Relevant bibliographies by topics / International human resource management

Contents

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

Academic literature on the topic 'International human resource management'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "International human resource management"

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Ozbilgin, Mustafa. "“International” human resource management." Personnel Review 33, no. 2 (April 2004): 205–21. http://dx.doi.org/10.1108/00434804105180559.

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Brewster, Chris, Paul Sparrow, and Guy Vernon. "International Human Resource Management." NHRD Network Journal 2, no. 1 (January 2008): 112. http://dx.doi.org/10.1177/0974173920080126.

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Barclay, Lizabeth A., Fraya Wagner-Marsh, and G. Michael Loewe. "International Human Resource Management Education." Journal of Teaching in International Business 14, no. 1 (December 2, 2002): 33–43. http://dx.doi.org/10.1300/j066v14n01_03.

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Nuangjamnong, Chompu, and Stanislaw Paul MAJ. "Strategic Human Resource Management in International Organizations." Modern Applied Science 11, no. 5 (April 8, 2017): 1. http://dx.doi.org/10.5539/mas.v11n5p1.

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This an initial study of Strategic Human Resources in Human Resource Management. This is important because in a globally competitive economy company longevity depends upon its more important aspect – their staff. This is principally governed by resource management principles and policies. This paper presents the results of a wide range of companies in different industries and with different ownership models using statistical methods. The results clearly show human resource practices have a positive impact on organisations.
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Primecz, Henriett. "Paradigms in International Human Resource Management." Academy of Management Proceedings 2020, no. 1 (August 2020): 10212. http://dx.doi.org/10.5465/ambpp.2020.10212abstract.

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Markus, Pudelko, Tomoki Sekiguchi, and Norihiko Takeuchi. "Language and international human resource management." Japanese Journal of Administrative Science 28, no. 2 (2015): 139–49. http://dx.doi.org/10.5651/jaas.28.139.

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Gullickson, Terri. "Review of International Human Resource Management." Contemporary Psychology: A Journal of Reviews 41, no. 7 (July 1996): 738. http://dx.doi.org/10.1037/004694.

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Sengupta, S. B. "Book Review: International Human Resource Management." Asia Pacific Business Review 6, no. 3 (July 2010): 178. http://dx.doi.org/10.1177/097324701000600316.

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BROWN, DRUSILLA K., and DAVID M. GARMAN. "Human Resource Management and International Trade." Industrial Relations 29, no. 2 (March 1990): 189–213. http://dx.doi.org/10.1111/j.1468-232x.1990.tb00751.x.

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Zheng, Connie. "Globalization and international human resource management." Journal of General Management 43, no. 1 (September 21, 2017): 44–46. http://dx.doi.org/10.1177/0306307017719703.

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Dissertations / Theses on the topic "International human resource management"

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Stewart, Pamela Jo. "Expatriation and international human resource management." Thesis, Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22763193.

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Steingruber, William G. (William George). "Strategic International Human Resource Management: an Analysis of the Relationship between International Strategic Positioning and the Degree of Integrated Strategic Human Resource Management." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278946/.

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In Strategic International Human Resource Management (SIHRM), the human resource function is actively involved in the strategic activities of the firm. While the idea holds promise as a useful response to global competition, previous research has provided limited supporting empirical evidence. Specifically, few studies have sought to equate certain outcomes with the degree of SIHRM practiced across various types of international firms. By separating firms into categories such as multidomestic, global, and hybrid, and by classifying SIHRM according to the degree of integration with strategic planning, a clearer picture could emerge as to the relationship between firm and SIHRMtype. To that end, top strategic executives, such as CEOs, and top HRM executives from eighty four U.S. based firms were surveyed regarding their firm type, the degree of SIHRM practiced, and certain outcomes such as amount of expatriate training and expatriate failure. Additionally, financial results were obtained to determine performance of various firms. Results indicated that while many companies choose a highly integrated formof SIHRM, there is no significant relationship between firm type and SIHRMtype. Additionally, there was no association detected between SIHRMtype and expatriate training and expatriate failure. Finally, there was no significant difference infinancialperformance between firms with the most integrated type of SIHRMand firms with less integrated versions. Interestingly, the HRMprofessionals were more likely to equate their firms with the most integrated types of SIHRMthan were other managers. This may mean that the relationship between HRM and strategic planning is often one of perception. A model of the relationships between SIHRM, firm type, HRM activities, and outcomes is proposed, along with suggestions for future research and limitations of the study.
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Adeleye, Ifedapo Lanrewaju. "The diffusion of international human resource management practices in Africa." Thesis, University of Manchester, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.509109.

