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- When a multinational organization is in the multinational stage of internationalization, the selection of overseas subsidiary managers depends on the level of effort/outcome symmetry and cultural symmetry between the parent and subsidiary. Selection should come from an inpatriate, expatriate, or third country national pool depending on these symmetry levels. - When a global organization is in the global stage of internationalization, the selection of overseas subsidiary managers also depends on effort/outcome symmetry and cultural symmetry between the parent and subsidiary. Selection should come from an inpatriate, expatriate, or local national pool depending on the specific symmetry levels. - The article provides steps for assessing inpatriate orientation, external community support, establishing a monitoring process
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Like Us - https://www.facebook.com/FellowBuddycom
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3) It is proactive rather than reactive in solving potential future human resource problems.
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Human Resources Planning involves defining HR planning, discussing the process, and explaining the importance. The key steps in HR planning include workforce analysis, internal/external checks, gap analysis, priority setting, and monitoring/evaluation. HR planning is important for succession planning, training/development, and creating an HR planning system. HRMS is a system for storing and using personnel data for HR planning and functions. It helps with tasks like recruitment, training, benefits administration, and performance management. HRIS contributes to HR planning, employment strategies, resourcing, compensation/benefits, and employee development.
Staffing
Staffing refers to the process of recruiting, selecting, training, and developing human resources to fill positions in an organization. It involves determining manpower needs, attracting qualified candidates from internal and external sources, selecting the best candidates, providing training and development programs, and managing employee promotion, transfer, and demotion. Staffing is a critical function that helps ensure organizations have the right people in the right jobs to achieve their strategic goals.
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This document outlines the key aspects of human resource planning (HRP), including definitions, importance, factors affecting it, the process, barriers, and requirements for effective HRP. HRP is defined as forecasting an organization's future demand for and supply of employees. It is important as it helps ensure an organization will have the right number and type of qualified people in the right places at the right times. The HRP process involves defining objectives, forecasting needs and supplies, programming HR actions, implementation, and control/evaluation. Barriers can include a lack of business expertise, incompatible data, and non-involvement of managers. Effective HRP requires awareness of corporate goals, complete records, a long enough time horizon,
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This document discusses four main streams of research on organizations: why firms exist, agency theory, strategic management theory, and cooperative organizational economics. It focuses on explaining agency theory and stewardship theory. Agency theory argues managers may act in their own self-interest rather than shareholders, while stewardship theory proposes managers act as stewards aligned with organizational objectives. The document compares the key assumptions and perspectives of agency theory versus stewardship theory on issues like human motivation, governance structures, and risk orientation.
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This document summarizes a study on the effect of corporate governance on the performance of Jordanian industrial companies listed on the Amman Stock Exchange. The study aims to determine if corporate governance and performance indicators are affected by proposed variables. It examines factors that may influence corporate governance and the effect of governance on performance measures like market price, market-to-book value, and price-to-earnings ratio. Data was collected from 44 randomly selected industrial firms over 2000-2007 and hypotheses were tested using statistical models to analyze the relationships between variables and corporate governance and performance.
Chapter 1
This document provides an overview of strategic human resource management. It discusses HR branding and the five main functions of human resource management - staffing, human resource development, compensation, safety and health, and employee and labor relations. For each function, it outlines the key aspects and processes. It also examines the changing role of HR and how HR tasks are now performed by HR managers, outsourcing, shared service centers, and line managers. The dynamic external environment that impacts HRM is also addressed.
Chapter 3 international human resource management
This chapter discusses international human resource management (IHRM) and comparative HRM. It outlines how globalization has impacted corporate strategies and HR practices in multinational companies. The chapter presents different frameworks for understanding pressures on companies to reduce costs globally while responding locally. It also examines how the international aspects of HR functions like recruitment, training, and performance evaluation are impacted by cultural diversity. The chapter then analyzes HRM trends in selected European countries and Asia, discussing debates around convergence and divergence of practices under globalization.
