Advertisement
| culture in human resource management: The Influence of Culture on Human Resource Management Processes and Practices Dianna L. Stone, Eugene F. Stone-Romero, 2008 It is clear that organizations are becoming more culturally diverse, and a better understanding of multiculturism and its impact on organizations is needed. This book, with contributions from expert academics, is designed to motivate both the further development of models concerned with the influence of cultural diversity on several Human Resource Management processes and practices and the design and conduct of empirical research on the same topic. It primarily focuses on processes and practices that occur at three general phases; the pre-hire phase, the selection phase, and the post-hire phase. An improved understanding of the roles that culture plays in such processes and practices should contribute to both the efficiency and effectiveness of organizations and the performance and well-being of their members. This edited book is appropriate for undergraduate and graduate students in industrial and organizational psychology, human resource management, sociology of work, and cultural diversity within organizations. It can provide a central resource in classes on organizational psychology, strategic human resource management, and global issues in human resource management. Professionals and practitioners who increasingly interact with organizational issues at the global level will find this book essential to their work. |
| culture in human resource management: Cultural Impact on Human Resource Management Richards Macdonald, 2013-05-27 Seminar paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: A, Oxford Brookes University, language: English, abstract: Culture can be defined as a way of living of people which is affected by their values, beliefs, attitude, art and science, modes of perception, thoughts and activities. In this way, culture explains how an individual live and behave in an environment and how his/her thoughts and perception are molded which affect the mutual relationship between individual and environment in which he/she lives. Things were easily manageable with less diversified workforce, but globalization has changed the scenario altogether, and this phenomenon has accentuated the cultural differences within the organization affecting the performance of it. Human resource practices like training, staffing have a significant impact due to cultural differences. Now days, human resource is considered the most significant and difference making aspect of organizations and number of activities are undertaken, and lots of programs are implemented to increase the productivity of employees by supporting and accommodating employees ever changing needs. In this regard, the importance of organizational culture has increased manifold. Number of studies has been taken to assess the impact of culture on human resource management. Corporate culture and national culture both have impact on organization and so on the employee’s performance. Multinational companies are busy promoting corporate culture improving control, integrating and coordinating their subsidiaries spread over the entire globe. Yet these subsidiaries operate in different national culture, creating problems in implementing and accepting unified human resource practices and policies like compensation system, selection and socialization and planning appraisal. In past three decades, corporate culture has earned much attention, and many books such as In Search Of Excellence (Peter & Waterman, 1982) and Corporate Culture (Deal & Kennedy, 1982) have hit the market, and many eager and energetic executives benefitted from such literature. While there are strong evidences to suggest the direct link between companies performance and corporate culture, but such link is still debatable and may be challenged. Every environment demands different strategies, and the true test of organizational culture is to streamline with these strategies. MNC is, therefore, mindful to pay attention to the fitness of corporate culture within their subsidiaries operating in different national cultures to smooth implementation, especially HRM strategy. |
| culture in human resource management: Essentials of International Human Resource Management David C. Thomas, Mila B. Lazarova, 2013-06-28 With increasing globalization comes the need to understand human resource management (HRM) more broadly across countries, cultures, institutions, and organizational types. Designed to help readers explore and understand the key concepts and latest research behind the strategic management of people in organizations that operate in a global context, this accessible book provides concise coverage of HRM concepts, balancing comparative approaches and US and non-US schools of thought. Not limited to the multinational firm, the book reflects the most current knowledge in the field and considers all types of organizations embedded in the global context. Chapter-opening vignettes (short cases) exemplify the chapter’s core topics and show readers how chapter content can be applied. Extensive references make it easy for readers to explore concepts in more depth. |
| culture in human resource management: International HRM Terence Jackson, 2002-05-29 The book takes a cross-cultural approach to the study and practice of human resource management by examining the contributions of different cultures in interaction and discussing academic issues within the context of actual companies and real cultures. Each chapter provides real-life cases together with sample questions that will help readers to draw conclusions from the cases. Each chapter ends with a section on various management implications, together with a section providing useful pointers for students′ further research. International HRM will be recommended reading on courses in international management, international human resource management and cross-cultural management, for advanced undergraduates, postgraduates and MBA students. |
