Samsung’s journey to excellence in quality

2015 ◽  
Vol 7 (2/3) ◽  
pp. 312-320 ◽  
Author(s):  
Wan Seon Shin ◽  
Chongman Kim
Keyword(s):  
Quality Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Parallel Systems ◽  
Dual Sourcing ◽  
Content Type ◽  
The Past ◽  
Field Management ◽  
Practical Implications

Purpose – The purpose of this paper is to investigate Samsung’s strategic efforts in achieving excellence in quality. Design/methodology/approach – This study divides Samsung’s activities into five distinctive areas: quality leadership, motivating employees, methodologies, preemptive priorities and key activities in the field management. Case studies will be explored based on the chronological analysis of the above five subjects, and a comprehensive roadmap toward excellence will also be suggested. Findings – This study has found that Samsung has used diverse concepts to excel in improving quality and profitability simultaneously. The company’s approaches are divided into five categories and positioned according to their possible contributions to excellence. One of the key findings of this paper is the concept of “the line of redundancy” which adopts parallel systems. For example, its parallel systems such as dual sourcing and 120 per cent human resource management have contributed to Samsung’s quality. Practical implications – The result of this study will help managers implement innovative initiatives for achieving excellence through quality management. Originality/value – Samsung has improved the quality dramatically and many companies want to learn Samsung’s way. This paper investigated how Samsung developed the quality system in the past decades and suggests some findings.

Combining lifelines to thrive: a stage-based need fulfilment network of international assignees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Prantika Ray ◽  
Sunil Kumar Maheshwari
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Design Methodology ◽  
International Assignment ◽  
Content Type ◽  
Host Country Nationals ◽  
Developmental Network ◽  
Mentoring Functions ◽  
Practical Implications

PurposeThe paper tries to understand the needs of the international assignees across the different stages of expatriation and how different developers in the professional and non-professional sphere render support and advice through these stages.Design/methodology/approachIn this paper, the authors have interviewed 20 expatriates of various nationalities and tried to understand the various needs of the expatriates across the three initial stages of an assignment.FindingsThe paper finds that four important mentors in an expatriation assignment play multiple need-based mentoring functions at various assignment stages: host country nationals (HCNs), parent country nationals, fellow expatriates and family.Research limitations/implicationsThis paper contributes to the literature on the need-based support rendered to expatriates during an international assignment. The paper, however, does not incorporate the perceptions of other vital stakeholders in the network and their intentions to contribute to the developmental network.Practical implicationsThis paper lays down important practical implications for expatriates and the human resource management (HRM) professionals. This paper urges the practitioners to take a nuanced approach for developing expatriates than a generalized mentoring programme.Originality/valueThis study highlights the changing needs of the international assignees across the stages of an international assignment and demonstrates the important intra-organizational and extra-organizational developers such as family members in the fulfilment of these needs.

Does human capital pay? The influence of leader human capital and employee human capital on leader bonus earnings

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christopher M. Harris ◽  
Lee W. Brown
Keyword(s):  
Human Capital ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Head Coaches ◽  
Head Coach ◽  
Management Research ◽  
Content Type ◽  
Leader Performance ◽  
Practical Implications

PurposeThe human capital of a leader and the human capital of the employees who work for the leader can impact the bonus earned by the leader. Little to no research has examined data that includes the maximum potential bonus that could be earned by a leader and the actual bonus earned. This information provides a closer examination of leader performance and the impacts of leader and employee human capital on the bonus earned by the leader.Design/methodology/approachThe authors use a sample of NCAA college football teams and head coaches over two years to test their hypotheses. They measure the human capital of the team and the human capital of the head coach. In addition, the authors assess the percentage earned by the head coach of the maximum potential bonus possible.FindingsThe authors find that a coach's human capital and the human capital of their team positively and significantly predict the percentage of the maximum possible bonus earned by the head coach.Practical implicationsThe results of this study indicate the importance of leader human capital to a leader's ability to earn more of their maximum potential bonus. Additionally, if a leader is able to surround himself or herself with highly talented employees, it will benefit the leader in terms of the amount of bonus earned.Originality/valueThis study extends previous research to provide a more complete picture of factors that influence a leader's ability to earn more of their maximum possible bonus. The authors’ findings that both the human capital of the leader and the human capital of employees who work for the leader impact the amount of bonus earned by the leader add value to human resource management research. Specifically, when examining factors that impact a leader's bonus earnings, it is important to consider not only characteristics of the leader but also factors apart from the leader, such as the leader's employees.

