Public sector human resource management education in the United States: contemporary challenges and opportunities for performance improvement

2013 ◽  
pp. 303-319
Author(s):  
Jared J. Llorens
Keyword(s):  
United States ◽  
Resource Management ◽  
Public Sector ◽  
Human Resource Management ◽  
Performance Improvement ◽  
Human Resource ◽  
Management Education ◽  
The United States ◽  
Challenges And Opportunities

scholarly journals Human Resource Management In Saudi Arabia

2012 ◽  
Vol 11 (10) ◽  
pp. 1155
Author(s):  
Sunil Ramlall ◽  
Hani Al-Amri ◽  
Nadia Abdulghaffar
Keyword(s):  
United States ◽  
Saudi Arabia ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
The United States ◽  
Business Strategies ◽  
Business Practices ◽  
Core Business ◽  
Hr Practices

As companies seek ways to compete more effective, HR becoming more entrenched in business strategies, and comparative strategies are studied, this paper provides a comparison of HR practices in Saudi Arabia and the United States. Using the established literature on HR in the United States as a means to compare HR practices, the authors surveyed HR leaders in Saudi Arabia gathering highly valuable information. The results highlighted current practices and also where emphasis could be placed in aligning HR strategies to core business practices.

Shenzhen Filtroil: Finding Balance

2017 ◽  
pp. 1-8
Author(s):  
Lynn A. Isabella ◽  
Gerry Yemen
Keyword(s):  
United States ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
The United States ◽  
Executive Education ◽  
Education Levels

Filtroil had opened a new factory that was a merger between Shenzhen Filtroil and its supplier, Liu Li—whose own factory was on the verge of bankruptcy. But the supplier had begun making excessive demands and threatening to delay product shipment to the United States if his conditions were left unmet. The case reveals the options that could be taken to manage the situation. The case is suitable for use in organizational behavior, human resource management, and strategy classes at the MBA and executive education levels.

Moving Forward from Inequality and Discrimination

2017 ◽  
Author(s):  
Jeanette N. Cleveland ◽  
Lynn M. Shore ◽  
Kemol Anderson ◽  
Lena-Alyeska Huebner ◽  
Diana Sanchez
Keyword(s):  
United States ◽  
Resource Management ◽  
Human Resource Management ◽  
Work Environment ◽  
Cultural Differences ◽  
Social Exclusion ◽  
Human Resource ◽  
Diversity Management ◽  
The United States ◽  
The World

This chapter discusses diversity and diversity management within the United States and globally and presents the historical underpinnings of the systematic efforts to increase heterogeneity at the workplace. Starting with social exclusion, the authors describe the historical approaches to addressing the challenges that come with increasing diversity, including governmental endeavors, human resource management, diversity management, and inclusion. In addition, developments in other parts of the world such as Europe and Asia are compared, elaborating on the cultural differences that contribute to these variations. The chapter offers a brief review of the evolving definitions of discrimination and diversity management as well as the emerging group- and macro-level theories of diversity in the literature. Next, the parameters of a diverse and inclusive work environment are articulated along with how an ideal diverse inclusive workplace might be conceptualized. Finally, the authors provide a preliminary outline of steps to achieving this ultimate goal.

scholarly journals Intercultural Human Resource Management: South Korea And The United States

2011 ◽  
Vol 15 (1) ◽  
Author(s):  
Robin Self ◽  
Donald R. Self ◽  
Janel Bell-Haynes
Keyword(s):  
United States ◽  
Resource Management ◽  
South Korea ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Cultural Differences ◽  
Human Resource ◽  
Management Practices ◽  
The United States ◽  
Automotive Manufacturing

The southern region of the United States has been recruiting South Korean firms to locate their manufacturing operations there.  Alabama and Georgia have been successful in recruiting Hyundai and Kia to build automotive manufacturing plants, and in attracting first and second-tier suppliers as well, providing an estimated 4,000 jobs to the area.  The mix of foreign and domestic employees and diverse human resource practices presents both opportunities and challenges.  As indicated by Hofstede (1991), management practices and values differ from country to country due to each nation’s unique culture and traditions.  Hofstede (1991, 2001) provides a framework for examining the cultural differences between South Korea and the United States.   Additionally, Hargittay and Kleiner (2005) posit that the cultural norms in Korea have been heavily influenced by Confucianism, while in the United States people have been influenced by the Protestant work ethic.  These cultural differences impact the following organizational behavior and human resource management issues: leadership styles, organizational structure, organizational communication, recruitment and hiring practices, job security, and performance appraisal.

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