Literatura académica sobre el tema "Global staffing practices"
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Artículos de revistas sobre el tema "Global staffing practices"
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Ryan, Ann Marie, Darin Wiechmann y Monica Hemingway. "Designing and implementing global staffing systems: Part II?Best practices". Human Resource Management 42, n.º 1 (2003): 85–94. http://dx.doi.org/10.1002/hrm.10066.
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Patel, Parth, Brendan Boyle, Mark Bray, Paresha Sinha y Ramudu Bhanugopan. "Global staffing and control in emerging multinational corporations and their subsidiaries in developed countries". Personnel Review 48, n.º 4 (4 de junio de 2019): 1022–44. http://dx.doi.org/10.1108/pr-07-2017-0211.
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Purpose The purpose of this paper is to examine the control mechanisms used by multinational corporations (MNCs) from emerging economies to manage their subsidiaries in developed countries and their implications for human resource management practices. Design/methodology/approach The paper draws on data collected through in-depth case studies and interviews with senior subsidiary managers of 12 major Indian information technology (IT) MNCs operating in Australia. Findings Indian IT MNCs rely heavily on the use of people-centric controls exerted through global staffing practices (via the transfer of parent-country nationals), which, in turn, influence their subsidiary’s discretion over their HR practices. The use of people-centric controls allows Indian IT multinationals to replicate parent-country HRM practices in their Australian subsidiaries in an ethnocentric manner and significantly leverage the people-based competitive advantages from India through short- and long-term expatriate assignments. Research limitations/implications The study investigates control and HRM practices from a single country and a single industry perspective. It provides an insight into the normative means of control in foreign subsidiaries of MNCs and enhances our understanding by explaining the integrated relationship that control mechanisms (and their people-centric components) have with HRM practices including the global staffing approaches and expatriate management practices of emerging MNCs. Practical implications Indian MNCs are using their business model to leverage the Australian immigration and skilled visa programme to maintain cost advantages. However, the immigration legislation in developed countries needs to be capable of allowing emerging multinational corporations (EMNCs) to maintain such advantages as developed countries seek to attract foreign direct investment from emerging economies. Originality/value The results indicate that the control practices of EMNCs are similar to the controls exerted by MNCs from developed countries. They also show that EMNCs do not adopt a portfolio approach to global staffing, and that the people-centric components of their control have a clear impact on their subsidiaries’ HRM practices.
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Harvey, Michael, Cheri Speier y Milorad M. Novecevic. "A theory-based framework for strategic global human resource staffing policies and practices". International Journal of Human Resource Management 12, n.º 6 (enero de 2001): 898–915. http://dx.doi.org/10.1080/09585190122394.
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Mahajan, Prashant, Chong Shu-Ling, Camilo Gutierrez, Emily White, Benjamin Cher, Elizabeth Freiheit, Apoorva Belle et al. "A Global Survey of Emergency Department Responses to the COVID-19 Pandemic". Western Journal of Emergency Medicine 22, n.º 5 (21 de agosto de 2021): 1037–44. http://dx.doi.org/10.5811/westjem.2021.3.50358.
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Introduction: Emergency departments (ED) globally are addressing the coronavirus disease 2019 (COVID-19) pandemic with varying degrees of success. We leveraged the 17-country, Emergency Medicine Education & Research by Global Experts (EMERGE) network and non-EMERGE ED contacts to understand ED emergency preparedness and practices globally when combating the COVID-19 pandemic. Methods: We electronically surveyed EMERGE and non-EMERGE EDs from April 3–June 1, 2020 on ED capacity, pandemic preparedness plans, triage methods, staffing, supplies, and communication practices. The survey was available in English, Mandarin Chinese, and Spanish to optimize participation. We analyzed survey responses using descriptive statistics. Results: 74/129 (57%) EDs from 28 countries in all six World Health Organization global regions responded. Most EDs were in Asia (49%), followed by North America (28%), and Europe (14%). Nearly all EDs (97%) developed and implemented protocols for screening, testing, and treating patients with suspected COVID-19 infections. Sixty percent responded that provider staffing/back-up plans were ineffective. Many sites (47/74, 64%) reported staff missing work due to possible illness with the highest provider proportion of COVID-19 exposures and infections among nurses. Conclusion: Despite having disaster plans in place, ED pandemic preparedness and response continue to be a challenge. Global emergency research networks are vital for generating and disseminating large-scale event data, which is particularly important during a pandemic.
