Strategic Human Resource Management and Organizational Performance in Singapore
|
|
- Hugo Thornton
- 6 years ago
- Views:
Transcription
1 Strategic Human Resource Management and Organizational Performance in Singapore David Wan, Ph.D. Assistant Professor of Management Faculty of Business Administration National University of Singapore Victor Kok Graduate Faculty of Business Administration National University of Singapore Chin Huat Ong Research Fellow, Centre for Business Research & Development Faculty of Business Administration National University of Singapore Research indicates that strategic HRM practices bring higher levels of organizational performance in Singapore. message frequently found in corporate mission statements, annu- A al reports and plaques on office walls is that people are a firm s most valuable resource. Having the right personnel at the right place and at the right time is of utmost importance to the survival and success of any organization. The 1990s saw the emergence of a new generation of workers who are characterized by decreased loyalty to their company and increased expectations for autonomy, self-development and greater involvement in company decision making. Simultaneously, in Singapore and in many parts of the world, the increasing emphasis on knowledge-based competitiveness in the current turbulent environment also accelerated the importance of human capital. 1 Careful management of this important resource calls for a strategic focus on human resource management (HRM) in the organization. Strategic HRM involves designing and implementing a set of proactive HR policies/practices that ensures that an organization s human capital contributes to the achievements of its corporate objectives. Fundamental to this perspective is an assumption that organizational performance is influenced by the set of HRM practices in place. This article investigates the relationship between strategic HRM practices and organizational performance in Singapore and looks at the implications of the findings for both managers and practitioners Sage Publications JULY/AUGUST
2 Past Studies on Strategic HRM The era of strategic HRM was ushered in nearly two decades ago, 2 and since then, a behavioral perspective has emerged as the predominate paradigm for research. However, it was only in the 1990s that the concept of bundling of human resource practices became popular and attracted numerous studies. Ferris, Russ, Albanese, and Martocchio 3 made one of the first major attempts to examine how effective management of human resources might contribute to positive organizational performance. In their study of 2,236 firms from the U.S. construction industry, the Ferris group addressed the roles played by three important organizational functions and activities on firm performance: the status and importance of the HRM function, the role of unions and strategic planning. They found that firms that had HRM departments were generally high performers (i.e., larger total sales volume), firms that had a higher percentage of their workforce unionized also performed better than firms with a lower percentage and, finally, firms performed better when they engaged in more formalized strategic planning. Cutuher-Gershenfeld 4 developed and tested a thesis that linked the industrial relations climate and economic performance. Based on a longitudinal analysis of changing patterns in labormanagement relations across workgroups in the primary manufacturing facility for Xerox Corporation, he classified labor-management relations into traditional, adversarial and transformational relations. His conclusion was that transformational labor relations are associated with higher levels of organizational performance than the other types of industrial relations climates. Based on questionnaire responses from human resource managers at 30 of the 54 existing U.S. steel mini-mills between November 1988 and March 1989, Arthur 5 found that mills with commitment systems had higher productivity, lower scrap rates and lower employee turnover than those with control systems. The first empirical research on an HR bundle or system was carried out by MacDuffie. 6 Using an international data set from 1989 to 1990, he surveyed 62 automotive assembly plants. His most significant finding was that innovative HR practices affect performance not individually but as a group. Huselid 7 found that high performance work practices were associated with lower employee turnover, greater productivity and higher corporate financial performance. His results were consistent across diverse measures of firm performance after corrections for selectivity and simultaneity biases. Using 590 profit and nonprofit firms from the National Organizations Survey, Delaney and Huselid 8 found positive associations between HRM practices such as training and staffing selectivity, and perceptual firm performance measures. In a subsequent study of 293 U.S. firms, Huselid, Jackson and Schuler 9 evaluated the impact of human resource managers capabilities on HR management effectiveness and the latter s impact on corporate performance. Their findings showed that large firms in the United States are more proficient in their technical HRM capabilities than in their strategic HRM capabilities. As time goes on, however, a ceiling effect may begin to constrain the ability of the U.S. firms to gain competitive advantage through continued improvement in technical HRM activities. In addition to this finding, they noted significant correlation between HRM effectiveness and employee productivity, cash flow and market value. All of these studies generally reveal a positive relationship between HRM policies/practices and firm performance. We decided to test six strategic HRM variables that have been consistently identified in the literature as proactive HRM practices. First, we tested each strategic HRM variable against firm performance. Second, we examined how this bundle of strategic HRM variables together affect firm performance. It is the combination of these practices, rather than individual ones, that shapes employee relations and firm outcomes. We tested the following specific hypotheses: 1. Extensive training is positively related to firm performance (financial and HR). 2. Selective staffing is positively related to firm performance. 3. Empowerment is positively related to firm performance. 4. Performance appraisal is positively related to firm performance. 5. Broad job design is positively related to firm performance. 6. Performance-based pay is positively related to firm performance. 7. A bundle of strategic HRM variables are positively related to firm performance. 34 COMPENSATION & BENEFITS REVIEW
