Special Issue
Submission Closed
Challenges and Opportunities in the Performance Measurement and Control Systems of Human Resources Management for the Services Industry
View Published Articles →01About This Special Issue
In the last decades, the services industry has faced new challenges in the global economy recognizing more and more the crucial role of the human capital. Globalization of the market, internationalization of the firms, high innovativeness in the products and processes, dematerialization of the production process represent only a few challenging phenomena that the services firms have to manage. Human resources in the services industry play always a key role but, in most cases, they still have been conceived merely as costs within the accounting information systems.In this brief context, it seems necessary to identify and investigate a set of tools able to support the strategic human resources management suggesting the right direction in their improvement and evaluation. Innovative and sophisticated strategic and managerial tools are needed to harness the great potential of the human resources contributing significantly to the firm performance. On one side, scholars and practitioners tend to adapt the potential of human resources to the organisational needs increasing their level of stress with high burnout risks; on the other side, human resources operate in a more technological and competitive workplace and need continuously to enrich and change their skills and competences.
The aim of this special issue is to extend the conceptual and empirical research on the Human Resource Management (HRM) focusing the attention on the strategic and managerial tools that allow either to improve and evaluate the human resources or to measure and control the specific contribution of human resources to the performance. Top management can be supported from these tools developed thanks to data and information gathered.
We welcome conceptual and empirical papers that make clear contributions to the described issue in the services industry such as tourism and hospitality, shipping, educational, transportation, health care, sporting, and public administration settings.
Theoretical and empirical explorations are needed to understand how strategic and managerial tools for the services firms and their human capital can be created, how they work, and how they can help to manage the deep changes in the global economy.
Aims and Scope:
1. Human resources (HR) and accounting information system
2. Strategy, performance and human capital management
3. Human capital in the financial statements
4. Implications of innovative managerial tools in the improvement of human resources
5. HR policies and practices in the globalized economy
6. Planning, control systems and reporting in HRM
7. Performance evaluation and measurement in HRM
8. Value creation and HRM policies
9. Developing and evaluating HR potential and skills
10. Analysing relationships between HRM systems and accounting and management control systems.
02Meet the Guest Editors
Our distinguished editors bring deep subject-matter expertise to curate high-quality research and ensure a rigorous peer-review process.
Lead Guest Editor
Assunta Di Vaio
Department of Law, University of Naples Parthenope, Naples, Italy
Guest Editor
Leonardo Betemps Kontz
Federal University of Pelotas, Engineering Center, Pelotas, Brazil
Guest Editor
Roberto Aprile
Business Administration, University of Bologna, Bologna, Italy
Guest Editor
Ana Cristina Paixão Casaca
World of Shipping Portugal, Parede, Portugal
Guest Editor
Koi Yu Adolf Ng
Department of Supply Chain Management, University of Manitoba, Winnipeg, Canada
Guest Editor
Maria Lekakou
Department of Shipping Trade and Transport, University of the Aegean, Chios, Greece
Guest Editor
Erdogan H. Ekiz
Tourism Institute, King Abdulaziz University, Saudi Arabia
Guest Editor
Luisa Varriale
Department Of Sport Science and Wellness, University Of Naples "Parthenope", Naples, Italy
Guest Editor
Federico Alvino
Department of Law, University of Naples Parthenope, Naples, Italy
Guest Editor
Lourdes Trujillo
Economic Analysis Applied Department, University of Las Palmas de Gran Canaria, Las Palmas, Gran Canaria, Spain
Guest Editor
Leo Tadeu Robles
Extension and Research Vice-Rectory, Federal University of Maranhao, Sao Paulo, Brazil
Guest Editor
Ali Bavik
Hospitality and Tourism Management Department, Macau University of Science & Technology, Taipa, China
03Published Articles
The following articles have been published in this special issue.
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Issue: Volume 3, Issue 2-1, April 2015Pages: 1-2Received: 7 March 2015Accepted: 17 March 2015Published: 29 April 2015DOI: 10.11648/j.jhrm.s.2015030201.17Downloads:Views: -
Human Capital Disclosure in the MD&A Statement: An Analysis on Italian Public Utilities
Issue: Volume 3, Issue 2-1, April 2015Pages: 39-46Received: 17 February 2015Accepted: 1 March 2015Published: 6 March 2015DOI: 10.11648/j.jhrm.s.2015030201.16Downloads:Views:Abstract: Over the last years, the relevance of human capital disclosure has been widely recognized by academics, regulators and professional standards setters. In 2003, the EU issued Directive 2003/51/EC, which required companies to provide in their management discussion and analysis statement information relating to human capital. In Italy, the Accounts Mo... Show More -
Issue: Volume 3, Issue 2-1, April 2015Pages: 33-38Received: 20 January 2015Accepted: 22 January 2015Published: 28 February 2015DOI: 10.11648/j.jhrm.s.2015030201.15Downloads:Views:Abstract: Since economy is facing a new era, slightly and increasingly shifting form the industrial period to the service one, also the scientific world is changing to face the new information and managerial requirements. Human resources (HR) and intangible factors represent ones of the most important factors, but it is quite difficult to evaluate if the com... Show More
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Human Resource Measurement: A Balanced Scorecard Approach
Issue: Volume 3, Issue 2-1, April 2015Pages: 28-32Received: 20 January 2015Accepted: 22 January 2015Published: 28 February 2015DOI: 10.11648/j.jhrm.s.2015030201.14Downloads:Views:Abstract: This study aims to adopt the balanced scorecard approach to improve the measurement and evaluating of human resources performance in the USA public sector. We use a balanced scorecard approach in terms of innovation, learning and growth for employees feeling to contribute to the governmental agency ends. Innovation, learning and growth may represen... Show More -
Issue: Volume 3, Issue 2-1, April 2015Pages: 20-27Received: 20 January 2015Accepted: 22 January 2015Published: 28 February 2015DOI: 10.11648/j.jhrm.s.2015030201.13Downloads:Views:Abstract: This paper aims to verify the role of the managerial control systems in the measurement of the factors that may have a negative impact on the job performance of the human resources working on board ships. More specifically, we investigate the main causes, such as social isolation, boredom, fatigue, lack of social recognition, conflicts among the me... Show More
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Issue: Volume 3, Issue 2-1, April 2015Pages: 11-19Received: 30 December 2014Accepted: 25 January 2015Published: 28 February 2015DOI: 10.11648/j.jhrm.s.2015030201.12Downloads:Views:Abstract: The aim of this article is to describe how technological innovations are being used to address the specific challenges of assessing health care professionals’ performance and to discuss the theoretical implications of these innovations for human resources management. Performance management is specifically challenging for organizations employing ski... Show More
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Human Resources Evaluation System in the Healthcare Setting: A Qualitative Study in Italy
Issue: Volume 3, Issue 2-1, April 2015Pages: 3-10Received: 30 December 2014Accepted: 25 January 2015Published: 28 February 2015DOI: 10.11648/j.jhrm.s.2015030201.11Downloads:Views:Abstract: In the last thirty years, many reforms have deeply changed the organizational and managerial models adopted in the Italian healthcare system with the increasing adoption of different rules focused on the efficiency and effectiveness standards in the resources allocation. As a consequence, public and private healthcare organizations pay more and mor... Show More
