Purpose: This study focuses on the effects of electronic-Human Resource Management (e-HRM) on organizational consequences. In this analysis, the effects of different configurations are assessed within the same socio-economic context. Design/Methodology: This study adopts a cross-sectional survey of e-HRM actors, such as human resource managers, IT professionals, and line managers. The data analysis was conducted using linear regression. A sample of 300 respondents was selected based on Gill et al.’s framework for obtaining a representative sample. Findings: ‘Integrated e-HRM configurations’ employed in multinational corporations (MNCs) generate positive and improved operational, relational, and transformational consequences or outcomes. In small-to-medium-sized organizations, the operational-user configuration exhibits positive but lower operational, relational, and transformational consequences. However, the socio-economic variables used to categorize e-HRM configurations do not apply in a developing economy context. Practical implications: The application of information technology in HRM is not the sole predictor of organizational consequences. The sophistication of the adopted e-HRM system deserves some consideration too. When managers adopt sophisticated e-HRM systems, they are likely to achieve positive and improved outcomes. More predictor variables need to be uncovered for an elaborate categorization of effective e-HRM configurations. Originality/value: The contextual factors that define effective e-HRM configurations are not consistent across different socio-economic contexts. Company-based categorization of effective configurations is advisable. This study establishes the limitations of current categorization variables in explaining effective e-HRM systems.

This paper discusses the use of workforce ecosystems to manage human intellectual capital. The need for work ecosystems has emerged in the digital age because of the rapid growth in the number of engaged partners and freelancers in the digitalization of enterprises. It is shown that this growth is directly related to the use of agile management systems in design and development: agile, DevOps, microservice architecture, turquoise practices, etc. The information systems needed to manage workforce ecosystems should have competency-based metrics to link business needs, recruitment and training, and finding new partners. At the same time, training should be prioritized over recruitment and the search for new partners in the context of staff shortages. When automating workforce ecosystems, a platform approach should be used to integrate both corporate HR, time and business process management systems, and similar systems from partners.

The study of cognitive ergonomics and correct job design is a contemporary topic. This article defines and presents the main issues that ensure effective management of cognitive ergonomics and job design.

Ostensibly, theories from the eastern and western worlds have emphasized different aspects of character, while in India, greater importance is attached to character building. We must understand that character building establishes surroundings for the human being with distinct values and virtues persisting inside him. This study attempts to explain the importance of the character merits of young managers in mitigating volatile, uncertain, complex, and ambiguous (VUCA) challenges encountered in a business journey. This scholarly effort, with a framework of being reflective and expressive, attempts to capture empirical and qualitative data, hence presenting a model and explaining the connection between the character of young managers and VUCA. The authors initially mine on what character implies and how it could be plausibly examined. Character, as a manifestation, is qualitatively distinguished as a sum of one’s bent of mind, embracing the brighter part of good qualities and consolidating a frame to capture the countenance of a genuine personality. We must understand that for organisation’s growth and sustainability, it is vital for the human resources department to maintain a training methodology that is systematic and focused on character building.

Objective: To evaluate the clinical and radiographic results and complications of arthroscopic subcapital realignment osteotomy for the treatment of chronic and stable proximal femoral epiphysiolysis (PFE) in an initial series of patients. According to the literature review, the study presents the first description of an arthroscopic technique of this type of osteotomy. Methods: Between June 2012 and December 2014, seven patients underwent arthroscopic subcapital realignment osteotomy for the treatment of chronic, stable PFE. The mean age of the patients was 11 years and four months. Minimum follow-up ranged from 6 to 36 months (mean, 16.5 months). Patients were clinically evaluated according to the Harris Hip Score modified by Byrd and radiographically according to Southwick’s quantitative classification and the epiphyseal-diaphyseal angle. Postoperative complications were analyzed. Results: With regard to the evaluation of the Harris Hip Score Modified by Byrd clinical score, a preoperative mean of 35.8 points and a postoperative mean of 97.5 points were observed (p < 0.05). Radiographically, five patients were classified as Southwick grade II and two as grade III. A mean correction of the epiphyseal-diaphyseal angle of 40° was observed. There were no immediate postoperative complications. One patient developed avascular necrosis of the femoral head, without collapse or chondrolysis at the last follow-up (22 months). Conclusion: The arthroscopic technique presented by the authors for the treatment of chronic, stable PFE resulted in clinical and radiographic improvement of the patients in this initial series.

This paper analyses wherever top executives were born and wherever they attended university to reveal regional groupings of the executives that form company culture and strategy in China and the mechanisms by which they affect corporate performance. It was found that the personal histories of top executives affect their decision-making orientation, and, in turn, company culture. The personal histories of executives and intra-regional, intra-provincial and intra-city links of corporate headquarters were obvious factors for executive selection. Distances were higher, and percentages of intra-regional links were lower for higher profit and growth companies. This shows that more competitive companies are more likely to hire executives who have lived in different regions or institutions in their lifetimes and university educations. The study concludes that Chinese firms’ key choices are influenced, in part, by external geographic factors way more advanced than the self-operation of individual enterprises.