A Study On Influence Of Globalization On Human Resource Management

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1028-1037
Author(s):  
S.Ramalingam ◽  
N.Subburaj
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resource Practices ◽  
High Performing ◽  
Class Time ◽  
Business Executives ◽  
Workforce Needs

The parts and commitments of Human Resources divisions are changing as the present day business goes up against difficulties of globalization. The overall inventory of capacity is less of its long stretch solicitation, and the contrast among request and supply is a test for supervisors everywhere. The insufficiency between the ask for and supply of capacity is most likely going to continue expanding, conspicuously for high talented workers and for the best in class time of business executives. By and by affiliations need to place progressively imperative highlight on pulling in human capital rather than cash related capital. Overall staffing and organization of a workforce different in culture and vernacular aptitudes and dispersed in different nations are the key destinations of overall HR. Simply those global endeavors ready to alter their human resource practices to the changing overall work financial circumstances will have the ability to pull in and hold high performing delegates. Associations with the ability to foresee their business needs and their workforce needs – especially for high aptitudes will get the unequivocal advantage.  

Sustainable and Green Human Resource Practices

2021 ◽  
pp. 113-124
Author(s):  
Mitali Dohroo ◽  
Taranjeet Duggal
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Circular Economy ◽  
Human Resource Practices ◽  
Human Management ◽  
Sustainable Organizations

Two topics, circular economy and human resource practices, have been in separate baskets. However, recent studies have shown that both have a major impact either directly or indirectly on each other. Human resource management or human management is largely associated with a behavior of an economy. It has been largely debated and accepted that human resource management has a major role in creating sustainable organizations. Human resource management as a function involves a lot of postulates of sustainability in the scope of an organization. We all understand that the role of human resources has widened throughout time, and there is a need for more innovations in better management with various stakeholders and employees to create HR as a more solution-based function.

scholarly journals MANAJEMEN SDM GLOBAL

2020 ◽  
Author(s):  
Onsardi Onsardi ◽  
Ratna Juita
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
One Dimension ◽  
Company Performance ◽  
New Approach ◽  
A Company ◽  
New View

Changes in the business paradigm require changes in the management of companyactivities. One dimension of company activities that requires a new approach tomanagement is human resource management. The old view of human resourcemanagement must be abandoned and replaced with a new view. The old view seeshuman resources not in a vital position, whereas the new view sees human resources as avital aspect in a company that is as human capital or an asset for a company.Keywords: Human Resource Management, Company Performance

Sustainable and Green Human Resource Practices

2022 ◽  
pp. 291-302
Author(s):  
Mitali Dohroo ◽  
Taranjeet Duggal
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Circular Economy ◽  
Human Resource Practices ◽  
Human Management ◽  
Sustainable Organizations

Two topics, circular economy and human resource practices, have been in separate baskets. However, recent studies have shown that both have a major impact either directly or indirectly on each other. Human resource management or human management is largely associated with a behavior of an economy. It has been largely debated and accepted that human resource management has a major role in creating sustainable organizations. Human resource management as a function involves a lot of postulates of sustainability in the scope of an organization. We all understand that the role of human resources has widened throughout time, and there is a need for more innovations in better management with various stakeholders and employees to create HR as a more solution-based function.

The Call to Teach Human Capital Analytics

2019 ◽  
pp. 33-50
Author(s):  
Clive Trusson
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Process Model ◽  
Professional Training ◽  
Analytical Techniques ◽  
Teaching Content

The Human Resource Management profession has increasingly taken an interest in applying analytical techniques to data collected concerning organizational human resources, typically referred to as human capital analytics. However, as yet, the teaching of such techniques has not become prevalent within professional training. This chapter intends to inform and support teachers of HRM who need to engage with the discourse surrounding this important new area for the profession. It includes the presentation of a process model for teaching human capital analytics to HRM professionals and a discussion on the implications for the HRM profession of the ‘rise' of human capital analytics. These include the need to include human capital analytics within taught HRM professional programmes and an urgent requirement for credible empirically-based research in the area of human capital analytics to support the development of teaching content.

scholarly journals Impact of Globalization on Human Resource Management

2018 ◽  
Vol 7 (2) ◽  
pp. 51-62
Author(s):  
Manna Akter Lina
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practice ◽  
Business Practices ◽  
Demand And Supply ◽  
Business Executives ◽  
Job Opportunities ◽  
The World

Globalization has a most important implication for human resource management practice in general. For some, globalization creates pressures for taking best, a transferable set of HRM practices that can spread around the world. It is a force that touches the lives of people living in all countries of the world. In the age of globalization, there is an opportunity to enter new markets, to improved job opportunities and higher remuneration for skilled employees. The challenges are equally numerous. Organizations need to deal with a mature workforce; and they must attract, integrate and maintain multicultural employment pools; human rights and business practices to be successful. The shortage between the demand and supply of talent is likely to increase, notably for high skilled employees and for the next generation of business executives. Global staffing and management of the workforce effectively in diverse culture are the key goals of global human resources. Organizations that manage these challenges effectively will find success and improve the lives of human resources throughout the world.

