Transfer of Human Resource Management Practices in Multinational Corporations: A Perspective Authors Dr. Daleep Parimoo Associate Professor‚ School of Business Studies Sharda University‚ Greater Noida‚ U.P daleep.parimoo@sharda.ac.in Ms. Fehmina Khalique Research Scholar at Sharda University and Visiting Faculty At Global Institute of Information Technology Greater Noida‚ U.P fehminas@hotmail.com Abstract: With the advent of globalization and liberalization‚ the
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[pic] Growing Esteem: Refining the HR Policy Framework to Support the Vision December 2010 Table of Contents 1 Introduction 3 2 Background 3 2.1 The environment we will be working in 3 2.1.1 External factors 3 2.1.2 Internal decisions and factors 4 2.1.3 The HR policy imperatives 5 2.2 Where we are now 5 2.2.1 Our current staffing profile 5 2.2.2 Current performance 7 2.3 The future 8 2.3.1 The goals of Growing Esteem
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A PROJECT REPORT ON Benchmarking HR practices (focused on gender diversity) For the Partial Fulfillment of the course in Post-Graduation and Diploma in Human Resource Under the Guidance of Ms. Ashu Singhal (HR-GBP) Submitted on 25th May‚ 2012 Submitted by Praptasha (UH11031) XAVIER INSTITUTE OF MANAGEMENT‚ BHUBANESWAR ACKNOWLEDGEMENT: Preparing a project of this nature is an arduous task and I am fortunate enough to get support from a large number of people to whom I will
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Term Paper: HR Practice In Ready Made Garments Industry (Panorama Apparels Ltd. & Millennium Garments Ltd.) TABLE OF CONTENTS Executive Summary 5 Introduction 6 Methodology 6 Scope & Limitation 8 Formal Report (Company A) 9 About The Company 9 Size & Activities of HR Department 9 Their Overall HR Practice 11 Recruitment 11 Selection 14 Training & Development 15 Compensation Policies & Practices 17 Performance Appraisal 21 Formal Report (Company B) 22 About
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Health services such as medicine often have policies on evidence-based practice (EBP; Torrey et al.‚ 2001) therefore The American Psychological Association (APA) in 2005 released their own policy statement on EBP (APA Presidential Task Force on Evidence-based Practice‚ 2006)‚ highlighting its importance in psychology. The core elements of EBP are the combining of the best available evidence with clinical expertise while considering patient values‚ such as individual differences‚ preferences and culture
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resources practices in place makes this an easier task to accomplish. Human resources practices that are legally and ethically sound will produce greater results in business than attempting to manage employees in a haphazard fashion. The best human resources practices create the most effective and efficient method of achieving any objective or task for a business. When aligned with the company mission statement and goals‚ human resources practices can
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Chapter 17 Read chapter seventeen (“Human Resource Policies and Practices”) in your e-text‚ answer these questions‚ and then watch the chapter 17 quiz video for course mentor clarification. 1) Which of the following terms refers to the actions that actively damage the organization‚ including stealing‚ behaving aggressively toward co-workers‚ or being late or absent? a) citizenship b) counter-productivity c) task orientation d) satisficing e) groupthink Answer: 2) Which of the following
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* * Human Resource practices and strategies used by companies to manage multiculturalism By Avantika Krishna MSc in Human Resources Management & Organizational Analysis King’s College London September 2010 Supervisor: Professor Ewan Ferlie * Acknowledgement While working on my dissertation‚ I had the opportunity to gain new insights relating to a multicultural
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Introduction Corporate America and government agencies continue to improve their HR practices to stay competitive in today’s changing marketplace. By taking too long to find and to hire talented professionals in a tight labor market‚ companies and government agencies are losing out on top candidates and limiting their ability to become innovative and dynamic organizations. Traditional‚ deliberate‚ and risk-averse hiring and retention models lead to positions remaining open for long periods‚ opportunities
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CEO Jeffrey Immelt and the reinvention of GE 8 July‚ 2014 It has been 13 years since Jeffrey Immelt took the reins of American colossus General Electric from the legendary Jack Welch. Having weathered the early years‚ besieged by a storm of economic and business challenges‚ Immelt is at last taking steps to realise his own vision for GE – which includes moving away from finance‚ and becoming a more agile and globalised company‚ focused on its core identity as a maker of industrial equipment
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