The Russian Arctic regions have a significant geographical, historical, and economic connection with the Northern Sea Route (NSR); the successful implementation of Russia’s geo-political and geo-economic strategies in the Arctic is mainly dependent upon the socio-economic situation in these regions. Population migration is a determinant of the current and future labour potential of the supporting regions; compared to natural growth, it has been a key driver of population and an indicator of the quality of human resources. The research herein considered the factors and impacts of migration on the quality of human resources in the Arctic Zone of the Russian Federation (AZRF). Russian population census data for 2002 and 2010, and statistical materials were analysed by age and migrant education to characterise the quality of human resources. To identify the causes of migration, the quantitative data analyses were supplemented with results from sociological studies and expert assessments. An index methodology was used to compare the quality of life and human capital development of the Arctic regions. Accordingly, most of the analysed Arctic regions showed high indicators of human development, which were higher than the national average in education, but significantly lower in longevity. Further, most of the Arctic regions occupied lower positions in Russian regional quality of life. It was concluded that the AZRF regions hold high quality of human capital; however, since high-quality living conditions are lacking, they serve as donors of human capital to other parts of the country. These regions would require external labour resources in the near future due to the planned large-scale projects for the development of the NSR, concurrent reduction and ageing of labour resources, and demand changes in the labour market. The government’s socio-economic policies would determine the scale, dynamics, and direction of migration, as well as their impact on the demographics and labour potential of the supporting regions of the NSR.

Shortly after the COVID-19 pandemic was declared, strict visitor restrictions were issued for long-term care facilities (LTCFs). A year later, restrictions are still in place and they continue to impact family members who have limited or no in-person contact with their relative in LTCFs. The goal of this qualitative longitudinal focused ethnography was to understand the experience of family members who have a relative in a LTCF where visiting has been restricted during the pandemic. Seventeen family members participated in two interviews that were 6 months apart. Data analysis highlighted five key drivers, defined as the workforce, communication deficits, characteristics of care, public health directives, and autonomy of relative which in turn resulted in three main themes: psychological distress, surveillance, and visiting challenges. This study provides a glimpse into the difficult experiences of families with a relative residing in a LTCF in the province of New Brunswick.

Foot and mouth disease (FMD) is a highly contagious viral disease that affects domestic and wild artiodactyl animals and causes considerable economic losses related to outbreak management, production losses and trade impacts. In Tunisia, the last FMD outbreak took place in 2018–2019. The effectiveness of control measures implemented to control FMD depends, in particular, on the human resources used to implement them. Tunisia has the ultimate objective of obtaining OIE status as ‘FMD-free with vaccination’. The aim of this study was to determine and compare the necessary and available human resources to control FMD outbreaks in Tunisia using emergency vaccination and to assess the gaps that would play a role in the implementation of the strategy. We developed a resources-requirement grid of necessary human resources for the management of the emergency vaccination campaign launched after the identification of a FMD-infected premises in Tunisia. Field surveys, conducted in the 24 governorates of Tunisia, allowed quantifying the available human resources for several categories of skills considered in the resources-requirement grid. For each governorate, we then compared available and necessary human resources to implement vaccination according to eight scenarios mixing generalised or cattle-targeted vaccination and different levels of human resources. The resources-requirement grid included 11 tasks in three groups: management of FMD-infected premises, organisational tasks and vaccination implementation. The available human resources for vaccination-related tasks included veterinarians and technicians from the public sector and appointed private veterinarians. The comparison of available and necessary human resources showed vaccination-related tasks to be the most time-consuming in terms of managing a FMD outbreak. Increasing the available human resources using appointed private veterinarians allowed performing the emergency vaccination of animals in the governorate in due time, especially if vaccination was targeted on cattle. The overall approach was validated by comparing the predicted and observed durations of a vaccination campaign conducted under the same conditions as during the 2014 Tunisian outbreak. This study could provide support to the Tunisian Veterinary Services or to other countries to optimise the management of a FMD outbreak.

Most questionnaires used for managerial purposes have been developed in Anglo-Saxon countries and then adapted for other cultures. However, this process is controversial. This paper fills the gap for more culturally sensitive assessment instruments in the specific field of human resources while also addressing the methodological issues that scientists and practitioners face in the development of questionnaires. First, we present the development process of a Personal and Motive-based competencies questionnaire targeted to Spanish-speaking countries. Second, we address the validation process by guiding the reader through testing the questionnaire construct validity. We performed two studies: a first study with 274 experts and practitioners of competency development and a definitive study with 482 members of the general public. Our results support a model of nineteen competencies grouped into four higher-order factors. To assure valid construct comparisons we have tested the factorial invariance of gender and work experience. Subsequent analysis have found that women self-rate themselves significantly higher than men on only two of the nineteen competencies, empathy (p < .001) and service orientation (p < .05). The effect of work experience was significant in twelve competencies (p < .001), in which less experienced workers self-rate higher than experienced workers. Finally, we derive theoretical and practical implications.

This study examines the role of human resources in strategy formulation processes in China's emerging market. Employing a qualitative data driven thematic analysis, we present evidence collected from six comparative case sites of Spanish firms in China. Our findings suggest that high performing firms use a dynamic adaptive logic while lower performing firms use a static structural logic. A dynamic adaptive model of strategic human resource management is identified, emphasizing a fluid and informal process between strategy, human resources and international management.

