Relevant bibliographies by topics / Human resource management and strategy

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Human resource management and strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 13 February 2022

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Journal articles on the topic "Human resource management and strategy"

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Wright, Patrick M., Peter Boxall, and John Purcell. "Strategy and Human Resource Management." Industrial and Labor Relations Review 57, no. 1 (October 2003): 145. http://dx.doi.org/10.2307/3590989.

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Burack, Elmer H., John E. Butler, Gerald R. Ferris, and Nancy Napier. "Strategy and Human Resource Management." Industrial and Labor Relations Review 45, no. 2 (January 1992): 395. http://dx.doi.org/10.2307/2524857.

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Smith, Erica. "Strategy and human resource management." Studies in Continuing Education 35, no. 3 (November 2013): 383–84. http://dx.doi.org/10.1080/0158037x.2013.848554.

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McKinlay, Alan, and Ken Starkey. "Strategy and human resource management." International Journal of Human Resource Management 3, no. 3 (December 1992): 435–50. http://dx.doi.org/10.1080/09585199200000158.

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M. Vijayalakshmi, M. Vijayalakshmi, and Dr P. Natarajan Dr. P. Natarajan. "Strategic Human Resource Management for Competitive Advantag." Indian Journal of Applied Research 2, no. 1 (October 1, 2011): 24–27. http://dx.doi.org/10.15373/2249555x/oct2012/10.

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Wright, Patrick M. "Book Review: Human Resources, Management, and Personnel: Strategy and Human Resource Management." ILR Review 57, no. 1 (October 2003): 145–46. http://dx.doi.org/10.1177/001979390305700111.

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Molina-Azorin, José F., Maria D. López-Gamero, Juan José Tarí, Jorge Pereira-Moliner, and Eva M. Pertusa-Ortega. "Environmental Management, Human Resource Management and Green Human Resource Management: A Literature Review." Administrative Sciences 11, no. 2 (May 1, 2021): 48. http://dx.doi.org/10.3390/admsci11020048.

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The main purpose of this paper is to integrate the literature on human resource management (HRM) and environmental management. Moreover, the paper shows the role that green human resource management (GHRM) plays in environmental management activities. This article examines the main relationships between human resource management and environmental strategy, emphasizing reciprocal influences. Moreover, the main human resource practices used in the literature are examined. In addition, methodological approaches that can be appropriate to advance the study of the link between human resource management and environmental strategy are proposed. Ideas for future research are also provided. As the role of human capital in implementing environmental management is a mature field of research, a new topic known as green human resource management has emerged. We examine studies that analyze both the relationship between general human resource management and environmental strategy and between green human resource management and environmental strategy.
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Naser Alolayyan, Main, Mohammad Sharif Alyahya, and Dana Ahmad Omari. "Strategic human resource management practices and human capital development: The role of employee commitment." Problems and Perspectives in Management 19, no. 2 (May 27, 2021): 157–69. http://dx.doi.org/10.21511/ppm.19(2).2021.13.

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This paper studied the influence of strategic human resource management on human capital development through the mediation of employee commitment. A descriptive cross-sectional study design was used to collect data from 514 participants (medical staff) from five hospitals in northern Jordan. The hospitals involved were from different sectors, including governmental, private, and university hospitals. Several analysis methods were used in the study: Confirmatory Factor Analysis (CFA), discriminant validity, and composite reliability. Direct and indirect hypothesis testing was also utilized using Structural Equation Modeling (SEM). The study showed that the practice of strategic human resource management had a direct positive impact on employee commitment; the practice of strategic human resource management had a direct positive impact on human capital development; the impact of employee commitment on human capital development was positive and direct; employee commitment has a partial mediating effect between both of them. Accordingly, HR managers in hospitals should move from “softer” responsibilities and traditional HR activities to a more strategic level (i.e., developmental strategy), where HR strategies are aligned and reinforce the hospital’s vision and mission and link organizational strategy to HR strategies. Healthcare managers should invest more in human capital through formal education and training. AcknowledgmentsThe Deanship of Research at Jordan University of Science and Technology (JUST) in Jordan is acknowledged by authors for providing facilities through the research No. 488/2020 and research environment to accomplish the goals of this work. The authors thank Professor Fareed Nusair at the Department of Health Management & Policy, the Faculty of Medicine.
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Máchová, Mariana, Ľuboslav Dulina, Milan Gregor, Eleonóra Bigošová, and Dorota Więcek. "Human Resource Management in Service Company." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 27, s1 (December 1, 2019): 42–48. http://dx.doi.org/10.2478/rput-2019-0040.

