of Japanese HRM practices mainly recruitment and selection and also training and development. It tells us about what is the basic essence that makes them quintessentially Japanese. It tells how it is advancing towards a continuous evolutionary change. This assignment also tells the reader about the impact of culture, traditions, socio-economic and politico-legal angles that affect the very basis of Japanese HRM structure. Finally it tells the reader about the different changes in HRM practices due
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SBL SCHOOL OF BUSINESS AND LAW MANAGING HUMAN CAPITAL Module Tutor: Dr. Rajendra Kumar Student: Iryna Viter Student Ref: 0188SBMA1109 Course: MBA1 D, APR 10 TABLE OF CONTENTS: I. INTRODUCTION------------------------------------------------------------3 II. HUMAN RESOURCE MANAGEMENT--------------------------------4 III. STRATEGIC HUMAN RESOURCE MANAGEMENT --------------6 IV. HUMAN RESOURCES PLANNING-------------------------------------8 V.
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f e a t u r e a r t I C Le 647 Interaction Effects of Globalization and Institutional Forces on International HRM Practice: Illuminating the ConvergenceDivergence Debate By Yongsun Paik Irene Hau-Siu Chow Charles M. Vance In the face of globalization, scholars continue to debate about whether a convergence in human resources practices will prevail, or a trend of divergence perspective will persist. Building on institution theory, this article helps to explicate this debate by examining
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RESEARCH AND PRACTICE IN HUMAN RESOURCE MANAGEMENT [pic] [pic] • Volume 16: Issue 2 • Editorial • Keynote • Articles • Research Note • Reviews Highlight, copy & paste to cite: Pio, E. (2008). Threads of Constraint: Ethnic Minority Migrant Women and Employment, Research and Practice in Human Resource Management, 16(2), 25-40. Threads of Constraint: Ethnic Minority Migrant Women and Employment Edwina Pio Abstract Nations, organisations
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the current growth rate and the demand for more staff within many areas across the organization the need to be able to identify precisely needed skills for each role is a main concern for Aldi. Armstrong (P10, 2009) states that ‘the concept of hard HRM is based on a management- and business-oriented philosophy. It is concerned with the total interests of the organization – the interests of the members of the organization are recognized but subordinated to those of the enterprise. Hence the importance
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basement of a car dealership in St Louis in the USA. The business began with only seven cars. Today, Enterprise is the largest car rental business in North America with more than 7,000 offices in the USA and more than 900 in Canada, Puerto Rico, the UK, Germany and Ireland. In 2007, Enterprise had 728,000 rental cars in use, employing over 65,000 people with an annual turnover of over £4.5 billion. There are four operating units: Enterprise Rent-A-Car, Enterprise Fleet Management, Enterprise Car Sales
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doi:10.3926/jiem.2008.v1n2.p119-142 ©© JIEM, 2008 – 01(02):119-142 - ISSN: 2013-0953 Measuring the impact of HRM on organisational performance Anastasia A. Katou University of Macedonia (GREECE) akatou@uom.gr Received September 2008 Accepted December 2008 Abstract: The purpose of this paper is to measure the impact of HRM on organisational performance in the context of Greece. Data were collected from 178 organisations using a questionnaire survey in the Greek manufacturing sector, and
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organizations. Data were collected from several articles (mentioned in the reference section) and studies about different range of strategic HRM practices. The findings indicate that a valid set of strategic HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both service performance and financial performance. HRM strategies may be influenced by the decisions taken on strategy (the nature of the business currently and in the future) and by the structure
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HRM LITERATURE REVIEW Most of the literature and research summarized below is fairly recent although some earlier seminal pieces of research and commentary are included. The selection is by no means exhaustive – a tremendous amount of research is carried out in HRM. ------------------------------------------------- Topics ------------------------------------------------- ------------------------------------------------- HRM general Strategic HRM -------------------------------------------------
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.04 1.2 What is Green HRM?.................................................................................. .04 1.3 Why HR?...................................................................................................... ...06 1.4 Some Practices and Example…………………………………......................07 1.5 Chemical Industry Profile…………………………………………………..08 CHAPTER 2 REVIEW OF LITERATURE……………………………………09 CHAPTER 3 IMPORTANCE OF THE STUDY………………………………11 3.1 Green HRM Practices………………………………………………………
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