Mentoring and coaching practices are helping businesses grow by supporting the development of their human capital. Family businesses have a unique atmosphere and distinctive features that make it especially important to discover whether mentoring and coaching affect their performance. We have used a resource-based vision and knowledge-based vision to analyse this relationship using structural equation methodology in a sample of 630 companies. The results show that there is a direct relationship between mentoring and coaching and the performance of family businesses.

Mergers and acquisitions can be a mechanism used by firms to access innovative knowledge, including intellectual property, and to strengthen and expand their core capabilities. In the mergers and acquisition context, the creation of value depends on the transfer of capabilities and knowledge being carried out successfully during the post-acquisition integration process. The paper adopts this view. It examines the role of the top management and personnel who hold knowledge and skills linked to the capability of the acquired firm considered most valuable by the acquiring firm in the transfer of knowledge from the acquired firm to the acquiring firm. The paper also examines whether the impact of the retention of the acquired firm's high-value human resources (HVHR) on knowledge transfer is moderated by the degree of embeddedness of the knowledge to be transferred. Furthermore, the study identifies the factors that influence the retention of the acquired firm's HVHR. We tested the model using data from a sample of 57 domestic, related, friendly Spanish mergers and acquisitions belonging to a wide variety of industries. The results support the notion that the more embedded the knowledge, the greater the impact of the acquired firm's HVHR retention on the knowledge transfer. They also show that the autonomy granted to the acquired firm, the frequency of use of rich media among the personnel of both firms, and the acquired firm's pre-acquisition profitability are factors encouraging the acquired firm's HVHR to remain. The study contributes to the literature on knowledge transfer in mergers and acquisitions by highlighting the relevance of retention of the acquired firm's HVHR for knowledge transfer, as well as demonstrating the importance of taking into consideration the nature of the knowledge to be transferred. It also contributes to the literature on the implementation process in mergers and acquisitions by identifying factors available to managers to favor HVHR continuity in the acquiring firm or the one resulting from the merger.

In the maritime community, a runner-up will undertake this typical process to catch up with the front runner; first, as a nation's economy grows its domestic crew costs rise, creating a gap with those abroad, which in turn depresses the international competitiveness of shipping companies. Then, to maintain their economic strength, shipping companies have their ships fly a “flag of convenience” relying on increasing amounts of cheap foreign labour. As a result, the nation gradually loses domestic seafarers, which, in the worst case, leads to a depletion of national human resource needed for its maritime cluster to continue to exist. In that sense, the personnel shortage issue is a fate for top runners in the marine transport world, where international competitiveness is inevitable. The Japanese maritime sector is just facing this issue. In this paper, the current situation in the maritime sector and its dependence on foreign labour, the cause and process of the change and the problems of the outcomes are explained, and the possible solutions in terms of the social mechanism of personnel development and utilization are discussed.

Introduction: A professional understanding of disasters, paired with the need for health service development, can provide opportunities for the recovery and improvement of the health sector. Investment in training capacity ranks among the top priorities of a recovering health sector. The recovery and development of primary healthcare delivery systems has been implemented by various international and local health players in the aftermath of conflicts around the world. However, human resource development in the post-conflict environment has not been evaluated and/or published appropriately in the medical literature.

Objective: In this retrospective, descriptive study, the authors describe the strategy and evaluate the effectiveness of a field-based training program for primary healthcare doctors implemented by the US-based international non-governmental organization, the International Medical Corps, after the conflict in Kosovo in 1999.

Methods: A six-month, comprehensive education and training program on primary healthcare issues was delivered to 134 Kosovar primary healthcare physicians in 10 Kosovo municipalities in 1999 and 2000. Qualitative and quantitative data were collected. The qualitative methods included open-ended, semi-structured, key informant interviews, structured focus groups, and unstructured participant observations. The quantitative method was multiple-choice knowledge tests.

Results: The education and training program proved to be culturally appropriate and well-accepted by local communities. The program met its overall objective to refresh the knowledge of primary care doctors on various primary healthcare issues and set the stage for further strengthening and development of primary health services and their required human resources in Kosovo.

Conclusions: The comprehensive education and training of primary healthcare doctors in Kosovo was a feasible, much appreciated, and effective intervention implemented in a difficult post-conflict environment. This training was one of the early steps in the modernization of primary healthcare services in Kosovo. Later, primary health care was strengthened by the introduction of a Department of Family Medicine at the university, which includes a residency program. The intervention described in this study has the potential to be reproduced in other post-disaster environments, especially in resource-poor settings with long-time troubled health sectors in developing countries.

Humanitarian responses to conflict and disasters due to natural hazards usually operate in contexts of resource scarcity and unmet demands for healthcare workers. Task shifting is one avenue for delivering needed health care in resource poor settings, and on-the-ground reports indicate that task shifting may be applicable in humanitarian contexts. However, a variety of obstacles currently restrict the ability to employ task shifting in these situations, including issues of regulation, accreditation, funding, and a lack of commonly agreed-upon core competencies for different categories of humanitarian health workers. The Human Resources in Humanitarian Health (HRHH) Working Group during the 2009 Humanitarian Action Summit evaluated the potential strengths and weaknesses of task shifting in humanitarian relief efforts, and proposed a range of strategies to constructively integrate task shifting into humanitarian response.