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Abstract The article deals with the analysis of personnel management in a company and his importance in meeting the company’s strategic goals. Under current conditions, human resources are the most important resource. Caring for and developing human capital is becoming a strategy for achieving company productivity and performance.
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Pudelko, Markus. "German Human Resource Management:." European Management Journal 24, no. 6 (December 2006): 430–38. http://dx.doi.org/10.1016/j.emj.2006.10.003.

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Dissertations / Theses on the topic "Human resource management and strategy"

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Deavenport, Earnest William. "Human resource strategy : an integrative approach." Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/27942.

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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1985.
MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY.
Bibliography: leaves 217-220.
by Earnest William Deavenport, Jr.
M.S.
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Lundy, Olive. "Strategic human resource management." Thesis, Queen's University Belfast, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.292572.

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Molloy, Janice C. "Bridging Micro and Macro Human Resource Management through Human Capital Research." The Ohio State University, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=osu1211954969.

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Sehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.

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This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.
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Zisiadis, Miltiadis. "Human Resource Management with Information Technology: A Systematic Literature Review." Thesis, Umeå universitet, Institutionen för informatik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-105023.

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Information Technology (IT) systems have greatly impacted organizations and HumanResource Management (HRM) is no exception. In this context, IT is often introduced withthe rationale that it could offer benefits such as cost reduction, time savings and strategictransformation. Many organizations have invested in e-HRM systems in hope oftransforming the Human Resource department (HR) into a strategic ally. Extant research,however, shows that many organizations fail to achieve intended effects from their ITinvestments and as result beliefs around the strategic value of e-HRM vary. This thesisaims to critically examine the link between e-HRM investments and strategic value. To thisend, we ask the following research question: “why does E-HRM systems fail to effectuate astrategic transformation of the HR department given their perceived capabilities to thecontrary? “. To answer this question we conducted a systematic literature review of e-HRMresearch published between 2009-2014. The review focused on perceptions about e-HRMsystems within organizations and sought to unearth how perceptions shape the route of ITimplementation towards a strategy outcome. Our findings indicate that the majority of thestudies are not guided by a leading theoretical paradigm. Furthermore strategic barrierssuch as implementation problems and limited use of the system that does not reflect itspotential are identified and discussed. By examining some common factors that have beenidentified to shape the translation of e-HRM systems from initial perception to actualizeduse we lay the foundation for more nuanced theorizing of HRM use within contemporaryorganizations.
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Szierbowski-Seibel, Klaas [Verfasser]. "The development of the human resource function towards a strategic role - four essays in human resource management focusing on strategic human resource management involvement, human resource outsourcing and human resources mangement and the relationship with organizational performance / Klaas Szierbowski-Seibel." Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1186785934/34.

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Dear, Brian. "The management of people at work strategy, HRM, discourse /." Thesis, Online version, 1997. http://ethos.bl.uk/OrderDetails.do?did=1&uin=uk.bl.ethos.388143.

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Bullock, Michael L. "Successful Human Resource Outsourcing Strategies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.