Dovetailing talent management and diversity management: the exclusion-inclusion paradox

2017 ◽  
Vol 4 (4) ◽  
pp. 315-331 ◽  
Author(s):  
Dagmar Daubner-Siva ◽  
Claartje J. Vinkenburg ◽  
Paul G.W. Jansen
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Diversity Management ◽  
Talent Management ◽  
Content Type ◽  
Marginalized Groups ◽  
Paradox Theory ◽  
Practical Implications

Purpose The purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in the attempt to create closer alignment between the two. Design/methodology/approach The authors review paradox theory, TM and DM literatures and formulate a paradox that becomes apparent when considering TM and DM simultaneously. Findings The authors coin this tension as the “exclusion-inclusion paradox,” highlighting that TM and DM reflect contradictory, yet interrelated principles: organizations promote exclusion through a TM architecture that focuses on the identification and development of a few selected employees, while simultaneously, organizations promote inclusion, in the attempt to minimize existing inequalities for traditionally marginalized groups. Practical implications Once uncovered, the exclusion-inclusion paradox enables organizational actors to make choices on whether to respond actively or defensively to the paradox. The authors argue for active responses in order to work through the paradox. Originality/value This is the first paper adopting a paradox lens in order to interweave the DM literature with TM literature in the attempt to explain how DM and TM constitute contradicting yet interrelated principles.

The value of employees who go the extra mile

2014 ◽  
Vol 22 (4) ◽  
pp. 29-32
Author(s):  
Randall P. Bandura ◽  
Paul R. Lyons
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Work Environment ◽  
Human Resource ◽  
Positive Reinforcement ◽  
Design Methodology ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to present the concept of voluntary, helpful organizational behavior and offer a discussion of research that aims to help managers to encourage such behavior among their employees. Design/methodology/approach – This paper discusses voluntary, helpful organizational behavior based on a review of recent research, as well as findings from the authors’ research. Findings – This paper explains that voluntary, helpful organizational behavior could include, for example, taking the initiative to increase one’s knowledge about the job, technology, tools, industry, competitors and so on; making constructive suggestions; taking the initiative to help solve unexpected problems; working diligently to meet some deadlines; and volunteering to help with some tasks that are not part of one’s normal task duties. Practical implications – The authors reveal that for voluntary, helpful organizational behavior to flourish, manager or supervisor supportiveness is important; management should provide and reinforce procedural justice in the workplace; managers should help employees in attaining job satisfaction; and managers should use positive reinforcement. Social implications – A set of behaviors that can be useful not only in the work environment but also in society as a whole has been described. Originality/value – This paper points out that there is little information in practitioner journals addressing the behaviors in pragmatic terms. It also offers practical suggestions for human resource management.

Demographic influences on employee trust towards managers

2016 ◽  
Vol 24 (2) ◽  
pp. 246-260 ◽  
Author(s):  
Joshua Chang ◽  
Grant O’Neill ◽  
Antonio Travaglione
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Data Set ◽  
Content Type ◽  
Employee Trust ◽  
The Past ◽  
General Decline ◽  
Expected Outcome ◽  
Research Gap ◽  
Practical Implications

Purpose The purpose of this study is to explain demographic influences on employee trust towards managers. Design/methodology/approach Drawing upon a data set of over 5,000 responses from the Australian workforce, this paper examines demographic influences on employee trust in their managers. Findings The findings show that demographic influences have an effect on employee trust towards managers. Employees who are male, older, public sector, permanent, longer tenured and unionised were found to be less likely to trust managers. Practical implications Relevant to human resource practice, the findings offer potential for the development of trust by identifying employees who are less likely to trust managers. The expected outcome is that such employees can be selected for programmes and practices aimed at improving trust, such as increased managerial contact, consultation and support. Originality/value There has been a general decline of employee trust in managers over the past two decades. Research on the antecedents of trust has been reported to lag behind theory, with a paucity of research relating to demographic influences on employee trust towards managers. This study fills this research gap and offers potential for the targeted development of trust towards managers among employees.

Implications for human resource management practice: using a neuroscientific lens

2019 ◽  
Vol 33 (4) ◽  
pp. 9-12
Author(s):  
Poornima Sehrawat ◽  
Rajasshrie Pillai
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Management Practice ◽  
Human Resource Management Practice ◽  
Content Type ◽  
Hr Management ◽  
Hr Managers ◽  
Practical Implications

Purpose The purpose of this study is to understand the importance of neuroscience for human resource management (HRM). Design/methodology/approach This study reviewed the extant literature and interviewed doctors and HR managers to understand the implications of neuroscience for HRM. Findings This paper highlights the applications and understanding of neuroscience in various verticals of HRM for effective HR management. Practical implications This paper provides valuable insights to HR managers to develop HR practices considering the implications of neuroscience for HRM. Originality/value This study is valuable, as it provides the details of usage of neuroscience for effective HRM.

scholarly journals The liability for employers for the conduct of their employees – when does an employee’s conduct fall within the “the course of employment”?

