Journal articles: '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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Hung, Yu-Ting, Michael C. Cant, and Johannes A. Wiid. "The importance of human resources management for small businesses in South Africa." Problems and Perspectives in Management 14, no. 3 (September 6, 2016): 232–38. http://dx.doi.org/10.21511/ppm.14(3-1).2016.09.

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The majority of SMEs fail in the first five years of operation (Cant and Ligthelm, 2003). Human resource management (HRM) has been identified as a crucial key success factor for SMEs in today’s world. This research study investigates small business owners’ perception of the importance of HRM. The objective of this paper is to determine the perceived importance of human resources (HR) among South African SMEs and the management of it. A questionnaire was constructed and judgement sampling was used to gather the responses of 88 small business owners. The research revealed that the majority of SMEs have HR practices of some sort in place, as well as areas to improve on HR practices. The challenge now is to further increase the adoption of HR management and practices among small businesses in South Africa to ensure their success, as they play a vital role in the South African economy. Keywords: South African SMEs, developing countries, human resource functions, human resources management, HR, HRM. JEL Classification: M19

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Redwood, Anthony. "Human resources management in the 1990s." Business Horizons 33, no. 1 (January 1990): 74–80. http://dx.doi.org/10.1016/0007-6813(90)90074-l.

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Gede Riana, I., Gede Suparna, I. Gusti Made Suwandana, Sebastian Kot, and Ismi Rajiani. "Human resource management in promoting innovation and organizational performance." Problems and Perspectives in Management 18, no. 1 (February 12, 2020): 107–18. http://dx.doi.org/10.21511/ppm.18(1).2020.10.

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Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.

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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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Đorđević, Biljana. "Impact of National Culture on International Human Resource Management." Economic Themes 54, no. 2 (June 1, 2016): 281–300. http://dx.doi.org/10.1515/ethemes-2016-0014.

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Abstract In today’s business conditions, the internationalisation of business becomes an almost inevitable precondition for future growth and development of organisations. However, internationalisation of business usually requires organisations to implement some changes in the way they operated in the previous period. One of the areas that require some changes is the area of human resource management, too. Factors which require modifications in this system are related primarily to the legal regulations of other countries, but also to the characteristics of their national culture. The former influence comes from the fact that national culture exerts a powerful influence on the system of values, attitudes and behaviour of people in a particular country and, among the other things, on the preferences for policies and procedures in the field of human resources management. Starting from the above, this paper analyses the impact of certain dimensions of national culture on the preferred content of human resources management in organisations in certain countries. The aim of the paper is to provide the theoretical basis for organisations that internationalised their business, or intend to do so, to create system of human resource management in the entities abroad which, at least, will represent the balance between the system that is applied at headquarter and one that is preferred in entities abroad, in order to be effective.

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Du, Jianjian, Chunlu Liu, and David Picken. "A Preliminary Study on Human Resources Management in International Construction." Construction Economics and Building 7, no. 2 (November 23, 2012): 1–11. http://dx.doi.org/10.5130/ajceb.v7i2.2986.

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As construction companies continue to exploreforeign construction markets, variousinternational construction projects are beingundertaken in all corners of the world. In aninternational construction project with manyunique and complicated characteristics, humanresource management can playa significant rolein promoting the efficient use of complex humanresources. The aim of this paper is to establish avalid foundation for further research onmeasuring the impact of human resourcemanagement economically for internationalconstruction projects. The paper examineshuman resource management literature andidentifies the application of the relatedmanagement techniques to the constructionindustry. In addition, the paper uses the literatureanalysis to describe the nature of humanresource management with particular referenceto international construction projects. Inparticular, the research described in this paperidentifies economic performance factors in theimplementation human resource management ininternational construction projects. This paperalso identifies the social effects of humanresource management practices.

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Shenkar, Oded, and Yoram Zeira. "Human Resources Management in International Joint Ventures: Directions for Research." Academy of Management Review 12, no. 3 (July 1987): 546–57. http://dx.doi.org/10.5465/amr.1987.4306569.

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Shenkar, Oded, and Yoram Zeira. "Human Resources Management in International Joint Ventures: Directions for Research." Academy of Management Review 12, no. 3 (July 1987): 546. http://dx.doi.org/10.2307/258520.