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The document discusses agency theory, which addresses the conflict that can arise between principals and agents in organizations. It defines key agency theory concepts like asymmetric information and defines agency theory assumptions around self-interest and bounded rationality. It provides examples of how agency theory applies to the relationship between shareholders and managers, and the role of audit committees in addressing agency problems. The document also discusses criticisms of agency theory and calls for making it more institutionally sensitive.
International taxation presentation
This document provides an introduction to international taxation and tax treaties. It begins with definitions of key concepts like globalization and international taxation. It then discusses tax treaties, including their objectives, evolution, models, and structure. The document outlines the prominent articles in tax treaties, including those related to definitions, distributive provisions, and anti-avoidance measures. It also discusses how tax treaties are interpreted and concepts like permanent establishment. Overall, the document aims to introduce fundamental aspects of international taxation and tax treaty frameworks.
STAFFING
This document discusses staffing as a key human resource management function. It defines staffing as filling positions in an organization through recruitment, selection, placement and development of personnel. The importance of effective staffing is outlined, including obtaining competent employees, optimizing performance and ensuring succession planning. The evolution of human resource management from a welfare model to integrated corporate strategy is summarized. Finally, the key steps in the staffing process are identified as estimating requirements, recruitment, selection, placement, training and development, and performance appraisal.
HUMAN RESOURCE PLANNING
Human resource planning is a process to ensure an organization has the right number and type of people at the right time. It involves forecasting future human resource needs, analyzing current supply, and implementing programs to address imbalances. Key aspects of HRP include forecasting demand and supply, balancing the two through programming, implementing plans, and controlling and evaluating outcomes. The goal is to maximize returns on human resource investments and ensure strategic objectives are met.
Ihrm
The document discusses international human resource management (IHRM). It defines IHRM as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. IHRM includes typical HR functions like recruitment, selection, training etc. at an international scale along with activities like global skills management and expatriate management. The objectives, needs and functions of IHRM are explained. Key activities involved in IHRM are discussed along with issues like managing international assignments and culture. Effective IHRM implementation requires determining international operations strategy and ensuring standardized or localized HR policies. Staffing policies in IHRM like ethnocentric, polycentric and geocentric approaches are also summarized.
corporate governance theories and practices
This document discusses corporate misgovernance and governance issues in India and other countries. It provides examples of corporate scandals in India like the Harshad Mehta case and preferential allotment scam. Examples from the US like the Worldcom and Enron scandals are also mentioned. Reasons for misgovernance like a closed economy and lack of regulatory frameworks are discussed. The document also covers various corporate governance models and theories. It examines the roles, composition and responsibilities of boards of directors. Benefits of good governance and issues regarding boards, disclosure, and shareholder rights are summarized.
Agency theory
Agency theory examines conflicts of interest that arise between parties in a principal-agent relationship, such as between shareholders and company managers. It aims to align their goals and reconcile different risk tolerances. Mechanisms for dealing with conflicts include incentive-based executive compensation, shareholder monitoring and intervention, and the threat of firing or takeover. Agency costs refer to the costs shareholders incur to encourage managerial wealth maximization over self-interest. The theory has implications for ethics in balancing principals' and agents' respective duties and interests.
International human resource management
This document discusses international human resource management. It begins by defining IHRM and explaining why global organizations develop international HR strategies due to factors like global competition and differences in business environments across countries. It then describes four types of international organizations and discusses some key aspects of IHRM like differences between domestic and international HRM, external factors that influence IHRM, and common IHRM practices such as international staffing, training for international assignments, repatriation, and compensation considerations. The document concludes that understanding cultural differences and workforce issues is important for HR managers and success in global business situations.
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Global hrm
This document discusses global human resource management (GHRM). It defines GHRM as procuring, allocating, and utilizing human resources in multinational corporations. GHRM activities include determining HR strategy, staffing, performance evaluation, management development, compensation, and labor relations on a global scale. The document outlines different approaches to GHRM like ethnocentric, polycentric, regiocentric, and geocentric. It also discusses factors affecting GHRM like culture, economics, laws, and multicultural workforces. Key GHRM areas like staffing, training, performance appraisal, compensation, and international labor relations are summarized.
