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Relevant bibliographies by topics / International Human Resources Management

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Academic literature on the topic 'International Human Resources Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 April 2022

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Journal articles on the topic "International Human Resources Management"

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Fenton-O'Creevy, Mark, and Paul N. Gooderham. "International Management of Human Resources." Beta 17, no. 01 (May 16, 2003): 2–5. http://dx.doi.org/10.18261/issn1504-3134-2003-01-01.

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Stoiljković, Aleksandra. "Career development in international human resources management." Ekonomija: teorija i praksa 11, no. 3 (2018): 86–104. http://dx.doi.org/10.5937/etp1803086s.

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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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Muritiba, Patricia Morilha, Sérgio Nunes Muritiba, Lindolfo Galvao de Albuquerque, Maria Tereza Leme Fleury, and John Lawrence French. "Challenges for Brazilian MNCs' international human resources management." European J. of International Management 6, no. 3 (2012): 248. http://dx.doi.org/10.1504/ejim.2012.047023.

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Noor Al-Jedaiah, Mohamad, and Rokaya Albdareen. "The effect of strategic human resources management (SHRM) on organizational excellence." Problems and Perspectives in Management 18, no. 4 (November 11, 2020): 49–58. http://dx.doi.org/10.21511/ppm.18(4).2020.05.

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Human resources at different levels are the executives of organizational tasks toward excellence. Missing the track of human resources will leave the organization behind. The objective of this research is to investigate the effect of SHRM components on organizational excellence. The study was applied to industrial organizations in Industrial City in Northern Jordan. A quantitative approach was used to accomplish the objectives. A questionnaire was used to collect data. The questionnaire was composed of three parts: the first part designed to collect demographic data, the second part designed to collect information about SHRM (recruitment, training, development, and career development), the last part designed to collect information about organizational excellence. A simple random sample of 120 organizations’ managers was studied. The results showed that the data collection tool was reliable. The results showed that training was of high concern by managers to reach excellence, followed by organizational development, then career development, and the least evaluation was for recruitment. The SHRM components affect the components of organizational excellence (customer satisfaction, technology deployment, product quality, and competitiveness) (p &lt; 0.05). Recruitment was the highest contributor to organizational excellence related to technology deployment, product quality, and competitiveness, but customer satisfaction was affected by development and career development. The study recommended that the organization connect the SHRM strategy with the other organization activities that lead to excellence with the recruitment process’s concentration as it affects the products of the organizations.

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Wright, Patrick M., Kendrith M. Rowland, and Gerald R. Ferris. "Perspectives on Human Resources Management." German Journal of Human Resource Management: Zeitschrift für Personalforschung 8, no. 3 (August 1994): 336–52. http://dx.doi.org/10.1177/239700229400800312.

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For an overview of the field, this paper will examine the HRM function from a number of different perspectives. First, the evolution of the HRM function from a historical perspective will provide an understanding of the forces which have molded and defined present activities. Second, an environmental perspective will shed light on the external forces which continually pressure and constrain these activities. Third, a strategic perspective explores the role of the HRM function in the strategy of the organization. Fourth, an international perspective examines the problems and opportunities that face the HRM function in what is fast becoming a global marketplace. Finally, an evaluation perspective will discuss the ways in which human resources activities can be evaluated as to their usefulness toward aiding in the attainment of organizational goals.

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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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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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Oborina, A. V. "THE EVOLUTION OF HUMAN RESOURCE MANAGEMENT." Business Strategies 9, no. 1 (February 4, 2021): 25–31. http://dx.doi.org/10.17747/2311-7184-2021-1-25-31.

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The article reveals the evolution of human resource management concept. It consists of 5 stages: prehistory of human resource management in ancient times (before 1800); the formation of class structure of industrial society (1800-1920); establishment of the International Labour Organization and adoption of international labour standards (1920-1980); theoretical evidence and further development of the human resources management concept (1980-2000); Intellectual capital and strategic human resource management (since 2000). The article discloses the main factors that had influenced the emergence and expansion of the human resource management concept.

