Enabling university excellence through a human resource strategy

2008 ◽  
pp. 123-124
Keyword(s):  
Human Resource ◽  
Human Resource Strategy ◽  
Resource Strategy

Sources of decline, turnaround strategy and HR strategies and practices: The case of Iberia Airlines

2018 ◽  
Vol 40 (3) ◽  
pp. 583-610 ◽  
Author(s):  
Mónica Santana ◽  
Ramon Valle Cabrera ◽  
José-Luis Galán González
Keyword(s):  
Financial Crisis ◽  
Human Resource ◽  
Recovery Strategy ◽  
Human Resource Strategy ◽  
Employee Responses ◽  
Resource Strategy

This study investigates the coevolution of the sources of decline, the turnaround strategy and the human resource strategy (HRS) at Iberia Airlines, together with the influence of employee responses to these strategies. The analysis of several moments of organisational decline at Iberia, comparing measures adopted in pre- and post-financial crisis periods, shows that, in a sector experiencing a fiercely competitive transformation that negatively affects established companies, the use of downsizing in an organisation with internal deficiencies may create further problems within the company, while an HRS based on flexibility-oriented practices and a fostering approach to strategic negotiations will improve the requisite recovery strategy.

Multinational Companies and Global Human Resource Strategy

2009 ◽  
Author(s):  
William N. Cooke
Keyword(s):  
Human Resource ◽  
Multinational Companies ◽  
Successful Development ◽  
Cross Border ◽  
Human Resource Strategy ◽  
Resource Strategy

This article focuses on the salient human resource strategy issues and dynamics that come into play as a function of the multinational reach of companies. Although the overall objectives of formulating and implementing HR strategies are the same for national and multinational companies, global HR strategies must take into account factors germane to direct investments made abroad and the management of cross-border operations. At question herein, therefore, is: What factors or considerations are unique to companies operating across borders and what are the implications of these factors in regard to the successful development and deployment of global HR strategies? The article's aim in venturing to articulate a fairly encompassing framework is to stimulate further discussion and debate about how we can better frame our enquiries and analyses to improve our broader theoretical and practical understanding of global strategic HR issues.

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