My PPT(Global Human Resource).ppt
The document discusses the strategic role of human resources in global environments. It examines how global corporations manage human resources and social responsibility across different countries and cultures. Some key challenges for international human resource management include variations in laws, economies, and cultures between locations. The document recommends that companies develop centralized reporting relationships, standardized practices, and consistent corporate cultures while also giving regional autonomy. It emphasizes the importance of cultural awareness and developing global leaders.
15Reflection and Discussion Forum Week 3Sri Chaita
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
15Reflection and Discussion Forum Week 3Sri Chaita
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
Increasing global competitiveness_hr
The document discusses research on the human resource management practices of 60 large multinational companies. It finds that more successful MNCs had flexible policies and practices, included HR as a strategic partner, and developed global leaders. These companies recognized that to compete globally, organizations must adapt their human assets as readily as other business areas. Flexible practices allowed for cultural variation across countries while upholding core values like non-discrimination. Effective global HR management contributed to stronger financial performance.
Increasing global competitiveness_hr
The document discusses research on the human resource management practices of 60 large multinational companies. It finds that more successful MNCs had flexible policies and practices, included HR as a strategic partner, and developed global leaders. These companies recognized that to compete globally, organizations must adapt their human assets as readily as other business areas. Flexible practices allowed for cultural variation across countries while upholding core values like non-discrimination. Effective global HR management contributed to stronger financial performance.
Hr policy convergence and divergence
The dilemma facing MNCs is determining the extent to which their HR policies should be 'convergent' worldwide to be the same in each location or 'divergence' to differentiate in response to local needs. Brewster et al. (2002) argue that the success of IHRM depends on MNC practices.
Management Team, Change Management And A Disaster Recovery...
The document discusses shared team leadership and its importance for high-performance teams. It notes that shared leadership is prominent in the early phases of a project as team members interact, cooperate and exchange information to maximize effectiveness. As the team advances, leadership may focus on individuals who demonstrate greater competence. The document also discusses using the Hill model for team leadership to make decisions about necessary actions. It suggests partnerships with academic institutions can benefit technical product development teams through technology transfer and collaboration. Shared leadership is optimal early on but leadership typically evolves to focus on key individuals as the team matures.
Student 1 The main intention of this framework is to support .docx
Student 1:
The main intention of this framework is to support large corporate organizations with their portfolio management and process of the risk management. The framework is able to handle insurance risk and non-insurance risk. It is suggested to use the framework within the recognized enterprise risk management correction. James Lam has defined four benefits to risk management which are as follows: handling risk is managements’ job; the instability of the earnings will be reduced by the managing risk; the shareholders’ value can be maximized with the help of managing risk; financial security and job security are promoted by the risk management (Zhou & Xu, 2018)
Handling risk is managements’ job–the duty of the management is to use the critical information of the business to manage the risk. This will lead to give transparency in managing costs and improves the understanding of the risk.
The instability of the earnings will be reduced by the managing risk–with the help of the activities of the risk management, the top companies will able to manage their earnings instability in a better way.
The shareholders’ value can be maximized with the help of managing risk–the companies can be able to increase their shareholders’ value with maximum percentage and also can be able to identify the opportunities for business optimization and risk management by using the risk based program. Volatility can be managed well and business model performance can be extended with correct information that is spread across the organization (Liang et al., 2017)
The efficient frontier will be send to the business leaders directly and they will become the holders of the risks for their respective areas of influence. The efficient frontier has to learn the language of the risk. It is fundamentally assumed that the risk transfer and lines of insurance will be modelled properly. This is significant assumption, as plain modelling foibles, internal disputes, information asymmetry and data limitations will be easily disturb the best intentions of the framework. It is very necessary to test any kind of model and if possible back test the model and involvement of different business leaders is also important to examine the results of the model. It is important to involve independent experts to question and examine the assumptions of the model (Tajani & Morano, 2017)
References
Liang, J., Zhong, M., Zeng, G., Chen, G., Hua, S., & Li, X. et al. (2017). Risk management for optimal land use planning integrating ecosystem services values: A case study in Changsha, Middle China. Science Of The Total Environment, 579(2), 1675-1682.
