Strategic Integration of Recruitment Practices and Its Impact on Performance in Indian Enterprises Ashok Chanda, Trapti Bansal & Rupal Chanda Abstract Recruitment and selection is a foundation of human resource management (HRM) practices and its integration to business is critical to achieve organisational strategic goals. However, little research has to date examined strategic integration in this specific human resource (HR) practice, and, therefore, little is known about the level and application
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LVMH: Diversification Strategy into Luxury Goods Strategic Issues By 2002, Moet Hennessy Louis Vuitton was the world's largest luxury products company, enjoying annual sales of 12.2 billion euros. LVMH carries the most prestigious brand names in wine, champagne, fashion, jewelry, and perfume. Upon entrance of this luxury product industry, LVMH was aware that they produced products that nobody needed, but that were desired by millions across the world. This desire in some way fulfills a fantasy
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Week 7 Assignment Gayla Jenkins: gayla.jenkins2@waldenu.edu Student ID # A00551485 Program: Ph.D. MGMT - Human Resource Management Introduction From small to large organizations, the functions of a human resource department are an essential piece in helping organize and manage the personnel that helps to keep an organization running. A Human resource department performs functions that encompass a variety of activities. Significantly influencing all areas of an organization such as Human Resource
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engage in globally benchmarked sustainable management systems and processes, across all functional areas from finance to HRM. Some sport organisations have used aspects of the globalisation process to create new opportunities for expansion and growth, while others have been reluctant or resistant to externally instigated change. We assessed the adoption of ''best practice'' HRM practices in a range of amateur and professional sport organisations to see how they were reacting to these convergence pressures
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Problems met by Our Lady of Fatima University BS-HRM students in finding a hotel establishment for Practicum 2 SY 2012-2013 A Thesis Proposal Presented to the Faculty of the College of Hospitality and Institutional Management Our Lady of Fatima University In Partial Fulfillment of the Requirements for the Degree of Bachelor of Science In Hotel and Restaurant Management Binlayo, Jhasper G. Adel, John Christian R. Sarmiento, Jeffrey P.\ Manzano, Adrian Rome Taoingan, Jan Iam Guido
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Employee Training and Development HRM 409B Survey in Human Resource Management and Organizational Development August 12, 2014 Abstract Employee training is often seen as an unnecessary financial burden on the company. The nature of the modern business environment dictates that training more important than it ever has been. Continual changes, especially when it comes to technology, mandates that employees are regularly trained on new skills. Training is not a punishment
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Human Resource Management (HRM) is the art of people resource management in an organization. The main duty of HRM is to acquire, develop, retain talent and align or match the work force skills and talents in accordance to the objectives and needs of the company. For an organization to perform well in terms of efficiency, productivity, specialization and achievement of its objectives, it must utilize the abilities and capabilities of its employees to the maximum. Management of three critical areas
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Key future trend that will shape the business in the next 5 years ➢ De-globalization trend will be more common co-existing with globalization ➢ The rise of Millennials creates both opportunities and challenges for marketing and internal management ➢ Business intelligence innovation will be more important for business success in the future characterized by internet, big data analysis, social network and e-commerce ➢ Sustainability and being good corporate citizen is another field that leaders
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[pic] Lecturer: Melanie Ahmad Email: melanie.ahmad@auscampus.net Semester 2, 2011 1.0 Subject information at a glance |Academic and support staff: | |Enrolment requirements: |Assumed entry skills and knowledge: | |Credit points: 15 |It is assumed that students
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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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