2016 ◽  
Vol 24 (7) ◽  
pp. 44-47
Author(s):  
Engin Mustafa
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Case Law ◽  
Content Type ◽  
Employer Liability ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the papers in context. Findings All employers need to understand the exposure to risk that their organizations face. In the field of human resource management, the liability of the employer for the actions (or omissions) of an employee is a key part of managing that risk. The scope of such liability is delimited by both statute and case law which has helped clarify the position of employer liability, thereby allowing an employer to mitigate risk. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Craft work

2019 ◽  
Vol 27 (2) ◽  
pp. 9-11
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Labor Relations ◽  
Content Type ◽  
Pertinent Information ◽  
Modern Era ◽  
Practical Implications

Purpose The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Even in the modern era, human resource management can make fundamental mistakes that alienate a workforce, even when they are actually trying to do the exact opposite. This must have been common in, for example, the 1970s, when labor relations were tense and many workers almost felt at war with their HR department. Things have changed radically since then, and very much for the better, but alienation can sometimes only be too close at hand. Practical implications This paper offers strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

FINRA’s disciplinary actions in 2017: increased restitution ordered with minimal changes in number of cases

2018 ◽  
Vol 19 (2) ◽  
pp. 19-23
Author(s):  
Brian Rubin ◽  
Adam Pollet
Keyword(s):  
Money Laundering ◽  
Design Methodology ◽  
Disciplinary Actions ◽  
Financial Industry ◽  
Electronic Communications ◽  
Content Type ◽  
The Past ◽  
Expert Analysis ◽  
Research Analysts ◽  
Practical Implications

Purpose The purpose of this paper is to analyze the Financial Industry Regulatory Authority’s (FINRA) 2017 disciplinary actions, the issues that resulted in the most significant fines and restitution and the emerging enforcement trends from 2017 and beyond. Design/methodology/approach The approach of this paper discusses the disciplinary actions in 2017 and prior years, details the top 2017 enforcement issues measured by total fines assessed, including anti-money laundering, trade reporting, electronic communications, books and records, research analysts and research reports, and explains current enforcement trends, including restitution, suitability cases and technological issues. Findings In 2017, restitution more than doubled from the prior year, resulting in the fourth highest total sanctions (fines combined with restitution and disgorgement) assessed by FINRA over the past 10 years. Practical implications Firms and their representatives should heed the trends in both the substantial restitution FINRA is ordering and the related enforcement issues in the cases FINRA has brought. Originality/value This paper provides expert analysis and guidance from experienced securities enforcement lawyers.

Recent civil and criminal enforcement action involving high frequency trading

2015 ◽  
Vol 16 (1) ◽  
pp. 5-12 ◽  
Author(s):  
Matthew Rossi ◽  
Greg Deis ◽  
Jerome Roche ◽  
Kathleen Przywara
Keyword(s):  
High Frequency ◽  
Design Methodology ◽  
High Frequency Trading ◽  
Content Type ◽  
Enforcement Action ◽  
The Past ◽  
Trading Patterns ◽  
Federal Prosecutor ◽  
Enforcement Activity ◽  
Practical Implications

Purpose – To alert high frequency trading firms to the increased regulation and prosecution of manipulative trading practices during 2014 and early 2015. Design/methodology/approach – Reviews four significant proceedings against high frequency trading firms (and/or individuals employed by such firms) and other developments from the relevant government agencies as a possible preview of the enforcement and prosecution of high frequency trading practices in 2015. Provides advice to high frequency trading firms on how to decrease the risk of regulatory or criminal actions against them in this changing environment. Findings – Although the focus on high frequency trading has only recently begun to intensify, firms should be aware of the increased enforcement activity of the past year. These actions, both regulatory and criminal, have already resulted in large penalties and have helped initiate a strengthening of rules and regulations regarding manipulative trading practices, of which firms need to be aware and stay current. Practical implications – High frequency trading firms should be aware of the recent regulatory and criminal actions in order to better evaluate their own practices and controls, to ensure that their trading patterns do not resemble manipulative practices, and to avoid similar actions. Originality/value – Practical guidance from experienced litigators and securities regulatory lawyers, including a former SEC Assistant Chief Litigation Counsel and a former federal prosecutor, that consolidates and describes several recent actions and developments in one piece.

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