20,000 retail outlets, including those in its own footfall outlets, e.g. Nike Factory stores. This study considers the contemporary business environment of Nike using a PESTLE approach, paying particular attention to any human resources management (HRM) issues that may arise under each heading. Overall, it is argued here that Nike has attempted to address various business and social challenges by harmonising its value proposition to ‘Consumers, shareholders, business partners, employees, and the community
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Sciences & Technology, Pakistan ABSTRACT Present study aims to link the global HRM in local context. HRM deals with the responsibilities, functions, behaviors and importance of employee. Hence the significance of HRM in organization is marvel. Previously not much attention had been given to manage employee in an organized manner, but with the passage of time need were felt to shift to formalization. The level of HRM practices do not show the formalized structure, therefore it is found mandatory
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How to Manage People in SMEs in Context (Walkers Engineering Ltd. Case Study) Introduction and background of the case Walkers Engineering Ltd. is a small and medium family-run enterprise with 225 employees, and is partially unionized. The company manufactures plastic mouldings and bins, enjoying a good reputation for its quality. In order to remain profitable and a leader position in the market, the company plans to take some radical changes in new technology, working practices and reorganization
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vs. local 1 Advantages of Expatriates 2 Training or Recruitment is not needed 2 Managerial Knowledge 2 Existing manufacturing knowledge 2 Expatriates vs. Local workforce 2 Cross-cultural adjustments 2 Language 2 Loyalty 3 Staffing policy 3 HRM policy 3 Homogeneous Factors to create better working environment: 3 Legal Implication in Hungary: 3 Rule Regarding Foreign Work Policy: 4 Labor law in Hungary: 4 Laws regarding company: 5 Laws regarding Taxation: 5 Laws of termination of Business:
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Salary structure in management in Germany, Poland and the UK – a comparative study Table of Contents 1 Table of Contents 1TABLE OF CONTENTS..........................................................................................................................3 2INTRODUCTION.....................................................................................................................................4 3DEFINITION OF SALARY............................................................
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regulations contained therein. Halcrow Group’s strategy. Halcrow Group Limited (HGL) is a consulting group specialised in planning, design and management of services for infrastructure development around the world. It operates through a network of 29 UK and 32 international offices. The company operates as four main business groups: consulting, property, transport and water. Those groups functions as a matrix structure across eight geographical regions around the world. HGL argues that it has a purpose
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Dr. Nut-tapon Nimmanphatcharin (ดร ณัฐพล นิมมานพัชรินทร์) BB.A., GD.Mgt., MB.Mgt., MBA (Inter Bus), Ph.D. (Mgt) Strategic Management Research Group Faculty of Business Administration, Siam University 235 Petkasem Road, Phasicharoen, Bangkok 10163 Tel. (662) 457-0068 FAX (662) 457-3982, 467-3174 In the past, the personnel will do their paperwork manually (manual recording practices). However, as paperwork requirements grew, and the organisations needed more and more
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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 has changed hugely. Second, our definition of what constitutes HRM (or the management
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www.ccsenet.org/cis Computer and Information Science Vol. 4, No. 2; March 2011 The Impact of Human Resource Information System on Strategic Decisions in Iran Hassan Rangriz (Ph.D) Assistant Professor, Department of Management, School of Economic Sciences No. 66, Roudsar Ave, Hafez Ave, P. O. Box: 15875-1111, Tehran, Iran Tel: 98-912-226-2026 E-mail: hassanrangriz@yahoo.com Javad Mehrabi (Ph.D) Assistant Professor, Faculty of Management & Accounting, Islamic Azad University
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four senses: * Vertical integration- linking or aligning businesses, team and individual objectives. * Functional integration- linking functional strategies in different part of the business. * HR integration- linking different aspect of HRM. * Individual needs integration- linking organizational and individual need together as far as possible. Performance: Performance is defined as “a multi-dimensional construct, the measurement of which varies, depending on a variety of factors
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