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Pirrocco, Fiona, Ian Goodman y Michael B. Pitt. "Leveraging Peer Teaching for Global Health Elective Preparation: Implementation of a Resident-Led Global Health Simulation Curriculum". Global Pediatric Health 6 (enero de 2019): 2333794X1985110. http://dx.doi.org/10.1177/2333794x19851108.
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Introduction. As more trainees engage in global health electives, the call for best practices in predeparture preparation grows. However, many residency programs may not have the infrastructure or staffing in place to consistently meet these expectations. Objective. To assess the feasibility, benefits, and limitations of having residents trained to facilitate and implement a global health preparatory simulation curriculum. Approach. In 2016, we had 5 residents undergo online Simulation Use for Global Away Rotations (SUGAR) facilitator training. Since then, we have conducted 3 simulation sessions from 2016 to 2018. Feedback was obtained from 75% of our participants, which was found to be similar to feedback obtained from attending-led models. Lessons Learned. A resident-led global health preparatory curriculum provides a sustainable model for residency programs without placing additional burden on attending faculty.
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McNulty, Yvonne, Helen De Cieri y Kate Hutchings. "Do global firms measure expatriate return on investment? An empirical examination of measures, barriers and variables influencing global staffing practices". International Journal of Human Resource Management 20, n.º 6 (junio de 2009): 1309–26. http://dx.doi.org/10.1080/09585190902909830.
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Lina, Manna Akter. "Impact of Globalization on Human Resource Management". Global Disclosure of Economics and Business 7, n.º 2 (31 de diciembre de 2018): 51–62. http://dx.doi.org/10.18034/gdeb.v7i2.109.
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Globalization has a most important implication for human resource management practice in general. For some, globalization creates pressures for taking best, a transferable set of HRM practices that can spread around the world. It is a force that touches the lives of people living in all countries of the world. In the age of globalization, there is an opportunity to enter new markets, to improved job opportunities and higher remuneration for skilled employees. The challenges are equally numerous. Organizations need to deal with a mature workforce; and they must attract, integrate and maintain multicultural employment pools; human rights and business practices to be successful. The shortage between the demand and supply of talent is likely to increase, notably for high skilled employees and for the next generation of business executives. Global staffing and management of the workforce effectively in diverse culture are the key goals of global human resources. Organizations that manage these challenges effectively will find success and improve the lives of human resources throughout the world.
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Lansbury, Russell D., Chris F. Wright y Marian Baird. "Decentralized Bargaining in a Globalizing Industry". Articles 61, n.º 1 (18 de octubre de 2006): 70–92. http://dx.doi.org/10.7202/013721ar.
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This paper examines the impact of enterprise bargaining on employment relations practices in the Australia automotive assembly sector in the context of the globalization of the industry. While there has been convergence towards lean production principles among the four auto assemblers, arising from global trends, there has also been divergence resulting from enterprise bargaining, among other variables. Strong similarities are apparent between the companies in areas such as work organization, skill formation and enterprise governance, whereas there are differences in remuneration and staffing practices. However, it remains to be seen whether decentralized bargaining will continue to yield greater differentiation in employment relations among the automotive manufacturers in an increasingly globalized industry.
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Peters, Alexandra, Victor Cegarra Palao, Nasim Lotfinejad y Didier Pittet. "WHO Year of the Nurse and Midwife: More clean and educated hands for all". Journal of Infection Prevention 21, n.º 5 (septiembre de 2020): 166–69. http://dx.doi.org/10.1177/1757177420958042.
