Intellectual capital is the sum of whatever organizational resources contribute to the value and competitiveness of a company. Though some metrics have been developed for measuring individual and collective capabilities, from a human resources point of view, it is difficult to translate the concept of intellectual capital" into, for example, financial terms. To better understand the field, the aim of this study is to draw a thematic analysis on the relations between intellectual capital and human resources. We provide an overview of publications and their courses on this subject. We accessed two widely used databases (Scopus and Web of Science) to produce the review. We set a period of 26 years, marked by the subject's theme entry. In order to handle duplicates, we used RStudio Software, and to manage the data, we used the Bibliometrix package tools (biblioshiny and thematic map). Our analysis revealed how intellectual capital and human resources are important for generating value in organizations. Some results explore innovative ways of managing these resources, such as integrating technological, commercial, organizational, and cultural aspects, using dynamic systems modeling, investing in long-term strategies and in education and training, and studying the relationship between green intellectual capital and green human resources management.

This study critically examines the multifaceted dynamics of foreign employee integration within the Czech Republic, with a specific focus on the Mladá Boleslav region. Conducted prior to the Ukrainian crisis, this research serves as a crucial baseline for understanding integration in a pre-crisis context and provides comparative insights into the evolving challenges and opportunities amid the subsequent migration movements. The study explores various aspects of integration and inclusion, drawing upon migration theories, economic factors, and sociological perspectives to understand the motivators and challenges faced by foreigners, particularly in light of the majority society’s perception, which often leans towards skepticism and negativity. The research methodology builds on grounded theory and integrates both quantitative and qualitative approaches, utilizing surveys and semi-structured interviews to explore the experiences of foreign nationals, with an emphasis on immigrant women. A key finding of the study is the significant role of employers in facilitating integration. The paper discusses how businesses, through inclusive policies and practices, can profoundly influence the integration experience. Cooperation between employers, local integration centers, and other relevant organizations emerges as vital, providing additional resources and support systems to enhance the integration process. The study concludes by emphasizing the critical role of various stakeholders, particularly employers, in shaping sustainable human resources practices that foster a more inclusive and harmonious society.

The purpose of this study was to investigate the published literature on human resource management and school performance from January 2012 to December 2022. Numerous literature evaluations have been conducted on human resource management and organizational performance, but school or teacher performance has received less attention than organizational performance. The PICOC (population, intervention, comparison, outcome, and context) technique is integrated into each stage of the PSALSAR framework to assure the study’s objective and comparability. This in-depth research is conducted in three stages: identifying pertinent keywords, screening pertinent papers, and selecting pertinent publications for review utilizing the PRISMA (Preferred Reporting Items for Systematic Reviews and Mata Analysis) technique. This made a final database with 44 publications that met the study’s requirements for inclusion. This study reveals that HRM practices and school performance are correlated. The results of the research identify the eight most essential HRM practices for improving school performance, which included planning, organizing, recruitment and selection, training and development, performance management, employee relations and involvement, reward and compensation, health, safety, and work-life balance. Leadership style, motivation, satisfaction, productivity and task performance, competency, culture and climate, empowerment, and commitment were among the performance-influencing elements.

The high demand for quality healthcare services in Portugal is generating concerns about meeting the optimum number of healthcare professionals in the private sector, such as doctors and clinicians. Critical interventions are currently in progress, aiming to provide quality healthcare that will be accessible and sustainable through actionable retention strategies such as investing and developing human capital, introducing better conditions of service to attract and retain talent in the private healthcare sector, and prioritizing the needs of patients. The objective of this study is to understand which factors promote the migration of physicians from the public to the private sector according to the theoretical assumptions of incentives. In this context, a phenomenological study was carried out, using semi-structured interviews with fifteen physicians working in the private health network. Content analysis was done using NVivo 12. The results indicate that performance evaluation in the private sector exists but has no alignment with incentives. The condition makes the private healthcare sector unattractive, however, other policies of remuneration remain promising. Current proposals that could revive the image of the sector include collective decision-making and strong labour relations advocacy for physicians in the private sector.

Since the Industrial Revolution, there has been an evolution in the paradigms under which the industrial worker is perceived and dealt with. These paradigms can be briefly listed in the order of their evolutionary stage as: the food-gatherer, the economic man, the social man, the resourceful man, and the enterprising man. Each of them is a combination of two basic paradigms in different proportions, namely, the outsider paradigm and the partnership paradigm. Obviously, the paradigmatic perspectives of management about their workers will have a significant influence on how they treat their workers, which may become especially conspicuous during recessions and other kinds of hard times. It was in this context that we designed a study to understand the human resource strategies of companies during a period of recession. Data for this study was collected through the content analysis of 46 published cases, wherein we developed the ratings of two sets of variables, namely: the external and internal environments of the company and the strategic actions taken by the respective managements. A surprising finding of the study is that the correlations between the environmental factors and the strategy factors were small and non-significant; moreover, the correlations involving the external environment were smaller than those involving the internal environment. Hence, it may be inferred that strategic actions are influenced primarily by the paradigmatic perspectives of management rather than environmental factors. In order to identify the different types of paradigmatic perspectives, we have further carried out a cluster analysis to develop a taxonomy of paradigms. The results showed that there are five sub-paradigms, which are: (1) Pacifiers, constituting 35% of the sample; (2) Modifiers, constituting 22%; (3) Molders, constituting 17%; (4) Enhancers, constituting 15%; and (5) Exploiters, constituting 11%. The limitations of the study and the implications of the findings are discussed in the concluding part.

Communication is an important part of organizational management activities and management behavior. In human resource management, effective communication plays an extremely important role. Human resources as one of the most critical resources of enterprises, the effectiveness of management is directly related to the survival and development of enterprises. Communication is the process of communication and transmission of information, effective communication is an important magic weapon for each enterprise to gain competitive advantage and success. This paper summarizes the important position and function of communication in enterprise human resource management, and puts forward the basic viewpoints and suggestions on how to establish the management communication mode from the perspective of human resource management.