...12/11/2015 HR Articles: Problem Statement, HR Recruitment influenced by Internet 1 More Next Blog» Create Blog Sign In Find Air Tickets, Book Hotels & Rent Cars Problem Statement, HR Recruitment influenced by Internet +1 Recommend this on Google jetradar Origin Origin Destination Destination Depart date 18 december, fr Return date 25 december, fr Passengers/Class 1 passenger economy сlass Search http://humanresourcesarticles.blogspot.my/2014/11/problemstatementhrrecruitment.html 1/15 12/11/2015 HR Articles: Problem Statement, HR Recruitment influenced by Internet Show hotels Most Popular Posts Most Popular Posts Launching an Intranet; Data in Hiring; Bad Phish Thursday, Dec. 10, 2015 7 Tips to Launching an Intranet Social intranets are helping organizations overcome the barriers of location, language and ... Dec 10, 2015 11:21 AM Kutik on the Real Five Generations in the Workplace Email not displaying correctly, click here. December 10, 2015 Welcome to our weekly look at Webexclusive columns that appear on www.HREOnline.com ... Dec 10, 2015 11:08 AM Last Chance: 40% Off + Free Shipping on Custom Holid... It's crunchtime to order your holiday cards get them today to ensure delivery next week! Grab them now from The Signature Collection, with cards... Dec 10, 2015 9:50 AM A day in the Life of HR The industrial relations system is defined as an analytically subsystem of...
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...------------------------------------------------- INNOVATIVE HR PRACTICES IN it/ites INDUSTRY HRM ASSIGNMENT -3 sUBMITTED BY - SAYANI COOMAR (ROLL NO: 2) SHRADDHA PATIL (ROLL NO: 5) LAKSHMY UNNIKRISHNAN (ROLL NO: 6) sUBMITTED BY - SAYANI COOMAR (ROLL NO: 2) SHRADDHA PATIL (ROLL NO: 5) LAKSHMY UNNIKRISHNAN (ROLL NO: 6) TABLE OF CONTENTS SL NO. | TOPIC | 1 | INTRODUCTION | 2 | CHALLENGES FACED AND THE NEED FOR GOOD HR PRACTICES IN ORGANIZATIONS | 3 | INNOVATIVE HR PRACTICES | 4 | FOUR CRITICAL DIMENSIONS OF BEST PRACTICES | 5 | INNOVATIVE PRACTICES IN DIFFERENT HR AREAS | 6 | CREATIVE THAT LEADING COMPANIES USE TO MAXIMISE THE POWER OF PEOPLE | 7 | ORGANIZATIONS THAT TOP THE LIST FOR THE BEST ADOPETED HR PRACTICES | 8 | LATEST NEWS ON THE INNOVATIVE HR PRACTICES ADOPTED ACROSS VARIOUS ORGANIZATIONS: | 9 | CONCLUSION | INTRODUCTION India was declared itself open to Liberalization in the year 1991. This paved the way for industrialization and rapid transformation in the Industry and Business sector. Liberalization also meant change in the working style of the people and hence organizations needed to innovate the HRM practices in an effort to ensure survival in an increasingly hypercompetitive environment. The key challenges of any HR department are employee acquisition, retention, developing employees, performance management, and talent-management according. Seeking, developing and engaging and keeping talent is a big challenge for today’s organizations...
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...lasting customer relationships. Kayode O (2014) further defines direct marketing as the process involved in selling goods and services without the aid of wholesaler or retailer and such activities involve direct response advertising, advertising for leads which sales people can follow through to achieve sales. This can be in the form of recording, analysis and tracking of customers’ direct responses in order to develop loyalty. West D et al (2010) points out the main scope of direct marketing as customer retention though there may be some acquisition involved. The evolution of direct marketing as a product distribution tool In recent years direct marketing has established itself as a major component of the promotional mix. Direct marketing uses media which is more specific and targeting specified individuals or organisations and request an immediate response. Although the origins of direct marketing lie in personal selling, direct mail and mail order, over the past few years marketers have come to adopt and exploit information and communication technology advancements to come up with several forms of direct marketing methods. Various forms of direct marketing include direct mail,...