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Ondrack, D. A. "International Human-Resources Management in European and North-American Firms." International Studies of Management & Organization 15, no. 1 (March 1985): 06–32. http://dx.doi.org/10.1080/00208825.1985.11656401.

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Pokynchereda, Vitalii, Nataliia Gudzenko, and Mariya Nastenko. "Human resource accounting in the system of value-based business management." Investment Management and Financial Innovations 14, no. 2 (August 21, 2017): 386–93. http://dx.doi.org/10.21511/imfi.14(2-2).2017.10.

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Modern economic conditions are characterized by dynamism and complexity, in¬creased competitive confrontation at product markets, rapid changes of the market environment that leads to intensification of the search for advanced approaches to human resource management. Employees, their qualifications and experience are one of the most important factors, without which any prospects of economic growth are neutralized. The purpose of this paper is to substantiate the essence of human resources as a category of accounting, which is a prerequisite for formation of theoretical and methodological basis of their representation in the context of value-based business management implementation policy. The article substantiates the essence of human resources as the total number of employees at the company, who are carriers of human assets accumulated in themselves and inseparable from themselves, such as physical abilities, education, experience and professional knowledge that, in conjunction with using the elements of accounting method, creates the basis for presentation of human assets as the company’s right to use them as a part of intangible assets. Implementation of suggested approach to understand accounting nature of human resources, based on recognition of company’s right to use human assets carried by employees, creates a prerequisite for displaying information about them in the system of accounts and reports of the company that meets the needs of value-based management.

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Pombo, Gonçalo, and Jorge Gomes. "How does work engagement mediate the association between human resources management and organizational performance?" Problems and Perspectives in Management 16, no. 3 (July 18, 2018): 63–79. http://dx.doi.org/10.21511/ppm.16(3).2018.06.

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The aim of this paper is to understand how workers’ perceptions and behaviors contribute to understanding the association between human resources management (HRM) and organizational performance (OP). Over the past few decades, theory construction has lagged the intermediate linkages between HRM and OP, and, therefore, there are still many unanswered questions with regards to such an association. To sustain the HRM-OP link, the authors highlight the potential influence of employees’ work engagement (WE), with the aim of exploring some of the intermediating variables, focusing on the perceptions of employees’ attitudes and behaviors. This research emphasizes that line managers have a crucial role to play in stimulating employees’ efforts and in shaping HR-related outcomes. Line managers act as crucial intermediaries in determining how HR policies that lead to OP can be designed and administered. Nevertheless, line managers have the capability to disrupt or stimulate the system, which has a significant impact on employees’ engagement with the organization. The empirical research is based on a sample of 1,609 employees and 40 organizations and was carried out in two settings. Results suggest that line managers and employees’ perceptions of HR policies were positively related to line managers’ perceptions of OP. The results also support a path model, whereby WE strengthens HR systems’ association with enhanced levels of OP. The discussion reviews the implications of these results and suggests future directions for research.

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Safarli, M. S. "Modern problems and challenges of human resources management in international organizations." Alma mater. Vestnik Vysshey Shkoly, no. 1 (January 2021): 86–90. http://dx.doi.org/10.20339/am.01-21.086.

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Researched is the problem of management of human resources in international organization, that is significantly different from human resources’ management in own country. The article discusses issues, related to personnel management in international enterprises. The purpose of the article is to identify factors that influence personnel management in the international aspect, and also to research challenges and problems, associated with them. On results of the analyses, offered are measures, as to solution of showed up challenges and problems, and also point out the special role of cadre departments in solution of this problem.

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Zhang, Yingying, Simon Dolan, Tony Lingham, and Yochanan Altman. "International Strategic Human Resource Management: A Comparative Case Analysis of Spanish Firms in China." Management and Organization Review 5, no. 2 (July 2009): 195–222. http://dx.doi.org/10.1111/j.1740-8784.2008.00131.x.

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This study examines the role of human resources in strategy formulation processes in China's emerging market. Employing a qualitative data driven thematic analysis, we present evidence collected from six comparative case sites of Spanish firms in China. Our findings suggest that high performing firms use a dynamic adaptive logic while lower performing firms use a static structural logic. A dynamic adaptive model of strategic human resource management is identified, emphasizing a fluid and informal process between strategy, human resources and international management.

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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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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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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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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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Morgan, P. V., and P. J. Bottrall. "Trends in International Human Resource Management." Asia Pacific Journal of Human Resources 26, no. 1 (February 1, 1988): 46–53. http://dx.doi.org/10.1177/103841118802600105.

