W Michie‚ J. and Sheenhan‚ M. Business strategy‚ human resources‚ labour market flexibility and competitive advantage. International Journal of HRM vol. 16 no. (3) (2005). pp. 445–464 Oliver‚ N Pfeffer‚ J. (1994). Competitive advantage through people. Boston: Harvard Business School Press. Pfeffer‚ J. (1998). The human equation: Building profits by putting people first. Boston: Harvard Business School Press. Poon‚ H. F. and Rowley‚ C. Contemporary research on management and HR in China: A comparative
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individual performance within the organization. In order to do this‚ a set of distinctive human resource strategies‚ defined as internally consistent bundles of human resource practices (Dyer & Reeves‚ 1995)‚ is clearly essential. Sparrow and Marchington (1998) suggested that HR practices are the most advanced‚ the most sophisticated‚ and the most efficient basis for organizing and for obtaining high performance from employees since it seeks to strategically integrate the interests of an organization and
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Milkovich‚ Newman‚ and Gerhart (2014) state that about 75% of all workers in America have access to paid life insurance (p.471). I am able to have $400‚000 of life insurance for only $29 per month. I am also able to cover my wife with $100‚000 of life insurance for
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Bibliography: Barber‚ A‚E (1998) Recruiting Employees. Thousand Oaks‚ CA: Sage Dailey‚ Robert (2005) Organisation Behaviour Dean‚ J and Snell‚ S. (1991) Integrated Manufacturing and Job Design: Moderating Effects of Organisational Inertia. Academy of Management Journal Gerhart‚ B and Milkovich‚ G (1992) Employee Compensation: Research and Practice Griffin‚ R (1982) Task Design: An Integrative Approach. Glenview‚ IL:Scot-Foreman Ivancevich‚ J.M (1998) Human Resource Management Lawler‚ Edward
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Research Human Resource Management Practices: A Comprehensive Review HUMAN RESOURCE MANAGEMENT PRACTICES: A COMPREHENSIVE REVIEW Pankaj Tiwari Shri Chimanbhai Patel Institute of Management & Research Ahmedabad-380051 (India) Karunesh Saxena Faculty of Management Studies‚ Mohanlal Sukhadia University‚ Udaipur-313001‚ India Abstract Human Resource is the most important asset for any organization and it is the source of achieving competitive advantage. Managing human resources is very challenging
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THE IMPORTANCE OF PAY IN EMPLOYEE MOTIVATION: DISCREPANCIES BETWEEN WHAT PEOPLE SAY AND WHAT THEY DO Sara L. Rynes‚ Barry Gerhart‚ and Kathleen A. Minette A majority of human resources professionals appear to believe that employees are likely to overreport the importance of pay in employee surveys. However‚ research suggests the opposite is actually true. We review evidence showing the discrepancies between what people say and do with respect to pay. We then discuss why pay is likely to be
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process technologies‚ protection and regulation of domestic markets and access to financial resources (Pfeffer‚ 1994). However‚ the aforementioned contributors of success are deemed to be less relevant in today ’s societies because technologies can be imitated‚ markets are increasingly globalised and global capital markets ever more opened for worldwide movement of financial resources (Pfeffer‚ 1994). Instead‚ in today ’s organisations‚ it is widely accepted that employees are key strategic resources
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Introduction Human resources are the source of achieving competitive advantage because of its capability to convert the other resources (money‚ machine‚ methods and material) in to output (product/service). The competitor can imitate other resources like technology and capital but the human resource are unique. According to Khatri (1999)‚ people are one of the most important factors providing flexibility and adaptability to organizations. Rundle (1997) argues that one needs to bear in mind that
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1.Describe the orchestra’s pay structure in terms of levels‚differentials and job or person base approach. There is a lot of information is lacking in the orchestra case which make it difficult to draw the persuasive conclusions about the Orchestra compensation strategy. Let’s assume that internal and external factors are normal and the orchestra is operating their business under favorable circumstances. Under these circumstances‚ the orchestra pay structure is hierarchical‚ narrowly graded‚ vertical
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(2008)‚ If you pay for skills‚ will they learn Skill change and maintenance under a skill-based pay system‚ Journal of Management‚ Vol. 34‚ pp. 721-43. Murray‚ B. and Gerhart‚ B. (1998)‚ An empirical analysis of a skill-based pay program and plant performance outcomes‚ Academy of Management Journal‚ Vol. 41‚ pp. 68-78. Milkovich‚ G.T. and Newman‚ J.M. (2008)‚ Compensation‚ McGraw Hill-Irwin‚ New York‚ NY. Dulebohn‚ J.H. and Werling‚ S.E. (2007)‚ Compensation research past‚ present‚ and future‚ Human
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