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...involvement, employee participation and employee consultation? How far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas? (C) Dilbert.com Employee Engagement – A sanity check Before we look at employee engagement, two things to take into account: A quote attributed to Benjamin Disraeli (despite never appearing in any of his memoirs) “There are lies, damned lies and statistics.” (Wikipedia) There are an increasing number of publications, surveys and studies on employee engagement, with the number steadily increasing for at least a decade. Google Scholar currently lists some 99,100 articles related to employee engagement, with 6460 already in 2012. (Google) Employee Engagement - Origin Employee engagement is neither a new concept nor repackaged old-hat – it is an evolution of how employees have been treated within a company, and how they respond to that treatment. “Before the Industrial Revolution, most, if not all, business was local – the corner shop (store), the family farm. Then the industrial revolution changed what we did, where we lived and what businesses focussed on.” (Achievers) In the post war era, main industry was formed around the mass production model where an employee would perform a set task and have no need to know about how other tasks were undertaken within the organisation, nor what the companies longer term strategies could be. (Wikipedia) As employees have morphed into...
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...100 zeros. That's a really big number. It's also symbolic of the reach and impact achieved by Google,a firm that is so successful its name has become a common verb. The firm's origins trace to the day when Larry Pageand SergeySrin met as students at Stanford University in California. Their conversationsled to collaboration on a searchengine they called SackRub. It became so popular on campus that they kept refining and expanding the service as they worked in Larry's dormitory room. Google Inc. began with a goal of bringing order and transparency to the information available on the Internet. Even though it hasn't stopped running, or growing, since, the goal endures. The firm's mission is: "To organize the world's information and make it universally accessible and useful." And if you want to talk about success, take a look at Google'scorporate information and follow its new initiatives in the news. What is the Google difference? How did it gain such runaway popularity? The answers start with a commitment to performance excellence Courtesy Google Inc. based on solid foundations of speed, accuracy, and ease of use. These have been the guiding performance criteria from the beginning, the basis for generating user appeal and competitive advantage for Google's products in the marketplace. Google'sbelief in people also sets it apart. Recently ranked #1 on Fortune magazine's list of best workplaces, the firm gets over 2,000 job applications per day. It runs with an informal culture and small-company...
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...17 Appendix 2 Presentation marking guide 18 Murdoch University BUS378 Knowledge and Organisational Learning 3 Information about the unit Welcome to: BUS378 Knowledge and Organisational Learning Unit description The management of information and knowledge and its role in organisations are widely recognised as important elements contributing to international competitiveness in the digital (knowledge based) economy. This unit examines how the concepts of information and knowledge assist in the understanding of organisational processes, organisational learning and strategy. Topics examined include: The origins and future of knowledge creation, dissemination and management; knowledge and organisational strategy; (hard) ICT and infrastructure based and (soft) human organisational systems; knowledge and learning in organisations; knowledge, innovation, value creation; knowledge stocks, Intellectual Capital(IC) and knowledge flows within Social Capital...
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...organizational levels. To the transaction characteristics suggested by transaction costs economics, we add four additional ones likely to foster transaction benefits: intensity of knowledge, segmentation of knowledge, dispersion of knowledge, and scarcity of knowledge. The need to maximize transaction benefits while minimizing transaction costs results in the mixing of governance structures, where two (or more) “pure” governance structures are combined. We create a model of the relationships between transaction characteristics, mix of governance structures, transaction costs and benefits, and information systems; from an instantiated version of this general model, we elaborate four propositions. Moreover, with two “real world” examples (Google and JBoss), we illustrate the existence of the proposed transaction characteristics and mixed governance structures. We conclude by discussing how information systems generate opportunities for creating transaction benefits. Keywords: Transaction Cost Economics, Benefits, Governance structures. 1124 1 THE SINGLE MINDEDNESS OF TRANSACTION COST ECONOMICS Transaction cost economics (TCE) is a highly influential theory. The initiating work (Coase 1937) has more than 5,000...