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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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Hendry, Chris. "International comparisons of human resource management." International Journal of Human Resource Management 2, no. 3 (December 1991): 415–40. http://dx.doi.org/10.1080/09585199100000075.

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Rowley, Chris, and Malcolm Warner. "Introduction: globalizing international human resource management." International Journal of Human Resource Management 18, no. 5 (May 2007): 703–16. http://dx.doi.org/10.1080/09585190701246566.

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Molander, CF. "Human resource management in international firms." European Management Journal 9, no. 1 (March 1991): 113. http://dx.doi.org/10.1016/0263-2373(91)90064-w.

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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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Jafari, Zahra, and Mohamad Hamed Khanmohamadi. "Relationship between talent management strategy efficiency with attracting, recruiting and developing human resources (case study: Iranian offshore oil company)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 388–95. http://dx.doi.org/10.21511/ppm.14(3-si).2016.12.

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Nowadays, competition between organizations has turned from developing tangible assets into developing intangible assets. Abilities and talents of its human resources and staffing is the most important element of intangible assets of any organization. Contribution to the actual potential of the current forces and special talent recruitment to fill gaps identified in can help organizations to achieve higher productivity in the area of talent management. The investigation aims to find the relationship between performance of talent management strategy with attracting, recruiting and human resources development in Iranian offshore oil company. The study population included 420 HR headquarters in Tehran and the sample based on Cochrane Formula is 200 people. Three questionnaires were used to test hypotheses. Buckingham M. &amp; Vosburgh R. (2001) questionnaire was used to measure talent management; Beardwell I., L. Holden, T. Claydon. (2004) questionnaire was used to measure recruitment (2004) and finally Reuther, Robert (1996) was used to assess the individual development. The results revealed that there is a significant positive relationship between the ability and opportunity to hire human resources in Iranian offshore oil company. In addition, there is a significant positive relationship between the ability, opportunity and skills with the development of human resources. Keywords: talent management, human resource development, human resource recruitment. JEL Classification: M12, O13

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Khumalo, Njabulo. "The role of human resource planning in producing well-resourced employees to public." Problems and Perspectives in Management 16, no. 4 (October 30, 2018): 117–25. http://dx.doi.org/10.21511/ppm.16(4).2018.11.

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The term Human Resource Planning (HRP) can be used to achieve organizational objectives by understanding and planning for employees’ needs in the short, medium and long term in order to deliver desired results. Little research that has been conducted on HRP and most are from the private sector and none to be found in the public sector. This study was conducted in the public institution in South Africa. The literature consulted provides an overview that HRP solves current and future organizational problems by ensuring that the right people are in the right place at the right time. This is achieved by analyzing the current profile of the workforce and comparing it with future needs so that gaps, which need to be filled, can be identified. The paper intended to investigate the extent to which employees are well-resourced to perform their duties in centres of the municipality to the community. The investigation used mixed methods in its data collection. 45 participants participated in responding the self-administered questionnaire and seven participated in one-on-one interviews. The study found that half of employees who are working for the centres of the municipality includes supervisors who lack educational attainments, as they hold only grade 12 and no development was initiated. The study recommended the whole the municipality to establish and implement a promotion policy. All necessary equipment and tools provided were insufficient, as required by the Act, to provide all services to the public.

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Zaharie, Monica, József Poór, Patricia Ratiu, and Codruta Osoian. "International assignments, human capital resources and MNC subsidiary performance in CEE countries." Multinational Business Review 28, no. 1 (December 21, 2019): 65–85. http://dx.doi.org/10.1108/mbr-08-2019-0094.

