scholarly journals Dialectical Analysis of Global Staffing Policy

2021 ◽  
Vol 2 (3) ◽  
Author(s):  
Weidan Zhang
Keyword(s):  
Human Resources ◽  
Multinational Corporations ◽  
Human Resources Management ◽  
Multinational Companies ◽  
Multinational Company ◽  
Local Market ◽  
Management Skills ◽  
Multinational Organizations ◽  
Global Operations ◽  
Global Staffing

Global staffing is an essential aspect of human resource management in multinational corporations (MNC) (Collings & Scullion, 2009). As the positioning of multinational organizations gradually becomes global, multinational companies must cultivate suitable global personnel. Flexible and adequate staffing and management skills can give transnational corporations a particular competitive advantage in global operations (Collings & Scullion, 2009). Understanding the background of the local market and gaining and sharing tacit knowledge in jobs around the world are all necessary professional skills for the multinational company (Harvey et al., 1999). However, human resources management departments also face more significant challenges as the multinational company expands its business globally. Learning how to effectively respond to the staffing problems of multinational companies in the course of operation reflects the company's operating capabilities. This article will first define and elaborate the global staffing policy, while the factors that will make the system more effective will be introduced. Secondly, the current problems and challenges faced by multinational companies will be listed, followed by corresponding measures. Finally, other recommendations will be provided in some areas for the human resources of multinational companies.

CRM Practices and Resources for the Development of Customer-Focused Multinational Organizations

2010 ◽  
pp. 204-231
Author(s):  
Luciano C. Batista
Keyword(s):  
Multinational Corporations ◽  
Information And Communication Technologies ◽  
Management Practices ◽  
Complete Characterization ◽  
Customer Relationship ◽  
Local Market ◽  
Global Knowledge ◽  
Learning Capability ◽  
Multinational Organizations ◽  
Information And Communication

This chapter aims to provide a complete characterization of the different perspectives of Customer Relationship Management (CRM) and its potentialities to support Knowledge Management practices in a multinational context. It describes the strategic and technological dimensions of CRM and how its adoption supports the development of a learning and customer-focused organization, with special emphasis on multinational corporations. CRM strategic approach entails the adoption of customer-focused initiatives and the development of learning relationships with customers. On the other hand, its technological dimension integrates a variety of different information and communication technologies, which makes a powerful system for improving the process of knowledge acquisition. This way, different subsidiaries of a multinational corporation can develop their learning capability so that they can better identify local market demands. As a result, the corporation is able to more accurately create a global knowledge stock about its different markets in different regions of the world.

Perspectives on the Glass Ceiling in Indian Enterprises

2013 ◽  
pp. 303-317
Author(s):  
Rita Latha D’Couto ◽  
C. Ganesh
Keyword(s):  
Human Resources ◽  
Leadership Styles ◽  
Glass Ceiling ◽  
Career Advancement ◽  
Human Resources Management ◽  
Senior Management ◽  
Management Skills ◽  
Representation Of Women ◽  
Organizational Influences ◽  
Managerial Positions

The genesis of the present study is from the widespread observation that only a small proportion of top level managerial positions in corporate organizations are occupied by women, both globally and in India. Although women are making their entry into the corporate arena in increasing numbers, with credentials equivalent to those of their male counterparts, they do not appear to be progressing to the ranks of senior management at comparable rates. It is felt that in their quest for career advancement and career success, women face hurdles which are not experienced by men. A glass ceiling, which can be conceptualized as a subtle barrier comprising attitudinal and cultural biases, appears to constrain the upward mobility of managerial women. This phenomenon of low representation of women in the highest echelons of management seems to be in sharp contrast with the trend highlighted in recent human resources management literature which views the management skills and leadership styles traditionally attributed to women as ideally suited to the needs of modern organizations. Hence, the present study was undertaken with the objective of exploring the various individual and organizational influences which serve to constrain their progress to positions of power and influence in corporate organizations.