3 Measurements The prime objective of this study is to ascertain the relationship between strategic HRM and firm performance. The various variables used to measure these two constructs are described as follows. Strategic HRM Variables Six different variables are used to measure a firm s strategic HRM system. They are the following: selective staffing, extensive training, empowerment, performance evaluation, broad job design and performance-based pay. These six variables are considered sufficiently broad enough to capture the key dimensions of a strategic HRM system. Selective staffing was assessed using five items adapted from Snell and Dean. 10 These items capture aspects of staffing practices such as the amount of resources (time and money) spent on staffing. A sample item is, Great importance is placed on the whole staffing process in our firm (1= very inaccurate, 6= very accurate). Likewise, extensive training was measured by a six-item Likert-type scale. A sample item is, The training process for non-managerial employees in our firm is formal and systematically structured. Scale measurements for empowerment, appraisal, job design and performance-based pay were adapted from Bae and Lawler. 11 Eleven items were used to measure empowerment. High values represent such factors as high employment involvement, delegation, autonomy, pursuit of a cooperative climate and egalitarianism. A sample item is, The jobs in our firm provide non-managerial employees with many chances to use personal initiative or judgment in carrying out their work. Five items were used to assess performance appraisal. This reflects the extensiveness of appraisal efforts and whether the purpose of the evaluation is developmental or administrative. A sample item is, Much effort is given to measuring employee performance for non-managerial employees in our firm. Broad job design is measured by four items to reflect the extent to which jobs involve multiple skills and competencies. A sample item is, Most jobs are simple and repetitive in our firm. Five items were used to assess performance-based pay. This variable reflects the degree of the linkage of performance and pay level. A sample item is, Pay for non-managerial employees is closely tied to individual or group performance in our firm. Finally, the bundle of strategic HRM variables is obtained by summing the factor scores of the various strategic HRM variables as derived from exploratory factor analysis. Organizational Performance Variables We used a subjective measurement for organizational performance. Companies in Singapore are very reluctant to disclose their financial performance. Although financial data for publicly listed companies are readily available from their annual reports, taking such an approach would reduce the sample of multinationals in Singapore. Eight items were adapted from Khandwalla 12 because they involve both financial and HR performances of a firm. These include the following: employee job satisfaction, employee commitment or loyalty to the firm, public image and goodwill, growth rate of sales or revenues, product (or service) quality, employee productivity and financial strength. These items are segregated into two scales. Long-run level of profitability, growth rate of sales or revenues and financial strength are classified under financial performance. The rest of the items are classified under HR performance. For these items, subjects were asked to respond to a 6-point Likert-type scale based on the following statement: Compared to your industry average, how do you compare on each of the following? (1 = very low, 6 = very high). Five control variables were used: firm size, union status, industry, ownership type and country of origin for foreign firms. Firm size was measured as the sum of the number of full-time employees and part-time employees. Dummy variables include union status (unionized firm is coded 1, 0 otherwise), industry (manufacturing firm is coded 1, 0 otherwise) and ownership type (1 for joint venture, 0 otherwise). In addition, the firm s national origin is coded by a set of dummy variables: Singapore, the United States, Japan and Europe. JULY/AUGUST
4 EXHIBIT 1 Breakdown of Respondents Ownership Sector Local Japan United States Europe Other Asia Total Manufacturing Construction Commerce Transport/storage/communications Finance Other services Total The Sample A mail survey approach was used in the study. A questionnaire was administered to the person in charge of the human resource department in the company. Each questionnaire was accompanied by a cover letter explaining the purpose of the study. Units of observation for this study are subsidiaries of multinational companies (MNCs) and local firms operating in Singapore. Each firm included in the sample had at least 50 full-time employees. The sample comes from different sectors of the economy. In the case of subsidiaries, both wholly owned MNC subsidiaries and joint ventures were included. A total of 2,160 companies compiled from the Singapore 1000 and Singapore Exchange Directory were targeted as the initial respondents. These companies were used because they fulfilled the requirements for this study. Companies in the Singapore 1000 are either public limited or private limited companies with at least two full years of operation. These companies are the topperforming companies in Singapore in terms of sales turnover and profits. Firms in the Singapore Exchange Directory are generally the large, local companies in Singapore. To pretest the questionnaire, five human resource executives from Singapore-based companies were chosen. The questionnaires were first administered to these respondents. Issues assessed during the pilot test were face validity, instructions and statement clarity, questionnaire layout and length. Improvements were made to the questionnaire based on the respondents comments. We are aware of the possibility of common-source bias as we only surveyed the HR manager. To reduce this problem, scale items were deliberately intermingled with one another. In addition, we left the organizational performance section toward the end of the questionnaire so as to limit the possibility of respondents rationalizing their answers. Results Because there are 36 statements representing the six strategic HRM variables, factor analysis was conducted to reduce the number of statements to a more manageable set. Internal consistency of all the scales was then assessed using Cronbach s reliability alpha. The interitem correlation results, available in exploratory factor analysis, were used to test the bivariate relationship between the strategic HRM variables and firm performance. This provides a first test for the six hypotheses. We next analyzed the data by hierarchical regression, which incorporates all explanatory and control variables. Two regression models were built. In the first model, the control variables were used as independent variables against firm performance (both financial and HR). In the second model, in addition to all the control variables deployed in the first model, the various strategic HRM factors identified in the exploratory factor analysis stage were added to the model, one factor at a time. The significant factors were then grouped together to form a bundle of strategic HRM variables and tested in the same manner. The change in F ratio assesses any statistical difference between the two models. Hierarchical multiple regression provided a confirmatory test for Hypotheses 1 to 6 and the test for Hypothesis 7. General Findings A total of 191 companies responded to the survey. The organizations were classified into six different industries: manufacturing, construction, 36 COMPENSATION & BENEFITS REVIEW
