2009 Suparn Sharma, Jyoty Sharma, Arti Devi 205 CORPORATE SOCIAL RESPONSIBILITY: THE KEY ROLE OF HUMAN RESOURCE MANAGEMENT Suparn Sharma (PhD),Joity Sharma (PhD), Arti Devi Abstract Business organizations have waked up to the need for being committed towards Corporate Social Responsibility. But still majority have just been taking up some form of philanthropic activities for its stakeholders. Nurturing a strong corporate culture which emphasizes Corporate Social Responsibility (CSR)
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International Research Conference on HRM 25-26 August 2012 at MIT College of Management, Pune Is Post-Appraisal Weeding good strategy? Dilip Thosar Fellow Student, AHRD (Academy of Human Resources Development), Ahmedabad. ABSTRACT Many progressive Indian organizations are seen to annually lead a practice of weeding out their lowest-performing manpower, with the strategic intent of increasing their performance capability and competence. The genesis of this practice lies in the “20-70-10 principle”
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Kiran School of Behavioral Sciences and Business Studies, Thapar University, Patiala, India Abstract: Corporate social responsibility (CSR) is emerging as a new field in the management research. In India, many firms have taken the initiatives of CSR practices which have met with varying needs of the society. The present study has made an attempt to understand the status and progress and initiatives made by large firms of India in context to CSR policy framing and implementation. Data has been collected
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Annual Report 2014-15 Infosys Annual Report 2014-15 Narayana Murthy A tribute to our founders Nandan M. Nilekani S. Gopalakrishnan K. Dinesh The year 2014 was a milestone in our Company's history, when we bid farewell to three of our founders who held executive positions in the Company during the year – Narayana Murthy, S. Gopalakrishnan and S. D. Shibulal. Narayana Murthy stepped down as the Chairman of the Board on October 10, 2014. His vision, leadership and guidance
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+ Models ORGDYN-404; No. of Pages 9 Organizational Dynamics (2011) xxx, xxx—xxx a v a i l a b l e a t w w w. s c i e n c e d i r e c t . c o m journal homepage: www.elsevier.com/locate/orgdyn Emerging HR management trends in India and the way forward Pawan S. Budhwar, Arup Varma INTRODUCTION Over the last decade or so, India has emerged as a major player on the global economic front. To a great extent, India’s enhanced global economic importance is due to the economic reforms that
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Exploring Excellence PGDM (GM) (GMP 2013–14) AN AICTE APPROVED FLAGSHIP FULL-TIME MBA PROGRAM FOR EXPERIENCED PROFESSIONALS E-brochure http://www.placementkloud.com/xlrigmp 01 02 03 04 05 06 08 10 12 14 16 MESSAGE FROM THE DIRECTOR Learning and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to
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Tw elfth Edition INTERNATIONAL BUSINESS Environments and Operations John D. Daniels University of Miami Lee H. Radebaugh Brigham Young University Daniel P. Sullivan University of Delaware Pearson Education International Contents Preface 29 About the Authors • PART ONE 39 BACKGROUND FOR INTERNATIONAL BUSINESS 44 1 Globalization and International Business 45 49 44 CASE: The Global Playground Introduction 48 W h a t Is International Business7. The Forces
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[pic] Course Title: Human Resource Management Course ID: HRM 604 Program: EMBA Prepared for: Abu Saleh Md. Sohel-Uz-Zaman, Course Instructor, Department Business of Administration, United International University. Names of the Members with IDs |Name |ID | |S. M. Tahmidur Rahman
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Objectives After studying this chapter, you should be able to: Describe the drivers behind globalization in the early 21st century. Discuss the role that culture plays in determining the effective use of human resource management practices in a global organization. Identify critical HRM issues faced by multinational and global organizations when they conduct business in the international marketplace. Internet/Web Resources General Sites www.expatexchange.com www.ilo.org www.odei.gov/cia/publications/factbook/
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Five Functional Areas Of Human Resource Management Five Functional Areas of Human Resource Management (HRM) HRM has five functional areas that include: Staffing, Human Resource Development (HRD), Compensation and Benefits, Safety and Health, and Employee and Labor Relations. Staffing Achieving organizational objectives requires having the proper number of employees with the appropriate skills. Staffing accomplishes this objective through four tasks. The first task is job analysis, which examines
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