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ABSTRACTGroundwater models are becoming increasingly important in water resources management. Most aquifers in the UK are closely linked with river systems, to which they contribute baseflow from seepages and springs. As a result, major groundwater abstractions almost inevitably affect river flows. To assess with confidence the effect of utilizing ground‐water resources, an aquifer and river system has to be linked within an integrated model which can simulate varying hydrogeological conditions throughout the catchment.The main features of an integrated catchment management model, which links aquifer and river systems, are described in this paper. The model has been applied to a number of catchments in southern England including the River Darent in Kent, which is probably the most well‐known and worst‐affected of all rivers identified nationally as suffering from over‐abstraction.The process of model preparation and calibration is illustrated with reference to the River Darent. Twenty years of river flow and groundwater hydrograph records were used in producing a close simulation of modelled and actual hydrological conditions. The model was then operated to assess a large number of possible options for restoring flows to the river. Examples of various management strategy simulations are given, leading to formulation of a water resources management plan for the Darent. This involved (a) reductions in selected abstractions, (b) flow augmentation using river support boreholes, and (c) meeting peak groundwater supply demands in drought periods.

AbstractEcosystems provide a range of services, including water purification, erosion prevention, and flood risk mitigation, that are important to water resource managers. But as a sector, water resources management has been slow to incorporate ecosystem protection and restoration, for a variety of reasons, although related concepts such as nature-based solutions and green infrastructure are gaining traction. We explain some of the existing challenges to wider uptake of the ecosystem services concept in water resources management and introduce some promising avenues for research and practice, elaborated in more detail through 12 papers, spanning five continents and a variety of contexts, which make up a Special Issue on "Incorporating Ecosystem Services into Water Resources Management". Cross-cutting themes include (A) ecosystem services as a flexible concept to communicate with stakeholders; (B) participatory processes to involve stakeholders in research; (C) multiple values, and valuation methods, of water-related services; and (D) applications of decision-support tools. We conclude with a summary of research gaps and emphasize the importance of co-producing knowledge with decision makers and other stakeholders, in order to improve water resources management through the integration of ecosystem services.

PurposeTo devise a human resource management (HRM) approach capable of application to the management of employees in social enterprises.Design/methodology/approachThe difficulty of applying traditional HRM techniques to social enterprises, where the workforce tends to be volunteers, is discussed. Reviews HRM concepts and their relationship/applicability to social enterprise (labour market relationships within social enterprise, resourcing and skills to support social enterprise, leadership and operational strategy within social enterprise). Presents two case studies, involving an inner city credit union in northwest England; and an inner city after‐school club. Reports on a pilot questionnaire survey focusing on the strands identified by the earlier research.FindingsThe results indicated a heavy reliance on volunteer labour with almost all organizations working with volunteers. Notes, however, that when asked whether volunteers were crucial to the running of the organization, only 59 per cent felt they were, with the remaining 41 per cent being uncertain or felt that volunteers were not crucial and only a small fraction (12 per cent) having more volunteers than paid workers. Reveals that the infrastructure to support coherent people‐management systems in social enterprise do not appear to be robust and piecemeal support and advice through a range of well‐meaning board members, fragile networks and higher education institutes cannot provide a strong framework for growth and sustainability in managing human resources in the social enterprise sector. Concludes that labour market relationships, resourcing and skills, and leadership and operational strategy have nevertheless been recurring themes in research in this field which suggests that there may be a very real opportunity for HRM tools and expertise to support social enterprise organizations in achieving their business and social goals.Originality/valueSheds light on the HRM aspects of social enterprises.

INTRODUCTION: In Bangladesh, to address the challenges of ensuring adequate human resources for health (HRH), the government began implementing a digital tool for HRH management in 2017. However, evidence suggests institutionalizing such tools in low-and-middle-income countries is impeded by policy aspects like implementation strategy and poor regulatory framework. Therefore, we aimed to explore factors in the current policy landscape that might facilitate and challenge the implementation of the tool in Bangladesh. METHODS: We conducted a review of policies related to ICT implementation and human resources management in the health sector in Bangladesh using qualitative content analysis method. Ten policies have been identified, and extensive reading was done to ascertain common themes and patterns. A document analysis matrix was developed to synthesize and help interpret the findings. RESULTS: Regarding facilitators, strong upstream level commitments were reflected in the content of policies in terms of setting out specific objectives, targets, timelines, and budget allocation. However, the lack of explicit monitoring strategy and extent of stakeholders' engagement was not well-defined, ultimately creating chances for impeding downstream implementation. In addition, effective coordination among stakeholders and different HRH and ICT policies could be strengthened. DISCUSSION: Findings support the current discourse that national commitment plays a vital role in the integration of ICTs in health services. However, well-defined monitoring strategy and inter-ministry and intra-ministry policy coordination are crucial. SUPPLEMENTARY INFORMATION: The online version contains supplementary material available at 10.1186/s12913-021-07304-4.

