HUMANCENTRISM IN SOCIETY 5.0 AND MANAGEMENT 3.0: HARMONIOUS HR MANAGEMENT AS A MEANS OF TRANSFORMING HIGHER EDUCATION INSTITUTIONS INTO TURQUOISE ORGANIZATIONS AND PRESERVING THEIR INTELLECTUAL CAPITAL
Main Article Content
Abstract
Introduction. The relevance of the study is due to the need to bridge the gap between outdated hierarchical models of higher education management and the requirements of the human-centered Society 5.0. The implementation of the Management 3.0 toolkit allows universities to transform into flexible “turquoise organizations”, where self-government and the evolutionary goal become the basis of development. In the conditions of military challenges in Ukraine, harmonious HR management acts as a strategic means of preventing talent drain and professional burnout of personnel. This approach ensures reliable conservation and regeneration of intellectual capital through the priority of personnel well-being.
Purpose - concretization of the paradigmatic principles of human-centrism in Society 5.0 and Management 3.0 and establishing their impact on the harmonization of HR management strategies in order to preserve the intellectual capital of HEIs and transform them into turquoise organizations in the future.
Results. The characteristics of a "smart university" are determined, which are: human-centered personnel management, intelligent and socially oriented organization of space, digitalization of the educational process, automation of routine tasks, information transparency, care for the mental and physical health of employees, individual career trajectories and assistance in improving qualifications, retention of talents and encouragement of young people to a career in higher education, effective time management and work-life balance, profiling tasks according to the interests and abilities of scientific and pedagogical staff.
It has been established that the organization's HR management system, in order to be suitable for the task of preserving intellectual capital in the realities of wartime, economic uncertainty, digitalization and prolonged social perma-crisis, must meet such signs of human-centeredness and harmony as technologicality and digital flexibility, humanity and empathy, patriotism.
Originality. Four areas of harmonization of approaches to HR management for domestic organizations seeking to preserve their intellectual potential in conditions of uncertainty and wartime risk are identified, such as the transition to "HR conservation" of knowledge in order to preserve knowledge and experience for the needs of the organization in the event of an employee's dismissal or mobilization; the introduction of a model of flexible labour relations and control of employee actions; concern for the mental health and well-being of employees and reskilling and development of internal intellectual reserve.
Conclusion. To preserve intellectual capital, owners and top managers (academic managers in higher education institutions) need to stop treating people in teams as “replaceable units” (an analogue of the Soviet model of labour relations, where a person is a cog in a mechanism). In Ukraine, every carrier of knowledge and experience is now a strategic intellectual resource for post-war economic recovery. Harmonizing HR management and scaling up human-centeredness in personnel management strategies, especially in knowledge-intensive industries and critical infrastructure, is the only way to prevent this resource from dissolving in the global labour market.
Article Details
The authors published in this journal agree with following conditions:
1. The authors reserve to themselves the right to the authorship of their works and transfer the right of their first publication to the journal on the terms of Creatіve Common Attrіbutіon Lіcense which allows to freely extend to other persons the published work with an obligatory reference to the authors of the original work and its first publication in this journal.
2. The authors have the right to complete independent additional agreements concerning the not exclusive distribution of their work in the form in which it was published in this journal (for example, to place the work in the electronic storehouse of an establishment or to publish as a monograph component), under the condition of the preservation of the reference to the first publication of the work in this journal.
3. The journal’s policy allows and encourage the authors to place their manuscripts into the Internet (for example, in depositories of establishments or on personal web-sites) either before submitting of the manuscript for publication or during its editorial processing as it assists the occurrence of a productive scientific discussion and positively affects the efficiency and dynamics of citing of the published work.
