The study of human factors in forensic science informs our understanding of the interaction between humans and the systems they use. The Expert Working Group (EWG) on Human Factors in Forensic DNA Interpretation used a systems approach to conduct a scientific assessment of the effects of human factors on forensic DNA interpretation with the goal of recommending approaches to improve practice and reduce the likelihood and consequence of errors. This effort resulted in 44 recommendations. The EWG designed many of these recommendations to improve the production, interpretation, evaluation, documentation, and communication of DNA comparison results.
MULTIFILE
Legal management is een nieuw vakgebied, dat de praktijkvan juridische professionals vanuit een organisatiekundigperspectief benadert. Binnen organisaties heeft legalmanagement het doel de kwaliteit van de juridische functiete optimaliseren. In deze unieke uitgave schetsen experts deontwikkeling van dit nieuwe vakgebied en gaan zij in op destand van zaken van het legal management in verschillendesectoren van de Nederlandse rechtspraktijk: de centrale endecentrale overheid, het bedrijfsleven en de advocatuur.Voor iedereen die geïnteresseerd is in de organisatie vanjuridische dienstverlening en juridische processen.
The world is on the verge of the fourth industrial revolution that will considerably influence society and human life. Today human being is surrounded by technological advancement and every day we face new sophisticated technological systems that affect our daily lives. The business environment is being influenced by Industry 4.0 significantly and a massive transformation in labour market can be observed. The digital economy has become a disruptive factor in several sectors and it has shown a major impact on the logistic industry in terms of workforce transformation. The question that arises is that to what extent the logistic sector is ready for the digital transformation in Industry 4.0 and what factors should be considered by industry players, governments and multi-stakeholders in order to simplify workforce transformation. This study followed a qualitative approach using Grounded Theory to explain the phenomenon of workforce transformation within the logistic sector in Industry 4.0. Furthermore, a literature review was used to explain the role of human resource management in simplification of this process .The findings show that there is a lack of adequate awareness about the impact of the digital transformation on labour. Furthermore, it discusses the role of human resource management as an agent of change in Industry 4.0. The current research presents recommendations for different stakeholders on how to prepare the current and future workforce for the upcoming changes.This study is significant in the sense that it will add to the existing literature and provide practitioners with vital information that can be used to simplify the digital transformation of logistic industry by preparing labor market.
MULTIFILE
Despite Dutch Hospitality industry’s significant economic value, employers struggle to attract and retain early career professionals at a time when tourism is forecasted to grow exponentially (Ruël, 2018). Universally, hospitality management graduates are shunning hospitality careers preferring other career paths; stimulating the Dutch Hospitality to find innovative ways of attracting and retaining early career professionals. Following calls from the Human Resource Management (HRM) community (Ehnert, 2009), we attribute this trend to personnel being depicted as rentable resources, driving profit’’ often at personal expense. For example, hotels primarily employ immigrants and students for a minimum wage suppressing salaries of local talent (Kusluvan, et al 2010, O’Relly and Pfeffer, 2010). Similarly, flattening organizational structures have eliminated management positions, placing responsibility on inexperienced shoulders, with vacancies commonly filled by pressured employees accepting unpaid overtime jeopardizing their work life balance (Davidson, et al 2010,). These HRM practices fuel attrition by exposing early career professionals to burnout (Baum et al, 2016, Goh et al, 2015, Deery and Jog, 2009). Collectively this has eroded the industry’s employer brand, now characterized by unsocial working hours, poor compensation, limited career opportunities, low professional standing, high turnover and substance abuse (Mooney et al, 2016, Gehrels and de Looij, 2011). In contrast, Sustainable HRM “enables an organizational goal achievement while simultaneously reproducing the human resource base over a long-lasting calendar time (Ehnert, 2009, p. 74).” Hence, to overcome this barrier we suggest embracing the ROC framework (Prins et al, 2014), which (R)espects internal stakeholders, embraces an (O)pen HRM approach while ensuring (C)ontinuity of economic and societal sustainability which could overcome this barrier. Accordingly, we will employ field research, narrative discourse, survey analysis and quarterly workshops with industry partners, employees, union representatives, hotel school students to develop sustainable HRM practices attracting and retaining career professionals to pursue Dutch hospitality careers.
Circularity represents an innovative approach to sustainability, aiming to transition from linear systems to cyclical ones by minimizing waste and optimizing resource utilization. Key to this concept is the repurposing of waste into valuable resources, which not only reduces environmental impact but also fosters innovation and produces further value. By utilizing their own waste, organizations can not only decrease their ecological footprint but also promote the development of materials with enhanced circularity thus mitigating environmental harm. Embracing circular practices provides a tangible pathway towards harmonizing human activities with the natural world, nurturing a regenerative global ecosystem. In a concerted effort to tackle biomass waste generated from JvEsch's operations, a strategic partnership with MNEXT is forged. This collaboration endeavours not only to replace unsustainable materials but also to enhance operational efficiency. Central to this initiative is a one-year research feasibility project which focuses on upcycling JvEsch’s biomass waste into valuable products for use in their business model. By examining JvEsch's waste streams, opportunities for the production of alternative materials were being explored. Among these materials, mycelium biocomposites (MBCs) emerge as a promising option for waste reduction and material innovation. The primary objective of this project is to explore the viability of manufacturing and utilizing MBC plant pots using JvEsch's waste. Unlike conventional pots, these innovative alternatives eliminate the need for removal before planting. Through replacing traditional plastic pots commonly used in the industry, the investigation aims to practically demonstrate the transformative potential of circularity in waste management and material production within an organization.
The overarching aim of the project is to contribute to the development of a sustainable, inclusive and just EU leisure, tourism and hospitality ecosystems, and will be achieved through three interrelated objectives:Create a body of knowledge and theoretical foundations, related to the application of land, capital and financial resources, to develop resilient and future-proof tourism destinations and tourism and travel businesses;Develop conceptual models that contribute towards collective models of resilience in tourism destinations and tourism and travel businesses and are based on equitable use of labour, land and natural resources and financial capital;Propose, through approved EU funding, interventions and applications towards new models of tourism destination management and corporate governance, that use sustainable parameters of success (regeneration of biodiversity and nature, improved human welfare of residents at destinations, social and environmental returns).The Project will lead to a series of research proposals that allows the consortium partners to address urgent societal challenges in Europe. During the project timeline, partners will disseminate findings and search for engagement by public and private actors. Ongoing collaboration and knowledge exchange with key industry actors will improve the resilience capacity of destinations through education, skill development, and co-creation of knowledge. Building resilience through tourism is not just an opportunity but a necessity in the face of global environmental and social challenges. The project will establish theoretical foundations for transitioning towards more resilient and environmentally and socially just ecosystems in the leisure, tourism, and hospitality sectors, aiming to shift the industry’s priorities from short-term gains to long-term sustainability. The project supports international collaboration by facilitating university staff mobility and involving students with diverse cultural, industry, and academic backgrounds and experiences. The successful application and completion of the project will strengthen the consortium's capacities and facilitate the ongoing international dialogue through the Resilient Tourism Ecosystems Lab (RTEL), consequently leading to future collaborative EU grant applications.
