Contents Person-Organisation Fit 2 Forms of P-O fit 2 Measures of P-O fit 3 Antecedents and outcomes of P-O fit 3 Impacts of P-O fit on organisation and individuals 4 Performance 4 Turnover 4 Homogeneity and creativity 5 Comparison P-O fit with P-J fit 5 Effective management of person-organisation fit 6 Importance of Assessing P-O fit in employee selection 6 Nurturing P-O fit after the selection process 7 Managing P-O fit in organisation with high diversity 7 Conclusion
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1 Contesting the Corporation: Struggle‚ Power and Resistance in Organizations By Peter Fleming and André Spicer A Sample from the Manuscript for Cambridge University Press July 2006 Table of Contents Introduction Chapter One Chapter Two (Chapter Three Notes References (Chapter Four (Chapter Five (Chapter Six (Chapter Seven (Chapter Eight (Chapter Nine (Conclusion Prisons‚ Playgrounds and Parliaments Faces of Power in Organizations Faces of Resistance at Work Struggle in Organizations 2
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management (IHRM)‚ which is concerned with human resource management issues of multinational corporations (MNCs) (Schuler et al.‚ 1993). It has found that human resource policies and practices are the source of sustained competitive advantage to firms (Pfeffer‚ 1994). But diffusing HR policies and practices within multinational corporations (MNCs) to subsidiary management teams can be problematic‚ for example‚ how to align HR policies and practices with the rest of the organization (i.e. global integration)
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practices‚ and systems that influence employees’ behavior‚ attitudes‚ and performance (Noe‚ Hollenback‚ Gerhart‚ & Wright‚ 2008‚ pp. 1-2). HR planning plays the role of supporting any organization’s strategy by identifying the numbers and types of employees the organization will require to meet its objectives (Noe‚ Hollenback‚ Gerhart‚ & Wright‚ 2008‚ pp. 2‚ 11). According to Noe‚ Hollenback‚ Gerhart‚ & Wright organizations should carry out human resource planning as if to meet business objectives
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MEMORANDUM TO: Senior Partner FROM: One Stressed Student DATE: April 1‚ 2014 RE: Jenner’s possible defamation claim against Smith ! ! ! QUESTIONS PRESENTED 1. Under the law of defamation‚ can a former students statements made about their professor on a blog be actionable assertions of fact? 2. Under the law of defamation‚ do verifiable false statements that harm ones personality when posted on a blog constitute as actionable? BRIEF ANSWERS 1. A former students statements made
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FEATURE:WHY PERFORMANCE-RELATED PAY…ISN’T required to operate PRP in any organisational role‚ worth the trouble? The research evidence is far from supportive. Looking at chief officers first‚ payments under simple bonus schemes are quite closely associated with firm performance. But of course‚ that is because in such senior roles‚ firm performance usually determines them. It is not evidence that bonuses cause or are necessary for superior performance. Ironically‚ there is now a strong trend towards
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‘contingency’‚ or ‘matching’ school. This approach argues that firms must adapt their HR strategies to other elements of the firm’s business strategy and to its wider environment. Best Practice/Universal Models Walton (1985); Pfeffer (1998) Best fit/Contingency/Matching Models (Closed) Those which argue a key link to stages of an organisation’s development: Fombrun et al (1984); Baird and Meshoulam (1988); Kochan and Barocci (1985) Those which argue a key
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Synthesis: Human resource management review In this synthesis‚ we are talking about the evolution of the SHRM literature during the past thirty years. We will see the birth this field and how it evolved through the past and how it will evolve in the future and that through the work of various researchers who are interested in SRHM. The strategic HRM is one of the three major subfields of HRM with micro HRM (MHRM) and International HRM (IHRM). Although‚ most of the literature on SHRM was
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better organisational performance‚ sustained over a lengthy period‚ whatever the prevailing business circumstances. What are these socalled best practices? Various ‘bundles’ have been suggested in research studies (Huselid‚ 1995; Becker & Gerhart‚ 1996)‚ and we would like you to consider one example‚ the list of eighteen key practices referred to in the next activity. CASE STUDY Read the following article which represents a contemporary view of the best practice model. Piece by
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Galbraith‚ J. K. (1962). American Capitalism‚ The Concept of Prevailing Power. Boston: Houghtan Mifflin. Janis‚ I. (1972). Victims of Groupthink. Boston: Houghton Mifflin. Millar‚ D. (1990). The Icarus Paradox. New York: Harper Business. Morgan‚ G. (2006). Images of Organisation. USA: Sage PublicationsLtd. Pfeffer‚ J. (1981). Power in Organisations. Marshfield‚ MA: Pitman. Plato. (1941). The Republic. Oxford: Clarendon.
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