AGREEMENT
ABOUT TRANSMISSION OF COPYRIGHT
I, the author of the article / We, the authors of the manuscript _______________________________________________________________________
in case of its acceptance for publication, we transfer the following rights to the founders and editorial boards of the scientific publication "BULLETIN OF THE CHERKASY BOHDAN KHMELNYTSKY NATIONAL UNIVERSITY. ECONOMIC SCIENCES. SERIES "ECONOMIC SCIENCES":
1. Publication of this article in Ukrainian (English, Russian, Polish) and distribution of its printed version.
2. Dissemination of the electronic version of the article through any electronic means (placing on the official journal web site, in electronic databases, repositories, etc.).
At the same time we reserve the right without consent of the editorial board and the founders:
1. Use the materials of the article in whole or in part for educational purposes.
2. To use the materials of the article in whole or in part for writing your own theses.
3. Use article materials to prepare abstracts, conference reports, and oral presentations.
4. Post electronic copies of the article (including the final electronic version downloaded from the journal's official website) to:
a. personal web-pecypcax of all authors (web sites, web pages, blogs, etc.);
b. web-pecypcax of the institutions where the authors work (including electronic institutional repositories);
with. non-profit, open-source web-pecypcax (such as arXiv.org).
With this agreement, we also certify that the submitted manuscript meets the following criteria:
1. Does not contain calls for violence, incitement of racial or ethnic enmity, which are disturbing, threatening, shameful, libelous, cruel, indecent, vulgar, etc.
2. Does not infringe the copyrights and intellectual property rights of others or organizations; contains all the references to the cited authors and / or publications envisaged by applicable copyright law, as well as the results and facts used in the article by other authors or organizations.
3. It has not been previously published in other publishers and has not been published in other publications.
4. Does not include materials that are not subject to publication in the open press, in accordance with applicable law.
____________________ ___________________
First name, Last name, signature of the author
"___" __________ 20__
References
Harayama Yu. (2017). Society 5.0: Aiming for a New Human-centered Society Japan’s Science and Technology Policies for Addressing Global Social Challenges. Hitachi Review, Vol. 66, № 6, 554-555 (in Eng.).
Narvaez Rojas C., AlomiaPeñafiel G. A., Loaiza Buitrago D. F., & Tavera Romero C. A. (2021). Society 5.0: A Japanese Concept for a Superintelligent Society. Sustainability, Vol. 13, № 12, 6567 (in Eng.).
Zengin Y., Naktiyok S., Kaygın E., Kavak O., & Topçuoğlu E. (2021). An Investigation upon Industry 4.0 and Society 5.0 within the Context of Sustainable Development Goals. Sustainability, Vol. 13, № 5, 2682 (in Eng.).
Topçuoğlu E., Oktaysoy O., Kaygin E., Kosa G., Uygungil Erdoğan S., Kobanoglu M., & Turan-Torun B. (2024). The Potential of the Society 5.0 Strategy to Be a Solution to the Political and Structural Problems of Countries: The Case of Türkiye. Sustainability, Vol. 16, 9825 (in Eng.).
Toshiro K. & Okuno T. (Eds.). (2020). Society 5.0: A People-centric Super-smart Society. Springer, 177 p. (in Eng.).
Kanbara S., Shaw R., Kato N., Miyazaki H., & Morita A. (2022). Science, Technology, and People-Centered Society. Society 5.0, Digital Transformation and Disasters. Springer, Singapore. URL: https://doi.org/10.1007/978-981-19-5646-1_1 (in Eng.).
Almeida F. & Espinheira E. (2021). Management 3.0: A Systematic Literature Review and Research Agenda. International Journal of Human Capital Management, Vol. 5, № 2, 44-57 (in Eng.).
Appelo J. (2011). Management 3.0: Leading Agile Developers, Developing Agile Leaders. Boston: Addison-Wesley, 464 p. (in Eng.).
Maximi D. (2016). Doing It: Management 3.0 Experiences. Independently published, 122 p. (in Eng.).