Tajani, F., & Morano, P. (2017). Evaluation of vacant and redundant public properties and risk control. Journal Of Property Investment & Finance, 35(1), 75-100.
Zhou, W., & Xu, Z. (2018). Portfolio selection and risk investment under the hesitant fuzzy environment. Knowledge-Based Systems, 144(2), 21-31.
Student 2:
Uses of Efficient Frontier Analysis.
HUMAN RESOURCES POLICY- convergence and divergence
According to Brewster et al (2002) the effectiveness of global IHRM depends on ‘the ability to judge the extent to which an organization should implement similar practices across the world (convergence) or adapt them to suit local conditions (divergence)’. The dilemma facing all multinational corporations is that of achieving a balance between international consistency and local autonomy. They have to decide on the extent to which their HR policies should either ‘converge’ worldwide to be basically the same in each location, or ‘diverge’ to be differentiated in response to local requirements.
International Human Resource Management policy convergence and divergence
FACTORS EFFECTING CONVERGENCE AND DIVERGENCE
Factors affecting the choice between convergence and divergence, Harris and Brewster (1999)
The extent to which there are well-defined local norms. •
The degree to which an operating unit is embedded in the local • environment.
The strength of the flow of resources – finance, information and people • – between the parent and the subsidiary.
The orientation of the parent to control. •
The nature of the industry – the extent to which it is primarily a domestic industry at local level.
The specific organizational competencies, including HRM, that are critical for achieving competitive advantage in a global environment.
Gjmbsv3n4 02
This document discusses managing human resources in international organizations. It begins by defining international human resource management and explaining that as organizations expand globally, they must tailor their HR practices to local environments. It then discusses three main strategies multinational companies use to transfer HR practices across countries: ethnocentric, polycentric, and geocentric. The document also examines key aspects of international HRM, including staffing policies, selecting and training expatriates, compensation issues, and repatriation management. Effective international HRM, if given attention, can provide organizations a competitive advantage as they expand globally.
Socially responsible human resourcepractices disclosures of.docx
Socially responsible human resource
practices: disclosures of the world’s best
multinational workplaces
Charbel Greige Frangieh and Hala Khayr Yaacoub
Abstract
Purpose – This paper aims to explore the socially responsible human resource practices disclosed by
the ‘‘World’s Best Multinational Workplaces,’’ with the aim of facilitating the benchmarking of these
disclosed practices.
Design/methodology/approach – Using the ‘‘World’s Best Multinational Workplaces’’ list was a
strategic decision in this study due to the rigorous methodology used in the preparation of the list as it
concentrated largely on the employees’ feedback, thus ensuring that these listed companies are actually
top workplaces. Both manifest and latent content analysis, are applied on 23 of the 25 listedMultinational
Corporations’ websites and reports, and company reviews done on these companies by the Great Place
toWork for to pinpoint the social responsible human resource practices.
Findings – Most of the practices disclosed are oriented toward enhancing the employees’ work
experiences whether that happened through improving their employment conditions or through having a
diverse and inclusive workplace. Thus, the employee-oriented human resource management practices
got the lion’s share of the disclosures, rather than the legal or the Corporate social responsibility–human
resources facilitation components.
Research limitations/implications – The practices that are already used at small and medium
enterpriseswithin national contexts were not covered in this study.
Practical implications – It is assumed that businesses can benefit from the practices of these MNCs
which are considered as great places to work for, and as pioneers in their socially responsible human
resource approaches.
