and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR
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Social Audit: A Toolkit A Guide for Performance Improvement and Outcome Measurement CENTRE FOR GOOD GOVERNANCE Knowledge Technology People Social Audit: A Toolkit No part of this book may be reproduced in any form without permission in writing from the publisher, except by a reviewer or a research scholar who may quote brief passages in a review in a magazine or a newspaper or for research purposes as the case may be. Copyright
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Simei-Cunningham | | |Berlin Asong | |Internal Verifier |Alan Jeffery | |Date issued |Completion date
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(highly educated people, good organization of their work, capital) General results of globalization 2. Globalization changes borders of markets. Local markets are too small Factors for export: Pro- active driving force (results from the internal needs of the company) Reactive driving force (is a reaction to external conditions) - Demand for bigger profits - managers’ aspirations - Ownership of unique products and technologies - Advantages of
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HUMAN RESOURCE ACCOUNTING UNIT – I The Non accounting of human resources and the change occurring therein, of an organization may provide a poor picture of the profits and profitability of the organization. Likert Objectives of the Study: This unit aims to provide a basis for the conceptual framework of Human Resource Accounting. An attempt is made to highlight the following aspects. Development of the Concept of HRA An Historical Score Card Meaning and Definition of HRA Importance
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CHAPTER ONE INTRODUCTION 1.1 BACKGROUND OF THE STUDY Firms need to constantly renew and develop new capabilities and resources as they respond to challenges in their environment. These resources can be developed in-house or developed among strategic partners or purchased. Outsourcing entails the delegation of tasks or jobs from internal production to an external entity such as sub-contractor. It is the process of placing the development of system components in another development organization
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strategic capability in organisations: resources, competences, core competences and dynamic capabilities. ➔ Recognise the role of continual improvement in cost efficiency as a strategic ➔ Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value, rarity, inimitability and nonsubstitutability. ➔ Diagnose strategic capability by means of value chain analysis, activity mapping, benchmarking and SWOT analysis. ➔ Consider how managers can develop
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Disclaimer At the time of writing this document, Web sites are referenced using active hyperlinks to the correct Web page. Due to the dynamic nature of Web sites, in time, these links may become invalid. Microsoft is not responsible for the content of external Internet sites. Page ii Active Directory – Design Guide Prepared by Microsoft, Version 2.0.0.0 Last modified on 26 February 2010 Prepared by Microsoft TABLE OF CONTENTS 1 2 Executive Summary ..............................................
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of Competitive Advantage What is the basis for competitive advantage? How is competitive advantage created? How is competitive advantage implemented? How is competitive advantage sustained? What are core competencies and capabilities? Resource-Based View of the Firm (RBV) Alternative Frameworks: Evolutionary Change and Hypercompetition Evolutionary Change Hypercompetition The Marketing Concept 11 11 13 20 21 23 24 27 30 31 33 36 36 37 38 2. 2.1 2.2
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HUMAN RESOURCE MANAGEMENT Human Resource management in UK perspectives Contents Introduction 3 Literature review and Critical analysis 4 World War I and II 4-6 Training and development 6-7 Total Quality Management (TQM) 7-8 Conclusion 8 References .............................................................................................................................................9 Introduction The purpose of this essay is to consider the work of
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