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Yeo, Yvonne Hwee Hong. "Towards a three-dimensional conceptual model of international human resource management." Thesis, Yeo, Yvonne Hwee Hong (2014) Towards a three-dimensional conceptual model of international human resource management. PhD thesis, Murdoch University, 2014. https://researchrepository.murdoch.edu.au/id/eprint/27906/.

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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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Mary, JIMOH Oluwaseun. "International company human resource management: the modern business-functional for company growth." Master's thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/81773.

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У першій частині дипломної роботи „СТРАТЕГІЧНЕ УПРАВЛІННЯ КОМПАНІЄЮ” пояснюється, як стратегічне управління також має важливу роль, яку відіграють аналітичні та технічні навички, необхідні для отримання та використання конкурентних переваг, пов’язаних. Стратегічне управління залежить від того, що потрібно робити вищому керівництву. Це пов’язано з довгостроковою метою експлуатації. У 2-й частині дипломної роботи “Управління персоналом у міжнародному аспекті”: - Який персонал їм потрібно найняти? - Робітники з рідної країни (іммігранти), або місцеві робітники? - Як ми вибираємо, чи направляти іммігрантів, чи наймати місцевих робітників? - Звідки ми можемо знати, як кадрові практики проводяться в інших країнах? - Чи однаковий процес набору та відбору в країні чи країнах, в яких компанія хоче працювати? - Як ми ставимось до інформації на всіх географічних та культурних рівнях? Третя частина "COVID-19 І ЇЇ ЕФЕКТИ В СИСТЕМІ УЧР" намагається дослідити наслідки поширення COVID-19 на глобальні компанії електронної комерції, де було обрано п'ять найбільших компаній електронної комерції у світі з точки зору доходи та ринкова вартість, і вони були такими: американська Amazon, китайська Alibaba, японська Rakuten, німецька Zalando, Великобританія ASOS, щодня вимірює поширеність вірусу корони за “кумулятивними інфекціями” та “кумулятивною смертю”.
In the 1st part of the Thesis “STRATEGIC MANAGEMENT OF A COMPANY” explains how strategic management is also an important role played by the analytical and technical skills required to obtain and utilize competitive advantage, Related. Strategic management depends on what senior management needs to do. It is related to the long-term purpose of operation. In the 2nd part of the Thesis “HRM IN AN INTERNATIONAL ASPECT”: - What kind of staff do they need to hire? - Workers from the home country (immigrants), or local workers? - How do we choose whether to send immigrants or employ local workers? - How can we know how HR practices are conducted in other countries? - Is the recruitment and selection process the same in the country or countries the company wants to work in? - How do we treat information at all geographical and cultural levels? The 3rd part “COVID-19 AND ITS EFFECTS IN THE HRM SYSTEM” attempts to investigate the effects of the spread of COVID-19 on global e-commerce companies, where the five largest e-commerce companies in the world were chosen in terms of revenues and market value, and they were as follows: American Amazon, Chinese Alibaba, Japanese Rakuten, German Zalando, United Kingdom ASOS, has been Measuring the prevalence of corona virus by “cumulative infections” and “cumulative deaths” on a daily basis.
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Mayrhofer, Wolfgang, Paul N. Gooderham, and Chris Brewster. "Context and HRM: Theory, Evidence, and Proposals." Taylor & Francis, 2019. http://dx.doi.org/10.1080/00208825.2019.1646486.

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Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.
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Drouin, Nathalie. "The integration of human resource issues in the international joint venture formation process." Thesis, University of Cambridge, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.289796.

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Shen, Jie. "International human resource management policies and practices : an integrative framework in the Chinese context." Thesis, Bucks New University, 2003. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.714449.