Originality/value – This study is likely to fill an important gap in the corporate social responsibility
literature, which gave pint-sized attention to the internal stakeholders, rendering the academic coverage
of employee-related practices scarce if not absent
Keywords CSR, Content analysis, Multinational corporations,
Social responsible human resource practices
Paper type Research paper
Introduction
An ethical movement is gaining momentum in the business world as a result of
management malpractices committed in the past decades. The ethical crisis drove
practitioners and researchers around the world to acknowledge the importance of
integrating business ethics and sustainability into their organizations. Engaging in
responsible practices was seen as a means to avoid crises and simultaneously lead to
financial benefits, (Doh et al., 2011; Wang et al., 2015; Voegtlin et al., 2012), produce social
capital (Maak, 2007) and enhance work-related behaviors like retention and workplace
commitment (Waldman and Galvin, 2008; Cameron, 2011; Doh et al., 2011; Doh and
Quigley, 2014; Miska et al., 2014). The misconducts in top management positions gained
extensive media a.
Human Resource Management (Issues) in Multi-National Companies
A detailed overview of human resource management operations in multinational companies, domain of HRM in MNCs, Areas of thematic emphasis, approaches, Methodological concerns and Direction for future research.
Talent managementDefinition of strategic talent management .docx
Talent management
Definition of strategic talent management:
“Activities and processes that involve the systematic identification of key positions which differentially contribute to the organisation's sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organisation.”
(Collings & Mellahi, 2009, p. 304)
Practices to acquire, develop and deploy talent:
Talent identification
Talent pool Talent pipeline
Talent Management viewed as a life cycle
(Thunnissen, Boselie& Fruytier, 2012)
Genesis: “The war for talent” (McKinsey & Co, 1997)
· Demographic changes
· Increased mobility and globalisation
· Transformations in the business environment:
• Shift away from product‐based economies • Complexity
• Changes in organizational structure
• Relationships
talent Management in terms of a life cycle
(Thunnissen, Boselie& Fruytier, 2012)
• Infancy
· Undefined boundary
· Unclear scope
• Adolescence: Themes ‐
• Definitions • Benefits
• Practices
“To be in a position to reap the benefits that talent management maturity offers,
Organisations globally,
and in emerging growth markets, should instead view
the talent experience
as a networked, customizable system individuals –
and their relationship with the organisation – at the centre
the dominant human capital topic of the 21st century (Cascio & Aguinis, 2008)
Justification for the practice of Talent Management
(Garavan, 2012)
· People, intellectual capital and talent are viewed as critical components of strategic success irrespective of competitive and economic pressures (p. 2428)
· Enables firms to achieve competitive advantage
· A critical capability which distinguishes successful global firms
· Tied to the RBV of the firm – worthy of investment/competing demands
• Alignment of talent changed strategic priorities
• An increased focus on flexibility, quality, cost and innovativeness of talent
to achieve strategy
• Use of talent to support merger and acquisition activity
• Challenges: associated with international organisational structural design
“The reasons for this continued investment primarily focused on concerns about:
· The difficulties in attracting high potential talent
· The challenge of retaining top performers
· The need to have a strong leadership pipeline; And, most important of all
• the concern that business growth needed to be sustained.”
(Garavan, 2012, p.2443)
Biggest risk to successful TM in MNEs: Implementation (Garavan, 2012)
· Innovation v costs
· Partnering (co‐ordination) v cohesiveness (control)
· Openness v compliance
· Diverse perspectives v strategic decision‐making
· Building brand v costs
As a component of strategic management, not (S)HR
(Swailes, Do.
Human Resource Management Practices and Productivity- A Case of Selected Mult...