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Rodríguez-Sánchez, José-Luis, Eva-María Mora-Valentín, and Marta Ortiz-de-Urbina-Criado. "Successful Human Resources Management Factors in International Mergers and Acquisitions." Administrative Sciences 8, no. 3 (August 17, 2018): 45. http://dx.doi.org/10.3390/admsci8030045.

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Mergers and acquisitions (M&A) have received a great deal of attention in academic literature but the role of human resources management in M&A success is still understudied. Of the three stages identified in a merger and acquisition process (planning, integration and implementation), most research focuses on the planning and integration stages. Thus, the aim of this paper is to analyse the main factors that determine the success of HR management in the implementation stage of an international M&A operation: consolidate leadership; human resource provision and evaluation; structure, strategy and culture evaluation; and control of the merger and acquisition process. With this objective, we developed a case study of a multinational company that operates in the mechanical engineering sector. The results illustrate the main factors, human resource practices, and human resources management and behaviour outcomes undertaken by a multinational company during the M&A implementation stage. The case study allows researchers to learn from professionals and business leaders and presents a roadmap that can be considered to manage HR in the M&A process.

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Dissertations / Theses on the topic "International Human Resources 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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Edwards, Susan Teresa. "Yeepam efatawo : we sew and it fits you : the social and cultural context of small-scale enterprise in the tailoring and dressmaking sector of southern Ghana." Thesis, University of Hull, 1997. http://hydra.hull.ac.uk/resources/hull:5396.

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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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Conlin, Brad. "INGO Performance Management Practices and the Need for Accountability." Thesis, Université d'Ottawa / University of Ottawa, 2015. http://hdl.handle.net/10393/32143.

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This study provides a comprehensive look at the current state of best practices in performance appraisal systems in the public and private sector. From this, the main objective for this research paper is to investigate the reasons why INGOs are not currently able to properly implement a ‘best practices’ based performance appraisal system. Furthermore, this paper will provide both future research questions, as well as practitioner based recommendations. In addition, it will examine the need for higher levels of accountability in INGOs through appropriate performance appraisal systems.

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Fletcher, Louise Maree 1975. "Enhancing international strategic predisposition and organisational culture for the effective management of human resources in Australian multinational hotels." Monash University, Dept. of Management, 2005. http://arrow.monash.edu.au/hdl/1959.1/5137.

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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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Gannon, Judith Margaret. "Strategic human resources and their management : the case of unit general managers in international hotel companies." Thesis, Oxford Brookes University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.444287.

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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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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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Kim, Kowoon. "The Influence of Perceived Psychological Contract Violations on Expatriate Attitudes: The Moderating Role of Individual, Organizational, and National Factors." FIU Digital Commons, 2018. https://digitalcommons.fiu.edu/etd/3684.

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As a business becomes dependent on knowledge and intellectual capabilities, human resource management is undoubtedly a key driver of an organization’s success. In the same vein, the importance of managing human resources for the multinational enterprise (MNE) cannot be overstated (Dowling, 1999; Hiltrop, 1999; Tung, 1984). Since a large number of MNEs depend on expatriates to run their global operations despite their relatively high costs, it is essential for MNEs to develop a better understanding of expatriate management. In this regard, the psychological contract has received recent attention as an underlying mechanism for managing expatriates. However, existing psychological contract studies have paid little heed to the unique contexts of expatriate employment relationships (Ng & Feldman, 2009; Lub, Bal, Blomme, & Schalk, 2016), which are different from domestic employment relationships. Expatriates are often exposed to more complex environments than their domestic counterparts, such as different cultures. Moreover, expatriate contracts usually involve multiple parties and are directed by various interests (Kraimer & Wayne, 2004; Mendenhall & Oddou, 1985). Therefore, the current understanding of psychological contracts in the expatriation context is not well understood. This could potentially hinder the ability to manage expatriates on international assignments. Using social exchange theory and equity theory, this dissertation seeks to explore expatriates’ psychological contracts in the multi-contextual nature of expatriation. More particularly, this dissertation aims to examine the effects of psychological contract violations on attitudinal outcomes in the expatriation context and also discover potential moderators of that relationship at the individual, organizational, and national levels. Using an expatriate sample, this dissertation employs two questionnaires within a two-week interval. The findings of this dissertation contribute to a clearer understanding of expatriate management by answering essential questions of what impact perceived psychological contract violations have on expatriate attitudes and how individual, organizational, and national factors influence the effects of perceived psychological contract violations.