| culture in human resource management: Mergers and Acquisitions Mark E. Mendenhall, 2005 This book examines the dynamics of the sociocultural processes inherent in mergers and acquisitions, and draws implications for post-merger integration management. |
| culture in human resource management: International Human Resource Management Helen De Cieri, 2017-05-15 Since the late 1970s scholars and practitioners of international management have paid increasing attention to the impact of globalisation on the management of human resources across national boundaries. This collection of important articles and essays provides a comprehensive review and critique of developments and future directions in International Human Resource Management. Focusing on three major developments or approaches - Cross-Cultural Management, Comparative HRM and Strategic HRM, the volume explores challenges and opportunities facing researchers, international managers and employees. |
| culture in human resource management: Knowledge, Belief and Culture in Human Resource Management for Hr Practitioners and Entrepreneurs Arbab Akanda, 2015-02-26 THIS BOOK IS FOR THOSE WHO WANT TO MAKE A POSITIVE IMPACT ON THE SOCIETY THROUGH ORGANISATIONS THAT VALUE HUMAN RESOURCES IN THE TRUE SENSE AND SPIRIT |
| culture in human resource management: International Human Resource Management Paul Iles, Crystal L. Zhang, 2013 Understand comparative and cross-cultural issues in International Human Resource Management |
| culture in human resource management: Human Resource Management in International Firms Yves Doz, Paul Evans, Andre Laurent, 1989-10-16 Based on a six-year project at INSEAD, top scholars put these developments into perspective. Written for general managers as well as personnel executives and students of management, this book breaks new ground in helping them to address the emerging challenges of international human resource management. |
| culture in human resource management: Organizational Behaviour and Human Resource Management Carolina Machado, J. Paulo Davim, 2017-10-26 This book focuses on strategic and operational human resources, giving the reader the core curriculum of subjects usually presented in an MBA program specialized in organizational behaviour and human resource management. The topics covered can be applied to a variety of real world business situations. This book aims to contribute to the growth and development of individuals in a competitive and global economy, by covering the latest developments in the field of human resources management. Innovative practices and theories as well as the current policies and practices of HRM are described in this book. |
| culture in human resource management: International HRM Terence Jackson, 2002-07-24 International HRM provides an account and critique of human resource management from a cross-cultural perspective, and explains theories relevant to the decision-making of real managers. |
| culture in human resource management: Leading for Justice Rita Sever, 2021-08-03 Leading in organizations working for justice is not the same as leading anywhere else. Staff expect to be treated as partners and demand internal practices that center equity. Justice leaders must meet these expectations, as well as recognize and address the ways that individuals and organizations inadvertently replicate oppression. Created specifically for social justice leaders, Leading for Justice addresses specific concerns and issues that beset organizations working for social justice and offers practices and models that center justice and equity. Topics include: the role of a supervisor in a social justice organization, the importance of self-awareness, issues of power and privilege, human resources as a justice partner, misses and messes, and clear guidelines for holding people accountable in a manner that is respectful and effective. Written in a friendly, accessible, and supportive tone, and offering discussion questions at the end of each short section to make the book user-friendly for both individuals and teams, Leading for Justice is a book for leaders who want to walk the talk of supporting social justice, in their organizations and in the world. |
| culture in human resource management: Human Resources and Tourism Darren Lee-Ross, Josephine Pryce, 2010 This book combines theoretical and practical aspects of applied human resources management using a critical lens. It is both a descriptive and analytical journey through the tourism sector which, due to its nature, may be described as a relatively deregulated and eclectic industry. In such a context, human resource practice as presented in this book reflects these extremes. |
| culture in human resource management: Aligning Employees with the Organization's Strategic Objectives Wendy Robyn Boswell, 2000 |
| culture in human resource management: Reassessing Human Resource Management Paul Blyton Peter Turnbull, Professor Paul Blyton, Prof Peter J Turnbull, 1992-09-21 Drawing on a wide range of organizational examples, this book brings a new balance to assessing the role and impact of HRM. It looks at the core assumptions of an HRM perspective, and at what happens when organizations seek to implement HRM. The contributors show that there are a number of tensions and contradictions inherent in an HRM concept that raise central issues for practice. They demonstrate that HRM is one approach to employee management that will tend to prevail in certain contexts and conditions rather than universally. Specific themes include: HRM and competitive success; organizational culture and HRM; HRM, flexibility and decentralization; reward management and HRM; HRM, Just-in-Time manufacturing and new technology; HRM and trade unions; HRM as the management of managerial meaning. |
