Human resource management, corporate governance structure and corporate performance in Korea: a comparative analysis of Japan, US and Korea

2005 ◽  
Vol 17 (4) ◽  
pp. 417-430 ◽  
Author(s):  
Joonmo Cho
Keyword(s):  
Corporate Governance ◽  
Comparative Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Corporate Performance ◽  
Governance Structure ◽  
Corporate Governance Structure

scholarly journals Impact of independent directors and remuneration committee on firm performance? Evidence from Malaysian capital market

2010 ◽  
Vol 8 (1) ◽  
pp. 222-225 ◽  
Author(s):  
Huson Joher Ali Ahmed
Keyword(s):  
Corporate Governance ◽  
Firm Performance ◽  
Capital Market ◽  
Corporate Performance ◽  
Governance Structure ◽  
Independent Directors ◽  
Corporate Governance Structure ◽  
Regression Methods ◽  
Developed Markets ◽  
Control Management

This study aims at re-examining whether or not the structure of the corporate governance as defined by the non-executive director matter that lead to better performance. This study is based on 100 firms listed in first board. The analysis is based on a period of 5 years from 1999 through 2003. This study employs a multiple regression methods to examine governance structure and its impact on firm performance. Although previous studies in developed markets exhibit the existence of relations between governance structure and corporate performance, this study however concludes that there is partial relation between corporate governance structure and corporate performance. However, the presence of both audit and remuneration committee serves an important monitoring device to control management actives that lead to increase firm’s performance.

scholarly journals Applying the competence-based approach to management in the aerospace industry

2018 ◽  
Vol 158 ◽  
pp. 01003 ◽  
Author(s):  
Mariam Arpentieva ◽  
Olga Duvalina ◽  
Svetlana Braitseva ◽  
Irina Gorelova ◽  
Anna Rozhnova
Keyword(s):  
Comparative Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Aerospace Industry ◽  
Individual Approach ◽  
Aerospace Manufacturing ◽  
Aerospace Organization ◽  
The Individual

Problems of management in aerospace manufacturing are similar to those we observe in other sectors, the main of which is the flattening of strategic management. The main reason lies in the attitude towards human resource of the organization. In the aerospace industry employs 250 thousand people, who need individual approach. The individual approach can offer competence-based approach to management. The purpose of the study is proof of the benefits of the competency approach to human resource management in context strategic management of the aerospace organization. To achieve this goal it is possible to obtain the method of comparative analysis. The article compares two approaches to personnel management. The transition to competence-based human resource management means (a) a different understanding of the object of management; (b) involvement in all functions of human resource management «knowledge – skills – abilities» of the employee; (c) to change the approach to strategic management aerospace industry.

Corporate governance, human capital resources, and firm performance: Exploring the missing links

2020 ◽  
Vol 45 (4) ◽  
pp. 192-205 ◽  
Author(s):  
Kaouthar Lajili ◽  
Lauren Yu-Hsin Lin ◽  
Anoosheh Rostamkalaei
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
International Governance ◽  
Governance Mechanisms ◽  
Corporate Governance Mechanisms

This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.

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