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Human resource outsourcing (HRO) is a strategic choice that managers implement because of a variety of anticipated benefits. The purpose of this qualitative case study was to identify HRO strategies managers used to reduce operating costs while maintaining human resource (HR) effectiveness. Data were collected from semistructured interviews using open-ended questions and a review of company documents. Study participants represented 3 midwestern firms with 50 or more employees. The participants drawn from the population consisted of a minimum of 2 participants per organization who had increased their organization's strategic value using HRO strategies. The transaction cost economics (TCE) theory was the conceptual framework for this study. Data were analyzed using methodological triangulation to identify codes from words, phrases, and sentences using multiple sources to identify recurring themes. Five key themes emerged: outsourcing strategies, outsourced functions, operational costs, organizational effectiveness, and success measurement. The findings of this study may lead to social change by supporting managers in making HRO decisions conducive to reducing operating costs while maintaining HR effectiveness, which might positively impact social change by providing core function jobs to the local community thereby decreasing unemployment rates.
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Lakshman, Sangeetha. "Multinational Companies Executive Selection Practices : challenge of Human Resource Management in International Business Management." Thesis, Paris, CNAM, 2013. http://www.theses.fr/2013CNAM0933/document.

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Les multinationales qui s’implantent à l'étranger en créant des filiales peuvent recourir à la stratégie globale, multi- nationale,transnationale et internationale afin de gérer leurs entreprises à l'étranger. Le recrutement international est un élément essentiel de lamise en oeuvre des quatre stratégies d’implémentation à l’étranger. Pour le recrutement, l'organisation peut suivre l'une des troisméthodes de dotation ou combiner les trois approches (PCN , HCN, TCN) en fonction des circonstances nationales et du cycle de vie duMNC. Dans les trois approches de recrutement (ethnocentrique, polycentrique, géocentrique) PCN , HCNs et TCN sont utilisés. Toutefois,ils diffèrent dans des proportions relatives. Il y a peu de preuves à l'appui de l'utilisation des HCNs et TCNs . La plupart des recherches ontporté sur les expatriés ( PCN) de HCN et TCN. Pour cette raison, nous voulons étudier, dans notre travail, dans quelles situations lesmultinationales utilisent les approches HCNs et TCN . Notre étude examine l'alignement entre la stratégie commerciale internationale et lerecrutement des dirigeants. Les fondements théoriques sont tirés essentiellement de la littérature existante.Les données primaires ont été recueillies auprès des cadres supérieurs de 22 multinationales. Des entretiens approfondis ont été menés etdes questions ouvertes ont été utilisés pour examiner l'alignement entre la stratégie commerciale internationale et le recrutement desdirigeants dans une filiale, le rôle joué par les expatriés au cours des différents cycles de vie de l'organisation. Les multinationalesparticipant à notre échantillon proviennent de Singapour, Dubaï, Inde, France, Pays-Bas et Belgique. L'analyse des données est basée sur laphilosophie interprétative. L'analyse des propositions de recherche révèle que le modèle de résultat est cohérent lorsque la pression de lanormalisation est plus élevée et l'utilisation de la dotation ethnocentrique ( PCN) est plus importante. Plus la pression de la normalisationest faible, plus les multinationales ont recourent à d'autres méthodes de recrutement- recrutement polycentrique ( HCNs ). La structureest partiellement cohérente avec l'alignement de la stratégie de recrutement lorsque plus la réactivité locale est plus élevée que lerecrutement polycentrique ne devrait être. Mais dans une situation donnée, le recrutement ethnocentrique est légèrement pluspolycentrique, même si la réactivité locale est élevée. Les résultats étendent l'application des théories soutenues pour expliquer lastratégie de l'entreprise et le recrutement des dirigeants et cadres et contribuent au développement des connaissances. L’implication desrésultats et des recherches futures sont recommandés
Multinationals that are moving abroad for its subsidiary operation may use any one of the typology such as Global, Multi-domestic,Transnational, and International strategy in order to manage and maintain their business abroad. International staffing is a critical elementof the implementation of the four strategies for doing business globally. In staffing the international operation, the organization mayfollow one of the three staffing approaches or a combination of three approaches (PCN, HCN, TCN) depending on their domesticcircumstances and the life cycle of the MNC. In all the three staffing approaches (Ethnocentric, Polycentric, Geocentric) PCNs, HCNs andTCNs are used. But they will differ in relative proportions. There is little evidence in support of the utilization of HCNs and TCNs. Most ofthe research focused on expatriates (PCNs) than HCNs and TCNs. Therefore we want to explore on what situations multinationals useHCNs and TCNs. Further the study investigates the alignment between international business strategy and executive staffing. Theoreticalfoundations are drawn basically from existing literature.Primary data were collected from top executives of 22 multinationals. In depth interviews were conducted and open ended questionswere used to examine the alignment between international business strategy and executive staffing for subsidiary operation, expatriateroles during organization’s different life cycle. The multinationals participated in our sample are from Singapore, Dubai, India, France,Netherlands, and Belgium. The data analysis is based on interpretative philosophy. The analysis of the proposed research expectationrevealed that the pattern of result is consistent when higher the pressure for standardization, utilization of ethnocentric staffing (PCNs) ismore. Whereas the pressure for standardization is low, then multinationals used other staffing approaches - polycentric staffing (HCNs).The pattern is partially consistent with strategy staffing alignment when the higher the local responsiveness then the utilization ofpolycentric staffing should be more. But in the given situation, ethnocentric staffing is slightly more than polycentric even when the localresponsiveness is high. The findings extend the application of the underpinned theories and their beliefs in explaining the businessstrategy and executive staffing relationship and contribute to the body of knowledge. Implications of the results and direction for futureresearch are recommended
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Jonsson, Emilia, and Zant Christopher Van. "Att Dela på HRM : Human Resource Management mellan Bemanningsföretag, Kundorganisation och Konsult." Thesis, Linköpings universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-85798.