| culture in human resource management: Cross-Cultural Management Veronica Velo, 2011-12-08 If you are employed or studying cross-cultural management—what is culture and to what extent is it important in international business—then you will need to have this book, as it answers these questions through an exploration of the major theories that have been developed in the fields of business anthropology and international management. Dr. Velo also discusses the application of previously analyzed cultural frameworks as a basis for the elaboration of new ideas relating to current issues in organizational behavior. International organizations often deal with relationships between the employee as a socialized individual and the culture of his/her organization, managing in a globalized context, the development and management of cross-cultural teams, and negotiating intercultural with potential conflicts. This outstanding contribution to this field will help explain these relationships, questions, and possible conflicts in the world of cross-cultural management. |
| culture in human resource management: Human Resource Management in China Fang Lee Cooke, 2013-07-03 The approach to managing human resources has changed significantly in China over the last twenty-five years as its transformation from a state planned economy to a market-oriented economy continues. By adopting a broad notion of HRM, while remaining sympathetic to the strong emphasis on relationship management in the Chinese culture, Fang Lee Cooke builds on the foundations of traditional Chinese HRM practice and brings it right up to date, including analysis of currently under-explored issues such as diversity management, talent management, new pay schemes, and performance management. Including extensive first hand empirical data and pedagogical features such as vignettes, case studies, and further reading lists. This book will be of great use on upper level undergraduate, post graduate and MBA courses covering international/Chinese management and HRM as well as appealing to practitioners, students and scholars of Chinese Business, Asian Business and Human Resource Management. |
| culture in human resource management: Managing People Across Cultures Fons Trompenaars, Charles Hampden-Turner, 2004-06-07 Managing People Across Cultures maps out the value of people issues in the organizations of today. It challenges us to ask key questions such as ?How did Human Resource Management (HRM) come to be and what genuine need is there for it?? and ?What should the future direction of HRM be?? Fons Trompenaars and Charles Hampden-Turner spell out their vision for what HRM must do to stay relevant to businesses today. Their view is that people management must embrace the values of entrepreneurship i.e. agility, flexibility and innovation to ensure its continued effectiveness. The authors also argue that workplaces have to become customized to grow and learn as its employees push the boundaries of learning and discovery. Functional barriers also need to be torn down. You will discover that the rightful place for HRM is at the fountainhead of any business; the place where ideas are first generated and mobilized for action. |
| culture in human resource management: Organizations and Management in Cross-Cultural Context Zeynep Aycan, Rabindra N Kanungo, Manuel Mendonca, 2014-02-13 *Winner in the Management and Leadership Textbook Category at CMI Management Book of the Year Awards 2015* An ideal course text for Organizational Behaviour, Human Resource Management or Cross-Cultural Management courses. Chapters present the fundamental theoretical approaches in all key areas including leadership, ethics and change, and then explore them in the context of culture and cross-cultural management. Encourages self-reflection and critical appraisal through a series of questions and scenarios designed to get you thinking like a manager working with an international team. Provides practical guidance on tackling the most complex issues facing managers today. Contains insights into the experiences of real employees working in a multicultural environment. The companion website provides a wealth of additional material to support students and teachers alike. |
| culture in human resource management: Management Techniques for a Diverse and Cross-Cultural Workforce Sharma, Naman, Singh, Vinod Kumar, Pathak, Swati, 2018-02-16 Workforce diversity refers to a strategy that promotes and supports the integration of human diversification in business. By utilizing focused inclusion policies and practices, businesses can guide work environments and create an optimal business culture. Management Techniques for a Diverse and Cross-Cultural Workforce is a critical scholarly resource that examines the emerging work culture to understand the underlying human processes prevalent in modern organizations. Featuring coverage on a broad range of topics, such as gender diversity, workforce trends, and inclusion management, this book is geared towards business owners, managers, entrepreneurs, professionals, researchers, and students seeking current research on diversity management. |
| culture in human resource management: Managing Human Resources in Latin America Marta Elvira, Anabella Davila, 2007-05-07 Presenting a rigorous analysis of HRM trends and strategies in Latin America for academics and professionals, this text provides a general overview, highlights regional characteristics, analyzes the challenges faced and explores key cultural issues of human resources in Latin America. |
| culture in human resource management: The Cultural Fit Factor Lizz Pellet, 2010-04 The Cultural Fit Factor informs HR professionals and other business leaders that when and if an organization has carefully evaluated its belief systems and ensured that employees believe in the same principles and values, it can focus its energy and activity in powerful ways to achieve organizational goals. This must be articulated in clear, consistent terms. The organization must live its values. Employees, potential employers, customers, and vendors know if you mean it--their instincts and intuition tell them instantly if you mean what you say, and your actions show it. If your organization is unclear about its values, or not living them, an incongruence in your employer branding emerges, which undermines your recruitment and retention efforts. You may attract qualified candidates, but qualified candidates that don't mesh with your organization culture tend not to stay long. The Cultural Fit Factor demonstrates how companies with high employee value propositions attract talented, capable employees that fit into their organizations and how they politely but firmly repel those that don't. \Key Features of this Book: provides a critical discussion on how to increase the ROI of recruitment and retention; discusses the influence of sustainability on branding--especially to the younger talent pool; explores the impact of mergers and acquisitions on organizational culture; and includes a practical employment branding tool kit. |
