Relevant bibliographies by topics / HR practices deployment

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  1. Journal articles
  2. Dissertations / Theses
  3. Books

Academic literature on the topic 'HR practices deployment'

Author: Grafiati
Published: 4 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "HR practices deployment"

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Echavarren, Alfonso Urquiza. "A Dynamic Approach to Introduce Competency Frameworks." International Journal of Human Capital and Information Technology Professionals 2, no. 1 (2011): 18–32. http://dx.doi.org/10.4018/jhcitp.2011010102.

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Although a wide consensus exists about potential business benefits derived from Competency based HR management practices, reality shows that in practice, Competency Management deployment cases are scarce and difficult to implement. This HR business related problem directly affects IT Software industries, both in HRMS applications development and consultancy related services. Market indicators reflect ‘unbalance’ between potential organizational benefits and actual applications deployment. In this context, defining useful, business-oriented Competency Frameworks has become an important challeng
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Norsworthy, Jason K., Sarah M. Ward, David R. Shaw, et al. "Reducing the Risks of Herbicide Resistance: Best Management Practices and Recommendations." Weed Science 60, SP1 (2012): 31–62. http://dx.doi.org/10.1614/ws-d-11-00155.1.

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Herbicides are the foundation of weed control in commercial crop-production systems. However, herbicide-resistant (HR) weed populations are evolving rapidly as a natural response to selection pressure imposed by modern agricultural management activities. Mitigating the evolution of herbicide resistance depends on reducing selection through diversification of weed control techniques, minimizing the spread of resistance genes and genotypes via pollen or propagule dispersal, and eliminating additions of weed seed to the soil seedbank. Effective deployment of such a multifaceted approach will requ
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Francis, Helen, and Tom Baum. "HR transformation within the hotel industry: building capacity for change." Worldwide Hospitality and Tourism Themes 10, no. 1 (2018): 86–100. http://dx.doi.org/10.1108/whatt-10-2017-0064.

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Purpose This study aims to identify recent trends in the strategic repositioning of the human resources (HR) function within the hotel industry, and to explore challenges facing HR professionals as they engage in strategies to develop talent and organisational capability, while adjusting to the shifting boundaries of the HR function. Design/methodology/approach The study provides a case study investigation based on a qualitative research design. It draws on a series of informal discussions with key informants, in-depth round table discussions with members of the HR function and a rich source o
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Longoni, Annachiara, and Raffaella Cagliano. "Human resource and customer benefits through sustainable operations." International Journal of Operations & Production Management 36, no. 12 (2016): 1719–40. http://dx.doi.org/10.1108/ijopm-11-2014-0564.

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Purpose Sustainable operations are increasingly part of firms’ competitive strategies. Research widely investigates the relationship between sustainable operations and competitive advantage, considering financial performance as a dependent variable, and shows controversial results. The purpose of this paper is to operationalize competitive advantage as internal and external intangible benefits, such as human resource (HR) and customer benefits. HR benefits concern the deployment of a workforce pursuing a firm’s goals and strategy; customer benefits concern the improvement of a firm’s relations
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Baldi, Francesco, and Lenos Trigeorgis. "Valuing human capital career development: a real options approach." Journal of Intellectual Capital 21, no. 5 (2020): 781–807. http://dx.doi.org/10.1108/jic-06-2019-0134.

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PurposeThere has been a long controversy in the literature on assessing the value of human capital – a long-sought but elusive and challenging task. The ability to quantify flexible human capital (FHC) has been a shortcoming in extant literature. We make a meaningful contribution by showing how real options (RO) methodology can be used to quantify FHC and we provide complementary case study evidence from Fortune 500 “best companies to work for” that the value of employee career development is higher in more volatile sectors in line with real options theory (ROT).Design/methodology/approachThis
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Denning, Stephen. "The emergence of Agile people management." Strategy & Leadership 46, no. 4 (2018): 3–10. http://dx.doi.org/10.1108/sl-04-2018-0042.

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Purpose As senior executives increasingly explore Agile management in their operations they are discovering that their practices in managing people also require transformation. Design/methodology/approach The article, with an attached case, explores how some leading companies are radically changing their HR practices to prioritize fostering talent that adds customer value and champion the work experience of their talent. The article explains why transformation will involve, not merely HR process improvements, but a fundamentally different kind of management. It offers a case to illustrate new
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Belizón, María Jesús, Michael J. Morley, and Patrick Gunnigle. "Modes of integration of human resource management practices in multinationals." Personnel Review 45, no. 3 (2016): 539–56. http://dx.doi.org/10.1108/pr-09-2014-0207.

