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The article deals with the formation of personnel reserve as one of the components of an integrated management system. A model of strategic human resource management has been described. The ways of solving socio-psychological contradictions in the process of formation of personnel reserve have been outlined; the basic principles of personnel reserve system have been proposed, and in addition, a three-level scheme of the formation of personnel reserve has been developed, indicating the information flows aimed at the implementation of the corporate strategy of development of the professional capacity of integrated association staff. Arguments showing that the human resource management system cannot be assembled like a mechanical construction, but should be "grown" in the long process of institutionalization of the developed project have been proposed. ; peer-reviewed

The proliferation of international business activities drives organizations to expand their operations into new areas and propels human resource management (HRM) to ensure hiring and retaining competent personnel. Consequently, firms have been struggling to place qualified people in relevant roles and provide adequate training. This study utilized information technology to solve these challenges using a web-based system to interconnect the processes, receive the data from the job applicants via a web-based interface, and connect them with suitable employment. Firstly, the proposed model presented a hybrid technique of Convolutional Neural Network (CNN) with Long Short Term Memory (LSTM) Cloud Web-based Human Resource Management System (CLWHRMS) by recognizing distinct features and forecasts the candidate's potential under various classification tasks. For this, the study used a set of various software tools for web pages and database designing, including for the alteration of images. The hybrid model was executed using real-time data of 250 resumes, which were collected through an online database to validate the overall performance of the developed web-based system in terms of its accuracy, sensitivity, and specificity. Though the specificity was the same with all the techniques, the results illustrated CNN-LSTM technique was 91% accurate and 90% sensitive compared to the traditional methods. This CNN-LSTM model automatically estimates the suitability of a job candidate and projects his/her workability contributing to Saudi Arabian firms to ease and enhance their recruitment process.
AcknowledgmentThis project was supported by the Deanship of Scientific Research at Prince Sattam Bin Abdulaziz University, AlKharj, Saudi Arabia under the Specialized Research Grant program with Grant No-2021/02/18747.

The article researches the problem of adaptive incentives as a significant element of an effective human resource management system of a higher education institution. The purpose of the study is to provide a methodological analysis of key aspects of team adaptation incentives using in HRM and justification of a set of measures aimed at achieving strategic goals in the field of human resource management of an educational organization. The research methodology is based on the conceptual provisions of management theory and HRM, identifying alternative approaches to resolving individual problematic components of human resource management in educational organizations. It is demonstrated that in the conditions of talent competition the focus of the system of adaptation incentives to the changing parametric characteristics of competitive socio-economic dynamics applied in HRM of higher education institution is team adaptation, which ensures the improvement of management efficiency in achieving strategic goals. The significance of the research results lies in the proposal and justification of adaptive measures that stimulate teamwork of employees of an educational organization by developing leadership and management skills, building up the system of feedback and communication, creating a favorable educational environment, etc. The implementation of the proposed activities will contribute to the improvement of HRM quality, to building competencies and motivation for teamwork.

The pressures associated with the speed of competition, including the digitalization of workspaces, are increasing the need for modern organizations to drive employee satisfaction and engagement. Integrating gamification into the workplace has been identified as a possible strategy to promote employee participation, engagement and loyalty. Gamification is defined as the application of game design elements in a non‐game context, which, in this case, is the workplace. This article presents a 12‐month longitudinal study designed to investigate the role of gamification in fostering job satisfaction and engagement. The findings from a sample of 398 employees, including both treatment and control groups from a large multinational company that introduced a gamified human resource management (HRM) system, revealed the effects of certain gamification experiential outcomes related to driving employee satisfaction and engagement at work. Overall, our study highlights the possibilities of employing gamified HRM systems to influence employee attitudes and behavior at work.