Multinational Corporations (MNCs) are greatly expanding and growing beyond their geographical borders and into many countries of the world. This expansion of MNCs, the alarming upsurge in widely publicized and notable corporate issues in emerging markets have begun to draw both academic and managerial attention, they now look beyond traditional home market practices to the pressing concern of host markets practices and policies. The study examined the impact of human resource management practices and productivity of selected MNCs in Nigeria. A survey research design was adopted. The population of the study was 13,856 targeted staff of eight Manufacturing Multinational Corporation listed on the Nigerian Stock Exchange. Stratified sampling technique was employed to select the respondents from each stratum (lower, middle and top level management). The sample of 400 was arrived at using Yamane’s formula. The sample size was expanded by 30% to make room for non-response rate. A validated questionnaire which was adopted and titled ―Human resources management practices and productivity of selected MNC’s operating in Nigeria‖ was used as the research instrument. The reliability test yielded the following Cronbach’s alpha co-efficients for the constructs: Human Resource Management (HRM) Practices = 0.72 and Productivity = 0.83. A total of 520 copies of the questionnaire were administered with a response rate of 92.3%. Simple regression analysis was used to test the hypothesis. The findings revealed that human resource management practices had a significant relationship with productivity of the selected MNCs in Nigeria (r = .043, R2 = .162, p < 0.05). This study concluded that human resource management practices had a significant impact on productivity of selected Multinational Corporations in Nigeria. It therefore recommended that MNCsshould adopt an integrated approach toward formulation and implementation of human resource management practices in their firms.
International Journal of Business and Management Invention (IJBMI)
The document analyzes the determinants of successful strategy implementation in public schools in South Africa. A survey was conducted of 165 respondents using a questionnaire. The data was analyzed using SPSS. The results found compensation management, managerial behavior, institutional policies, and resource allocation all had a statistically significant association with successful strategy implementation based on the chi-square tests and Cramer's V coefficients. The study provides insights into factors that can enhance effective strategy implementation in public schools.
Globalization and the Emerging Role of HR
The document discusses the changing role of human resource management in global organizations. It outlines several theoretical bases that influence how HR functions in different stages of a company's global life cycle and based on the orientation of international executives. As businesses globalize, HR must adapt to new challenges like a diverse workforce, changing work nature/organization, and complex global environments characterized by competition, continuous change, and legal/political diversity. The strategic role of HR depends on the organization's structure and needs to develop skills like global operations, business/finance, strategic thinking, technology use, and change management.
Globalization and the Emerging Role of HR
The document discusses the changing role of human resource management in global organizations. It outlines several theoretical bases for how the role of HR is impacted by the stage of globalization a company is in, from domestic to global, as well as the orientation of international executives. The challenges of managing human resources in the complex global environment are also examined, including managing a diverse workforce, changes in the nature of work, and political/legal diversity across countries. Effective HR strategies are needed to address these challenges and ensure organizational competitiveness.
Class 2 Strategic Hrm
The document discusses evidence from surveys of employees and employers on talent management practices. It then summarizes different HR systems or "bundles" of practices found in steel production lines and their relationship to productivity outcomes. The most innovative system with careful selection, training, compensation and involvement practices had the highest productivity. The document suggests that successfully leading change to adopt more innovative HR systems can provide competitive advantages through increased productivity and quality.
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2. Internal marketing focuses on treating employees as internal customers to improve their skills and motivation to deliver excellent customer service.
3. Strong branding creates a recognizable identity and image of quality that helps companies attract and retain customers.
4. The study found that UK retail banks use internal marketing programs focusing on employee care, quality standards, training, and rewards to develop staff who can effectively represent the brand through their customer interactions.
Methodological Fit
This document discusses methodological fit in management field research. It provides guidelines for helping new field researchers develop the ability to align theory and methods. Methodological fit is created through an iterative learning process that requires embracing feedback and revision. The key is asking the right research question and selecting the most powerful method to answer it. The document also discusses combining qualitative and quantitative methods and introduces a framework for assessing methodological fit.
M.Imran
The document discusses nine practices that top companies use to develop strong leadership. These include investing significant time and money in leadership programs, identifying promising leaders early in their careers, choosing assignments that allow leaders to develop new skills, providing feedback and support, developing teams rather than just individuals, leading through inspiration, encouraging community involvement, and making leadership development part of the organizational culture. It also profiles the top ten companies for leadership development and some of their best practices.