scholarly journals Employee Satisfaction vs. Employee Engagement vs. Employee NPS

2018 ◽  
Vol 10 (1) ◽  
pp. 228
Author(s):  
Maya Yaneva
Keyword(s):  
Human Resources ◽  
Employee Engagement ◽  
Employee Satisfaction ◽  
Human Resources Management ◽  
Business Environment ◽  
Working Environment ◽  
Local Market ◽  
Business Organizations ◽  
Net Promoter Score ◽  
Net Promoter

Human Resources are key for the success of business organizations. The science is focusing on Human Resources Management in times when technical resources are rapidly developing and significantly changing the working environment. The requirements toward the human resources are evolving as well. At the same time, the expectations of the candidates toward the employers are getting more demanding in terms of working conditions and appreciation. Employee profiles and change management are key aspects of HR management while the companies are striving to adjust their learning and development programs, working environment and structures in order to retain and develop their associates. Companies start to measure their employees’ satisfaction, than converting to employee engagement and nowadays more and more organizations are focusing on employee NPS (net promoter score), which is not only promoting the products or services of the company they are engaged in, but also the company as an employer. This paper is focusing on employee satisfaction, employee engagement and eNPS (employee net promoter score). It gives guidance what are the global trends with local impact, presenting results from several surveys on the Bulgarian market of global and local companies executed between 2012 and 2017. The primary focus of the research is to outline which channels and ways of communications are the most beneficial in the attempts of the business organizations to address their employees, boost their enjoyment and motivation and make them ambassadors of the product and services they produce, but also promote them as an employer. Presenting the outcome of the surveys is giving guidance on top drivers for employee satisfaction, engagement and loyalty. It is leading to conclusions that are enlightening the associates’ interpretation of those drivers in the different contexts of business environment. The organizations are conducting internal surveys within their global structures, but also participating in researches on the local market in Bulgaria to cross check the findings and the trends. Local cultural differences are influencing the organizational culture and trends of the business. The paper analyses the results related to the Bulgarian market and provides further recommendations as to how to address the findings resulting from the survey.

scholarly journals The Effect of Human Resources Management Skills on Accounting Information Quality in Kurdistan Public Sector

2021 ◽  
Vol 3 (3) ◽  
pp. 131-143
Author(s):  
Khowanas Saeed Qader ◽  
Bayar Ali Ismeal ◽  
Hassan Mahmood Aziz ◽  
Pshdar Abdalla Hamza ◽  
Sarhang Sorguli ◽  
...  
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Information Quality ◽  
Human Resources Management ◽  
Accounting Information ◽  
Management Skills ◽  
Resources Management ◽  
Accounting Information Quality

scholarly journals Analyzing the employment of expatriates as high-performance workers in terms of their impact on selected areas of the company.

2020 ◽  
Vol 74 ◽  
pp. 05008
Author(s):  
Jana Cocuľová ◽  
Ľuba Tomčíková
Keyword(s):  
High Performance ◽  
Multinational Companies ◽  
Multinational Company ◽  
Chi Square ◽  
Multinational Organizations ◽  
Chi Square Test ◽  
Questionnaire Method ◽  
The Impact ◽  
Business Challenges ◽  
Number Of Branches

The central topic of the paper is human resource management in multinational companies as one of the consequences of globalization. The paper particularly focuses on the use of expatriates as high-performance workers. The aim of the paper is to provide an analytical view of the work of this type of employees in branches of multinational organizations operating in Slovakia. The paper presents research results aimed at analyzing the employment of expatriates in branches of multinational companies in terms of selected features (size of branch, how long the company operates on the Slovak market and number of branches of an multinational company) and finding statistically significant links between the time an expatriate spends in the country and the impact he/she has on selected aspects of the company, namely innovation and new knowledge, his/ her share in addressing business challenges and on relationships at work from the perspective of branch managers of multinational companies. The research was conducted between January and May 2019 using a standardized questionnaire method on a sample of 138 managers of branches in which expatriates worked. The obtained data were processed by the methods of descriptive statistics and Chi-square test, through which three research hypotheses were tested.