5 EXHIBIT 2 Factor Analysis of Strategic Human Resource Management Variables Factor Loadings Questionnaire Item Factor 1 Factor 2 Factor 3 Factor 4 Factor 5 Factor 6 Training: = Amount of money spent on training Availability of different kinds of training Opportunities for training High priority on training Systematically structured training process Extensive training for general skills Extensive transference of task and responsibilities Selection: = High selection criteria Much efforts in appraisal performance Much efforts to select the best person Great importance on staffing process Extensive selection process Participation in wide range of issues Amount of money spent on selection Empowerment: = Permitting enough discretion in doing work Providing chances to use personal initiative High pay level compared to same industry Focus on long-term potential of candidates Participation in very wide range of issues Engagement in problem solving and decisions Require multitasking Performance appraisal: = Pay raise and promotion tie to performance appraisal Pay tie to group performance Emphasis on personal development Team-based work: = Minimum status differentials for egalitarianism Coordination and control based on shared goals Clearly defined jobs and duties Performance-based pay: = Employee financial participation Provide employees ownership plan Eigenvalue Percentage of variance explained JULY/AUGUST
6 EXHIBIT 3 Descriptive Statistics and Interitem Correlations of Variables Standard Variable Mean Deviation 1. Training Selection 0.663*** Empowerment 0.562*** 0.531*** Performance appraisal 0.426*** 0.490*** 0.393*** Team-based work 0.455*** 0.481*** 0.473*** 0.255** Performancebased pay 0.387*** 0.390*** 0.382*** 0.98*** 0.327*** Financial performance 0.320*** 0.294*** 0.276*** 0.243** 0.187** 0.246** HR performance 0.480*** 0.452*** 0.456*** 0.393*** 0.410*** 0.370*** 0.605*** Note: The numbers in the exhibit represent the correlation coefficients of the variables. **p <.01. ***p <.001. commerce, transport and communication, financial and business services and other services. Firms in the manufacturing sector accounted for most of the respondents (35.6%). The breakdown of industries is shown in Exhibit 1 below. In terms of ownership, local firms comprise the highest proportion (32.5%). Exploratory Factor Analysis Results As discussed, the strategic HRM system covers 36 items. We undertook factor analysis to group these items into a smaller number of constructs. In the final varimax rotation, six factors (comprising 29 items) with eigenvalue greater than 1.0 were identified. This criterion is in line with Kaiser s rule, which states that only factors with eigenvalues greater than 1.0 are significant for analytical purposes. The six factors explained 59.4% of the total variance. More details, including the Cronbach test results, are shown in Exhibit 2. The category broad job design was discarded because all the variables that were supposed to measure the factor did not load together. A new factor, which had three variables loaded on it, was renamed team-based work to replace the factor. Consequently, Hypothesis 5 was changed to team-based work (instead of the initial broad job design) and is positively related to firm performance (financial and HR). The interitem correlation matrices for the scales used in the analysis are shown in Exhibit 3. The exhibit shows that there are significant relationships among the various factors, lending statistical support to the positive relationship between the specific strategic HRM variables and firm performance stipulated in Hypotheses 1 to 6. In particular, all the strategic HRM variables have consistently higher correlations with a firm s HR performance than financial performance. Financial Performance The regression results for the firm financial performance are shown in Exhibit 4. With the exception of team-based work and performance-based pay, all the other strategic HRM components have a positive impact on the financial performance of a firm. As such, the two are not included in the final analysis. Regression results reveal that the bundle of strategic HRM variables is also positively related to financial performance. However, the change in F ratio for the inclusion of this bundle, compared to the explanatory power of using the control variables alone, is minimal. Among the individual strategic HRM variables, the change in F ratio is the highest ( F = 8.109) when performance appraisal is added into the initial equation. Empowerment comes next ( F = 7.369), followed by selection ( F = 6.730) and training ( F = 4.454). HR Performance The regression results for the firm s HR performance are shown in Exhibit 5. The finding reveals that all the strategic HRM variables have a positive impact on HR performance. As measured by the change in F, empowerment exhibits the 38 COMPENSATION & BENEFITS REVIEW
7 Financial Performance Equation Equation Equation Equation Equation Equation Equation Equation Variable 1 2 a 3 a 4 a 5 a 6 a 7 a 8 a Constant 3.325*** 2.849*** 2.435*** 2.262*** 2.348*** 2.823*** 3.225*** 2.265*** (0.352) (0.404) (0.483) (0.508) (0.476) (0.475) (0.362) (0.504) Joint ventures (0.330) (0.325) (0.326) (0.325) (0.322) (0.329) (0.331) (0.325) Union dummy (0.179) (0.181) (0.179) (0.181) (0.176) (0.179) (0.180) (0.184) Industry: manufacturing (0.157) (0.158) (0.155) (0.156) (0.154) (0.159) (0.158) (0.157) ln size 0.195*** 0.153*** 0.176*** 0.195*** 0.195*** 0.191*** 0.188*** 0.161** (0.054) (0.056) (0.054) (0.054) (0.053) (0.054) (0.055) (0.056) United States (0.329) (0.324) (0.324) (0.326) (0.322) (0.328) (0.333) (0.326) Japan (0.317) (0.315) (0.313) (0.311) (0.310) (0.318) (0.319) (0.314) Europe (0.330) (0.326) (0.325) (0.327) (0.323) (0.332) (0.335) (0.330) Singapore (0.298) (0.297) (0.297) (0.293) (0.292) (0.300) (0.299) (0.296) Training 0.167* (0.073) Selection 0.247** (0.092) Empowerment 0.283** (0.980) Appraisal 0.227** (0.076) Team-based work (0.077) Performance-based pay (0.052) Bundle b 0.321** (0.107) Adjusted R F 4.783*** 4.928*** 5.211*** 5.290*** 5.437*** 4.438*** 4.348*** 5.181*** df adjusted R F Note: Numbers in parentheses are standard errors. a. Statistics refer to the comparison of Equation 1. b. Excluding team-based work and performance-based pay. p <.10. *p <.05. **p <.01. ***p <.001. EXHIBIT 4 Regression Model of Firm Financial Performance largest incremental contribution ( F = ). Second is training ( F = ), followed by selection ( F = ). Performance appraisal, which contributes the most to firm financial performance incrementally, is ranked fifth in its contribution to HR performance. JULY/AUGUST
8 EXHIBIT 5 Regression Model of Firm Human Resource Performance HR Performance Equation Equation Equation Equation Equation Equation Equation Equation Variable 1 2 a 3 a 4 a 5 a 6 a 7 a 8 a Constant 4.331*** 3.474*** 2.959*** 2.764*** 3.029*** 3.103*** 4.091*** 2.335*** (0.267) (0.284) (0.344) (0.360) (0.347) (0.331) (0.362) (0.329) Joint ventures (0.251) (0.228) (0.232) (0.229) (0.233) (0.232) (0.240) (0.211) Union dummy 0.271* (0.137) (0.127) (0.128) (0.128) (0.127) (0.126) (0.131) (0.120) Industry: manufacturing (0.120) (0.112) (0.111) (0.110) (0.111) (0.112) (0.115) (0.102) ln size (0.040) (0.284) (0.038) (0.038) (0.037) (0.037) (0.039) (0.036) United States (0.252) (0.229) (0.232) (0.231) (0.234) (0.233) (0.243) (0.213) Japan * (0.245) (0.223) (0.226) (0.222) (0.227) (0.226) (0.234) (0.206) Europe (0.252) (0.229) (0.232) (0.231) (0.233) (0.234) (0.243) (0.214) Singapore (0.228) (0.209) (0.212) (0.207) (0.211) (0.212) (0.218) (0.193) Training 0.302*** (0.052) Selection 0.373*** (0.066) Empowerment 0.414*** (0.070) Appraisal 0.227*** (0.056) Team-based work 0.300*** (0.054) Performance-based pay 0.156*** (0.038) Bundle 0.321** (0.107) Adjusted R F 3.885*** 7.970*** 7.505*** 8.049*** 7.211*** 7.503*** 5.593*** *** df adjusted R F Note: Numbers in parentheses are standard errors. a. Statistics refer to the comparison of Equation 1. p <.10. *p <.05. **p <.01. ***p < COMPENSATION & BENEFITS REVIEW
