Evaluating levels of strategic integration and devolvement of human resource management in the UK

2000 ◽  
Vol 29 (2) ◽  
pp. 141-157 ◽  
Author(s):  
Pawan S. Budhwar
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Integration ◽  
The Uk

An Institutional Approach to Ethical Human Resource Management Practice: Comparing Brazil, Colombia and the UK

2019 ◽  
Author(s):  
Beatriz Maria Braga ◽  
Eduardo de Camargo Oliva ◽  
Edson Keyso de Miranda Kubo ◽  
Steve McKenna ◽  
Julia Richardson ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practice ◽  
Human Resource Management Practice ◽  
Institutional Approach ◽  
The Uk

scholarly journals ANALISIS PENERAPAN E-RECRUITMENT PADA PT. X

AdBispreneur ◽  
2018 ◽  
Vol 3 (1) ◽  
pp. 13
Author(s):  
Anggita Gracia ◽  
Arianis Chan ◽  
Rivani Adinegara
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Change Management ◽  
Human Resource ◽  
Corporate Culture ◽  
Efficient Technology ◽  
Company Strategy ◽  
Strategic Integration ◽  
Administrative Efficiency

ABSTRACTThis study aims to analyze e-recruitment or electronic recruitment applied by X, Ltd. In addition, this study also aims to determine the benefits and impacts that companies felt after using e-recruitment method. The research method used in this research is qualitative-descriptive method to describe a state of e-recruitment. The data obtained in this study using the instrument of observation, interview and documentation study. The results of this study indicate that the presence of e-recruitment has contributed to provide positive benefits for X, Ltd. especially in terms of administrative efficiency and cost. Although the utilization is not too often, but the use of e-recruitment has provided many facilities, especially for the recruiters. This is an example of real implementation of effective and efficient technology utilization to support HR function in company. The conclusion that can be taken in this research is that the automation of human resource management function into internet based system requires strategic integration of human resource management with company strategy, structure and corporate culture. To support it X, Ltd. prioritize the implementation of knowledge management in the form of training and coaching to prepare a quality organization and ready to change management. Keywords: E-recruitment, Recruitment, Human Resources. ABSTRAKPenelitian ini bertujuan untuk menganalisis e-recruitment atau rekrutmen elektronik yang diterapkan oleh       PT. X. Selain itu, penelitian ini juga bertujuan untuk mengetahui manfaat serta dampak yang dirasakan perusahaan setelah menggunakan metode e-recruitment. Metode penelitian yang digunakan dalam penelitian ini adalah metode kualitatif-deskriptif untuk menggambarkan sebuah keadaan e-recruitment. Data yang didapatkan pada penelitian ini menggunakan instrumen observasi, wawancara dan studi dokumentasi.Hasil dari penelitian ini menunjukkan bahwa hadirnya e-recruitment telah berkontribusi dalam memberikan manfaat positif bagi PT X terutama dari sisi efisiensi administratif dan biaya. Meskipun penggunaannya belum terlalu tinggi, namun penggunaan e-recruitment telah memberikan banyak kemudahan khususnya bagi para rekruter. Hal ini merupakan sebuah contoh implementasi nyata pemanfaatan teknologi yang efektif dan efisien untuk mendukung fungsi SDM pada perusahaan.Kesimpulan yang dapat diambil pada penelitian ini bahwa, otomatisasi manajemen fungsi sumber daya manusia menjadi sistem berbasis internet membutuhkan integrasi strategis manajemen sumber daya manusia dengan strategi perusahaan, struktur dan budaya perusahaan. Untuk mendukung hal tersebut PT. X mengedepankan implementasi knowledge management dalam bentuk training dan coaching guna menyiapkan organisasi yang berkualitas serta siap akan perubahan manajemen (change management).Kata Kunci: E-recruitment, Rekrutmen, Sumber Daya Manusia  

scholarly journals Where are they going? Case of British and Japanese human resource management

2017 ◽  
Vol 11 (3) ◽  
pp. 296-322 ◽  
Author(s):  
William Il kuk Kang ◽  
Gaston Fornes
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Content Type ◽  
Business System ◽  
Institutional Pressure ◽  
Institutional Relations ◽  
Complex Relationships ◽  
The Uk ◽  
Corporate Social

Purpose The purpose of this paper is to explore and understand corporate social responsibility (CSR) and human resource management (HRM) practices of the UK and Japan, who share opposing societal and cultural characteristics, from a national business system (NBS) perspective, to answer the following two questions: the extent of convergence/divergence of CSR-HRM of two very different NBS, and the institutional relations behind the convergence/divergence. Design/methodology/approach For these purposes, the paper proposes a framework that can be utilised to understand the complex relationships between institutions, HRM, and CSR. Using a qualitative approach and grounded theory analysis as well as multiple-case analysis of six cases from the UK and Japan, the findings are tested against the framework. Findings The paper was able to confirm that mimetic and coercive isomorphism from global institutional pressure cause certain convergence of CSR-HRM in these two nations. However, simultaneously, the local institutional pressure (i.e. NBS) appears to be deeply rooted and is more salient at micro-level, resulting in diversified CSR-HRM in the two nations. As a result, it appears that convergence and divergence co-exist due to their differences in NBS with possibility of “crossvergence”. Originality/value This paper’s significance lies not only in contributing to the existing convergence–divergence debate on both CSR and HRM but also to help understanding of how Western CSR-HRM concepts are utilized and interpreted in East Asian countries with very different NBS from the West, with the aid of the proposed framework.

Human Resource Management in the Germanic Context

2021 ◽  
pp. 176-208
Author(s):  
Benjamin P. Krebs ◽  
Bernhard A. Wach ◽  
Marius C. Wehner ◽  
Astrid Reichel ◽  
Wolfgang Mayrhofer ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Cultural Practices ◽  
Institutional Environment ◽  
Strategic Integration ◽  
Hrm Practices ◽  
National Differences ◽  
Institutional Differences ◽  
Cross National

This chapter examines how cultural and institutional differences within Germanic Europe shape cross-national variation in the approaches of firms to strategic integration of human resource management (HRM) and developmental HRM practices. Despite some cultural and institutional similarities, a comparison of societal cultural practices and institutional approaches reveals meaningful dissimilarities within the Germanic Europe cluster. Using data from the Cranet surveys 2004/5, 2009/10, and 2014/15, this chapter shows that the institutional and, to a lesser extent, cultural differences within the Germanic Europe cluster mirror the degree to which HRM is strategically integrated. In contrast, the study found many more similarities among the Germanic cluster countries and a high level of professionalization concerning developmental HRM practices. The findings indicate that cross-national differences in the strategic integration of HRM and developmental HRM practices are partially time-invariant, resulting from persistent differences in the institutional environment. The present study therefore contributes to the literature on the diffusion and adoption of HRM policies and practices from a comparative perspective.

Sign in / Sign up

Export Citation Format

Share Document