Basically, in the field of management, be careful of the use of "best or most effective modern" management approach for the basic reasons of (1) there is NO best practices or most effective management practices, but only "appropriate" within the context, culture, capabilities, capacities, competencies of the organization; (2) there are "generic" practices in management that are adapted or re-hashed over the decades as management gurus try to "re-invent, re-package or re-construe" basic management practices as adapted to new environmental changes/demands. Also an important note is that "what is applicable to one company" might not work for another, so when using or applying any re-construed modern management practices, both of the rationales (1) and (2) applies. Hope that this helps.

The evidence suggests that the aligned principles of High-Performance Work Systems are the most influential Human Resource Management practices that add value to organizations. Mark Huselid has done outstanding work in researching this idea and has generated empirical results worth checking out. The key elements of these systems are described in the attached paper.

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Klaus Schwab, in his book entitled The Fourth Industrial Revolution describes how this fourth revolution is fundamentally different from the previous three, which were characterised mainly by advances in technology.

It is the idea of smart factories in which machines are augmented with web connectivity and connected to a system that can visualize the entire production chain and make decisions on its own.

Hi,

This is (stiil) not the real management concept, but an emerging topic -- how to manage your STAR employees. In knowledge-management economies the major problem is that STARS employees are everywhere -- on shop floors and in clouds.

Basically, in the field of management, be careful of the use of "best or most effective modern" management approach for the basic reasons of (1) there is NO best practices or most effective management practices, but only "appropriate" within the context, culture, capabilities, capacities, competencies of the organization; (2) there are "generic" practices in management that are adapted or re-hashed over the decades as management gurus try to "re-invent, re-package or re-construe" basic management practices as adapted to new environmental changes/demands. Also an important note is that "what is applicable to one company" might not work for another, so when using or applying any re-construed modern management practices, both of the rationales (1) and (2) applies. Hope that this helps.

Something like this, Park’s User-friendly Cloud-based Intersectional Optimized Nurse Staffing (Sweet Spot) Decision-making Support System: Patent Park’s User-friendly Cloud-based Intersectional Optimized Nu...

La pregunta me parece muy abierta. 1) Yo trataría de ser más específico en lo que se llama la "gestión" de recursos humanos. Por ejemplo: ¿en compañias multinacionales de gran escala?, en compañías medianas de nivel regional?, en rubros como creación de sistemas? o en la aplicación e implementación de sistemas?. 2) En todos los casos, hay que tener en cuenta la prioridad de la dirección en cuanto a su estrategia de vinculaciones con otras compañias, o sea cual es la posibilidad de interacción de tal personal con otros de formación equivalente pero que trabajan en otras compañías. 3) El análisis de procesamiento de datos o el uso de herramientas big data no lo incluiría ya que pertenecen al pasado. 4) ¿No has pensado en la auto evaluación de cada persona en cuanto a su desempeño basado en logros en vez de que haya un área de control de la "gestión" de los recursos humanos?, esto parece una estandarización de patrones cuando lo que importa es la creación de conocimiento que no es para nada un comportamiento estándard.

block chain approaches and Emotional intelligence may be helpful for take a appropriate decisions.