9 In addition, the HR bundle (rather than individual HR components) contributes the most explanatory power to HR performance. Hence, all the hypotheses are supported here. On the whole, our finding suggests that strategic HRM has a more positive role in explaining a firm s HR performance than financial performance. Conclusions and Implications This study examined the relationship between strategic HRM variables and firm performance. As revealed in our analysis, the strategic HRM variables are found to have a positive effect on organizational outcomes, especially with respect to a firm s HR performance employee productivity, job satisfaction and commitment. Thus, our evidence suggests that effective implementation of key strategic HRM practices should be able to bring in higher levels of organizational performance. Second, our hierarchical regression results show a possibility that different aspects of performance could be affected by different strategic HRM variables. For a company promoting financial performance, performance appraisal appears to be the most important issue to tackle. On the other hand, companies interested in enhancing HR performance may emphasize the need for empowerment and training. There are a number of limitations that present opportunities for future research. One major limitation of this study is the relatively small sample size. With larger samples, there will be a more balanced breakdown of companies according to their countries of origin. In the present study, foreign firms are dominated by Japanese companies. Second, we have not investigated how organizational values affect HRM strategy and hence organizational performance. One way to assess an organization s HRM values is to examine its management philosophies and core values. We could then proceed to find out whether firms that organize human resource practices into systems consistent with their culture and organizational strategy do in fact perform better. Future studies should aim to obtain a more representative sample, investigate the possibility of the HRM system as a mediator variable between HRM values and organizational performance as well as use multiple channels of data collection and consider longitudinal analysis. Acknowledgment The authors would like to acknowledge financial support of the study from a research grant (RP991007) by the National University of Singapore. Notes 1. Business Times, Singapore, July 23, Tichy, N. M., Fombrun, C. J., & Devanna, M. A. (1982). Strategic human resource management. Sloan Management Review, 23, Ferris, G. R., Russ, G. S., Albanese, R., & Martocchio, J. J. (1990). Personnel/human resources management, unionization, and strategy determinants of organizational performance. Human Resource Planning, 13, Cutcher-Gershenfeld, J. (1991). The impact on economic performance of a transformation in workplace relations. Industrial and Labor Relations Review, 44, Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37, MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48, Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39, Huselid, M. A., Jackson, S. E., & Schuler, R. S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40, JULY/AUGUST
10 10. Snell, S. A., & Dean, J. W., Jr. (1992). Integrated manufacturing and human resource management: A human capital perspective. Academy of Management Journal, 35, Bae, J., & Lawler, J. J. (2000). Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy. Academy of Management Journal, 43, Khandwalla, P. (1977). The design of organizations. New York: Harcourt Brace Jovanovich. David Wan is an assistant professor of management in the Faculty of Business Administration at the National University of Singapore. He earned his Ph.D. in business administration from the University of Manchester, United Kingdom. His research interests include the industrial relations climate, unionization, international HRM, interlocking directorates, strategic compensation and innovation management. He is also actively involved in the teaching of industrial relations modules at the Singapore Institute of Labor Studies. Chin Huat Ong is a research fellow at the Centre for Business Research & Development in the Faculty of Business Administration at the National University of Singapore (NUS). He has a master s degree from the NUS and is now working on his doctoral thesis on board of directors and corporate governance. His research interests include HRM, industrial relations, innovation management, industry studies, economic forecasting and strategic management. Victor Kok is an honors graduate from the Faculty of Business Administration at the National University of Singapore. 42 COMPENSATION & BENEFITS REVIEW
In search of the best human resource practices in chain stores in China
Front. Bus. Res. China 2007, 1(1): 155 166 DOI 10.1007/s11782-007-0010-3 RESEARCH ARTICLE LIU Shanshi, Irene Hau-siu Chow, CHAO Gang In search of the best human resource practices in chain stores in China
More informationImpact Of Hrm Practices On Employee Satisfaction In Public Sector Commercial Banks In Chennai
International Journal of Management Academy (2013), 1 (2): 91-95 Received: October 2013 Accepted: November 2013 Copyright 2013 by IJOMA Impact Of Hrm Practices On Employee Satisfaction In Public Sector
More informationImpact of Human Resource Management Practices on Human Capital Development
Impact of Human Resource Management Practices on Human Capital Development Aqeela.M.S.F 1 and Victor. L.D 2 1,2 Department of Management, Eastern University, Sri Lanka Abstract Human Capital is asserted
More informationDr. Renu Sharma. Associate Professor, Department of Management, Institute of Innovation in Technology & Management New Delhi.
The Impact of various of on the Motivation level of employees A comparative study of selected Indian Public and Private sector Banks Dr. Renu Sharma Associate Professor, Department of Management, Institute
More informationEFFECTIVENESS OF PERFORMANCE APPRAISAL: ITS MEASUREMENT IN PAKISTANI ORGANIZATIONS
685 EFFECTIVENESS OF PERFORMANCE APPRAISAL: ITS MEASUREMENT IN PAKISTANI ORGANIZATIONS Muhammad Zahid Iqbal * Hafiz Muhammad Ishaq ** Arshad Zaheer *** INTRODUCTION Effectiveness of performance appraisal
More informationExplaining Organizational Responsiveness to Work-Life Balance Issues: The Role of Business Strategy and High Performance Work System
Explaining Organizational Responsiveness to Work-Life Balance Issues: The Role of Business Strategy and High Performance Work System Jing Wang1 Anil Verma 2 1 Sobey School of Business, Saint Mary's University,
More informationIMPACTS OF HUMAN RESOURCES MANAGEMENT INNOVATIONS ON PRODUCTIVITY AND EFFECTIVENESS IN A MEDIUM-SIZE NON-PROFIT ORGANIZATION
IMPACTS OF HUMAN RESOURCES MANAGEMENT INNOVATIONS ON PRODUCTIVITY AND EFFECTIVENESS IN A MEDIUM-SIZE NON-PROFIT ORGANIZATION C. Christopher Lee, Central Connecticut State University Kayla Strohl, Lake
More informationManaging Work Flows and Job Analysis
