integration of technical and managerial data to offer practical solutions. Their review highlights the predominance of mathematical models, which often overlook real-world complexities and human factors that influence workforce decisions. While these models provide valuable insights, they lack the contextual nuance necessary for effective implementation. The authors advocate for a balanced approach that incorporates managerial insights alongside quantitative methods to enhance the effectiveness of workforce planning strategies.

Heller and Stephenson (2015) analyze the relationship between economic freedom, homeownership, and labor market conditions across the United States. Their research suggests that financial freedom significantly impacts labor market outcomes, overshadowing the effects of high homeownership rates. The panel data analysis indicates that states with greater economic liberty experience more favorable employment conditions, highlighting how economic policies can influence labor market health. Their findings imply that fostering financial freedom may be more effective in improving employment rates than focusing solely on housing policies.

Robust optimization techniques are utilized by Hulst, Hertog, and Nuijten (2016) to improve shift generation amid uncertainties. Their methodological approach addresses workload ambiguity during workforce scheduling, ensuring that shifts are resilient against demand fluctuations. This robust method involves formulating a nonlinear optimization problem that considers worst-case scenarios, thus providing a safeguard against operational failures. The study demonstrates the importance of incorporating uncertainty into workforce planning to maintain organizational agility and efficiency in unpredictable environments.

Marler and Parry (2015) focus on the intersection of human resource management (HRM) and information technology, illustrating how e-HRM transforms HR processes. They argue that technological advancements enable more strategic HRM, fostering greater stakeholder participation and data-driven decision-making. Despite advantages such as improved HRM efficiency and transparency, challenges remain—particularly regarding roles and responsibilities between HR professionals and administrative staff. Their analysis emphasizes that adopting e-HRM requires balancing technological capabilities with organizational change management to realize its full potential.

Mayfield, Mayfield, and Wheeler (2016) propose three HR initiatives—talent inventories, staff planning, and training—that establishing top leaders can leverage for a competitive edge. These initiatives aim to optimize internal human resource capabilities through strategic development, ensuring organizational resilience. Their synthesis of best practices underscores the necessity for continuous evaluation and refinement of talent development processes to sustain organizational advantage over competitors.

Mayo (2015) advocates for strategic workforce planning as a vital business activity that helps organizations avoid redundancies and optimize resource utilization. The framework outlined involves assessing demand, analyzing emergency needs, and applying productivity ratios to transform delivery elements into effective human resource requirements. Mayo emphasizes proactive planning to anticipate future gaps and resource needs, ultimately reducing costs and improving organizational agility.

Valeva et al. (2017) analyze the balance between flexibility and inventory in workforce planning, considering the role of learning and stochastic demand. Their research models the impact of cross-training and inventory management on operational efficiency, especially under demand uncertainty. The findings suggest that cross-training employees and maintaining flexible inventories enable organizations to respond effectively to demand variability. Their computational experiments support strategies that increase workforce adaptability while controlling operational costs, illustrating the importance of strategic flexibility in workforce management.

References

  • Brožová, D. (2016). Forming the modern labour market economics: on the role of institutionalist theories. Acta Oeconomica Pragensia, 56-68. https://doi.org/10.18267/j.aop.562
  • De Bruecker, P., Van Den Bergh, J., Belià, J., & Demeulemeester, E. (2015). Workforce planning incorporating skills: State of the art. European Journal of Operational Research, 243(1), 1-16. https://doi.org/10.1016/j.ejor.2014.10.038
  • Heller, L. R., & Stephenson, E. F. (2015). Economic freedom, homeownership, and state labor market conditions. Journal of Entrepreneurship and Public Policy, 4(2). https://doi.org/10.1108/jepp
  • Hulst, D. V., Hertog, D. D., & Nuijten, W. (2016). Robust shift generation in workforce planning. Computational Management Science, 14(1). https://doi.org/10.1007/s
  • Marler, J. H., & Parry, E. (2015). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27(19). https://doi.org/10.1080/.2015.
  • Mayfield, M., Mayfield, J., & Wheeler, C. (2016). Talent development for top leaders: three HR initiatives for competitive advantage. Human Resource Management International Digest, 24(6), 4-7. https://doi.org/10.1108/hrmid-
  • Mayo, A. (2015). Strategic workforce planning – a vital business activity. Strategic HR Review, 14(5). https://doi.org/10.1108/shr
  • Valeva, S., Hewitt, M., Thomas, B. W., & Brown, K. G. (2017). Balancing flexibility and inventory in workforce planning with learning. International Journal of Production Economics, 183. https://doi.org/10.1016/j.ijpe.2016.10.026

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