The management of water resources in Brazil occurs in a decentralized manner. Basin Agencies are deliberative entities that act as the executive office of the River Basin Committees. In the state of São Paulo there are three Basin Agencies: Fundação Agência da Bacia Hidrográfica do Alto Tietê (FABHAT), Fundação Agência da Bacia Hidrográfica do Rio Sorocaba e Médio Tietê (FABH-SMT) and Agência das Bacias dos Rios Piracicaba, Capivari e Jundiaí (AB-PCJ). Access to information is considered an important instrument of environmental governance and websites are an advantageous tool in the context of a network society. The general objective is to evaluate and compare the websites of the aforementioned River Basin Agencies, in order to verify the quality of information sharing. The methodology is based on the analysis of the structuring of pages and a protocol composed of seven variables (Identification, Ergonomics, Access to Information, Adequacy of Information, Content, Research and Relationship) and 41 analysis categories. The FABHAT and FABH-SMT website did not meet half of the indicators analyzed, presenting unsatisfactory performance. The AB-PCJ page met 33 requirements, being considered satisfactory. The website of an organization dedicated to water resources management needs to be constantly optimized to attract more users, to improve the community's understanding of the role of these institutions in society, to share information in a clear and accessible way with interested parties, and to strengthen the management of water resources.

INTRODUCTION: To improve human resources for health (HRH) management in Bangladesh, the directorate general of health services (DGHS) introduced a new information and communications technology (ICT) tool, named 'human resources information system (HRIS)', to process real-time HRH data of all facilities under the DGHS. However, synchronisation is a major concern since multiple authorities are involved in the implementation of the tool at different tiers of the health system. Introducing ICT tools in healthcare organisations has always proved challenging as evidence from low-income and middle-income countries suggests. The knowledge gap in terms of factors that support or constrain the successful implementation of the HRIS in Bangladesh will be investigated in this exploratory study to identify ways of engaging the key stakeholders in a better way for an effective use of the tool. METHODS AND ANALYSIS: Desk review and qualitative data collection methods will be used to address the study objectives. Key informant interviews and in-depth interviews will be conducted to explore perspectives of policy-makers, programme managers, service providers and other stakeholders to understand the barriers to implementing HRIS in the context of Bangladesh. We plan to organise stakeholder consultation workshops to validate the qualitative study findings and to seek suggestions for ensuring a successful implementation of the HRIS. Framework analysis will be applied to analyse qualitative data, and an outline with the definitions of a priori codes guided by the policy engagement framework will be prepared. Besides, emerging themes will also be identified. A data display matrix will be prepared to summarise and interpret the findings for policy review. ETHICS AND DISSEMINATION: The research review committee and the ethical review committee of icddr, b have approved the research protocol. Findings from the study will be communicated through national and international forums, conferences, policy briefs and peer-reviewed journal ...

"This book explores various statistical tools and models that can be used in HR research and HR decision making processes. It covers one specific function of HR and then detail various ways of usage of statistics for meaningful analysis. It details the application of statistics in the chosen area or topic with real life examples"--

The purpose of this research is to identify specifically, how the use of Human Resource Information Systems (HRIS) contributes to the effectiveness of strategic human resources management and to examine the strategic importance of using HRIS at the workplace. Relevant review of various HRIS literature were undertaken which culminated into the development of a conceptual model and the formulation of hypotheses to test the proposal that there is relationship between independent variables- HRIS- and the dependent variables- Cost and Time Savings (CTS), Decision Making Contribution (DMC), Quality Information Effects (QIE) and Employment Development Commitment (EDC). The research uses data generated from 34 respondents from insurance companies in Ghana: SSNIT, ELAC, Vanguard, and Donewell. Data was analyzed using SPSS software. It has been found that HRIS adoption and use have a strong and positive effect on CTS and DMC. Essentially, organizations that divert concerted efforts towards HRIS adoption and use have a high likelihood of cutting down cost and saving time, and also ensure better contributions to strategic decision making. Further findings suggest that insurance organizations map up a strategic plan before implementation goes underway. Financial and resource appraisal in relation to the ability to start and sustain HRIS use are critical. HRIS enables HR professionals and supervisors to manage complex information entities and to plan HR efficiently also, organisations that intend using HRIS should thoroughly educate its employees- not only HR staff- so that internal awareness can facilitate the acceptance of the system. Key words: human resource information system, strategic human resource management, strategic decision making.