Managing Work Flows and Job Analysis Human Resource Management 1 Lecture Outline Work: Organizational perspective Group perspective Individual perspective Job Analysis Flexible work force HR information
More informationEFFECTIVENESS OF PERFORMANCE APPRAISAL: ITS OUTCOMES AND DETRIMENTS IN PAKISTANI ORGANIZATIONS
323 II. ULUSLARARASI SOSYAL BİLİMCİLER KONGRESİ EFFECTIVENESS OF PERFORMANCE APPRAISAL: ITS OUTCOMES AND DETRIMENTS IN PAKISTANI ORGANIZATIONS Hafiz Muhammad Ishaq * Dr. Muhammad Zahid Iqbal ** Arshad
More informationFactors Affecting the Recruitment and Selection Process of Private Commercial Banks in Bangladesh
The Journal of Global Commerce, Vol. 2, Number 4, Fall 2010 Factors Affecting the Recruitment and Selection Process of Private Commercial Banks in Bangladesh Abstract Dr. Nazrul Islam Professor, Department
More informationThe Effects of Employee Ownership in the Context of the Large Multinational : an Attitudinal Cross-Cultural Approach. PhD Thesis Summary
The Effects of Employee Ownership in the Context of the Large Multinational : an Attitudinal Cross-Cultural Approach. PhD Thesis Summary Marco CARAMELLI The University of Montpellier II Marco.Caramelli@iae.univ-montp2.fr
More informationLinkage between Business Strategy and Human Resource Strategy to gain Competitive Edge for an Organizational Success
Linkage between Business Strategy and Human Resource Strategy to gain Competitive Edge for an Organizational Success Gulati J.K (Associate Professor) Guru Nanak Dev University College, Jalandhar Monica
More informationGender and employees job satisfaction-an empirical study from a developing country
Gender and employees job satisfaction-an empirical study from a developing country Mourad Mansour King Fahd University of Petroleum and Minerals, Saudi Arabia Keywords Saudi Arabia, Job satisfaction, intrinsic
More informationOrganization Climates and Individual Innovation
Advances in Management & Applied Economics, vol. 4, no.1, 2014, 123-135 ISSN: 1792-7544 (print version), 1792-7552(online) Scienpress Ltd, 2014 Organization Climates and Individual Innovation Wannapa Luekitinan
More informationOperations Research Analysts
http://www.bls.gov/oco/ocos044.htm Operations Research Analysts * Nature of the Work * Training, Other Qualifications, and Advancement * Employment * Job Outlook * Projections Data * Earnings * OES Data
More informationThe impact of management development on firm performance: A comparative study of Europe and Asia
The impact of management development on firm performance: A comparative study of Europe and Asia Swe Swe Than Department of Management, Birkbeck College, University of London, London, UK s.than@bbk.ac.uk
More informationImpact of strategic dimensions on HRM and firm performance in Singapore
Impact of strategic dimensions on HRM and firm performance in Singapore Teo, S.T.T. University of Technology, Sydney P.O. Box 123 Broadway, NSW 2007, Australia Tel: +61 295143678 Fax: +61 295143602 E-mail:
More informationTransformational and Transactional Leadership in the Indian Context
ISSN 2278 0211 (Online) ISSN 2278 7631 (Print) Transformational and Transactional in the Indian Context Dr. Vikramaditya Ekkirala Associate Professor, Institute Of Management Technology, Nagpur, India
More informationTHE IMPACT OF STRATEGIC PLANNING ON ORGANIZATIONAL PERFORMANCE THROUGH STRATEGY IMPLEMENTATION
GLOBALIZATION AND BUSINESS, #5 / 2018 INTERNATIONAL SCIENTIFIC-PRACTICAL MAGAZINE THE IMPACT OF STRATEGIC PLANNING ON ORGANIZATIONAL PERFORMANCE THROUGH STRATEGY IMPLEMENTATION European University, Georgia
More informationAn Empirical Analysis of Quality Management in Japanese Manufacturing. Companies
An Empirical Analysis of Quality Management in Japanese Manufacturing Companies Yoshiki Matsui Yokohama National University, International Graduate School of Social Sciences (ymatsui@ynu.ac.jp) Abstract
More informationAssessing the Business Case for Flexible Work Arrangements
Portland State University PDXScholar Social Work Faculty Publications and Presentations School of Social Work 1-1-2007 Assessing the Business Case for Flexible Work Arrangements Eileen M. Brennan Portland
More informationManagement as Practice: Improving Productivity and Performance in Organizational Setting
Management as Practice: Improving Productivity and Performance in Organizational Setting OSHO, Augustine E Bursary Department, Ekiti State University, P. M. B. 5363, Ado Ekiti, Nigeria E-mail: droshoaugustine@yahoo.com
More informationMaster of Business Administration (General)
MBA 510 Financial Accounting Cr Hr: 3 Prerequisite: MBA 511 Grad Scheme: Letter At the end of this course, students will be able to read, analyse and interpret financial data, appreciate the financial
More informationSami*Abdullah*Albahussain* Associate!Professor!of!Business!Administration! College!of!Business!Administration! University!of!Dammam,!Saudi!Arabia!
Archives*of*Business*Research* *Vol.4,*No.2* Publication*Date:April.25,2016 DOI:10.14738/abr.42.1915. Albahussain,S.A.,ElPgaraihy,W.H.,&Mobarak,A.K.M.(2016).MeasuringtheImpactofHumanResourceManagement
More informationHIGH PERFORMANCE WORK PRACTICES AND ORGANIZATIONAL PERFORMANCE: AN ANALYSIS OF THE MACEDONIAN FOOD AND BEVERAGE INDUSTRY
HIGH PERFORMANCE WORK PRACTICES AND ORGANIZATIONAL PERFORMANCE: AN ANALYSIS OF THE MACEDONIAN FOOD AND BEVERAGE INDUSTRY Assoc. Prof. D-r Elenica Sofijanova Goce Delcev University, Faculty of Agriculture,
More informationChapter 5 RESULTS AND DISCUSSION
Chapter 5 RESULTS AND DISCUSSION 5.0 Introduction This chapter outlines the results of the data analysis and discussion from the questionnaire survey. The detailed results are described in the following
More informationThe Relationship between Emotional Intelligence, Organisational Commitment and Employees' Performance in Iran
The Relationship between Emotional Intelligence, Organisational Commitment and Employees' Performance in Iran Hassan Rangriz (Ph.D) Assistant Professor, Department of Management, School of Economic Sciences
More informationThe Relationship between Human Resource Practices and Firm Performance Case Study: The Philippine Firms Empirical Assessment
The Relationship between Human Resource Practices and Firm Performance Case Study: The Philippine Firms Empirical Assessment Bella Llego Abstract This study on The relationship between human resource practices
More informationHuman Resource Management Practices, Employee Outcome and Performance of Coffee Research Foundation, Kenya
Human Resource Management Practices, Employee Outcome and Performance of Coffee Research Foundation, Kenya Kennedy Alusa 1,2 Anne Kariuki PhD 3* 1. Postgraduate Student Egerton University, P.0. Box, 536
More informationThe Impact of Organizational Justice on Employee s Job Satisfaction: The Malaysian Companies Perspectives
American Journal of Economics and Business Administration 2 (1): 56-63, 2010 ISSN 1945-5488 2010 Science Publications The Impact of Organizational Justice on Employee s Job Satisfaction: The Malaysian
More informationReward and incentive compensation and organisational performance: evidence from the semiconductor industry
Reward and incentive compensation and organisational performance: evidence from the semiconductor industry Chin-Ju Tsai University of Warwick Chin-Ju.Tsai@wbs.ac.uk Abstract: The link between reward and
More information1. Managers can run a business with just human and physical resources.
