Best fit vs best practice The best fit school Hr strategy becomes more efficient when it is linked/ tailored to its surrounding context or environment of the business. There are two elements of best fit school 1) External fit- the fit is inked to the operations strategy/ marketing strategy etc.‚ ie the competitive strategy of the overall business. 2) Disadvantage- can overlook employee interests. Some firms are good all-rounders so hr practice unlikely to be based on one strategy. There is always
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of Changes in Board Composition‚ Baysinger‚ B. D. and Zardkoohi‚ A. (1986) Technology‚ Residual Claims and Corporate Control‚ Journal of Law‚ Economics and Organization‚ 2‚ Bontis‚ N. (1998) Intellectual Capital: An Exploratory Study that Develops Measures and Models‚ Management Decision‚ 36‚ 63–76. Boyd‚ B. K. (1990) Corporate Linkages and Organizational Environment: A Test of the Resource Dependence Model‚ Strategic Management Journal‚ Brooking‚ A. (1997) Intellectual Capital. London: International
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a worthy life of human dignity while countries or states are of focused on economic growth. He also mentions that people are the real wealth of nation‚ and the purpose of development is to create healthy and creative environment. It is argued by Pfeffer (1994) that human is the source of competitive advantage for organization. Therefore‚ as individuals can identify their own strength and weakness‚ it will lead us to; improve our self-control; learn how to manage weakness; able to reach goals. In
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The Concurrent Validity of Money Metaphor Inventory By MUOKWUE MARTIN E. M. Department of Psychology‚ Faculty of Social Sciences Nnamdi Azikiwe University‚ AWKA. 1.1 INTRODUCTION Researchers have of recent turned their search light on the impact of money to human activities‚ especially as it concerns ethical issues about money. It is no doubt that we are really in the age of the economic man and money play a pivotal role on the day to day activities in the modern society.
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101 (3) June: 385– 409. Ben-Ner‚ A.‚ & Putterman‚ L. (Eds.). 1998. Economics‚ values‚ and organization: 7. Cambridge‚ England: Cambridge University Press. Bennis‚ W. 2000. Managing the dream: Reflections on leadership and change. New York: Perseus. Berlin‚ I. 2002. Liberty: 26. (Henry Hardy‚ Ed.). Oxford‚ England: Oxford University Press. Blair‚ M. 1995. Ownership and control. Washington‚ DC: The Brookings Institution. Boyer‚ E. L. 1990. Scholarship reconsidered: Priorities of the professoriate. Princeton
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Abstract Stakeholder Theory and Legitimacy Theory are both appropriate models to describe organisational behaviour to produce corporate voluntary sustainability reporting. However‚ both theories did not fully meet the conceptual requirements. Therefore‚ based on the historical roots‚ this paper critiques its current form and gives suggestions that may be taken to satisfy the requirements. Introduction This research paper provides an overview of the purpose of Corporate Sustainability Reporting
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contradictory to the best practise concepts of ‘one size fits all’ due to the requirement for in built flexibility and rapid change concepts. HRM and its’ links to improved performance has‚ in itself‚ been difficult to measure. In Britain‚ Cully et al’s (1998) Workplace Employee Relations Study in 1995 lead the way by surveying a random sample HR professionals in 2100 workplaces. A further 28‚000
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Explain How the Human Resource (Hr) Policies at Lincoln Electric Are Linked to Its Overall Corporate Strategy Explain how the human resource (HR) policies at Lincoln Electric are linked to its overall corporate strategy. Jeffery Pfeffer‚ The Human Equation‚ (1998)‚ explains the idea of alignment between employment practices and strategy. He states that an organisation should do specific things to manage the employment relationship and these practices need to be first internally consistent and
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1. Introduction 1.1 Study Background: In the present context of human resource management‚ assessing outcomes of performance appraisals has become one of the most pressing concerns on the human resource managers‚ policy makers and decision makers. It is because human resource managers want to see what impacts performance appraisals are leaving on their employees and then subsequently organizations. This indeed helps them identifying the variables who positively or negatively affect employee
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Money–Is it really a motivator? One of the myths of executive compensation is that the most effective way to motivate people to work productively is through individual incentive compensation (Pfeffer‚ 1998). While most people agree that money cannot buy everything‚ in organizations there is a widespread belief that money plays a major role in motivating people. Organizations spend a lot of time‚ effort and money in designing and implementing the right performance management schemes and incentive
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