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For the last 10 years, the World Health Organization has been celebrating World Hand Hygiene Day on the 5th of May, bringing together the global healthcare ecosystem to celebrate hand hygiene. This day was created to raise awareness about the importance of hand hygiene in healthcare settings, as well as to focus on a specific annual topic to be highlighted to a global audience. The World Health Assembly designated 2020 as the Year of the Nurse and Midwife, and the slogan of this year’s 5th of May was “Nurses and Midwifes: Clean Care is in Your Hands”. This 5th of May helped us to highlight the need for increased staffing and hand hygiene training. In this paper we aimed to raise awareness about the global impact linked to adherence to proper hand hygiene practices by nurses and midwives.
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Rao, Pramila. "Investment and collaboration: the Indian model for “best” HRM practices". Journal of Asia Business Studies 10, n.º 2 (3 de mayo de 2016): 125–47. http://dx.doi.org/10.1108/jabs-03-2015-0033.
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Purpose The purpose of this paper is to examine human resource management (HRM) practices of the top 25 companies identified as “best” in India in 2011. This paper provides insights into HRM practices of a leading country in Asia that is playing a very important role in the global economy. Design/methodology/approach This conceptual paper will use for its research analysis the business reports of the Outlook Business Magazine and AON Hewitt. AON Hewitt is a global human resource consulting company and is an established authority in identifying “best” companies in India since 2004. A qualitative content analysis was done of the business report to identify predominant themes. Findings The analysis identified how the “best” 25 Indian companies offer progressive HRM practices that required careful investment and collaboration. This research showcases seven specific HRM themes that include elaborate staffing, investment in learning, work–life balance, egalitarian practices, developmental performance culture, generous benefits and engagement initiatives. Practical implications This paper provides preliminary guidelines for global practitioners who may be interested in doing business in India. It also provides a model of “best” HRM practices adopted by 25 companies that could help other organizations identify successful HRM practices in India. Among the 25 companies, 16 are Indian companies and 9 are subsidiaries of multinationals. Originality/value This paper outlines HRM “best” practices of organizations in an emerging Asian economy that has not been addressed before. This paper hopes to bridge this paucity in the extant literature by showcasing the “best” HRM practices from 25 “best” companies in India. It also provides an Indian model of “best” HRM practices that can be tested by other scholars for future studies.
Tesis sobre el tema "Global staffing practices"
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Bandhakavi, Sri Lalitha. "Diversity Management Policies and Practices : Of a Swedish Electrical Engineering MNC". Thesis, Högskolan Dalarna, Institutionen för kultur och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:du-37575.
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Purpose The purpose of this study is to identify the causes and benefits of workforce diversity in a Swedish electrical engineering multinational corporation. Furthermore, to identify various challenges faced by the managers in diversity management and to find strategies adopted by them to minimize those challenges. Design/Methodology/Approach For this research qualitative method is undertaken. The research was undertaken in two stages. In stage one, an open-ended questionnaire was used to collect primary data from three line-managers and in stage two focused group discussion was conducted with three employees from HR department. The total sample size is six employees working in a Swedish Electrical Engineering MNC. Findings and Conclusions The nature of the business carried by the studied MNC requires continuous innovation and customization of products, which requires employees with diverse knowledge, skills and capabilities. The causes for diversity in the studied organization are because of encouraging internal movement of employees from various subsidiaries to the headquarters and by using various other staffing practises such as inpatriation, global virtual teams, permanent transfers etc. The company is also hiring employees from diverse jobmarkets. The findings from the primary data shows that the studied MNC is benefited from highly diversified work force. However, there are certain challenges faced by managers in managing diversity. The Diversity 360 policy of the company is helping the studied MNC to overcome the challenges in diversity management.
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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 recommandésMultinationals 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
Capítulos de libros sobre el tema "Global staffing practices"
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Kang, Haiying y Jie Shen. "Global Talent Management: International Staffing Policies and Practices of South Korean Multinationals in China". En International Business and Management, 25–48. Emerald Group Publishing Limited, 2016. http://dx.doi.org/10.1108/s1876-066x20160000032019.