Chapter 06 The Nature of Management / Questions 1. Managers can run a business with just human and physical resources. 2. Management takes place only in business settings. 3. The decision to introduce
More informationRelationship between Job Satisfaction and HR Practices, an Empirical Research of Different Sectors of University Teachers in Pakistan
Relationship between Job Satisfaction and HR Practices, an Empirical Research of Different Sectors of University Teachers in Pakistan Imran Khan Department of Management Sciences, The Islamia University
More informationFactors Influencing Effectiveness of the Provincial Administrative Organizations in Providing Infrastructure Public Services
Factors Influencing Effectiveness of the Provincial Administrative Organizations in Providing Infrastructure Public Services Voharn Yasarawan Abstract---The objectives of this research were: (1) to study
More informationCHAPTER 7 MOTIVATION: FROM CONCEPT TO APPLICATIONS
CHAPTER 7 MOTIVATION: FROM CONCEPT TO APPLICATIONS In this chapter, "we review a number of motivation techniques and programs that have gained varying degrees of acceptance in practice. And for each of
More informationBEST PRACTICE APPROACH TO HUMAN RESOURCE MANAGEMENT
BEST PRACTICE APPROACH TO HUMAN RESOURCE MANAGEMENT Martin Šikýř Abstract Based on summarizing the results of the author s empirical survey on the application of best practices in human resource management,
More informationANALYSIS OF DIFFERENCES IN ATTITUDES BETWEEN MANAGERS AND NON-MANAGING EMPLOYEES *
ANALYSIS OF DIFFERENCES IN ATTITUDES BETWEEN MANAGERS AND NON-MANAGING EMPLOYEES * Gordana Dukić 1 1 Senior Assistant, Josip Juraj Strossmayer University of Osijek, Faculty of Philosophy, Department of
More informationThe Application of Balanced Scorecard in the performance Evaluation of Newly Established Universities in Sri Lanka
W.M.R.B. Weerasooriya (1) The Application of Balanced Scorecard in the performance Evaluation of Newly Established Universities in Sri Lanka (1) Department of Business Management, Faculty of Management
More informationHUMAN RESOURCES AND EMPLOYMENT RELATIONS (HRER)
Human Resources and Employment Relations (HRER) 1 HUMAN RESOURCES AND EMPLOYMENT RELATIONS (HRER) HRER 500: Topics in Comparative Industrial Relations 3-6 Credits/Maximum of 6 Similarities and differences
More informationCopyright subsists in all papers and content posted on this site.
Student First Name:Tamer Student Second Name:Darwish Copyright subsists in all papers and content posted on this site. Further copying or distribution by any means without prior permission is prohibited,
More informationCHAPTER 4: RESEARCH METHODOLOGY
CHAPTER 4: RESEARCH METHODOLOGY 4.1 Research Methodology Search for knowledge through objective and systematic method of finding solution to a problem is Research. Research comprises defining and redefining
More informationChapter 5 TOPVEC: A Critical Success Framework for COTS Based Software Development
Chapter 5 TOPVEC: A Critical Success Framework for COTS Based Software Development CHAPTER 5 TOPVEC: A CRITICAL SUCCESS FRAMEWORK FOR COTS BASED SOFTWARE DEVELOPMENT The face of software industry is changing
More informationStrategic choices, their implementation, and their effects on workers: Evidence from the auto parts supply sector
Strategic choices, their implementation, and their effects on workers: Evidence from the auto parts supply sector ABSTRACT David G. Meyer Meyer & Associates Steve Dunphy Indiana University Northwest Using
More informationCOMPENSATION STRATEGY AND CORPORATE PERFORMANCE OF TELECOMMUNICATION FIRMS IN RIVERS STATE
COMPENSATION STRATEGY AND CORPORATE PERFORMANCE OF TELECOMMUNICATION FIRMS IN RIVERS STATE SUNNYIBE, FLORENCE OLUCHI Department of Management, Faculty of Management Sciences, Rivers State University, Nigeria.
More informationResearch Objectives: Purpose of this study is to examine the HRM practices effect on employee performance
IMPACT OF HRM PRACTICES ON EMPLOYEE S PERFORMANCE IN SPORTS INDUSTRY SIALKOT, PAKISTAN Muhammad Ashraf 1, Muhammad Umer 2 and Shahbaz Ahmad 2 1 Lecturer, Department of Management Sciences, University of
More informationTHE SUMMARY, CONCLUSIONS AND SUGGESTIONS
Chapter 6 THE SUMMARY, CONCLUSIONS AND SUGGESTIONS This chapter is divided into three parts - The summary, conclusion and recommendations. The summary presents a chapter wise outline to provide an overview
More informationHuman Resource Practices in Multinational Companies in Ireland: A Large-Scale Survey
ADVANCE REPORT TO PARTICIPATING COMPANIES EXECUTIVE SUMMARY Human Resource Practices in Multinational Companies in Ireland: A Large-Scale Survey Patrick Gunnigle, Jonathan Lavelle and Anthony McDonnell
More information2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS
2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS JULY 2016 Survey Administered by the Institutional Effectiveness Committee March-June 2016 Report Prepared by the Office of Institutional Advancement Data Support
More informationROLE OF LEADERSHIP STYLES IN QUALITY OF WORK-LIFE: A STUDY ON EDUCATION SECTOR
International Journal of Mechanical Engineering and Technology (IJMET) Volume 9, Issue 3, March 2018, pp. 122 133, Article ID: IJMET_09_03_014 Available online at http://www.iaeme.com/ijmet/issues.asp?jtype=ijmet&vtype=9&itype=3
More informationA Comparative Study of Job Satisfaction among Managers in Jordanian Banks with Special Reference to Capital Bank of Jordan and Bank Al-Etihad
International Journal of Business and Management Invention ISSN (Online): 2319 8028, ISSN (Print): 2319 801X Volume 6 Issue 3 March. 2017 PP 19-24 A Comparative Study of Job Satisfaction among Managers
More information1. Introduction. Mohamad A. Hemdi 1, Mohd Hafiz Hanafiah 1 and Kitima Tamalee 2
DOI: 10.7763/IPEDR. 2013. V67. 1 The Mediation Effect of Psychological Contract Fulfillment on Discretionary Human Resource Practices and Organizational Citizenship Behaviors of Hotel Employees Mohamad
More informationHigh Performance Management Practices: Definition and Measurement
Abdul Raziq Faculty of Management Sciences, Balochistan University of Information Technology Engineering & Management Sciences Quetta, Pakistan Abstract The purpose of this study is to analyze the definition
More informationSupply Chain Performance and Resilience of Japanese Firms
OPERATIONS AND SUPPLY CHAIN MANAGEMENT Vol. 9, No. 2, 2016, pp. 148-153 ISSN 1979-3561 EISSN 1979-3871 Supply Chain Performance and Resilience of Japanese Firms Yasutaka Kainuma Department of Management
More informationCollege of Business Administration Master of Science in Human Resource Management (HRM) Program
College of Business Administration Master of Science in Human Resource Management (HRM) Program Mission Master of Science in Human Resource Management (HRM) at the University of Bahrain seeks to equip
More informationThe Effect of Managerial Competencies on Employee Engagement in Multinational IT Industries
International Journal of Latest Trends in Engineering and Technology Vol.(7)Issue(3), pp. 028 034 DOI: http://dx.doi.org/10.21172/1.73.504 e ISSN:2278 621X The Effect of Managerial Competencies on Employee
More informationDOCTORAL (PhD) THESIS JIE DING KAPOSVÁR
DOCTORAL (PhD) THESIS JIE DING KAPOSVÁR 2018 KAPOSVÁR UNIVERSITY FACULTY OF MANAGEMENT AND ORGANIZATIONAL SCIENCES Head of Doctoral School Prof. SÁNDOR KEREKES DSc Correspondent Member of the Hungarian
More informationTHE IMPACT OF THE HRM PRACTICES ON THE EMPLOYEE TURNOVER AMONG IT/ITES ORGANIZATIONS
International Journal of Management (IJM) Volume 7, Issue 6, September October 2016, pp.203 210, Article ID: IJM_07_06_023 Available online at http://www.iaeme.com/ijm/issues.asp?jtype=ijm&vtype=7&itype=5
More informationThe Role of People Systems in Lean Production in Enhancing Performance Perceptions and Work-Related Attitudes
European Online Journal of Natural and Social Sciences 2013; vol.2, No. 3(s), pp. 2059-2066 ISSN 1805-3602 www.european-science.com The Role of People Systems in Lean Production in Enhancing Performance
More informationA Strategic Management Approach to Human Resource Management
A Strategic Management Approach to Human Resource Management A Diagnostic HRM Framework Can help operating managers focus on a set of relevant factors Offers a map that aids a person in seeing the whole
More informationChapter 7 Quiz Introductino to Business Name: Directions: Answer at least 20 questions. Put the letter on the blank.