Final Presentation
The document discusses the theory, models, and types of research used in given articles. It provides the origins and evolution of ideas and concepts. It lists founders, proponents, and critics of core concepts. It proposes a research design on similar concepts using identified variables, methodology, and expected outcomes. It discusses similarities and differences between concepts known and unknown previously. It identifies the type of research used in the articles.
Leadership Hashim
The document discusses barriers that women face in achieving leadership positions. It notes that while women make up over 40% of managers in the US, they hold only 6% of top positions in Fortune 500 companies and 2% of CEO roles. Similarly, in the EU only 11% of top executives and 4% of CEO positions are held by women. Prejudices against women's leadership styles and responsibilities like family life contribute to what is described as a "glass ceiling". Suggested interventions include increasing awareness of biases, reducing long hours, using open recruitment, and helping women develop social networks to support their careers.
Islamic
This document discusses the history and development of Islamic groups and influence in Pakistan from its founding to the present. It outlines how Islamist groups like Jamaat-e-Islami advocated for an Islamic state and influenced leaders and policies over time. Figures like Maulana Mawdudi established early Islamist organizations, while Zia-ul-Haq greatly expanded Islamic influence in law and education. Current Islamic parties employ both parliamentary and at times militant strategies, and relations are complex between the state, army, and radical groups.
Irfan Haider
The document summarizes the seven ages of a leader's career as described by Warren Bennis. Each stage brings new challenges as the leader gains experience and takes on different roles. The stages are: 1) Infant executive who looks for mentors, 2) Schoolboy who learns to lead publicly under scrutiny, 3) Lover who struggles with new problems and relationships, 4) Bearded soldier who gains confidence but loses connection, 5) General who must hear the truth and drive change, 6) Statesman who prepares to pass on wisdom, 7) Sage who finds joy in mentoring the next generation.
In The Name Of Allah Almightyiii,
This document summarizes a study examining the effects of different methods of forming student groups for projects. The study analyzed student journals and surveys to understand their experiences from within the groups. Prior research primarily focused on performance outcomes, but this study provided insight into subtle social dynamics within groups. Key findings were that student-selected groups generally performed better, but instructor-assigned groups can perform well with the right composition and processes. The study findings provide guidance for instructors and students on effective group work.
Arif Presentation
1. The document discusses various branding issues in international marketing such as brand orientation, brand repositioning, and their relationships with international marketing strategy and financial performance.
2. A survey of 315 international companies found that brand orientation and repositioning positively impact international marketing strategy, which in turn positively affects financial performance.
3. Developing constructs like brand orientation, repositioning, and performance were validated through statistical analysis, providing insights for international marketers on deploying resources and adapting branding strategies overseas.
Corporate Branding Versus
The document discusses corporate branding versus product branding strategies for firms entering emerging markets. It proposes that firms are more likely to use corporate branding when stakeholder interests are broad, corporate image is emphasized, markets are complex, marketing costs are high, and industrial products are being sold. Larger, more experienced international firms are also positively associated with corporate and product branding. Future research could develop and test additional hypotheses about branding strategies across different stages of market entry and expansion.
Hrd Strategic Perspective
The document discusses the strategic perspective of human resource development (HRD) and its link to business strategy and organizational performance. It covers the roots and models of HRM/HRD, including hard, soft, and strategic variants. HRD can provide competitive advantage by developing firm-specific competencies. The document also discusses linking HRD to business strategy through reactive, proactive, and matching models. Finally, it discusses how effective HRD that is properly configured can directly contribute to and improve organizational performance.
Consumption Characteristics & Disposal
The document discusses consumption characteristics and disposal trends in less developed countries. It notes that the services sector is underdeveloped but offers opportunities for growth. Consumer goods often have poor quality and mediocre marketing. Rural consumption is increasing, with more spent on durable goods and those manufactured in urban sectors. Product disposal is important as people cannot afford to discard items, so resale value and reliability are key considerations. Recycling and remanufacturing can generate new opportunities by extending the life of goods and making them more affordable. Companies must ensure safe waste disposal to avoid environmental issues as developing countries become more sensitive to these impacts.
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