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Bartulec, Christine, Rachel Freedman, Amy Hughes, Sanja Janjanin, Bruce McCormick, Wayne Morriss y Andrea Reis. "Organizing Your Environment". En Global Anaesthesia, 21–38. Oxford University Press, 2020. http://dx.doi.org/10.1093/med/9780198809821.003.0002.
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One of the challenges when moving from a high- to low-resource setting is having to take more direct responsibility for your own drugs and equipment than you may be used to. In some circumstances you may be starting from nothing and may have limited time to get ‘up and running’. The chapter focuses on practical aspects of setting up an anaesthetic service in resource-poor locations. It contains sections on the minimum expected standards for drugs, equipment, and staffing. As well the operating theatre environment it also contains sections on setting up an emergency room (ER), critical care area, and recovery area, as well as guidance on triage of patients.
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Bouleuc, Carole y Christine Langenaeken. "Palliative Care and End-of-Life Care". En Breast cancer: Global quality care, editado por Hans Junkermann, Wolfgang Buchberger, Sylvia Heywang-Köbrunner, Michael Michell, Alexander Mundinger, Carol Benn y Sophia Zackrisson, 201–10. Oxford University Press, 2019. http://dx.doi.org/10.1093/med/9780198839248.003.0018.
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Abstract: Quality palliative care requires the integration of palliative care into standard oncological care, an educated workforce, and access to essential drugs. Referral criteria for specialist palliative care include time- and needs-based criteria. Prognostic scores have been constructed to assist in prognostic assessment but remain inaccurate in the individual patient. Patient–clinician communication is essential; guidelines for effective communication have been developed, and communication skills training and early exposure are important. Advanced care planning is of paramount importance for patients and families, since it can reduce aggressiveness of end-of-life care. Barriers to the development of palliative care need to be addressed; a resource-stratified practice guideline has been developed making recommendations for model of care, staffing requirements, roles, and training needs of members. Quality indicators have been developed as well, and these focus mainly on outcome indicators. The movement to legalize assisted dying has met with much controversy, yet this may also be an opportunity for communication, transparency, and accountability.
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Yadav, Sandeep y Latasri Hazarika. "Managing Employee Relations in Multinational Firms". En Advances in Human Resources Management and Organizational Development, 18–44. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3515-8.ch002.
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Employee relations management has become an important intangible asset for the firm in today's employee-centered business environment. The multinational firm (MNCs) operating in various countries or institutional contexts face a unique form of employee relationship management challenges. This chapter focuses on the various employee relation issue in MNCs and provides a conceptual understanding. The chapter identifies language differences in various cultural contexts, staffing mix in various foreign subsidiaries, employee turnover in the global labor market, work-life balance, power conflict between parent firm and subsidiary, and virtual teams management as major employee-relation challenges for MNCs. The chapter explores strategic management of these challenges to have competitive advantages and practical recommendations for the MNCs managers based on the existing literature. Finally, the chapter also provides various gaps in the literature to be explored by future researchers.
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Povalej, Roman y Peter Weiß. "Basics to Develop Web Services for Human Resources". En Encyclopedia of Human Resources Information Systems, 84–91. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch013.
