Research Human Resource Management Practices: A Comprehensive Review HUMAN RESOURCE MANAGEMENT PRACTICES: A COMPREHENSIVE REVIEW Pankaj Tiwari Shri Chimanbhai Patel Institute of Management & Research Ahmedabad-380051 (India) Karunesh Saxena Faculty of Management Studies‚ Mohanlal Sukhadia University‚ Udaipur-313001‚ India Abstract Human Resource is the most important asset for any organization and it is the source of achieving competitive advantage. Managing human resources is very challenging
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Policy versus practice: Understanding the relationship between human resource management and organizational outcomes is one of the long-standing goals of macro human resources management research. – Kaifeng Jiang et al 2011 With rapid change in the economic environment managers and scholars have been motivated to seek competitive advantages through new sources. The role of a skilled‚ motivated and flexible workforce has become more prominent than traditional attributes such as technology
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Introduction Due to recent debate on executive remuneration‚ companies have been placed under mounting pressure to disclose their executive compensation practices. It has become a quintessential corporate governance issue about which there are many different views and opinions. The debate on executive remuneration can be approached from various angles some argue that aligning pay with performance is the optimal pay structure in order to reduce agency costs; others view it as a regulatory issue
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Thousand Oaks‚ CA: Sage Dailey‚ Robert (2005) Organisation Behaviour Dean‚ J and Snell‚ S. (1991) Integrated Manufacturing and Job Design: Moderating Effects of Organisational Inertia. Academy of Management Journal Gerhart‚ B and Milkovich‚ G (1992) Employee Compensation: Research and Practice Griffin‚ R (1982) Task Design: An Integrative Approach. Glenview‚ IL:Scot-Foreman Ivancevich‚ J.M (1998) Human Resource Management Lawler‚ Edward (1987) The Design of Effective Reward Systems. Englewood Cliffs
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Bibliography: MILKOVICH T. George and BOUDREAU W John‚ 2006‚ Personnel- HUMAN RESOURCE MANAGEMENT A DIAGNOSTIC APPROACH‚ 5th Edition‚ Delhi‚ BUSINESS PUBLICATIONS INC Schappi V John‚ 1998‚ Improving Job Attendance‚ USA Robbins P Stephen‚ 2003‚ Organizational Behavior‚ 16th
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(1991). Firm resources and sustained competitive advantage‚ Journal of Management‚ 17: 99-120. Barney‚ J. B.‚ & Hansen‚ M. H. (1994). Trustworthiness as a source of competitive advantage‚ Strategic Management Journal‚ 15: 175-190. Bloom‚ M. C.‚ Milkovich‚ G. T.‚ & Zupan‚ N. (1997). Contrasting Slovenian and US employment relationships: The links between social and psychological contracts. CEMS Business Review‚ 2: S95-S110. Brief‚ A. P. & Aldag‚ R. J. (1989). The economic functions of work In G. R
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Review‚ Vol. 6 No. 2‚ July–December‚ 2012 Compensation Issues Relating to Expatriate Managers: A Review of Related Literature Sheikh Abdur Rahim* Abstract The present study revealed the problems involved with the preparation of compensation package for the expatriate managers. The study also revealed the measures‚ which the managers of multinational companies throughout the world can help to reduce the problems while preparing the compensation package for the expatriate managers. Based
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respected developmental theorists‚ including Maslov (2012)‚ safety is one of the primary survival needs. Erikson understood that the first "psychosocial" crisis for any infant is the establishment of trust; also meaning the feeling of safety. Newman & Newman. Advocacy with Diverse Populations According to the Census (2010) Dayton has 799‚232 people. The three main racial groups that make up Dayton‚ Ohio are 50.5% Caucasian‚ 42.6 % African-American‚ 3% Hispanic. The poverty rate is 31% with a
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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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collectivism‚ power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not. In structural testing‚ it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported
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