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Background and Problem definition: Atypical employment is something that has becomeincreasingly common in recent decades, these are defined as positions where no relationship is of thetraditional type in which the employee has a long term relationship with the employer and where hecarries out his work at the premises of the employer. These atypical employments can take variousforms, it can be fixed term contracts, project work or jobs in employment agencies and so on. Thestaffing sector in Sweden has grown rapidly since the 90s, and since international research shows thatthe three-way relationship arising from the use of staffing agencies may lead to challenges in differentparts of HRM, we have chosen to study this topic. Aim: The purpose of this paper is to describe and understand how HRM is handled in atypicalemployment relationships.Method: The epistemological starting point for this work is hermeneutics, as a result of this theresearch approach is qualitative and inspired by abduction. The authors have chosen to carry out thework as a case study of three primary cases, each one consisting of an employment agency, a clientorganization and an employee. The analysis is based on the hermeneutics principles of interpretationand concentration of meaning. Results: What emerged as central to how HRM is handled are the interdependencies that existbetween the business environment and the strategies of the firm, how they affect different parts ofHRM and how participation and liminality have an impact on the three-way relationship.Keywords: HRM, atypical employment, staffing agencies, three-way relationship and strategy.
Bakgrund och Problematisering: Atypiska anställningsförhållanden är något som har blivit meroch mer vanligt förekommande de senaste decennierna, dessa definieras som anställningar där interelationen är av den traditionella typen där den anställde har en långsiktig relation med arbetsgivarenoch där denne utför sitt arbete på plats hos arbetsgivaren. Dessa atypiska anställningsförhållanden kanta sig olika uttryck, det kan vara olika visstidsanställningar, arbete i projektform eller anställningar ibemanningsföretag och så vidare. Bemanningsbranschen i Sverige har vuxit i snabb takt sedan 90-talet, och då internationell forskning visar på att det trepartsförhållande som uppstår vid användandetav bemanningsföretag kan leda till utmaningar när det gäller olika delar av HRM har vi valt dettaämne att studera. Syfte: Syftet med detta arbete är att beskriva och förstå hur HRM hanteras i atypiskaanställningsförhållanden.Metod: Den epistemologiska utgångspunkten för detta arbete är hermeneutiken, som en följd avdetta är forskningsansatsen kvalitativ och inspirerad av abduktion. Författarna har valt att genomföraarbetet som en fallstudie bestående av tre primärfall som var och ett består av ett bemanningsföretag,en kundorganisation och en anställd. Analysen bygger på hermeneutikens tolkningsprinciper ochmeningskoncentrering. Resultat: Det som framkommit som centralt för hur HRM hanteras är de ömsesidigaberoendeförhållanden som föreligger mellan företagens förutsättningar och strategier, hur dessapåverkar olika delar av HRM och hur delaktighet och liminalitet har inverkan på trepartsförhållandet.Sökord: HRM, atypiska anställningsförhållanden, bemanningsföretag, trepartsförhållande och strategi.
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Books on the topic "Human resource management and strategy"