The Call to Teach Human Capital Analytics

2018 ◽  
pp. 173-195
Author(s):  
Clive Trusson
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Process Model ◽  
Professional Training ◽  
Analytical Techniques ◽  
Teaching Content

The Human Resource Management profession has increasingly taken an interest in applying analytical techniques to data collected concerning organizational human resources, typically referred to as human capital analytics. However, as yet, the teaching of such techniques has not become prevalent within professional training. This chapter intends to inform and support teachers of HRM who need to engage with the discourse surrounding this important new area for the profession. It includes the presentation of a process model for teaching human capital analytics to HRM professionals and a discussion on the implications for the HRM profession of the ‘rise' of human capital analytics. These include the need to include human capital analytics within taught HRM professional programmes and an urgent requirement for credible empirically-based research in the area of human capital analytics to support the development of teaching content.

International Strategic Human Resource Management: A Comparative Case Analysis of Spanish Firms in China

2009 ◽  
Vol 5 (2) ◽  
pp. 195-222 ◽  
Author(s):  
Yingying Zhang ◽  
Simon Dolan ◽  
Tony Lingham ◽  
Yochanan Altman
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Market ◽  
Strategic Human Resource Management ◽  
Adaptive Logic ◽  
Strategy Formulation ◽  
High Performing

This study examines the role of human resources in strategy formulation processes in China's emerging market. Employing a qualitative data driven thematic analysis, we present evidence collected from six comparative case sites of Spanish firms in China. Our findings suggest that high performing firms use a dynamic adaptive logic while lower performing firms use a static structural logic. A dynamic adaptive model of strategic human resource management is identified, emphasizing a fluid and informal process between strategy, human resources and international management.

scholarly journals Human Resource Management in Service Company

2019 ◽  
Vol 27 (s1) ◽  
pp. 42-48
Author(s):  
Mariana Máchová ◽  
Ľuboslav Dulina ◽  
Milan Gregor ◽  
Eleonóra Bigošová ◽  
Dorota Więcek
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Service Company ◽  
Strategic Goals ◽  
And Performance ◽  
A Company

Abstract The article deals with the analysis of personnel management in a company and his importance in meeting the company’s strategic goals. Under current conditions, human resources are the most important resource. Caring for and developing human capital is becoming a strategy for achieving company productivity and performance.

scholarly journals Development And Evolution Of An Interactive HRM Course: A Case Study

2011 ◽  
Vol 1 (1) ◽  
pp. 25
Author(s):  
Lucy A. McClurg
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Present State ◽  
Field Research ◽  
Trial And Error ◽  
Business Executives ◽  
Development And Evolution

A course in Human Resource consulting (Human Resources Field Research) was designed and implemented at a university in cooperation with the Society for Human Resource Management (SHRM). Students work with local business executives, SHRM representatives, and the class instructor to complete projects for the client business firms. Trial and error of practices in the class led to evolution of the course to its present state.

Reflections of Human Resource Practices in Family Business

2022 ◽  
pp. 1928-1943
Author(s):  
Büşra Müceldili ◽  
Berivan Tatar
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Firms ◽  
Management Practices ◽  
Human Resource Practices ◽  
Resource Managers ◽  
The Family ◽  
Human Resource Management Practices

Although much has been discussed about human resource management practices in large organizations, studies in the family firms' context are nascent in the literature. To better understand human resource management practices in the context of family firms, this study performed interviews on three experienced and successful family firm owners and human resource managers. The research findings reveal that family firms have professionalized, formalized, and employee-oriented perspective in their human resource practices. This study also showed that the new generations in the family are more aware of the importance of human resources and reflect this perspective to their human resource practices. Besides, employees' organizational justice perception is strengthened by considering equality between family and non-family employees in human resources practices. Implications of these results for practice and further research are discussed.

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