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Purpose Multinational companies (MNCs) expect the highest return from their locally dispersed units, and thus the factors that impact the success of the subsidiaries have been of great interest to the literature. Building on the resource-based view, this paper aims to explore the effects of a set of contextual resources, in particular, the international staffing (expatriate and inpatriate assignments) and human capital resources on the performance of foreign-owned subsidiaries in Central and Eastern European (CEE) countries. Design/methodology/approach By means of a survey applied on 295 MNC subsidiaries from five CEE countries (Hungary, Romania, Poland, Serbia and the Czech Republic), the paper reveals the main relationships between contextual subsidiary level resources (the in-coming and out-going international assignments, human capital resources at both employee and management level and the human resource knowledge transfer) and the subsidiary performance. Findings This paper brings empirical support for the positive relationship between the MNCs’ contextual resources, in particular, the inpatriate assignments, the human capital resources and the performance of the locally dispersed subsidiaries. The findings show an interaction effect between the inpatriate and the expatriate assignments on the performance of the subsidiaries. The empirical results bring an insight into the understanding of the added value that the out-going inpatriate assignments and the human capital resources have for the global businesses. Research limitations/implications This paper is empirical in nature and calls for further exploration of the topic on larger random MNC samples. The findings of this paper have the potential to improve how the management of the global businesses leverages the inpatriate assignments and human capital resources, thus leading to more value-added to stakeholders. Originality/value The originality of the paper stems from the implementation of the empirical survey in the dynamic but under-researched context of the CEE region. Thus, the findings reveal valuable input about the contribution of the human capital resources at the subsidiary level for the performance of the locally dispersed MNC units in five European developing countries.

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Singh, J. P. "Choosing Human Resources Development Interventions." Vikalpa: The Journal for Decision Makers 14, no. 1 (January 1989): 35–42. http://dx.doi.org/10.1177/0256090919890105.

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Singh argues that top management should examine the managerial culture of the group and the organization before introducing change through human resources development (HRD) interventions. Based on an analysis of 176 seniorlevel Indian managers, Singh identifies significant differences in the dimensions of culture among managerial groups categorized by sector (international, public, and private), education, and age. Based on their value orientation, Singh classifies HRD interventions into three families and recommends the family of HRD interventions most suited to different cultural groups.

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Muscalu, Emanoil, and Silvana Nicoleta Muntean. "Aspects Regarding Human Resources Management Streamlining within National and International Organizations." Procedia Economics and Finance 16 (2014): 173–81. http://dx.doi.org/10.1016/s2212-5671(14)00789-8.

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Barišić, Anton Florijan, Joanna Rybacka Barišić, and Ivan Miloloža. "Digital Transformation: Challenges for Human Resources Management." ENTRENOVA - ENTerprise REsearch InNOVAtion 7, no. 1 (December 8, 2021): 365–75. http://dx.doi.org/10.54820/gtfn9743.

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The global economic situation and need to be better prepared for competitive challenges put pressure on modern companies to shift toward automation and digitalization. As a consequence of rapid technological development and the speed of change and therefore forced transformation of business models and work design, organizations are faced with a need for a massive change of features and an extended role of HR management processes. To be able to drive future organizational performance, HR leaders and professionals are required to make changes in the skills and competencies they have and to acquire and possess new ones. The critical components of a digital transformation strategy that can help achieve a competitive advantage are human capital, intellectual capital, and knowledge. The purpose of this paper is to explore and elaborate on the contemporary position and the changing function of HRM in light of digital transformation. In that sense, a comprehensive analysis of available literature has been conducted addressing the domains of HR planning, reward management, performance management, employee engagement, training and development, health and safety, employee relations, as well as their change under the influence of digital transformation. As the main conclusion of this research, it can be stated that although digitalization, i.e., digital transformation, strongly affects HR practices and procedures specifically by using human resources information systems, the role of HR in contributing to the digitization strategy is not sufficiently emphasized. However, it can be argued that the results of this research represent a valuable contribution to future research and can certainly be an important benchmark for organizations when preparing strategies to respond to the challenges of the digital age. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

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Templer, Andrew J., and R. Jullan Cattaneo. "A Model of Human Resources Management Effectiveness." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 12, no. 1 (April 8, 2009): 77–88. http://dx.doi.org/10.1111/j.1936-4490.1995.tb00080.x.

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Navia, Nivia A., and Bahaudin G. Mujtaba. "Alveolars International Human Resources Faux Pas: Their History And One Managers Influence." Journal of Business Case Studies (JBCS) 4, no. 3 (March 1, 2008): 35–42. http://dx.doi.org/10.19030/jbcs.v4i3.4766.