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1941-, Walker James W., ed. Human resource strategy. New York: McGraw-Hill, 1992.

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1945-, Purcell John, ed. Strategy and human resource management. 2nd ed. New York: Palgrave Macmillan, 2008.

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1945-, Purcell John, ed. Strategy and human resource management. 3rd ed. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2011.

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Boxall, Peter, and John Purcell. Strategy and Human Resource Management. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-40765-8.

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Human resource strategy: Towards a general theory of human resource management. London: Pitman Pub., 1995.

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Lundy, Olive. Strategic human resource management. London: Thomson Learning, 2000.

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Lundy, Olive. Strategic human resource management. London: International Thomson Business Press, 1997.

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Tyson, Shaun. Human resource strategy: Towards a general theory of human resource management. London: Pitman, 1995.

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Hall, Douglas T. Human resource management: Strategy, design, and implementation. Glenview, Ill: Scott, Foresman, 1986.

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Stewart, Greg L. Human resource management: Linking strategy to practice. Hoboken, NJ: John Wiley & Sons, 2008.

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Book chapters on the topic "Human resource management and strategy"

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Bratton, John, and Jeff Gold. "Corporate Strategy and Strategic HRM." In Human Resource Management, 37–68. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-00095-8_2.

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Bratton, John, and Jeff Gold. "Corporate Strategy and Strategic HRM." In Human Resource Management, 37–70. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-58668-1_2.

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Boxall, Peter, and John Purcell. "Strategy and strategic management." In Strategy and Human Resource Management, 31–54. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-40765-8_2.

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Mindek, Laura A. "Human Resource Strategy." In The Encyclopedia of Human Resource Management, 264–69. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364741.ch48.

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Greene, Robert J. "Human Resource Management Strategy." In Rewarding Performance, 3–17. 2 Edition. | New York : Routledge, 2019. | Revised edition of the author’s Rewarding performance, 2011.: Routledge, 2018. http://dx.doi.org/10.4324/9780429429019-2.

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Gupta, Ananda Das. "Strategy: Concept and Process." In Strategic Human Resource Management, 31–48. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429327728-2.

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Boxall, Peter, and John Purcell. "HR strategy in manufacturing." In Strategy and Human Resource Management, 179–201. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-40765-8_8.

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Boxall, Peter, and John Purcell. "HR strategy in services." In Strategy and Human Resource Management, 202–27. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-40765-8_9.

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Fulmer, William E. "Human Resource Management: The Right Hand of Strategy Implementation." In Human Resource Planning, 19–29. Wiesbaden: Gabler Verlag, 1992. http://dx.doi.org/10.1007/978-3-322-83820-9_3.

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Boxall, Peter, and John Purcell. "Human resource management: what and why?" In Strategy and Human Resource Management, 3–30. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-40765-8_1.

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Conference papers on the topic "Human resource management and strategy"

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Lapina, Tatiana. "Humanistic Management as the New Human Resource Management Strategy." In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_120.