CRM Practices and Resources for the Development of Customer-Focused Multinational Organizations

2008 ◽  
pp. 227-255
Author(s):  
Luciano C. Batista
Keyword(s):  
Multinational Corporations ◽  
Information And Communication Technologies ◽  
Management Practices ◽  
Complete Characterization ◽  
Customer Relationship ◽  
Local Market ◽  
Global Knowledge ◽  
Learning Capability ◽  
Multinational Organizations ◽  
Information And Communication

This chapter aims to provide a complete characterization of the different perspectives of Customer Relationship Management (CRM) and its potentialities to support Knowledge Management practices in a multinational context. It describes the strategic and technological dimensions of CRM and how its adoption supports the development of a learning and customer-focused organization, with special emphasis on multinational corporations. CRM strategic approach entails the adoption of customer-focused initiatives and the development of learning relationships with customers. On the other hand, its technological dimension integrates a variety of different information and communication technologies, which makes a powerful system for improving the process of knowledge acquisition. This way, different subsidiaries of a multinational corporation can develop their learning capability so that they can better identify local market demands. As a result, the corporation is able to more accurately create a global knowledge stock about its different markets in different regions of the world.

CRM Practices and Resources for the Development of Customer-Focused Multinational Organizations

2011 ◽  
pp. 1142-1170
Author(s):  
Luciano C. Batista
Keyword(s):  
Multinational Corporations ◽  
Information And Communication Technologies ◽  
Management Practices ◽  
Complete Characterization ◽  
Customer Relationship ◽  
Local Market ◽  
Global Knowledge ◽  
Learning Capability ◽  
Multinational Organizations ◽  
Information And Communication

This chapter aims to provide a complete characterization of the different perspectives of Customer Relationship Management (CRM) and its potentialities to support Knowledge Management practices in a multinational context. It describes the strategic and technological dimensions of CRM and how its adoption supports the development of a learning and customer-focused organization, with special emphasis on multinational corporations. CRM strategic approach entails the adoption of customer-focused initiatives and the development of learning relationships with customers. On the other hand, its technological dimension integrates a variety of different information and communication technologies, which makes a powerful system for improving the process of knowledge acquisition. This way, different subsidiaries of a multinational corporation can develop their learning capability so that they can better identify local market demands. As a result, the corporation is able to more accurately create a global knowledge stock about its different markets in different regions of the world.

scholarly journals Successful Human Resources Management Factors in International Mergers and Acquisitions

2018 ◽  
Vol 8 (3) ◽  
pp. 45 ◽  
Author(s):  
José-Luis Rodríguez-Sánchez ◽  
Eva-María Mora-Valentín ◽  
Marta Ortiz-de-Urbina-Criado
Keyword(s):  
Human Resources ◽  
Mergers And Acquisitions ◽  
Human Resource ◽  
Human Resources Management ◽  
Multinational Company ◽  
Acquisition Process ◽  
Resources Management ◽  
Main Factors ◽  
Implementation Stage

Mergers and acquisitions (M&A) have received a great deal of attention in academic literature but the role of human resources management in M&A success is still understudied. Of the three stages identified in a merger and acquisition process (planning, integration and implementation), most research focuses on the planning and integration stages. Thus, the aim of this paper is to analyse the main factors that determine the success of HR management in the implementation stage of an international M&A operation: consolidate leadership; human resource provision and evaluation; structure, strategy and culture evaluation; and control of the merger and acquisition process. With this objective, we developed a case study of a multinational company that operates in the mechanical engineering sector. The results illustrate the main factors, human resource practices, and human resources management and behaviour outcomes undertaken by a multinational company during the M&A implementation stage. The case study allows researchers to learn from professionals and business leaders and presents a roadmap that can be considered to manage HR in the M&A process.

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