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Books on the topic "International Human Resources Management"

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Machado, Carolina, ed. International Human Resources Management. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7.

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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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Butler, John E. Strategy and human resources management. Cincinnati, OH: South-Western Pub. Co., 1991.

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

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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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Briscoe, Dennis R. International Human Resource Management. London: Taylor & Francis Inc, 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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Emerging themes in international management of human resources. Charlotte, N.C: Information Age Pub., 2010.

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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 Resources Management"

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Ohlinger, Birgit, and Carolina Feliciana Machado. "Socialization of International Students: A Case Study." In International Human Resources Management, 123–39. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_8.

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Achouri, Cyrus. "Internationales Human Resources Management." In Human Resources Management, 295–347. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6946-0_13.

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Achouri, Cyrus. "Internationales Human Resource Management." In Human Resources Management, 217–60. Wiesbaden: Gabler Verlag, 2015. http://dx.doi.org/10.1007/978-3-8349-4740-6_14.

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Skuza, Agnieszka, and Hugh Scullion. "Talent Management: Contemporary Issues in a European Context." In International Human Resources Management, 1–19. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_1.

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Ożgo, Emilia, and Chris Brewster. "Knowledge Flows in MNEs and the Role of HRM." In International Human Resources Management, 21–36. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_2.

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Osabutey, Ellis L. C., Richard B. Nyuur, and Yaw A. Debrah. "Developing Strategic International Human Resource Capabilities in Sub-Saharan Africa." In International Human Resources Management, 37–51. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_3.

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Martins, Dora, and Eduardo Tomé. "The Influence of Pre-departure Training on Expatriate Adjustment: An Empirical Investigation with Portuguese International Assignees." In International Human Resources Management, 53–73. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_4.

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Morley, Michael J., and Emma Parkinson. "A Practice with Potential: Expatriate Cross-Cultural Training Among Irish MNCs." In International Human Resources Management, 75–90. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_5.

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Le, Tran Thi Bao, Gina Gaio Santos, and Ana Paula Ferreira. "Psychological Contract Breach and Violation: The Case of Temporary Workers in Vietnam." In International Human Resources Management, 91–108. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_6.

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Harney, Brian. "HRM and SMEs: Contextualizing Significance, Neglect and Meaning in an International Context." In International Human Resources Management, 109–22. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_7.

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Conference papers on the topic "International Human Resources Management"

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Schutte, Nico, and Sonia Swanepoel. "HUMAN RESOURCES MANAGEMENT PROFESSIONALISM IN AN ERA OF HUMAN RESOURCES MANAGEMENT EXCEPTIONALISM." In 26th and the 27th International Academic Conference (Istanbul, Prague). International Institute of Social and Economic Sciences, 2016. http://dx.doi.org/10.20472/iac.2016.027.044.

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Wang, Li-Jing. "Research on Responsibilities of Human Resources Management for Non-human Resources Manager." In 2015 International Conference on Management Engineering and Management Innovation (icmemi-15). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icmemi-15.2015.14.

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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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Goldbach, Ioana Raluca, Izabela Florina Barbu, and Alina Bidireanu. "Human Resources Management In Education." In 10th LUMEN International Scientific Conference Rethinking Social Action. Core Values in Practice RSACVP 2018, 20 - 21 April 2018 Suceava, Romania. LUMEN Publishing House, 2018. http://dx.doi.org/10.18662/lumproc.44.