| culture in human resource management: Research Anthology on Human Resource Practices for the Modern Workforce Management Association, Information Resources, 2021-12-30 Human resource departments have been a crucial part of business practices for decades and particularly in modern times as professionals deal with multigenerational workers, diversity initiatives, and global health and economic crises. There is a necessity for human resource departments to change as well to adapt to new societal perspectives, technology, and business practices. It is important for human resource managers to keep up to date with all emerging human resource practices in order to support successful and productive organizations. The Research Anthology on Human Resource Practices for the Modern Workforce presents a dynamic and diverse collection of global practices for human resource departments. This anthology discusses the emerging practices as well as modern technologies and initiatives that affect the way human resources must be conducted. Covering topics such as machine learning, organizational culture, and social entrepreneurship, this book is an excellent resource for human resource employees, managers, CEOs, employees, business students and professors, researchers, and academicians. |
| culture in human resource management: Human Resources Management and Ethics Ronald R. Sims, Sheri K. Bias, 2021-01-01 Human Resources Management and Ethics: Responsibilities, Actions, Issues, and Experiences, explores and provides an in-depth look at the responsibilities, actions, issues and experiences related to HRM and ethics for individual employees, organizations and the broader society. Like other departments in the broader organization HRM professionals will need to increasingly demonstrate how they contribute to an organization’s ethical orientation and overall performance or success. While the ethical challenges, trends, and issues impacting employees, organizations and HRM professionals will continue to change over the years (consider the recent ethical challenges related cybersecurity and data breaches) the bottom-line of organization success is the clear reality that doing the right thing or institutionalizing an ethical culture or character is just as important to various stakeholders. The chapters in this book provide an updated, current and future look at the relationship between HRM and ethics and across various sectors or organizations (i.e. public, private, not-for-profit, academic, etc.). That is, this book discusses the ever evolving role of HRM professionals to include discussion of how the profession continues to take on more responsibility for developing and institutionalizing an ethical culture in their organizations, industries and the broader society. The book also contributes to the need for ongoing dialogue, discussion or insights offered by HRM experts on what HRM professionals and their organizations can do in the face of ethical expectations, challenges and scandals. In the end, the book is intended to increase our understanding of the ethical responsibilities, actions, issues and experiences that arise both within HRM and in HRM’s interactions with individuals and organizations. |
| culture in human resource management: Global Diffusion of Human Resource Practices John J. Lawler, Gregory S. Hundley, 2008-06-30 The competitive forces generated by globalization act to promote the cross-national diffusion of human resource management 'best practices'. This book contains papers from authors in Europe, Asia, Africa, and US who explore diffusion in a variety of national contexts. |
| culture in human resource management: Managing Cultural Diversity Heijden B. van der, 2011 Looks at the way teams work, how people managed in organizations, and how it can understand the impact of organizational and national cultures. Includes a range of topics including team dynamics, managing human resources, and managing. |
| culture in human resource management: The Power of Company Culture Chris Dyer, 2018-02-03 WINNER: Independent Press Award 2018 - Business General Category Culture is the foundation for success in any organization. It's no coincidence that the companies with the strongest cultures not only consistently top the leaderboards of best places to work but also have the most engaged workforces, are the most in-demand employers and have the strongest financial performance. The Power of Company Culture debunks the myth that a remarkable company culture is something that a business either has or hasn't and shows how any company of any size can implement and maintain a world-class culture for business success. Structured around the seven pillars of culture success, The Power of Company Culture shows how to develop a company culture that improves productivity, performance, staff retention, company reputation and profits. Packed full of insights from leading practitioners at the forefront of developing outstanding company cultures including Michael Arena, Chief Talent Officer at General Motors, and Shari Conaway, Director of People at Southwest Airlines, this is essential reading for all HR Managers and business leaders who are responsible for building, monitoring and managing culture in their organizations. |
