Chapter 1 – STRATEGIC HRM • Hrm – involves the productive use of people in achieving the organisation’s strategic objectives and the satisfaction of individual employee needs. • Objectives – Measurable targets to be achieved within a certain time frame. • Maximise human capital – focus on selecting‚ developing and rewarding top talent‚ encouraging open communication‚ team work and collaboration; and refusing to tolerate poor performance. • Job design‚ employee participation
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1.0 Introduction 1.1 Company Background Genting Berhad is a parent company which is the investment holding and management of Genting Group. The late Tan Sri (Dr.) Lim Goh Tong was the founder of the Genting Group in 1965. All the subsidiaries and affiliates operating under the "Genting" name are recognized as one of Asia’s leading and best-managed multinationals. There are currently 5 public companies are listed in 3 jurisdictions that operate under the "Genting" name. These public companies and
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Global marketing management first involves the same elements as any type of marketing management and then must take into account the different requirements of the global marketplace‚ the different opportunities‚ and the pitfalls that must be avoided in this developing arena. Deciding what works and what does not and seeing to it that the company follows what works is the job of the marketing manager. While the purpose of marketing is the same in the global marketplace as in the domestic market
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COMPANY PROFILE HISTORY Infosys was co-founded in 1981 by Narayan Murthy‚ Nandan Nilekani‚ N. S. Raghavan‚ S. Gopalakrishnan‚ S. D. Shibulal‚ K. Dinesh and Ashok Arora after they resigned from Patni Computer Systems. The company was incorporated as "Infosys Consultants Pvt Ltd." with a capital of Rs. 10‚000 (roughly $250) in Model Colony‚ Pune as the registered office. It signed its first client‚ Data Basics Corporation‚ in New York. In 1983‚ the company’s corporate headquarters was relocated
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INTERNATIONAL ASSIGNMENTS B. Sebastian Reiche & Anne-Wil Harzing Version September 2008 Published in A.-W.K. Harzing‚ & A. Pinnington (Eds.)‚ International Human Resource Management (3rd ed.). London: Sage. Copyright © 2007-2010 Sebastian Reiche and Anne-Wil Harzing. All rights reserved. B. Sebastian Reiche‚ PhD Assistant Professor IESE Business School Department of Managing People in Organizations Ave. Pearson‚ 21 Barcelona 08034‚ Spain Tel: +34 93 602 4491 Fax: +34 93 253 4343 E-mail:
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local responsiveness‚ control mechanisms and expatriate presence. INTRODUCTION Most of the literature in international management either explicitly or implicitly assumes the existence of different types of MNCs. Terms such as polycentric‚ geocentric and ethnocentric and multidomestic‚ international‚ global and transnational are often used to denote different types of MNCs. Several of these typologies have become standard textbook matter and are widely taught in courses on international business
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1.0) INTRODUCTION Human resources management is widely apply in any organization and corporation recently. What is Human resources management (HRM) or what so importance of it? According to Wall and Rees (2004‚ p.276-277)‚ cited by Poole (1990) people are greatest asset for an organization‚ consequently; poor human relationship will create conflict and lead to poor performance toward the company. Noe‚ Holienbeck‚ Gerhart‚ and Wrigt (2006‚ p.5) said that HRM is a strategic‚ policies or practices
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Benefits appropriated by various actors differ at an individual and/ or stakeholder grouping level therefore it is important to find a way to ensure effective and efficient governance taking into account the possible difference in benefits drawn. Polycentric governance as a scheme of benefit sharing Polycentricism is characterised by governance systems in which political authority is dispersed to separately constituted bodies with overlapping jurisdictions that do not stand in hierarchical relationship
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EXECUTIVE SUMMARY IJM begun its operation in 1983 under the name of Solidates Sdn. Bhd and later in 1989 renamed as IJM Corporation Berhad taking the first alphabets of the merged three well-run construction companies IGB Construction Sdn. Bhd‚ Jurutama Sdn. Bhd and Mudajaya Sdn. Bhd. Construction being the core business‚ IJM does involved in property development‚ industries‚ oil palm plantations and international ventures. In 1990s‚ IJM started to focus at the new emerging markets outside
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Kraft Foods Romania Kraft Foods Romania Tudor Corneliu Master Fabiz‚ An II‚ Gr. II 12/23/2011 Tudor Corneliu Master Fabiz‚ An II‚ Gr. II 12/23/2011 Contents 1. Kraft Foods Int 1 1.1. History 2 1.2. The Business 2 1.3. Sales evolution 3 1.4. MNE characteristics 4 2. The internationalization process of Kraft Foods 5 2.1. Kraft Foods in Romania 5 2.2. 2008/2009 turn around 6 3. Kraft Foods strategic management 7 3.1. Kraft foods mission‚ vision
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