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Dickmann, Michael Frank. "Balancing global, parent and local influences : international human resource management of German multinational companies." Thesis, Birkbeck (University of London), 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.340491.

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Books on the topic "International human resource management"

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Chris, Brewster, Sparrow Paul, and Chartered Institute of Personnel and Development., eds. International human resource management. London: Chartered Institute of Personnel and Development, 2003.

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Briscoe, Dennis R. International Human Resource Management. London: Taylor & Francis Inc, 2004.

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International human resource management. Englewood Cliffs, NJ: Prentice Hall, 1995.

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Harzing, Anne-Wil, and J. van Ruysseveldt. International human resource management. 2nd ed. London: Sage Publications, 2004.

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Budhwar, Pawan, Randall Schuler, and Paul Sparrow. International Human Resource Management. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2009. http://dx.doi.org/10.4135/9781446262122.

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Özbilgin, Mustafa, ed. International Human Resource Management. London: Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-0-230-21642-6.

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S, Budhwar Pawan, Schuler Randall S, and Sparrow Paul, eds. International human resource management. Los Angeles: SAGE, 2009.

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Paul, Sparrow, Vernon Guy, and Houldsworth Elizabeth, eds. International human resource management. 3rd ed. London: Chartered Institute of Personnel and Development, 2011.

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International human resource managment. 3rd ed. Los Angeles: Sage, 2011.

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Morley, Michael J., Noreen Heraty, and David G. Collings, eds. International Human Resource Management and International Assignments. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1007/978-1-349-72883-1.

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Book chapters on the topic "International human resource management"

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Morrison, Janet. "Human Resource Management." In International Business, 317–54. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-07339-6_9.

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Bratton, John, and Jeff Gold. "International HRM." In Human Resource Management, 500–529. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-00095-8_15.

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Syed, Jawad, and Andrew Jenkins. "International Assignments." In Human Resource Management, 298–314. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-52163-7_13.

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Lavelle, Jonathan. "International Human Resource Management." In Human Resource Management, 207–23. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-00938-8_13.

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Collings, David G., Hugh Scullion, and Deirdre Curran. "International human resource management." In Human Resource Management, 378–95. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-19.

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Lavelle, Jonathan. "International Human Resource Management." In Human Resource Management, 253–71. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-352-00403-8_13.

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Tayeb, Monir H. "Human Resource Management." In The Management of International Enterprises, 127–45. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780230598591_8.

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Morschett, Dirk, Hanna Schramm-Klein, and Joachim Zentes. "International Human Resource Management." In Strategic International Management, 391–410. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-6331-4_20.

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Morschett, Dirk, Hanna Schramm-Klein, and Joachim Zentes. "International Human Resource Management." In Strategic International Management, 505–28. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-07884-3_22.

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Collings, David G., and Kieran M. Conroy. "International Human Resource Management." In The SAGE Handbook of Human Resource Management, 82–98. 1 Oliver's Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2019. http://dx.doi.org/10.4135/9781529714852.n6.

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Conference papers on the topic "International human resource management"

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Isakov, Vladislav Aleksandrovich. "Controlling human resource management." In International extramural online conference. TSNS Interaktiv Plus, 2020. http://dx.doi.org/10.21661/r-91214.

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Karaman, Ömer Faruk. "Human Resource Management Problems in Turkish Business in Bishkek." In International Conference on Eurasian Economies. Eurasian Economists Association, 2015. http://dx.doi.org/10.36880/c06.01423.

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Human Resource Management of the basic concepts of this study, applications, functions, International Human Resources Development of management, the impact of globalization, showing the current location and activities in Kyrgyzstan aimed to determine international firms HRM issues. These problems have been introduced as a result of business manager one to one meeting with. Selected businesses are based in Turkey. The reason are Turkish companies seeking to operate in Kyrgyzstan. Especially in recent years, bilateral relations between Kyrgyzstan and Turkey are developing. Proliferation of Turkish investors in Bishkek also increases the importance of this research. This study may guide the Turkish businessmen in Bishkek.
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Berger, Thomas. "Human Resource Risk Management Concepts." In 8th International Conference on Human Interaction and Emerging Technologies. AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002796.