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In this article certain pillars as basics are presented being necessary to develop Web services (W3C, 2007) supporting human resource (HR) processes like assessing, hiring, modeling information systems, staffing, and so forth; by the help of these Web services. Current HR information systems in general do not adequately support tasks related to cross-organizational or global skills and competence management. In the following, the topic is presented which relates to knowledge management especially to “communities of practice,” as well as related topics such as e-skills and ICT (information and communication technologies) professionalism; the latter currently being broadly discussed by experts in Europe. HR managers of a company or an organization are challenged through the need to formalize skills requirements and to continuously monitor the skills demand inside the company. Obtaining ICT skills are not a one-time event. Technological change advances at a high speed and requires that skills need continually to be kept up-to-date and relevant (The European e-Skills Forum [ESF], 2005). During the last years, new concepts have emerged which intend to empower learners and individuals to steer learning processes to a large extent on their own. Learning objectives tend to be increasingly individual in character (ESF, 2005). In this context, providing an appropriate infrastructure which supports the continuing professional development (CPD) of employees is today a key issue.CPD processes require a respective infrastructure encompasses besides qualifications, skills/competence frameworks and body of knowledge, as well required standards for competence, skills, and appropriate career and development services. Standards encompass educational and industry-oriented performance standards which in turn are expressed preferably through a common language as competence and skills standards. The governance and administration of the CPD process require the availability of flexible and personalized certification services which offer the formal validation of individuals’ learning achievements independent of where and how they were acquired.
Actas de conferencias sobre el tema "Global staffing practices"
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Pandzherova, Asya. "THE ROLE OF INFORMATION TECHNOLOGIES AND CORPORATE E-TRAINING FOR THE EMPLOYEES IN BULGARIAN TOURISM INDUSTRY". En TOURISM AND CONNECTIVITY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/tc2020.490.
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The success of the tourism industry as part of the service sector depends on the quality in a great extent, therefore qualified and motivated employees are crucial. Tourism is above all a business for the people, and the quality of the relationship between the employees in the tourism enterprise and the tourists is one of the most important components for the overall tourist experience. Education and training are key factors for the sustainable development of tourism by providing the necessary skills at all levels. Global development and mobility opportunities make it possible for tourism development to outstrip staffing levels. There is a mismatch between the existing education, the vocational training, and the real needs of the sector. At the same time, new challenges arise, and they require continuous training for employees in the sector. The main purpose of the scientific report is to investigate the role of information technologies and corporate e-learning in the Bulgarian tourism industry. Based on the bibliographic review, there was a lack of research on corporate e-learning in the field of tourism in Bulgaria as well as insufficient information on the role of information technologies as part of the training process. The study, the results of which will be presented in the report, identifies existing practices on corporate training and the application of information technologies as part of the training process among the respondents - Bulgarian tourism organizations. The study aims to identify the difference between the possibilities of available information technologies and their real application in the process of corporate training and human resource development in Bulgarian tourism.
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Borisova, A. A., V. A. Snegirev y A. L. Koval. "Staffing of Organizations: Search Channels and Selection Tools". En 2nd International Scientific and Practical Conference “Modern Management Trends and the Digital Economy: from Regional Development to Global Economic Growth” (MTDE 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200502.006.
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Cottey, Andrew. "Linking academia and the ‘real world’ in International Relations". En Learning Connections 2019: Spaces, People, Practice. University College Cork||National Forum for the Enhancement of Teaching and Learning in Higher Education, 2019. http://dx.doi.org/10.33178/lc2019.31.
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This talk will reflect on the challenges of linking academic programmes and teaching, on the one hand, with the policy-makers and practitioners, on the other, with particular reference to the discipline of international relations (which focuses on relations between states, international organisations and global political and socio-economic dynamics). The talk will draw on experience from University College Cork’s Department of Government and Politics, which has an extensive, market-leading work placement programme, and from UCC’s MSc International Public Policy and Diplomacy, which is a new model of international relations masters seeking to bridge academia and the world of policy. Our experience shows that it is possible to link academia and the world of policy and practitioners, but that it is not easy, even in an apparently very policy-oriented discipline, and that it involves significant challenges. The talk will highlight a number of challenges involved in linking the academic study of international relations with the ‘real world’ of international politics: bridging academia and policy/practitioners is not easy in the disciplines of political science and international relations – the two have different needs and, often, different languages; the development and maintenance of work placements and other elements of engagement with policymakers and practitioners involves very significant workload and needs to be properly supported in terms of staffing and infrastructure; and in politics and international relations, the skill sets which policy-makers and practitioners need often differ from those that universities normally provide. Finding the ‘right’ balance between academic disciplinary requirements/standards and the needs of employers is a difficult task.