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Chen, Ming-Ming. "Effects of Strategic Human Resource Management Model to Achieve Strategy." In 2014 International Conference on Management Science and Management Innovation (MSMI 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/msmi-14.2014.99.

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Sadigov, Rahim. "CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT." In THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.62.

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The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.
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Ping, Liu. "Human Resource Management Strategy in E-Commerce Enterprises." In 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.24.

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Liu, Xiaoping, and Jingsong Deng. "Human Resource Development Strategy Based on Mentoring." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577601.

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"The Strategy of Constructing Enterprise Human Resource Performance Management System." In 2019 International Conference on Arts, Management, Education and Innovation. Clausius Scientific Press, 2019. http://dx.doi.org/10.23977/icamei.2019.088.

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Yuan, Chunlin. "An Effective Strategy for Human Resource Management Crisis in Enterprises." In 2015 International Conference on Humanities and Social Science Research. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/ichssr-15.2015.4.

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Verma, Pratima, and R. R. K. Sharma. "The linkages among horizontal strategy, person-environment fit and strategic human resource management." In 2015 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2015. http://dx.doi.org/10.1109/ieem.2015.7385624.

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Azis, Abdul, Hamidah, and Muktadi. "Human Resources Management Strategy in Umrah Services." In 4th International Conference on Sustainable Innovation 2020-Accounting and Management (ICoSIAMS 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aer.k.210121.028.

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Jun, Liu. "Research on control strategy of development cost of innovative and entrepreneurial human resource." In 2013 6th International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2013. http://dx.doi.org/10.1109/iciii.2013.6703604.

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Reports on the topic "Human resource management and strategy"

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Bloom, Nicholas, and John Van Reenen. Human Resource Management and Productivity. Cambridge, MA: National Bureau of Economic Research, May 2010. http://dx.doi.org/10.3386/w16019.

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de Carvalho, Antonio Geldson, Charles Calomiris, and Joao Amaro de Matos. Venture Capital as Human Resource Management. Cambridge, MA: National Bureau of Economic Research, May 2005. http://dx.doi.org/10.3386/w11350.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementing Plan for Human Resource Management. Fort Belvoir, VA: Defense Technical Information Center, April 1989. http://dx.doi.org/10.21236/ada212915.

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Ichniowski, Casey, Kathryn Shaw, and Giovanna Prennushi. The Effects of Human Resource Management Practices on Productivity. Cambridge, MA: National Bureau of Economic Research, November 1995. http://dx.doi.org/10.3386/w5333.

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Abowd, John, George Milkovich, and John Hannon. The Effects of Human Resource Management Decisions on Shareholder Value. Cambridge, MA: National Bureau of Economic Research, October 1989. http://dx.doi.org/10.3386/w3148.

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Ichniowski, Casey. Human Resource Management Systems and the Performance of U.S. Manufacturing Businesses. Cambridge, MA: National Bureau of Economic Research, September 1990. http://dx.doi.org/10.3386/w3449.

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Bartel, Ann. Human Resource Management and Performance in the Service Sector: The Case of Bank Branches. Cambridge, MA: National Bureau of Economic Research, January 2000. http://dx.doi.org/10.3386/w7467.

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Hattiangadi, Anita U. The Fourth Annual Navy Workforce Research and Analysis Conference: Laying the Foundation for the Navy's Human Resource Strategy. Fort Belvoir, VA: Defense Technical Information Center, June 2004. http://dx.doi.org/10.21236/ada605589.

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Pepper, Susan E., and Katherine M. Bachner. International Conference on Human Resource Development for Nuclear Power Programmes: Strategies for Education and Training, Networking and Knowledge Management. Office of Scientific and Technical Information (OSTI), June 2014. http://dx.doi.org/10.2172/1148882.

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Griffin, Katherine. Does Gender Matter? Human Elephant Conflict in Sri Lanka: A Gendered Analysis of Human Elephant Conflict and Natural Resource Management in a Rural Sri Lankan Village. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2530.

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