Journal 45(3): 587-597. Batt‚ R.‚ A. J. S. Colvin‚ et al. (2002). "Employee Voice‚ Human Resource Practices‚ and Quit Rates: Evidence from the Telecommunications Industry." Industrial and Labor Relations Review 55(07): 573-594. Becker‚ B. and B. Gerhart (1996). "The impact of human resource management on organizational performance: progress and prospects." Academy of Management Journal 39(4): 779-801. Becker‚ B.‚ M. A. Huselid‚ et al. (1997). "HR as a source of shareholder value: research and
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ANALYSIS OF THE IMPACT OF HUMAN RESOURCE DEVELOPMENT ON ORGANIZATIONAL GROWTH. 1.0 Introduction 1.1 Background to the Study A rapidly changing economic environment‚ characterized by such phenomena as the globalization and deregulation of markets‚ changing customer and investor demands‚ and ever-increasing product-market competition‚ has become the norm for most organizations. To compete‚ they must continually improve their performance by reducing costs‚ innovating products and processes‚ and improving
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Labor Standards Act (FLSA). Most of complainant was women‚ which they always recieved less than men. I think this is unfair and against sex discrimination. Therefore‚ it is very important to understand this law for every organizations. According to Milkovich and Newman’s textbook‚ “Internal alignment‚ refers to the pay relationships among different job‚ skills‚ competencies within a single organization.” (p. 11). Even though there is the internal alignment of compensation program‚ it could not guarantee
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competitive advantage. Journal of Management‚ 17(1)‚ 99. Batt‚ R. (1999). Work organization‚ technology‚ and performance in customer service and sales. Becker‚ B. E.‚ & Huselid‚ M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial applications Becker‚ B.‚ & Gerhart‚ B. (1996). The impact of human resource management on organizational performance: Progress and prospects Beer‚ M.‚ Spector‚ M.‚ Lawrence‚ P. R.‚ Mills‚ D. Q.‚ & Walton‚ R. E. (1984).
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price in the Pacific coal trade. Findings – It is found that by relying on a strategy that amounted to “vertical quasi-integration” JSMs were able to use their combined power to dictate the terms of market exchanges with buyers during the 1980 and 1990s. By 2000‚ however‚ this strategy had become counter-productive‚ as low prices fostered the emergence of a powerful Australian-based selling oligopoly. Research limitations/implications – The study contributes towards the growing study of transnational
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workplace as influenced by Career Stage. p 1-2. Becker‚ B.E & Huselid‚ M.A. (1998). High Performance work systems and firm performance: a synthesis of research and managerial implications. JAI Press Inc. p.53-101 Bloom‚ M.‚ & Milkovich‚ G.T Business Dictionary. (2012). Definition of the word “motivation” (Source: http://www.businessdictionary.com/definition/motivation.html) Boeree‚ C.‚G. (2006). „ABRAHAM MASLOW. Biography”. Gerhart‚ B.‚ & Rynes‚ S.L. (2003). Compensation: Theory‚ evidence and strategic
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(1995). The stakeholder theory of the corporation: concepts‚ evidence‚ and implications. Academy of Management Review‚ 20(1)‚ 65-91. Dyer‚ J. H.‚ & Singh‚ H. (1998). The relational view: cooperative strategy and sources of interorganizational competitive advantage. The Academy of Management Review‚ 23(4)‚ 660-679. Eden‚ C.‚ & Ackermann‚ F. (1998). Making strategy. London: SAGE Publications. Freeman‚ R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman. Huang‚ X.‚ Schroder‚ B.‚
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(Wernerfelt‚ 1984). An organization takes time to nurture and develop human capital in the form of knowledge‚ skills‚ abilities‚ motivation‚ attitude‚ and interpersonal relationship‚ and makes it difficult for competitors to imitate (Becker & Gerhart‚ 1996). Competitive advantage is a management concept that has been so popular in the contemporary literature of management nowadays. The reasons behind such popularity include the rapid change that
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management (HRM). To survive in an intense competitive environment and subsequently achieve their objectives‚ organisations require human resources (HR) and capabilities that are exceptional and create value in an inimitable way (Barney & Clark‚ 2007; Pfeffer‚ 1994). Boxall and Purcell (2003) reinforced that the unique talents among employees provide a critical ingredient in developing an organisation’s competitive position. But how employees are managed as vital HR to provide a competitive edge from an
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MASTER IN BUSINESS ADMINISTRATION (GENERAL MANAGEMENT) MGT6033: COMPENSATION & BENEFITS MANAGEMENT COURSEWORK / ASSIGNMENT I Prepared By: Lim Chee Seong (IC: 661007-08-6109) (Student ID: PACE 024747) Lecturer: Dr. Perema Kumari S Ponnampalam a) Compensation management as one of the important link to the human resource management‚ has greatly affects the competency of an organisation or the corporate. Hence‚ the decision made by an organisation how to compensate its
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