Chapter 7 Quiz Introductino to Business Name: Directions: Answer at least 20 questions. Put the letter on the blank. 1. The main focus of the process of management is: a. initiating corporate social responsibility
More informationThe new human resources management in the 21 st century: a strategic view
The new human resources management in the 21 st century: a strategic view Yasemin Bal a Abstract Parallel with the changes in the global arena, the qualifications of the workforce has been changed. The
More informationNBR E-JOURNAL, Volume 1, Issue 1 (Jan-Dec 2015) ISSN EVALUATION OF TRAINING AND DEVELOPMENT FOR ORGANIZATIONAL COMPETITIVENESS
EVALUATION OF TRAINING AND DEVELOPMENT FOR ORGANIZATIONAL COMPETITIVENESS Ravindra Dey Professor and Head of Organizational Behaviors, Xavier Institute of Management and Research, Mumbai Human Resource
More informationThe Effect of Job Rotation on employee performance
Research Journal of Management Reviews. Vol., 3 (1), 21-26, 2017 Available online at http://www.rjmrjournal.com ISSN 2149-9168 2017 The Effect of Job Rotation on employee performance (Case Study of Dana
More informationHRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 2nd edition
HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 2nd edition Copyright 2005, 2009 Management Sciences for Health, Inc. All rights reserved.
More informationThe Impact of Human Resource Management Functions in Achieving Competitive Advantage Applied Study in Jordan Islamic Bank
The Impact of Human Resource Management Functions in Achieving Competitive Advantage Applied Study in Jordan Islamic Bank Kafa Hmoud Al-Nawaiseh Department of Financial and Administrative Sciences, Al-Balqa
More informationElectronic Commerce and a Resource-Based View of the Firm
Association for Information Systems AIS Electronic Library (AISeL) AMCIS 2001 Proceedings Americas Conference on Information Systems (AMCIS) 12-31-2001 Electronic Commerce and a Resource-Based View of
More informationIndustrial Relations Centre RESEARCH PROGRAM
RESEARCH PROGRAM ircentre@post.queensu.ca DISCUSSION PAPER #2006-01 Title: The Effects of Human Resource Management and Union Member Status on Employees Intentions to Quit Author: Lisa Hughes, BComm, MIR
More information1 st DBA-Africa Management Review International Conference (2015) 20th March, 2015 Pp
Joint and Individual Effects of Human Resource Management Practices, Organizational Learning, Employee Outcomes and Competitive Strategy on Performance of Firms Listed on the Nairobi Securities Exchange
More informationVolume 2, Issue 1, January 2014 International Journal of Advance Research in Computer Science and Management Studies
Volume 2, Issue 1, January 2014 International Journal of Advance Research in Computer Science and Management Studies ISSN: 2321 7782 (Online) Research Paper Available online at: www.ijarcsms.com A Study
More informationCHAPTER VII SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION
233 CHAPTER VII SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION 7.1 SUMMARY Informal groups are not only active when there is production quality problems to be solved; they are active continuously. They
More informationStrategic Human Resource Management and Organizational Knowledge Creation Capability: Presenting a suitable model in Iranian public organizations
2011 3rd International Conference on Advanced Management Science IPEDR vol.19 (2011) (2011) IACSIT Press, Singapore Strategic Human Resource Management and Organizational Knowledge Creation Capability:
More informationSubmitted to the 1997 Academy of Management Annual Meetings, Human Resource Management Division.
Submitted to the 1997 Academy of Management Annual Meetings, Human Resource Management Division. THE DETERMINANTS OF HIGH PERFORMANCE WORK SYSTEMS: CROSS-SECTIONAL AND LONGITUDINAL ANALYSES Mark A. Huselid
More informationConvergence or Divergence Between European Human Resource Management and American Human Resource Management
Economics World, Mar.-Apr. 2016, Vol. 4, No. 2, 77-81 doi: 10.17265/2328-7144/2016.02.004 D DAVID PUBLISHING Convergence or Divergence Between European Human Resource Management and American Human Resource
More informationCorrelates of Employee Compensation and Commitment
Correlates of Employee Compensation and Commitment *Dr. R.Alamelu *Dr. S.T.Surulivel # Dr.L.Cresenta Shakila Motha *Dr. R.Amudha *Dr. S.Selvabaskar *Faculty Members, School of Management, SASTRA University,
More informationHIGH PERFORMANCE WORK PRACTICES AND BEHAVIORAL OUTCOMES OF THREE STAR CLASS HOTELS IN SRI LANKA
HIGH PERFORMANCE WORK PRACTICES AND BEHAVIORAL OUTCOMES OF THREE STAR CLASS HOTELS IN SRI LANKA MRS. PRASADINI N GAMAGE SENIOR LECTURER DEPARTMENT OF HUMAN RESOURCE MANAGEMENT FACULTY OF COMMERCE AND MANAGEMENT
More informationENHANCING ORGANIZATIONAL COMPETENCE THROUGH HRM PRACTICES IN SMEs: A QUANTITATIVE ANALYSIS IN APEC REGION
ENHANCING ORGANIZATIONAL COMPETENCE THROUGH HRM PRACTICES IN SMEs: A QUANTITATIVE ANALYSIS IN APEC REGION Stephen Yiu Director, International Consultants Visiting Professor, California State University
More informationSustainable Development and the Role of HRM: An Empirical Study of the IT Sector in India
Sustainable Development and the Role of HRM: An Empirical Study of the IT Sector in India Dr. J. Venkatesh 1, Prof. Lissy.TA 2, Prof. Vaishnavi Bhatt 3 Associate Professor, Anna University, Coimbatore,
More informationA Study on Factors Influencing Human Resource Development in the Social Security Organization s Linked Hospitals
IRJA-Indian Research Journal, Volume: 1, Serious: 2. Issue: March,2014 ISSN: 2347 7695 Online Available at www.indianresearchjournal.com A Study on Factors Influencing Human Resource Development in the
More informationConflict resolution and procedural fairness in Japanese work organizations
Japanese Psychological Research 2002, Volume 44, No. 2, 107 112 Short Report Blackwell SHORT REPORT Science, Ltd Conflict resolution and procedural fairness in Japanese work organizations KEI-ICHIRO IMAZAI
More informationFACTORS AFFECTING JOB STRESS AMONG IT PROFESSIONALS IN APPAREL INDUSTRY: A CASE STUDY IN SRI LANKA
FACTORS AFFECTING JOB STRESS AMONG IT PROFESSIONALS IN APPAREL INDUSTRY: A CASE STUDY IN SRI LANKA W.N. Arsakularathna and S.S.N. Perera Research & Development Centre for Mathematical Modeling, Faculty
More informationFinancial Impact of HRM in Public and Private Sector Organisation- A Study
Financial Impact of HRM in Public and Private Sector Organisation- A Study Momocha Moirangthem Singh, Research Scholar, Canara Bank School of Management Studies, Post Graduate Dept. of Management, Bangalore
More informationCHAPTER 2 STRATEGY AND HUMAN RESOURCES PLANNING
CHAPTER 2 STRATEGY AND HUMAN RESOURCES PLANNING TRUE/FALSE 1. Organizations set major objectives and develop comprehensive plans to achieve those objectives through strategic planning. ANS: T PTS: 1 REF:
More informationJ. Basic. Appl. Sci. Res., 3(1) , , TextRoad Publication
J. Basic. Appl. Sci. Res., (1)289-296, 201 201, TextRoad Publication ISSN 2090-404 Journal of Basic and Applied Scientific Research www.textroad.com Investigation of the Managers Skills Effects on Three
More informationProcedia - Social and Behavioral Sciences 195 ( 2015 ) World Conference on Technology, Innovation and Entrepreneurship.
Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 195 ( 2015 ) 1463 1470 World Conference on Technology, Innovation and Entrepreneurship Innovation Culture
More informationPerformance Evaluation using the Balanced Scorecard: The case of Sri Lankan Universities
World Review of Business Research Vol. 3. No. 4. November 2013 Issue. Pp. 125 137 Performance Evaluation using the Balanced Scorecard: The case of Sri Lankan Universities W.M.R.B. Weerasooriya* When considering
More informationStan Ross Department of Accountancy: Learning Goals. The department s general goals are stated in its mission:
General Learning Goals Stan Ross Department of Accountancy: Learning Goals The department s general goals are stated in its mission: The mission of Baruch s Stan Ross Department of Accountancy is to help
More informationLean Production and Market Orientation: Evidence from Ardabil Province Industrial Companies
Lean Production and Market Orientation: Evidence from Ardabil Province Industrial Companies Mehdi Fathollahzadeh 1, Mohammad Feizi Department of Management, Meshkin Branch, Islamic Azad University, Meshkin,
More information[25] Factors Affecting the Extent of Adoption of Human Resource Information System (HRIS) in Banking Sector in Sri Lanka. Wijethilaka R.M.D.M.
[25] Factors Affecting the Extent of Adoption of Human Resource Information System (HRIS) in Banking Sector in Sri Lanka 247 Wijethilaka R.M.D.M. Abstract Most of the organizations have used technology
More informationUnit 2 Human Resource Planning
Unit 2 Human Resource Planning Human Resource Planning (HRP) is a process of determining and ensuring the right number of people, in right place at right time, capable of executing the assigned task in
More informationCHAPTER 4 RESULTS AND DISCUSSIONS
CHAPTER 4 RESULTS AND DISCUSSIONS The study tried to assess HRD practices and challenges in selected regional in Yangon International Airport. In this chapter the major findings of the study were analyzed
More informationA comparative research on job satisfaction and HRM practices: Empirical investigation of few commercial bank employees in Bangladesh
A comparative research on job satisfaction HRM practices: Empirical investigation of few commercial bank employees in Bangladesh Riaz Uddin Ahmed Lecturer, School of Business Britannia University, Bangladesh
More informationFACULTEIT ECONOMIE EN BEDRIJFSKUNDE. HOVENIERSBERG 24 B-9000 GENT Tel. : 32 - (0) Fax. : 32 - (0)
FACULTEIT ECONOMIE EN BEDRIJFSKUNDE HOVENIERSBERG 24 B-9000 GENT Tel. : 32 - (0)9 264.34.61 Fax. : 32 - (0)9 264.35.92 WORKING PAPER Organizational versus Individual Responsibility for Career Management:
More informationHuman Resource Management (HRM)
Human Resource Management (HRM) 1 Human Resource Management (HRM) Courses HRM 5051. Human Resources Management Strategies. 3 Credit Hours. The effective management of HR practices has an enormous effect
More informationCenter for Effective Organizations STRATEGY, CORE COMPETENCIES AND HR INVOLVEMENT AS DETERMINANTS
Center for Effective Organizations STRATEGY, CORE COMPETENCIES AND HR INVOLVEMENT AS DETERMINANTS OF HR EFFECTIVENESS AND REFINERY PERFORMANCE CEO PUBLICATION G 95-17 (293) PATRICK M. WRIGHT Texas A&M
More informationSyllabus of Ph.D. Entrance Examination 2015 FACULTY OF COMMERCE AND MANAGEMENT 26. COMMERCE
Syllabus of Ph.D. Entrance Examination 2015 FACULTY OF COMMERCE AND MANAGEMENT 26. COMMERCE 1. Business Environment: Meaning and Elements of Business Environment. Economic environment, Economic Policies,
More informationAwareness of Managerial Effectiveness Amongst Managers and Subordinates: An Indian Perspective
International Journal of Business and Management Invention ISSN (Online): 2319 8028, ISSN (Print): 2319 801X Volume 3 Issue 10 ǁ October. 2014 ǁ PP.16-23 Awareness of Managerial Effectiveness Amongst Managers
More informationOrganizational Behaviour
Bachelor of Commerce Programme Organizational Behaviour Introduction The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department of Education as a private higher education
More informationThe Role of Intellectual Capital in Knowledge Transfer I. INTRODUCTION (Insufficient Researched Areas) Intellectual Capital Issues in interfirm collab
TECH 646 Analysis of Research in Industry and Technology Discussion Note The Role of Intellectual Capital in Knowledge Transfer, Chung-Jen Chen, His-An Shih, and Su-Yueh Yang, IEEE Transactions on Engineering
More informationPerformance Appraisal: Dimensions and Determinants
Appraisal: Dimensions and Determinants Ch.V.L.L.Kusuma Kumari Head of the department, Department of business studies, Malla reddy engineering college for women, Maisammaguda, Secunderabad. Abstract : The
More information