Podzihun S. & Pacheva N. (2022). Menedzhment 3.0 yak suchasna praktyka upravlinnia [Management 3.0 as a modern management practice]. Modern engineering and innovative technologies, 107-112. DOI: 10.30890/2567-5273.2022-20-02-052 (in Ukr.).
Metelenko N. H., Silina I. V., & Shapurov O. O. (2019). Filosofiia pobudovy suchasnoi modeli hnuchkoho menedzhmentu 3.0 promyslovoho pidpryiemstva [Philosophy of building a modern model of flexible management 3.0 of an industrial enterprise]. Humanitarnyi visnyk ZDIA, Issue 77, 203-221 (in Ukr.).
Kopytko M., Chуrva O., Stavska Yu., Karvatska N., & Chуrva H. (2022). Agile Management (Management 3.0) as the Basis of the Management System in the Conditions of Globalization. International Journal of Computer Science and Network Security, Vol. 22, № 2, 101-106 (in Eng.).
Laloux F. (2014). Reinventing organizations: a guide to creating organizations inspired by the next stage of human consciousness. Brussels: Nelson Parker, 384 p. (in Eng.).
Moreno A., Uruburu Á., Jain A., Ruiz M., & Gómez M. C. (2020). The Path towards Evolutionary - Teal Organizations: A Relationship Trigger on Collaborative Platforms. Sustainability, 12, 9817 (in Eng.).
Voronkova, V. H. (2013). Teoretyko-prakseolohichni zasady formuvannia paradyhmy humanistychnoho menedzhmentu v Ukraini [Theoretical and praxeological foundations of forming the paradigm of humanistic management in Ukraine]. Hileia: naukovyi visnyk, 77, 126–130 (in Ukr.).
Hrevtseva, Ye. A. (2022). Upravlinnia zakladom osvity na zasadakh humanizmu ta liudynotsentryzmu [Management of an educational institution on the basis of humanism and human-centeredness]. Pedahohichni nauky ta osvita, Vol. XL–XLI, 31–39 (in Ukr.).
Shakhno, A. Yu., Astafieva, K. O., Temchenko, H. V., & Bondarchuk, O. M. (2021). Mekhanizm zabezpechennia zasad "liudynotsentrychnosti" u protsesi upravlinnia personalom pidpryiemstva [Mechanism of ensuring the principles of "human-centeredness" in the process of enterprise personnel management]. Ekonomika ta derzhava, 3, 77–82 (in Ukr.).
Kuzminskyi, A. V. (2018). Heneza liudynotsentrychnoi pedahohiky – vid afinskoi vykhovnoi systemy do kytaiskoi kontseptsii menedzhmentu shchastia [Genesis of human-centered pedagogy – from the Athenian educational system to the Chinese concept of happiness management]. Naukovyi visnyk Mykolaivskoho natsionalnoho universytetu imeni V. O. Sukhomlynskoho. Pedahohichni nauky, 3(1), 79–84 (in Ukr.).
Chernyshova, Ye. (2013). Stratehichnyi menedzhment v konteksti rozvytku kadrovoho potentsialu vyshchykh navchalnykh zakladiv cherez realizatsiiu idei filosofii liudynotsentryzmu [Strategic management in the context of the development of the human resources potential of higher educational institutions through the implementation of the ideas of the philosophy of human-centeredness]. Teoriia ta metodyka upravlinnia osvitoiu, 12. URL: http://nbuv.gov.ua/UJRN/ttmuo_2013_12_13 (in Ukr.).
Cherep, A., Voronkova, V., Cherep, O., Kaliuzhna, Yu., & Andriukaitiene, R. (2024). Tendentsii rozvytku liudynoorientovanoho upravlinnia personalom v umovakh hlobalizatsii ta tsyfrovizatsii: vyklyky ta mozhlyvosti [Trends in the development of human-oriented personnel management in the conditions of globalization and digitalization: challenges and opportunities]. Humanities studies, 18, 176–188 (in Ukr.).