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Purpose – The purpose of this paper is to examine variations in the use of international integration mechanisms across individual human resource management (HRM) practices in MNCs. Design/methodology/approach – Drawing upon data from a sample of over 450 MNC subsidiaries located in Ireland and Spain and an ordinal regression methodology, several models were tested. Findings – The findings provide evidence that people, information and formalized-based mechanisms are positively related to the use of centralization-based integration processes. The results also demonstrate that the use of personal
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Ahmed, Allam, and Mohamed Elhag. "SMART KM model." World Journal of Science, Technology and Sustainable Development 14, no. 2/3 (2017): 172–93. http://dx.doi.org/10.1108/wjstsd-01-2017-0001.

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Purpose The purpose of this paper is to critically address the key issues facing organisations in implementing knowledge management (KM) initiatives and frameworks and how to develop fit-for-purpose an integrated knowledge management framework (KMF) for organisational excellence. In doing so, the paper critically review concepts, frameworks and models of KM to introduce the SMART KM model to support the successful introduction of KM to an organisation through systematic and well-defined steps. In addition to well-founded theories, SMART KM model is also driven by best-in-class KM practices fro
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Alziari, Lucien. "A chief HR officer’s perspective on talent management." Journal of Organizational Effectiveness: People and Performance 4, no. 4 (2017): 379–83. http://dx.doi.org/10.1108/joepp-05-2017-0047.

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Purpose The HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in the way that HR practitioners think about talent management and this is often the cause of credibility issues with business colleagues. The purpose of this paper is to identify core beliefs that underpin the practice of talent management if the function is to build credibility. Design/methodology/approach The paper identifies five core beliefs that should structure a discussion around, and underpin, the practice of tale
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Shortland, Susan. "International rotational assignments: women's challenge to occupational gender segregation." Career Development International 25, no. 7 (2020): 693–714. http://dx.doi.org/10.1108/cdi-02-2020-0031.

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PurposeThe purpose of this exploratory research is to understand how women have accessed male-dominated oil and gas international rotational assignments and why they believe these roles to be professionally worthwhile.Design/methodology/approachThis cross-sectional qualitative study is based on semi-structured interviews and correspondence with female international rotational assignees, and interviews with HR professionals involved in selection and deployment for such assignments.FindingsHR personnel stereotype women as unsuitable for international rotational assignments. Women must be excepti
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Dissertations / Theses on the topic "HR practices deployment"

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Proctor, Younes. "Rethinking Emiratization : the consequences of Emiratization on capitals deployment, HR practices and skill development in the UAE public sector : a case study." Thesis, University of Leicester, 2016. http://hdl.handle.net/2381/37788.

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This thesis sets out to advance our knowledge of Emiratization, a government-backed policy initiative that seeks to promote the employment of Emiratis in both the country’s public and private sectors. The location for this case-study is a public-sector organization tasked with the central remit to design, develop and operate a transport infrastructure project across the United Arab Emirates (UAE). In view of the complexities associated with Emiratization, I will adopt a sociological approach throughout this research inquiry. Thus when “Rethinking Emiratization” is employed in the thesis title,
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Eddial, Hajar. "Déploiement de la qualité de vie au travail chez les sous-traitants des grands-groupes." Thesis, Paris 2, 2016. http://www.theses.fr/2016PA020045.

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La qualité de vie au travail est une tendance RH, fréquemment abordée dans des situations incertaines pour faire face au changement. Elle peut être définie comme une multitude de connexions positives qui engendrent de meilleures relations professionnelles et interprofessionnelles. L’action sur le volet qualité de vie au travail permettrait une meilleure relation et coordination entre donneurs d’ordres et sous-traitants et engendrerait ainsi une meilleure performance. Comment les donneurs d’ordres parviennent à faire déployer la qualité de vie au travail chez leurs sous-traitants ? La réponse c
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Books on the topic "HR practices deployment"

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Cooke, William N. Multinational Companies and Global Human Resource Strategy. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0024.

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This article focuses on the salient human resource strategy issues and dynamics that come into play as a function of the multinational reach of companies. Although the overall objectives of formulating and implementing HR strategies are the same for national and multinational companies, global HR strategies must take into account factors germane to direct investments made abroad and the management of cross-border operations. At question herein, therefore, is: What factors or considerations are unique to companies operating across borders and what are the implications of these factors in regard
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Journal articles
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