Through the lens of the WCO professional standards and PICARD 2020: using strategic HRM in customs development projects

Kristjansdottir, Unnur Ýr; Hartmannsdottir, Gunnlaug; Gunnlaugsdottir, Sigfriður; Кристджансдотир, Уннур; Хартмансдотир, Гуннлауг; Гунлаугсдотир, Сигфризур

dc.contributor.author	Kristjansdottir, Unnur Ýr
dc.contributor.author	Hartmannsdottir, Gunnlaug
dc.contributor.author	Gunnlaugsdottir, Sigfriður
dc.contributor.author	Кристджансдотир, Уннур
dc.contributor.author	Хартмансдотир, Гуннлауг
dc.contributor.author	Гунлаугсдотир, Сигфризур
dc.date.accessioned	2017-04-04T07:44:21Z
dc.date.available	2017-04-04T07:44:21Z
dc.date.issued	2017-04-04
dc.identifier.citation	Beardwell, J. & Claydon, T. 2007, Human resource management: A contemporary approach (5th ed.), Harlow: Financial Times Prentice Hall Customs 2020 a mission-defining strategic document concerning an effective and efficient institution, http://tollur.is/displayer.asp?cat_id=2437 Harrison, R. 1997, Employee Development, London: Institute of Personnel and Development Kristjansdottir, U. Y. 2012, Building new customs IT systems: Challenges for strategic HR management in a small Customs Force, Unpublished Conference Proceedings, PICARD 2012. Landy, F. J. & Conte, J. M. 2010, Work in the 21st Century: an introduction to Industrial an Organizational Psychology (3rd ed.), Hoboken, New Jersey: John Wiley and sons Organ, D. W, Konovsky, M. 1989, “Cognitive versus affective determinants of organizational citizenship behavior”, Journal of Applied Psychology, 74(1), pp. 157-164 A Strategic Roadmap for the PICARD Programme in 2020, http://incu.org/docs/ PICARD_2020_-_Strategic_Roadmap.pdf Werner, J. M. & DeSimone, R. L. 2009, Human resource development (5th ed.), Mason, Ohio: South-Western/Cengage Learning. WCO Professional Standards, http://incu.org/docs/ WCO_PICARD_Professional_Standards.pdf	uk_UA
dc.identifier.uri	http://hdl.handle.net/123456789/2065
dc.description.abstract	The research effort described in this paper focuses on specific issues related to the use of strategic Human Resource Methods within the boundaries of a development project undertaken by the Icelandic Directorate of Customs. The project revolves around the development and adaptation of new Customs IT systems. The focus of the research effort is to shed light on, and seek answers to, the question: What challenges do development projects pose for strategic HRM within Customs setting? The emphasis is on investigating the effectiveness of traditional/strategic HRM methods when selecting and training staff for work in Customs development projects. Related to the staff selection aspect is an emphasis on the definition and analysis of the skills and qualifications the optimal development project employee should possess and how this impacts staff training.	uk_UA
dc.language.iso	en	uk_UA
dc.publisher	Academy of Customs Service of Ukraine	uk_UA
dc.relation.ispartofseries	Customs;№ 2, 2013
dc.subject	strategic HRM methods	uk_UA
dc.subject	Customs development projects	uk_UA
dc.subject	the Icelandic Directorate of Customs	uk_UA
dc.subject	staff selection	uk_UA
dc.subject	staff training	uk_UA
dc.subject	стратегические методы управления персоналом	uk_UA
dc.subject	проект институцианального развития таможенных администраций	uk_UA
dc.subject	Исландское Таможенное Управление	uk_UA
dc.subject	отбор персонала	uk_UA
dc.subject	обучение персонала	uk_UA
dc.title	Through the lens of the WCO professional standards and PICARD 2020: using strategic HRM in customs development projects	uk_UA
dc.title.alternative	Через призму профессиональных стандартов ВТамО и ПИКАРД 2020: использование стратегических методов управления персоналом в проектах институционального развития таможенных администраций	uk_UA
dc.type	Article	uk_UA