...Int. J. of Human Resource Management 16:4 April 2005 584– 598 The challenge of international human resource management: balancing the duality of strategy and practice Helen De Cieri, Marilyn Fenwick and Kate Hutchings Abstract Over the last two decades there has been an unprecedented increase in the number of organizations that have internationalized their operations. The international movement of labour that has been concomitant with such expansion of international business has meant that issues associated with the management of human resources across international borders are increasingly important to international human resource managers and academics. The research presented in this paper examines international human resource management (IHRM) pedagogy and practice in Australia. It reports IHRM academicians’ and practitioners’ understanding of the major issues for teaching and practice in IHRM and elucidates current developments and directions for this field. Keywords International human resource management; pedagogy; Australia. Introduction During the last two decades academicians and practitioners of international management have paid increasing attention to the impact of globalization on the management of human resources across national boundaries. International businesses have increasingly turned their attention to issues such as expatriate management (employees being transferred by organizations to work outside their country of origin/permanent residence), managing...
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...management: uneasy bedfellows or strategic partners? One of the assignment questions for this year’s class studying ‘Strategy and Human Resource Management’ (a very popular course) was: Does, and should, competitive strategy determine the design of a firm’s HR system? Give illustrations to support your answer. One of the great advantages in working in a university which has top students is that you can ask them questions you are not quite sure how to answer yourself! The best students gave clear examples of such a link and then got stuck in to the ‘should’ part of the question often noting the critical difference between competitive strategy and business strategy. Some even went further into corporate strategy, the resource based, and knowledge based view as well as ethics, culture and institutional setting. Surprisingly none of them questioned what was meant by a firm’s HR system. I will follow the same line of argument in this paper with thanks to the students, very few of whom have any intention of becoming HR professionals. We start with some of the classics in strategy and HRM, go on to look briefly at some major studies, or the ones that have influenced my thinking. Thereafter the paper notes the problems with the assumed link with competitive strategy as a dominant, or the dominant, force in determining an HR system. Once the focus is widened to cover business strategy two very interesting, and linked, phenomena can be observed. First, what we thought strategy was all about...
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...HR 587 Course Project Professor Shelton Keller School Of Management Table of Contents 2 Executive Summary: 3 Assessment and Diagnosis: 4 Cause for Implementing Change Management 4 Vision and Mission 7 Analysis of Change Strategy: 9 Resistance to Change 12 Results/ Outcome [Do not leave spaces around a slash mark] 19 Failure to Change 19 Evaluation of The Effort 22 Change Approach 22 Reflections of Managerial Change Strategy 23 Reference: 25 Executive Summary: Hewitt Associates was a Fortune 500 company. They tried to mix their complex business model and standards globally with the culture of their clients and staff (Hewitt Associates LLC, 2010). Human resources consulting is the core function of the corporation. Hewitt’s organization was vast in size with over a dozen departments that worked various specialties in human resources. The actuarial department regulated the financial consulting aspects in retirement plans and other benefits. Hewitt Associates tried to keep their market share as the leading provider in health care reform, retirement restructure, and executive compensation for their client's. They also provided software packages to their client’s. This was to allow clients to have less stress and...
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...that organizational citizenship behaviors can be extremely valuable to organizations and can contribute to enhance better performance as well as competitive advantage (Jahangir & Akbar 2004). The purpose of this paper is to provide a review on Organizational Citizenship Behaviors and its impacts on organizational effectiveness. The first section will define organizational citizenship behaviors and reviews some standpoints from different authors. The second section will explain the main types of behaviors. However, many behavioral patterns are likely to fall into this category, but we focus on the most important ones. Furthermore, the antecedents of the OCBs as well as its consequences will be discussed. Finally the paper will propose HR practices that can help to encourage employees to exhibit favorable behaviors and enhance effective OCBs. An Introduction to Organizational Citizenship Behavior Katz, as far back as 1964, was the one who emphasized on the need for a behavioral system that went beyond the required role of the job description. He realized that this behavioral system was tantamount to organizational effectiveness. By considering concepts such as “willingness to cooperate” (Barnard, 1938) and “innovative and spontaneous behaviors” (Katz, 1964), Organ (1988) defined organizational citizenship behaviors as “individual behavior that is...
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...Journal of Management and Social Sciences Vol. 5, No. 2, (Fall 2009) 180-194 The Role of Leadership in Human Resource Management a Comparative Study of Specific Public and Private Sectors in Pakistan Akbar Ali * Dean, Multi Disipline, Degree Program NUST, Karachi ABSTRACT The fundamental problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani leaders at public...
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...RoJournal of Management and Social Sciences Vol. 5, No. 2, (Fall 2009) 180-194 The Role of Leadership in Human Resource Management a Comparative Study of Specific Public and Private Sectors in Pakistan * Akbar Ali Dean, Multi Disipline, Degree Program NUST, Karachi ABSTRACT The fundamental problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani...
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...affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2008 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. The SHRM Foundation is the 501(c)3 nonprofit affiliate of the Society for Human Resource Management (SHRM). The SHRM Foundation maximizes the impact of the HR profession on organizational decision-making and performance by promoting innovation,...
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...authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Extending the Human Resource Architecture: Relational Archetypes and Value Creation Abstract Theories of knowledge-based competition focus on internal resources as the source of value creation. The HR architecture (Lepak & Snell, 1999) brought human resource management directly into this forum by developing a model of human capital allocation and management. We attempt to extend the HR architecture by introducing a framework of relational archetypes—entrepreneurial and cooperative—that are derived from unique combinations of three dimensions (cognitive, structural, and affective) that characterize internal and external relationships of core knowledge employees. Entrepreneurial archetypes facilitate value creation from external partnerships while cooperative archetypes facilitate value creation from internal partnerships. This paper identifies how each of these archetypes is managed by a corresponding HR configuration and how they together contribute to value creation by facilitating organizational learning via exploration and exploitation. Keywords HR,...