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The German Supervisory Board as intended by the German stock corporation act should not only supervise the Executive Board, but also be able to advise and steer it (not in day-to-day business, but strategically). As part of this task, the Supervisory Board needs adequate information on the risks the corporation faces, in all areas of business, e.g. finance, marketing or human resource. As strategic management is a core responsibility of the executive board and supervisory board and personnel risks are an essential part of strategy development and execution, information on the prevalence and severity of personnel risks are essential for a sound debate on strategic issues in the Supervisory Board. Like all risks, the management of personnel risks must be an integral part of a cyclical and company-specific strategy process. Currently, however, the area of human resource risk management plays only a minor role, which may be due to the supposedly comparatively more complex quantifiability of personnel risks or the complexity of human factor interactions. But risks in the domain of human resources are not only an important part of risk management because of current regulatory developments e.g. in the area of corporate social responsibility (CSR), but also because of the important role human resources play at companies in general. Personnel risks cannot be seen independently of a corporate strategy as humans execute them: Every strategy risk is linked with human resources.We therefore have analyzed existing human resource risk concepts with the aim of how such concepts could be used in Supervisory Boards especially for members of the employee representation to be able to advise and steer the Executive Board. We found a number of existing studies dealing with personnel risks from different angles and a few concepts for managing personnel risks. We also found that evidence is scant for personnel risks as a whole category, not only focusing on one area like motivation or health in general, but more broad categories like management risks or adaption risks. The aim of this paper therefore is to first provide a rationale for human resource risk management, second to provide an overview on existing studies and concepts in this field and third to summarize the various concepts into one for the potential usage in the Supervisory Board. This paves the way for more empirical studies on personnel risks and their relation to strategic management or enterprise risk management.
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Cimpan, Bogdan. "HUMAN RESOURCE MANAGEMENT BENCHMARKING." In 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.049.

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Molamohamadi, Zohreh, Napsiah Ismail, and Norzima Zulkifli. "Sustainable Human Resource Management." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.28.

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Tian, Musheng. "Optimization of Human Resource Management." In First International Conference Economic and Business Management 2016. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/febm-16.2016.71.

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Dhoot, Radhika. "Best Practices in Human Resource Management : Social Media and Human Resources." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.29.

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DORN, J., T. NAZ, and M. PICHLMAIR. "ONTOLOGY DEVELOPMENT FOR HUMAN RESOURCE MANAGEMENT." In Proceedings of the 2007 International Conference. WORLD SCIENTIFIC, 2007. http://dx.doi.org/10.1142/9789812770592_0010.

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Kittivaraporn, Jesada, Jirat Chokdeeanan, Teerapong Yaophrukchai, and Thanwadee T. Sunetnanta. "HRM portal: Human resource management portal." In 2014 Third ICT International Student Project Conference (ICT-ISPC). IEEE, 2014. http://dx.doi.org/10.1109/ict-ispc.2014.6923246.

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Xin-ru, Liang, and Ge Haijuan. "International human resource management research focus and cutting-edge analysis." In 2012 International Symposium on Management of Technology (ISMOT). IEEE, 2012. http://dx.doi.org/10.1109/ismot.2012.6679522.

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Reports on the topic "International human resource management"

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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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Bridges, Todd, Jeffrey King, Johnathan Simm, Michael Beck, Georganna Collins, Quirijn Lodder, and Ram Mohan. International Guidelines on Natural and Nature-Based Features for Flood Risk Management. Engineer Research and Development Center (U.S.), September 2021. http://dx.doi.org/10.21079/11681/41946.