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Sitnikov, D. Catalina, Ionela Staneci, Mariana Paraschiva Olaru, Costinel Cristian Militaru, and Silvia Mioara Troi. "INTERNAL AUDIT OF HUMAN RESOURCES - BASIC FUNCTION OF HUMAN RESOURCES MANAGEMENT." In 7th SWS International Scientific Conference on SOCIAL SCIENCES - ISCSS 2020 Proceedings. STEF92 Technology, 2020. http://dx.doi.org/10.5593/sws.iscss.2020.7.1/s04.28.

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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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"MOTIVATION OF HUMAN RESOURCES: PERCEPTIONS AND TRENDS." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/04.21.

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Tu, Do Thanh, and Duong Thi Thu Huyen. "Management of Human Resources in Education." In The International Conference on Research in Management & Technovation. PTI, 2022. http://dx.doi.org/10.15439/2021km93.

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Vasile, Gabriel Ionuţ, and Xiaoyu Zhan. "Human Resources Management in Organizational Performance." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/9.

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The world we live in has countless organizations that are born, grow or disappear. The use of human resources is very common and essential for all types of organizations at all times. They ensure the survival and tryingness of the organization in today's dynamic business environment. The investment in human resources means not only the regular salary payments but also employees' personal and professional development in order to enhance their job skills and act responsibly when necessary. The traditional approach to human resources management implies only the costs for the job performed. The unique values of human resources imply both the ability of personal and professional development and the desire of self-improvement as standards of the modern world require. Work evaluation can have a negative impact and that happens when the manager considers the employee, as individual, accountable for bad job performance and does not take an account of the weak areas of performance evaluation and control.

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Hidayati, Nanda. "Human Resources Management Review on Netflix." In International Conference on Economics, Management and Accounting (ICEMAC 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220204.043.

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Reports on the topic "International Human Resources 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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Kraynova, O. S., and E. E. Egorov. Human resources management in services industry. Ljournal, 2015. http://dx.doi.org/10.18411/kray-2015-book-00075.

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Priscoli, Jerome D. Conflict Resoultion, Collaboration and Management in International and Regional Water Resources Issues. Fort Belvoir, VA: Defense Technical Information Center, May 1996. http://dx.doi.org/10.21236/ada316931.

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Kraynova, O. S., and D. M. Sataeva. The maintenance of human resources for the concept total quality management in services industry. Ljournal, 2018. http://dx.doi.org/10.18411/kray-2018-book-00072.

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Sopein-Mann, Oluwafunmike, Zita Ekeocha, Stephen Robert Byrn, and Kari L. Clase. Medicines Regulation in West Africa: Current State and Opportu-nities. Purdue University, December 2021. http://dx.doi.org/10.5703/1288284317443.

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Ndomondo-Sigonda et al. (2017) observed that there is scarcity of information on human resources (person-nel devoted to regulation of medicines) in the domain of medicines regulation in the sub-Saharan Africa (SSA). The published information on medicines regulation by the National Medicines Regulatory Authorities (NMRAs) in the Economic Community of West African States (ECOWAS) region are no longer current and consistent with the current realities in the NMRAs. In order to reveal this occurrence, show the trends that exist over the years and make appropriate recommendations, data were collected and compared from 2005, 2010 and 2017 research reports on seven regulatory features of the fifteen Members States of ECOWAS. The re-sults show that there was missing information per regulatory feature and country. There was also an overall increasing trend in the number of NMRAs in the region that showed progress with respect to the measured regulatory features - Autonomy (Authority and Legal form), Marketing Authorization), GMP inspection, Quality Control, Quality Management System, Information Management System and Harmonization and International cooperation. People of Africa have a valuable story to tell as it relates to medicines regulation. This report is written by a West African from the perspective of a West African involved in the study and practice of medi-cines regulation by the NMRAs in the ECOWAS.

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Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume IV - India. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.357.

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Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume VI - Pakistan. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.358.

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Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume V - Nepal. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 1999. http://dx.doi.org/10.53055/icimod.320.

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