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...WHAT’S IN A NAME - HOW A NAME AFFECTS THE CONSUMER BUYING BEHAVIOUR Priyanka Kumari Ma in Fashion Marketing Priyankamgt768@gmail.com Pearl Academy, Naraina, New Delhi, India Abstract “A product is something that is made in a factory; a brand is something that is bought by a customer. A product can be copied by a competitor, a brand is unique. A product can be quickly out-dated, a successful brand is timeless” (Quiston, 2004, p 345). Many brands today mean little to consumers, who have become accustomed to buying on price alone. But a new tool can help companies separate themselves from the crowd. (David Aaker).Branding has emerged as a top management priority in the last decade due to the growing realization that brands are one of the most valuable intangible assets that firms have. Driven in part by this intense industry interest, academic researchers have explored a number of different brand-related topics in recent years, generating scores of papers, articles, research reports, and books. This paper identifies some of the influential work in the branding area, highlighting what has been learned from an academic perspective on important topics such as brand positioning, brand integration, brand-equity measurement, brand growth, and brand management. The paper also outlines some gaps that exist in the research of branding and brand equity and formulates a series of related research questions. Choice modelling implications of the branding concept and the challenges of...
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...Safety and Health 7 Employee and Labor Relations 7 Human Resource Research 8 Interrelationships of HRM Functions 8 Dynamic Human Resource Management Environment 8 Legal Considerations 8 Labor Market 9 Society 9 Unions 10 Shareholders 10 Competition 10 Customers 10 Technology 10 Economy 11 Unanticipated Events 11 How Human Resource Management Is Practiced in the Real World 11 HR's Changing Strategic Role: Who Performs the Human Resource Management Tasks? 11 Human Resource Manager 12 HR Outsourcing 12 HR Shared Service Centers 13 Professional Employer Organizations (Employee Leasing) 13 Line Managers 14 HR as a Strategic Partner 14 A Strategic HR Example 16 A Strategic HR Audit 16 Human Capital Metrics 17 Human Resource Designations 18 Evolution of Human Resource Management: Moving into Strategic HR 18 Evolving HR Organizations 19 Scope of This Book 20 • A Global Perspective: Cultural Differences in Global HR 22 SUMMARY 23 KEY TERMS 24 QUESTIONS FOR REVIEW 24 HRM INCIDENT 1: HR AFTER A DISASTER 24 HRM INCIDENT 2: DOWNSIZING 25 NOTES 25 PART TWO: ETHICAL, SOCIAL, AND LEGAL CONSIDERATIONS 28 Business Ethics and Corporate Social Responsibility 29...
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...Change can be uncomfortable and awkward but it can also be positive. FORCES OF CHANGE AND THEIR ACCOMPANYING VALUES FORCES OF CHANGE & ACCOMPANYING VALUES Turbulence Intellectual capital, Intellectual propert, ,information sharing Networking, innovation, R&D INFORMATION AGE K-Economy GLOBALIZATION DEVELOPMENT Autonomy, Pride, Dignity Independence, Indigenization “CultureBound” Customer Focus; Speed, Responsiveness; Continuous Learning; Accurate & Up-To-Date Information Quality; Value Added; Cost Effectiveness; Humanization; Ecological Specialisation; Objectivity; Materialism; SystemsOrientation MODERNIZATION WESTERNIZATION Individualism; Secularism; Freedom Of Expression; Consumerism INDUSTRIALIZATION Mechanization; Rational Thinking; Bureaucracy; Efficiency; Productivity; Mobility; Discipline; Mechanical Time Orientation; Reliability Stable 1800 AGRICULTURAL Revolution Time line Simple division of labor, labor intensive, Collectivism, sharing 2000 FORCES OF CHANGE & ACCOMPANYING VALUES Turbulence Intellectual capital, Intellectual propert, ,information sharing Networking, innovation, R&D INFORMATION AGE K-Economy GLOBALIZATION DEVELOPMENT Autonomy, Pride, Dignity Independence, Indigenization “CultureBound” Customer Focus; Speed, Responsiveness; Continuous Learning; Accurate & Up-To-Date Information Quality; Value Added; Cost Effectiveness; Humanization; Ecological Specialisation; Objectivity; Materialism; SystemsOrientation ...