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To deliver infrastructure that sustain our communities, economy, and environment, we must innovate, modernize, and even revolutionize our approach to infrastructure development. Change takes courage, but as one starts down the path of innovation, what was once novel becomes more familiar, more established. The U.S. Army Corps of Engineers (USACE) is walking this path with our partners through the Engineering With Nature (EWN) Initiative, integrating human engineering with natural systems. The International Guidelines on Natural and Nature-Based Features for Flood Risk Management are the next step toward revolutionary infrastructure development—a set of real-world guidelines to help familiarize us with what was once novel. USACE and collaborators around the world have been building, learning, and documenting the best practices for constructing Natural and Nature-Based Features (NNBF) for decades. The consolidation of these lessons into a single guidance document gives decision-makers and practitioners a much-needed resource to pursue, consider, and apply NNBF for flood risk management while expanding value through infrastructure. Relationships and partnerships are vital ingredients for innovation and progress. The NNBF Guidelines was achieved because of the strong relationships in the nature-based engineering community. The magnitude and diversity of contributors to the NNBF Guidelines have resulted in a robust resource that provides value beyond a single agency, sector, or nation. Similarly, the work of incorporating NNBF into projects will require us to strengthen our relationships across organizations, mandates, and missions to achieve resilient communities. I hope you are inspired by the collaborative achievement of the NNBF Guidelines and will draw from this resource to develop innovative solutions to current and future flood risk management challenges. There is a lot we can achieve together along the path of revolutionary infrastructure development.
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Méndez Rodríguez, Alejandro. Working Paper PUEAA No. 12. The mobility of international students as the first link in the migration of talents in Japan. Universidad Nacional Autónoma de México, Programa Universitario de Estudios sobre Asia y África, 2022. http://dx.doi.org/10.22201/pueaa.010r.2022.

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In the current era of the knowledge-based economy, the mobility of intellectual capital through international students is very significant. Immigration policies establish instruments for the organization and management of human resources to attract qualified workers and international students in a context of global competitiveness. Currently, Asian countries have gained relevance in attracting human resources. In Japan, the main component influencing the dynamics of international migration flows is the transnational labor market for skilled human resources, as well as the mechanisms that shape it. The aim of this paper is to describe the socioeconomic factors that shape, drive and contextualize the mobility of skilled workers.
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Cuesta-Valiño, Pedro. Happiness Management. A Social Well-being multiplier. Social Marketing and Organizational Communication. Edited by Rafael Ravina-Ripoll. Editorial Universidad de Sevilla, 2022. http://dx.doi.org/10.12795/2022.happiness-management.

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On behalf of the Happiness University Network, we are pleased to present here an extract of the information concerning the universities working to generate the diffusion of this network. Specifically, with the support of the University of Salamanca and the Pontifical University of Salamanca the aim is to create a friendly and working environment for the dissemination and discussion of the latest scientific and practical developments in the fields of happiness economics, corporate wellbeing, happiness management and organisational communication. It also offers an opportunity for productive encounters, the promotion of collaborative projects and the encouragement of international networking. Below you will find papers related to: Economics of happiness, happiness management, organisational communication, welfare state economics, consumer happiness, leadership, social marketing, happiness management and SDGs, happiness management in human resource strategies, learning and competencies in happiness management, learning and competencies in social well-being, measurement and indicators of happiness and well-being and history of welfare economics.
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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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Rosser, Andrew, Phil King, and Danang Widoyoko. The Political Economy of the Learning Crisis in Indonesia. Research on Improving Systems of Education (RISE), July 2022. http://dx.doi.org/10.35489/bsg-rise-2022/pe01.

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Indonesia has done much to improve access to education in recent decades but it has had little success in improving learning outcomes. This paper examines the political origins of this problem. It argues that Indonesia’s learning crisis has reflected the political dominance during the New Order and post-New Order periods of predatory political, bureaucratic and corporate elites who have sought to use the country’s education system to accumulate resources, distribute patronage, mobilize political support, and exercise political control rather than produce skilled workers and critical and inquiring minds. Technocratic and progressive elements, who have supported a stronger focus on basic skills acquisition, have contested this orientation, with occasional success, but generally contestation has been settled in favour of predatory elites. The analysis accordingly suggests that efforts to improve learning outcomes in Indonesia are unlikely to produce significant results unless there is a fundamental reconfiguration of power relations between these elements. In the absence of such a shift, moves to increase funding levels, address human resource deficits, eliminate perverse incentive structures, and improve education management in accordance with technocratic templates of international best practice or progressive notions of equity and social justice—the sorts of measures that have been the focus of education reform efforts in Indonesia so far—are unlikely to produce the intended results.
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