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The purpose of this case is toinstill inthe reader the importance of human resource management policies and practices and how they contribute to an international companys competitiveness. International Human Resources Management (IHRM) and sound HR practices should be present at all levels within the context of strategic business objectives, culture, and resources management constraints. This case willshowcase Alveolar International, Inc., an international corporationthat specializes in the manufacturing and sales ofdental implants. It will include an overview and history, an analysis of their management constraints,some examples of non-compliance of HR practices within the firm and itseffect on employee morale, and lastly, the actions that should have been taken place from an IHRM perspective. An explanation will be provided as to how these very same blunders could have potentially contributed to the sale of the company and, furthermore, the takeover of Alveolar ina recent merger. The analysis is provided to the reader from the perspective of an employee of the corporation as well as a researcher. It should be noted that for the protection of employers and employees, the identities and names of those involved have been changed.

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KAPTANGİL, KEREM, and İREM KAPTANGİL. "ANALYZING KNOWLEDGE MANAGEMENT THROUGH CONTENT ANALYSIS IN THE LITERATURE ON INTERNATIONAL HUMAN RESOURCES MANAGEMENT." İktisadi ve İdari Bilimler Fakültesi Dergisi 16, no. 1 (June 10, 2014): 67–85. http://dx.doi.org/10.5578/jeas.7505.

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Balfour, A. "A Beginning Focus for Teaching International Human Resources Administration." Journal of Management Education 13, no. 2 (January 1, 1989): 79–89. http://dx.doi.org/10.1177/105256298801300209.

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Lachance, Janice R. "International Symposium of the International Personnel Management Association." Public Personnel Management 29, no. 3 (September 2000): 305–13. http://dx.doi.org/10.1177/009102600002900301.

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The topic that commands our attention today, “Rewards and Recognition,” is one of those issues where we can share and learn from our similarities and our differences. When I have the chance to attend international meetings like this one, I am always struck by how much we have in common. Although cultural differences may distinguish our countries in some ways, the common challenges and common opportunities we share will always bring us together. I think this is particularly true for the human resources management field and for public sector organizations.

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Gong, Yaping, Oded Shenkar, Yadong Luo, and Mee-Kau Nyaw. "Human resources and international joint venture performance: a system perspective." Journal of International Business Studies 36, no. 5 (June 2, 2005): 505–18. http://dx.doi.org/10.1057/palgrave.jibs.8400154.

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Lajili, Kaouthar, Lauren Yu-Hsin Lin, and Anoosheh Rostamkalaei. "Corporate governance, human capital resources, and firm performance: Exploring the missing links." Journal of General Management 45, no. 4 (July 2020): 192–205. http://dx.doi.org/10.1177/0306307019895949.

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This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.

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Zakirova, Alsou, Guzaliya Klychova, Alfiya Yusupova, Valeriya Kirillova, and Ildus Gimadiev. "Human resources planning and auditing in agribusiness." E3S Web of Conferences 91 (2019): 06003. http://dx.doi.org/10.1051/e3sconf/20199106003.

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Human resources and their development exert a considerable impact upon the effectiveness of an enterprises focused on innovative development since the potential of the personnel, its proper management and assessment provide competitiveness, strategic advantages and sustainable growth of the agricultural sector of any economy. To achieve the end goals an organization management must be guided by the rational use of not only financial and material resources but labor force as well. At the same time, workforce management appears to be one of the important areas of strategic development as, in an innovative economy the level of proficiency, knowledge, abilities and competence of an employee, become increasingly demanding. The article presents the procedure for planning personnel audit in accordance with international standards and provides precise matter making possible to be aware of the audit mechanism at the level of a particular economic entity. By means of applying such general scientific techniques as systematic approach, comparative analysis, classification and information integtating the authors have got an insight into the main principles of planning HR audit and scrutinised new requirements for the planning process in view of the fact that the international standards have become effective. With this in view the authors have elaborated the auditor’s working documents making possible to improve the efficiency of personnel audit and coordinate audit procedures with the work of the audited entity’s personnel.

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Schollhammer, Hans. "Human Resource Management in the International Firm." Journal of International Business Studies 21, no. 4 (December 1990): 680–83. http://dx.doi.org/10.1057/jibs.1990.51.

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O’Sullivan, Neil. "Human resource management, strategic and international perspectives." Action Learning: Research and Practice 15, no. 2 (May 2, 2018): 202–6. http://dx.doi.org/10.1080/14767333.2018.1464750.

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Harvey, Michael G., and M. Ronald Buckley. "Introduction: International issues in human resource management." Human Resource Management Review 8, no. 1 (March 1998): 1–3. http://dx.doi.org/10.1016/s1053-4822(99)80036-9.

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Journal articles on the topic 'International Human Resources Management'

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