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...CHAPTER 1 WHAT IS CSR? eople create organizations to leverage their collective resources in pursuit of common goals. As organizations pursue these goals, they interact with others inside a larger context called society. Based on their purpose, organizations can be classified as for-profits, governments, or nonprofits. At a minimum, for-profits seek gain for their owners; governments exist to define the rules and structures of society within which all organizations must operate; and nonprofits (sometimes called NGOs—nongovernmental organizations) emerge to do social good when the political will or the profit motive is insufficient to address society’s needs. Aggregated across society, each of these different organizations represents a powerful mobilization of resources. In the United States, for example, more than 595,000 social workers are employed largely outside the public sector—many in the nonprofit community and medical organizations—filling needs not met by either government or the private sector.1 Society exists, therefore, as a mix of these different organizational forms. Each performs different roles, but each also depends on the others to provide the complete patchwork of exchange interactions (products and services, financial and social capital, etc.) that constitute a well-functioning society. Whether called corporations, companies, businesses, proprietorships, or firms, for example, for-profit organizations also interact with government, trade unions, suppliers,...
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...Sunday, December 16th 2012 Faculté des sciences de l'administration Université Laval Sunday, December 16th 2012 Faculté des sciences de l'administration Université Laval How CEMEX Builds the Future How CEMEX Builds the Future Eullide BAH 111.043.894 Yacine JABRI 111.053.706 François MARTINEAU 905.189.147 Lore OLAERTS 111.051.409 Charlotte PELLICANO 907.182.173 Presented to M. Gahima Égide Karuranga Eullide BAH 111.043.894 Yacine JABRI 111.053.706 François MARTINEAU 905.189.147 Lore OLAERTS 111.051.409 Charlotte PELLICANO 907.182.173 Presented to M. Gahima Égide Karuranga Outline Introduction 1 Globalization process - triple bottom line approach 2 Cultural differences and business practices 2 Laws, regulations and public opinion 3 Economic, Financial and Technical considerations 4 The Retention Challenge 6 Employee retention challenge regarding a transnational/multidomestic strategy 6 Compensation and benefits 7 Training and development plans 8 Health and safety policies 8 Employee engagement 9 The Cultural Differences Challenge 11 A quick reminder about CEMEX’s HR Challenge. 11 CEMEX first solution: its internationalization method 12 The special asset: SHIFT 12 Conclusion 13 APPENDIX 1 i APPENDIX 2 ii APPENDIX 3 iii Bibliography iv Introduction CEMEX is a multinational specialized in the cement industry. It produces and distributes cement, ready-mix concrete, and aggregates and related building materials...
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...Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their...
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...Family business models This page intentionally left blank Family business models Practical solutions for the family business Alberto Gimeno Associate Professor in Business Policy and Director of the Advanced Management Program (AMP), ESADE Business School, Spain Gemma Baulenas Family Business Knowledge S.L. Joan Coma-Cros Family Business Knowledge S.L. © Alberto Gimeno, Gemma Baulenas & Joan Coma-Cros 2010 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2010 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue...
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...argued for several years now that the phenomenon of ‘global production sharing’ through global value chains (GVCs), around which a substantial literature exists, has helped developing countries expand export-oriented manufacturing activity. GVCs represent the significant unit of organization of international production, wherein ‘lead firms’, largely multinational corporations (MNCs), coordinate production across international borders through extensive networks of suppliers spread across large numbers of countries. This has resulted in a significant change in the structure of international trade, leading to a domination of what has been referred to as the ‘trade in tasks’, that is, trade is no longer characteristically undertaken in goods, but rather in particular production segments (cut make-trim (CMT) versus the design brand market) of a production chain. The ‘trade in tasks’, empirically measured in terms of trade in intermediate goods, reflect this phenomenon, and the gains accruing to low- and middle-income countries in trade involvement are clearly seen here, with their share constituting more than 35 percent of the world’s intermediate goods trade during the latter half of the 2000s (Milberg 2004). However, it has also been noted extensively that, despite increases in export shares, involvement in GVC-coordinated activities has often not led to any significant increase in value added from those activities over previous commodity-based export regimes because lead firms in...
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