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...The TQM Magazine Emerald Article: A new framework for managing change J.S. Oakland, S.J. Tanner Article information: To cite this document: J.S. Oakland, S.J. Tanner, (2007),"A new framework for managing change", The TQM Magazine, Vol. 19 Iss: 6 pp. 572 - 589 Permanent link to this document: http://dx.doi.org/10.1108/09544780710828421 Downloaded on: 16-08-2012 References: This document contains references to 20 other documents Citations: This document has been cited by 10 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 12014 times since 2007. * Users who downloaded this Article also downloaded: * François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Hui Chen, Miguel Baptista Nunes, Lihong Zhou, Guo Chao Peng, (2011),"Expanding the concept of requirements traceability: The role of electronic records management in gathering evidence of crucial communications and negotiations", Aslib Proceedings, Vol. 63 Iss: 2 pp. 168 - 187 http://dx.doi.org/10.1108/00012531111135646 Charles Inskip, Andy MacFarlane, Pauline Rafferty, (2010),"Organising music for movies", Aslib Proceedings, Vol. 62 Iss: 4 pp. 489 - 501 http://dx.doi.org/10.1108/00012531011074726 Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF MANCHESTER For Authors:...
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...This page intentionally left blank This page intentionally left blank Less managing. More teaching. Greater learning. INSTRUCTORS... Would you like your students to show up for class more prepared? class is much more fun if everyone is engaged and prepared…) (Let’s face it, Want ready-made application-level interactive assignments, student progress reporting, and auto-assignment grading? (Less time grading means more time teaching…) Want an instant view of student or class performance relative to learning objectives? (No more wondering if students understand…) Need to collect data and generate reports required for administration or accreditation? (Say goodbye to manually tracking student learning outcomes…) Want to record and post your lectures for students to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows you to easily assign and report on materials that are correlated to accreditation standards, learning outcomes, and Bloom’s taxonomy. • An easy-to-use lecture capture tool. STUDENTS... Want an online, searchable...
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...This page intentionally left blank This page intentionally left blank Less managing. More teaching. Greater learning. INSTRUCTORS... Would you like your students to show up for class more prepared? class is much more fun if everyone is engaged and prepared…) (Let’s face it, Want ready-made application-level interactive assignments, student progress reporting, and auto-assignment grading? (Less time grading means more time teaching…) Want an instant view of student or class performance relative to learning objectives? (No more wondering if students understand…) Need to collect data and generate reports required for administration or accreditation? (Say goodbye to manually tracking student learning outcomes…) Want to record and post your lectures for students to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows you to easily assign and report on materials that are correlated to accreditation standards, learning outcomes, and Bloom’s taxonomy. • An easy-to-use lecture capture tool. STUDENTS... Want an online, searchable...
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...ANNUAL REPORT 2003 T R U ST I S A Q U E ST I O N O F Q U A L I TY, M O R E S O TO DAY T H A N EV E R B E F O R E . T H E S U C C E S S O F O U R B R A N D S S P E A K S F O R T H E T R U ST P LAC E D I N O U R P RO D U CT S , P RO D U CT S W H I C H A R E B A S E D O N A S I M P L E P R I N C I P L E T H AT I S T H E F O U N DAT I O N O F O U R E N T I R E C R E AT IV E P RO C E S S – A PA S S I O N F O R CA R S . A PA S S I O N W E WO U L D L I K E TO S H A R E W I T H YO U . > > > E AC H B R A N D I S A WO R L D O F I T S OW N . 4 06 10 12 14 Board of Management/Supervisory Board Report of the Supervisory Board The Board of Management Letter to our Shareholders Group values Financial Communication 18 Volkswagen share 24 Value-based management 26 Corporate Governance 30 40 46 50 53 58 60 66 Management Report Business development Net assets, financial position and earnings performance Volkswagen AG (condensed, according to German Commercial Code) Research and development Business processes Legal matters Risk report Outlook contents 40 ▼ net assets, financial position and earnings performance Sales revenue at prior year level Despite the negative effect of exchange rate movements, the Volkswagen Group generated sales revenue at the level of the previous year. However, earnings reflected unfavourable underlying conditions and special items. 12 ▼ letter to our shareholders Change and progress Our efforts are targeted at the goal of continuously...
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...THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial...
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...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology...
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...The Communication on Progress of PT. Martina Berto Tbk .- Martha Tilaar Group Page 1 TABLE OF CONTENT The statement of CEO of Martha Tilaar Group Page 5 Overview Page 6 Introduction Page 7 Strategy, Governance, and Engagement Page 11 Criterion.1 : Strategic aspect of Global Compact Implementation Page 11 Criterion 2: The description of effective decision-making processes and systems governance for corporate sustainability Page 14 Criterion 3: The description of engagement with all important stakeholders Criterion 4: The description of actions taken in support of broader UN goals and issues Page 21 Page 23 Criterion 5: Page 24 Criterion 6: The description of commitment, strategies, policies in the area of human rights The description of effective management system to integrate human rights principle Page 27 Criterion 7: The description of effective monitoring and evaluation mechanism of human rights integration Page 28 Criterion 8: Standardize performance indicators in human rights Criterion 9: The description on commitment, strategies or policies in the area of labour Page 29 Page 30 The Communication on Progress of PT. Martina Berto Tbk .- Martha Tilaar Group Page 2 Criterion 10: The description on effective management system to integrate the labour Principles Page 32 Criterion 11: The description on effective monitoring and evaluation mechanism of labour...
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