Take Home Exam Question 1: What do you consider are the most important strategic challenges for today’s HR practitioners operating in multi- or transnational companies? Critically discuss your position drawing on ideas and arguments raised during the semester and with reference to a brief example from industry. Introduction Nowadays‚ with the increased level of globalization and advance in technology‚ new markets and international business have grown dramatically in the whole world. As a
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1. Introduction: Researchers in the field of strategic human resource management (HRM) have increasingly relied on the resource-based view of the firm to explain the role of human resource practices in firm performance (Wright‚ Dunford‚ & Snell‚ 2001). Indeed‚ theoretical research on HRM has suggested that systems of HR practices may lead to higher firm performance and be sources of sustained competitive advantage because these systems of practices are often unique‚ causally ambiguous‚ and
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1019-1026. Huang‚ J. H.‚ Jin‚ B. H.‚ & Yang‚ C. (2004). Satisfaction with business-to-employee benefit systems and organization citizenhip behavior: An examination of gender differences. International Journal of Manpower ‚ 25 (2)‚ 195-210. Lepak‚ D. P.‚ & Snell‚ S. A. (1998). Virtual HR: Strategic human resource management in the 21st century. Human Resource management review ‚ 8 (3)‚ 215-234. Noe‚ R. A.‚ Hollenbeck‚ J. R.‚ Gerhart‚ B.‚ & Wright‚ P. M. (2010). Human resource management: Gaining a
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Performance: A Study of Public-sector Organizations‚’ International Journal of Human Resource Management‚ vol. 14‚ pp. 28–54. Hair‚ J‚ Anderson‚ R‚ Tatham‚ R & Black‚ W 1998‚ Multivariate Data Analysis‚ Englewood Cliffs‚NJ: PrenticeHall. Harel‚ G & Tzafrir‚ S 1999‚ ‘The effects of HRM practices on the perceptions of organizational and market performance of the firm’‚ Human Resource Management‚ vol. 38‚ no. 3‚ pp. 185-200. Hao‚ M 2004‚ ‘Toward global competitive advantage: Creation‚ competition‚ cooperation‚
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mostly been used in the West to study the relationship between a firm’s work systems and organizational performance. In this paper‚ we introduce a preliminary measure of HCWS in People’s Republic of China based on the definition of Baron and Kreps (1999). In study 1‚ we tested the measure by surveying 442 employees in China’s information technology (IT) industry. In study 2‚ we re-tested the same measure from the perspective of human resource (HR) executives in 126 foreign-invested companies. The
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are being adopted throughout the Asia Pacific region. Re-structuring‚ re-engineering‚ retrenchment‚ recruitment and retention of employees have all been reported as significant concerns for managers in this region (Frenkel & Peetz‚ 1998; McComb‚ 1999; Zhu‚ 1997). Despite significant change and challenges‚ conservative and traditional models of expatriate management and international human resource management (IHRM) continue to be used by many organizations‚ particularly with respect to practices
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Research and critically evaluate the role of HR within Belfield Furnishings Ltd currently. Provide a set of justified recommendations to indicate how HR can develop its profile within the organisation. Executive Summary This report aims to evaluate the function of HR within Belfield Furnishings Ltd and provide justified recommendations as to how the HR function can be develop and improve its profile within the business. The key points that will be
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Table of Contents Introduction 2 Effective Employee Selection 3 Application 3 Interview 3 Final Assessment 4 Rationale for the employee selection 4 Strategy Influenced by Other Factors 4 Internal factors 4 External factors 5 Training programs 6 Tailored Training 6 Leadership Program 6 On-the-job learning 7 Off-the-job learning 7 Rationale for the training programs 7 The strategy influenced by other factors 8 Internal factors 8 External
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3. Human Resource Configurations and Modes Lepak and Snell (2002) constructed a model that shows the relationship between human capital characteristics and employment modes. They identified 4 different modes of employment‚ that are measured along two dimensions‚ namely strategic value and uniqueness. Strategic value refers to whether the human capital contributes value to the company´s strategy by gaining a competitive advantage. Uniqueness‚ on the other hand‚ relates to the whether the human capital
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in 2000 [19]. The HR sector is undergoing a transformation. In August 2007‚ Monster France had more than 3 million CVs on their databases and LinkedIn’s social network had over 36 million members around the world in February 2009. According to Lepak and Snell (1998) [22]‚ the HR Function must confront four seemingly contradictory pressures. HR departments are required to be simultaneously strategic‚ flexible‚ efficient‚ and customer-oriented. Certain authors have suggested that the use of technology
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