Towards Better Management of Ground Water Resources in India B.M.Jha‚ Chairman & S.K.Sinha‚ Scientist D Central Ground Water Board Bhujal Bhawan‚ CGO Complex‚ NH IV‚ Faridabad- 121 001‚ Haryana‚ India. e-mail: chmn-cgwb@nic.in Abstract Groundwater is the most preferred source of water in various user sectors in India on account of its near universal availability‚ dependability and low capital cost. The increasing dependence on ground water as a reliable source of water has resulted in indiscriminate
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Managing MNC Expatriates through Crises: A Challenge for International Human Resource Management Abstract ------------------------------------------------- International crises experienced by multinational corporations include both the premature return of expatriates due to failed assignments and the poor retention of returned expatriates due to failed repatriation. To reduce the direct and indirect costs inherent with expatriate failure‚ multinational corporations are striving to improve their
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staffing‚ training‚ compensation‚ benefits‚ and performance management in China is examined. This research findings are then integrated with the information from the global villager’s handout. Missing information that is critical for effective human resource policy and practice development is identified and the importance of this missing information is analyzed. Based on the information‚ policies and practices for an MNE operating in China are recommended‚ as well as an explanation of why these
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Introduction: Human Resource Management (HRM) involves all decisions that directly affect the people who work for the concerned organizations and corporate enterprises. Hence‚ HRM can be termed as a strategic and coherent approach to an organization’s most prized asset- the people working there‚ who individually and collectively strive towards achieving the organizational goals. In simple words‚ HRM means employing people‚ developing their capacities‚ utilizing‚ maintaining & compensating their
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Management International HRM Report Word Count = 2176 Executive Summary The purpose of this report is to explore the regiocentric approach to International Human Resource Management and discuss the impact the use of this approach would have in the case of expanding to a new location. The Expatriate Management Cycle is covered to identify any considerations that may have to be made during the process. The report evaluates the use of a regiocentric method for an international start-up situation
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* IHRM as a key factor in the success of international business. * An overview of domestic HRM and discussion on what is different in IHRM. * What are the key elements of “best practice” in HRM? * To what extent are the principles of managing people universal and to what extent culture specific? * Inter-cultural or International? * Do we have a strategy for becoming an international firm? * What type of managers will we need to be successful? * How can I find out about
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Presentation FIRST SLIDE Multinational companies continue to rely on international assignment (LA) practices in implementing their international business strategies. One of the main challenges in finding staff for these international postings is to cut the rising failure rate of those sent abroad. Why? In order to minimize the very high direct and indirect costs incurred when international assignees fail. The assessment factors for overseas postings should include 2 main areas:
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Expatriate performance management plays a significant role in receiving higher efficiency and long-term competitive advantage for global enterprise. As one of the global famous telecommunications industry‚ Nokia enjoys about 1‚200 expatriates in their global assignment. To well organize a great deal number of expatriates‚ Nokia create a comprehensive performance management program to set up goals‚ performance evaluation and feedback about their expatriates. Besides‚ it also concerns about continuous
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International Human Resource Management Assignment (PROFESSOR CLIFF LOCKYER) GROUP NO. 7 � EXECUTIVE SUMMARY The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy‚ Human Resource Strategy
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Management‚ Tel Aviv University‚ Ramat-Aviv‚ Tel Aviv 69978‚ Israel‚ Phone: +972-3-640-6335‚ Fax: +972-3-640-9983‚ E-mail: avic@post.tau.ac.il. Human Resource Management‚ January–February 2013‚ Vol. 52‚ No. 1. Pp. 95–122 © 2013 Wiley Periodicals‚ Inc. Published online in Wiley Online Library (wileyonlinelibrary.com). DOI:10.1002/hrm.21514 96 HUMAN RESOURCE MANAGEMENT‚ JANUARY–FEBRUARY 2013 Introduction O rganizations constantly seek ways to facilitate and enhance creative‚ innovative
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