References: Common sense about group incentives. (1998). Harvard Management Update‚ 3(11)‚ 1. Gordon‚ A. A.‚ & Kaswin‚ J. L. (2010). EFFECTIVE EMPLOYEE INCENTIVE PLANS: FEATURES AND IMPLEMENTATION PROCESSES. Cornell HR Review‚ 1-6. Milkovich‚ G. T.‚ Newman‚ J. M.‚ & Gerhart‚ B. (2011). Compensation. New York‚ NY: McGraw-Hill/Irwin. Park‚ S.‚ & Sturman‚ M. C. (2012). How and What You Pay Matters: The Relative
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of universalistic‚ contingency and configurational performance predictions. Academy of Management Journal‚ 39(4): 802-835. Dowling‚ P.J‚ Schuler‚ R.S & Welch‚ D.E. 1994. International Dimensions of Human Resource Management. Belmont‚ CA: Wadsworth Gerhart‚ B Golden‚ K.A. & Ramanujam‚ V. 1985. Between a dream and a nightmare: On the integration of human resource management and strategic business planning. Human Resource Management‚ 24(4): 429-452. Greer‚ C.R. 1995. Strategy and Human Resources: A General
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low-cost solutions and are trying to manage their human assets more effectively (Wright‚ P. 2008). In other words especially people and the management of people are increasingly seen as key factors of competitive advantage (Boxall and Purcell 2003‚ Pfeffer 1994‚ 1998‚ 2005). On the one hand many multinational organisations are conducting business in global markets‚ that’s why their workforce is distributed world-wide to meet their needs or to gain sustained competitive advantages. On the other hand
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2. Explain the links between HR strategy/policy and national/organizational culture. Recent research suggests that the management of human resources has become increasingly important for business success. Employees are said to be one of the most valuable assets to an organization; as a result the effective management of these employees is essential. Management literature has had a tendency to associate human resource management (HRM) with firm performance. It is this link which has been the underlying
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It will be the talented people‚ so-called human capital‚ which will become the most valued corporate resource. It will also be the resource in shortest supply. As reported in Fast Company (August 1998)‚ the yearlong study conducted by a team from McKinsey & Company—a study involving 77 companies and almost 6‚000 managers and executives—the most important corporate resource over the next 20 years will be talent: smart‚ sophisticated business people
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These studies have found a positive association between HRM practices and firms’ performance (Becker & Huselid‚ 1998; Chang & Kuo‚ 2004; Jarventaus‚ 2007; Rizov & Croucher‚ 2008; Sang‚ 2005). Most of these studies have been undertaken in the United States‚ and Europe (Boseli et al.‚ 2001; Hoque‚ 1999) and Asia (Bjo¨rkman‚ I. and Xiucheng‚ 2002; Kundu & Malhan‚ 2007; Ngo et al.‚ 1998). Within Pakistan‚ limited research has been done to examine the relationship of HRM practices and organizational
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References: Milkovich‚ G. T.‚ Newman‚ J. M.‚ & Gerhart‚ B. (2011). Compensation (10th ed.). New York‚ NY: The McGraw-Hill Companies‚ Inc.
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www.ccsenet.org/ijbm International Journal of Business and Management Vol. 6‚ No. 12; December 2011 Performance-Based Pay as a Motivational Tool for Achieving Organisational Performance: An Exploratory Case Study Francis Boachie-Mensah (Corresponding author) School of Business‚ University of Cape Coast Cape Coast‚ Ghana Tel: 233-332-137-870 E-mail: fbmens2002@yahoo.co.uk Ophelia Delali Dogbe Mount Zion School‚ Accra‚ Ghana Tel: 233-242-965-648 E-mail: eloloid@yahoo.com
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Satisfied and Motivated Employees Create Satisfied and Loyal Customers Dr. Linda Force HRM 500: Human Resource Management Foundations December 2‚ 2012 Abstract In Corporate America‚ organizations vie to maintain their competitive advantage within their perspective industries. In the current economic downturn‚ organizations have come to rely heavily on the competitive advantage they receive from their employees‚ or human capital. Organizations are investing more of their funds towards
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Contemporary Human Resource Practices Elizabeth Marcus‚ Puja Agrawal‚ Revathi R MBA‚ 2nd Semester Puja.agrawal@hotmail.com Fig. 1. Hypothesis model Abstract- A look at the trends in managing people‚ in this dynamic business environment reflects that attracting‚ managing‚ nurturing talent and retaining people has emerged as single most critical issue with enormous opportunities spun off by the market. In the Knowledge economy‚ corporate houses have to address the core issues of the HRM
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