Conceptualizing structural ambidexterity into the innovation of human resource management architecture: the case of LG Electronics

2013 ◽  
Vol 24 (5) ◽  
pp. 922-943 ◽  
Author(s):  
Jimmy Huang ◽  
Hyun Jeong Kim
2020 ◽  
pp. 125-145
Author(s):  
Jerry W. Hedge ◽  
Gary W. Carter

Interest in how researchers and practitioners approach the management of talent has grown in recent years. Effective management of the talent life cycle begins with implementation of a talent management architecture—that is, the combination of systems, processes, and practices developed and implemented by an organization to ensure that the management of talent is carried out effectively. This chapter explores today’s career development environment and describes a career pathways framework as a viable “architecture” and philosophy for effectively managing talent. The chapter provides a brief overview of current perspectives on talent management, describes a career pathways system in greater detail, and discusses how building and implementing such a system as part of a broader human resource management function can pay dividends for an organization’s talent life cycle.


2017 ◽  
Vol 23 (1) ◽  
pp. 52-63
Author(s):  
Titik Nurbiyati

Human resource management (HRM) is a recognition of the importance of human labor as vital resources that contribute to the goals of the organization, and utilization of multiple functions and activities to ensure that they are used effectively and fairly for the benefit of individuals, organizations, and society. Now human resource management has a unique and timely opportunity to improve productivity. Eventhough, productivity improvement does not means only increase the output. In addition, the evaluation of program responsibles and meets the special needs of employees with efficient cost. It is a very effective manner that very important, as organizations are tempted to cut costs and improve quality in their company. Without evaluation, it is very difficult to demonstrate that the development is the reason for the improvement. Human Resources Development can maintain and support productivity, as well as company isolate of lack of expertise of the human resources for the current job and future. The results are used in evaluating development programs include participant satisfaction with the training and development program development, learning knowledge or skills, the use of knowledge and skills on the job, and the results such as sale, productivity, or the prevention of accidents. Evaluation can also compare costs against benefits that receive development (return on investment).


Sign in / Sign up

Export Citation Format

Share Document