http://hdl.handle.net/123456789/10697 Thu, 16 Apr 2026 01:48:12 GMT 2026-04-16T01:48:12Z http://hdl.handle.net/123456789/11374 Чинники стійкого розвитку птахопродуктового комплексу України на основі інтеграційних процесів. Аверчева, Наталія; Петренко, Дмитро У статті досліджуються основні проблеми та чинники, що впливають на розвиток птахівництва. Зокрема, розг лянуто питання недостатньої концентрації виробництва у секторі малих виробників, конкуренції з боку великих підприємств промислового птахівництва, низького рівня технологічного та технічного забезпечення особистих се лянських і фермерських господарств, а також слабкої мотивації до кооперації серед дрібнотоварних виробників. Проаналізовано необхідність створення сприятливих фінансово-економічних та організаційних умов для модерні зації виробництва, підвищення якості продукції, розвитку системи збуту та інтеграції малих виробників у ринкову інфраструктуру. Особлива увага приділена питанням державної підтримки галузі птахівництва, зокрема розробці цільових програм та регуляторних заходів, а також перспективам розвитку кооперативного руху як важливого чин ника зміцнення позицій малих виробників на ринку Sun, 01 Jun 2025 00:00:00 GMT http://hdl.handle.net/123456789/11374 2025-06-01T00:00:00Z http://hdl.handle.net/123456789/11368 Modelling Information Systems for Personnel Management: Navigating Economic Security in the Transition to Industry 5.0 Todoshchuk, Andrew; Motorniuk, Uliana; Skliaruk, Tetiana; Oliinyk, Ihor; Kornieieva, Tetiana Within the backdrop of rapidly advancing technology, the transition from Industry 4.0 to Industry 5.0 is underway, with each socio-economic system endeavoring to adapt to these transformative changes. Industry 5.0 signifies a shift from conventional technologies, advocating for enhanced digital interaction between humans and machines. This change significantly influences economic security - a socio-economic paradigm that safeguards the economic interests of personnel. The primary objective of this study is to explore the development of personnel management information systems during the economic security transition within the context of Industry 5.0. This involves the modelling of a personnel management information system, which constitutes the main scientific task of the research. The scope of the study extends to the broader personnel management system and the economic security of a unified information system. To accomplish the theoretical and scientific objectives, we employed contemporary methodological approaches for modelling and graphical representation. The results of the study, presented visually, provide a model for information systems for personnel management during the transition of economic security to Industry 5.0. Evidently, the novelty of this study lies in its proposed methodological approach and the delineation of specific processes that facilitate the organization of a personnel management information system amidst the transition of economic security within the context of Industry 5.0. This study's findings contribute to the body of knowledge by providing a comprehensive model for navigating these transitions in the era of Industry 5.0. Thu, 01 Jun 2023 00:00:00 GMT http://hdl.handle.net/123456789/11368 2023-06-01T00:00:00Z http://hdl.handle.net/123456789/11367 Features and trends in the development of HR management in Ukraine Borovykov, Oleksandr; Khilukha, Oksana; Sochynska-Sybirtseva, Iryna; Oliinyk, Ihor; Shevchenko, Stanislav Ukrainian Human Resource (HR) practices have multiple difficulties from economic changes combined with digital transformation and workforce instability brought on by the war in 2022. The study examines Ukrainian HR practices between 2015 and 2024, focusing on the digitalization of HR systems, talent development, staff engagement, and hiring strategies. It considers the effects of organizational size and industry type. The study combined interviews with 30 HR professionals and surveyed 150 organizations from different industry groups and sizes. Our data required both quantitative statistical tests and manual content breakdown with codes. Research has shown significant differences between Information Technology (IT) and farming firms, as 89% of IT businesses have integrated artificial intelligence (AI)-powered HR tools. In comparison, only 15% of agricultural companies have adopted them. Small and medium-sized enterprises (SMEs) showed less commitment to digital transformation and European Union (EU) requirements than large enterprises, which adopted these systems at rates of 75% and 88%, respectively. Western Ukraine first established mental health initiatives during the crisis, and Eastern Ukraine moved toward decentralized administration. Digitalization assistance for small businesses, along with EU and local human resources frameworks, should form the basis of our suggestions. This research calls for flexible people management methods to boost the Ukrainian workspace’s ability to recover from shocks. Mon, 21 Jul 2025 00:00:00 GMT http://hdl.handle.net/123456789/11367 2025-07-21T00:00:00Z http://hdl.handle.net/123456789/11366 Features and trends in the development of HR management in Ukraine Borovykov, Oleksandr; Khilukha, Oksana; Sochynska-Sybirtseva, Iryna; Oliinyk, Ihor; Shevchenko, Stanislav Ukrainian Human Resource (HR) practices have multiple difficulties from economic changes combined with digital transformation and workforce instability brought on by the war in 2022. The study examines Ukrainian HR practices between 2015 and 2024, focusing on the digitalization of HR systems, talent development, staff engagement, and hiring strategies. It considers the effects of organizational size and industry type. The study combined interviews with 30 HR professionals and surveyed 150 organizations from different industry groups and sizes. Our data required both quantitative statistical tests and manual content breakdown with codes. Research has shown significant differences between Information Technology (IT) and farming firms, as 89% of IT businesses have integrated artificial intelligence (AI)-powered HR tools. In comparison, only 15% of agricultural companies have adopted them. Small and medium-sized enterprises (SMEs) showed less commitment to digital transformation and European Union (EU) requirements than large enterprises, which adopted these systems at rates of 75% and 88%, respectively. Western Ukraine first established mental health initiatives during the crisis, and Eastern Ukraine moved toward decentralized administration. Digitalization assistance for small businesses, along with EU and local human resources frameworks, should form the basis of our suggestions. This research calls for flexible people management methods to boost the Ukrainian workspace’s ability to recover from shocks. Mon, 21 Jul 2025 00:00:00 GMT http://hdl.handle.net/123456789/11366 2025-07-21T00:00:00Z