Co-ordination and control of human resource management in multinational firms: the case of CASHCO

1999 ◽  
Vol 10 (1) ◽  
pp. 21-42 ◽  
Author(s):  
Graeme Martin ◽  
Phil Beaumont
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Multinational Firms ◽  
And Control

scholarly journals Research on Human Resource Management for Telework Informatization under the Background of Epidemic Prevention

2021 ◽  
Vol 5 (1) ◽  
pp. 183
Author(s):  
Jingting Lai
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Virus Disease ◽  
Employee Training ◽  
Normal Operation ◽  
Education Innovation ◽  
And Control ◽  
Online Office ◽  
Resource Decision

The Corona Virus Disease in 2019 will have a serious impact on the normal operation of various industries. Under the environment of resuming work and production and ensuring safety, remote online office has become a core option for the operation of various industries. At present, remote office has met a lot of troubles, such as information asymmetry, inefficiency, regulatory difficulties, communication barriers, weakened confidentiality, and so on. This article focuses on exploring the mechanism of human resource management in remote office informatization in the context of epidemic prevention and control, and proposes distance education innovation for employee training, big data transformation performance evaluation, and cloud computing. This article also focuses on solving the problems existed in the remote office. It suggests some useful and innovative human resource management paths. For example, improving data sharing, network optimization and remote collaborative office and others, all of them offer a good idea which provides human resource decision-making reference for the orderly resumption of work and production in various industries.

Human resource management transfer challenges within multinational firms

2018 ◽  
Vol 41 (7) ◽  
pp. 860-877 ◽  
Author(s):  
Nana Yaw Oppong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Multinational Firms ◽  
Home Country ◽  
Parent Company ◽  
Content Type ◽  
Cross Border ◽  
Best Fit

Purpose The paper aims to trace the challenges that multinational companies (MNCs) face as they grow out of their national borders into foreign countries and how they attempt to transfer human resource management (HRM) policies and practices across their subsidiaries for a best-fit HRM model. Design/methodology/approach The paper uses the dilemma theory (involving two opposing values which doing one without the other creates a disadvantage but both cannot be done together) as the main analytical tool and reviews scholarly literature on MNCs’ HRM transfers for the assessment of the transfer challenges. Findings It is found that MNCs face a dilemma as to how to find best-fit between home-country HRM requirements and host-country demands. In the face of this dilemma, MNCs attempt to build synergy between home-country requirements and host-country demands for a best-fit HRM that is beneficial to both the parent company and their foreign subsidiaries. Despite the best-fit HRM practices to diffuse the tension, parent company has greater influence in the final synergy product which is the trade-off between home-country HRM label and host-country contextual demands, thereby advancing the dominant HRM option of the dilemma. Practical implications MNCs should be aware of the possible challenges as they internationalise and should equally be aware that though they may build a synergy (a blend of workable headquarters and subsidiary HRM), the final product will continue to favour headquarters’ HRM policies and practices. Originality/value The paper generates theoretical implications into the issues and challenges that arise with HRM transfers within multinational firms by examining how the dilemma theory sheds light on the transfer process and challenges from the dominant-contextual tension till the fight for best-fit HRM. It also contributes to the development of cycle of cross-border HRM dilemma, cross-border HRM transfer framework and Synergy-Dominant theory.

scholarly journals Sustainability in human resource management

2021 ◽  
pp. 111-123
Author(s):  
Magdalena Stefańska
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Corporate Strategy ◽  
Economic Benefits ◽  
Organisational Effectiveness ◽  
Development Goals ◽  
Basic Functions ◽  
And Control

The concept of sustainability is referred to the basic functions of human resources (HR)— recruitment, motivation, assessment and control. They should embrace sustainability, not just for organisational effectiveness and long-term economic benefits, but also for ethical reasons. Owing to SHRM, the awareness and behaviour of the whole organisation may strongly express SD goals in planning and implementing the whole corporate strategy. Frequently, the term ‘sustainable practices’ in SHRM is congruent with CSR. The main goal of the chapter is to explain how Sustainable Development Goals can be implemented in human resource management (HRM) and translated into sustainable human resource management (SHRM).

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