| culture in human resource management: The Oxford Handbook of International Business Alan M. Rugman, 2010-08-26 As globalization explodes, so has international business scholarship. This second edition of the Oxford Handbook of International Business synthesises all the relevant literature of the last 40 years in 28 original chapters by the world's most distinguished scholars. Reflecting the changes and development in the field since the first edition this new edition has a changed structure, all the chapters have been updated to take account of the latest scholarship, and five new chapters freshly written. The Handbook is divided into six major sections, providing comprehensive coverage of the following areas: · History and Theory of the Multinational Enterprise · The Political and Regulatory Environment · Strategy and International Management · Managing the MNE · Area Studies · Methodological Issues These state of the art literature reviews will be invaluable references for students in business schools, social sciences, law, and area studies. |
| culture in human resource management: Cross-cultural Management Nigel Holden, 2002 Advanced undergraduate and postgraduate students and researchers in international business, international management and cross-cultural management, and all concerned with the transfer of knowledge in the global economy. It will also be a valuable source of concepts and ideas to cross-cultural trainers and to various categories of practitioners within knowledge management and international human resource management. This book forges a break with the concept of culture that has dominated management thinking, education, and research for several decades. Culture, rather than being presented as a source of difference and antagonism, is presented as a form of organisational knowledge that can be converted into a resource for underpinning core competence. This perspective based on extensive research into the operations of four major international corporations, challenges traditional thinking by contending that cross-cultural management is a form of knowledge management. Key to this text are the four global case companies contrasting experiences, presented as insightful case studies about rarely observed aspects of firms cross-cultural communication behaviour. |
| culture in human resource management: Managing Human Resources in the Middle-East Pawan S. Budhwar, Kamel Mellahi, 2006-08-21 This book presents the HRM scenario in a number of countries in the Middle East, highlighting the growth of the personnel/HR function, the dominant HRM system(s) in the area and the challenges faced. |
| culture in human resource management: Essentials of International Human Resource Management Lazarova, Mila, Thomas, David C., Farndale, Elaine, 2021-09-09 The revised and fully updated second edition of this textbook illustrates the multi-layered knowledge accumulated in the field of international human resource management, developing understanding of the strategic management of people in organizations in a global context. It integrates comparative approaches to human resource management, extending beyond traditional coverage of the field to provide a broader overview of contemporary cultural, institutional and organizational challenges. |
| culture in human resource management: Readings and Cases in International Human Resource Management and Organizational Behavior B. Sebastian Reiche, Günter K. Stahl, Mark E. Mendenhall, Gary R. Oddou, 2012-04-23 Readings and Cases in International Human Resource Management and Organizational Behavior, 5th Edition examines cross-cultural interactions between people, cultures and human resource systems in a wide variety of regions throughout the world. This is truly a Global collection. Features include: * new readings and case studies positioned alongside trusted ‘tried and true’ readings and cases from past editions * a companion website featuring supplemental material and teaching notes to enhance instructors’ abilities to use the readings and cases with their students. Written to enable students to meet the international challenges that they face every day and to sensitize them to the complexity of human resource issues in the era of globalization, this text is a vital resource for all those studying international human resource management. |
| culture in human resource management: Routledge Handbook of Human Resource Management in Asia Fang Lee Cooke, Sunghoon Kim, 2017-09-11 Human Resource Management (HRM) is fundamentally shaped by institutional and cultural factors, such as the different political environments and social philosophies of particular countries and regions. By examining the various organizational aspects of business life and systems of people management in Asia, the study of HRM across the continent can, therefore, give us a greater understanding of Asian societies, as well as the contemporary world of work more generally. This handbook provides an up-to-date and intellectually engaging overview of HRM in the Asian context. Distinctive in its comprehensive coverage of traditional as well as emerging topics of HRM, it analyzes important themes, such as the regulatory framework for work and employment, religiosity, family business, and gender. Using a comparative approach, it also effectively highlights the unique features of each country’s attitudes towards HRM. Covering a range of themes and case studies, sections include: • Institutional and cultural contexts, • Labour regulation and industrial relations, • Thematic and functional HRM, • HRM in selected Asian countries, such as China, Japan, Vietnam, India, and Singapore. Written in a highly accessible style, this book will be useful to students and scholars of Human Resource Management, Asian Business, Economics, and Sociology. Chapter 15 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license. |
| culture in human resource management: Human Resource Management P B Beaumont, 1993-09-20 This major textbook meets the clear need for a substantial but accessible introduction to the practice of human resource management (HRM) within the context of relevant theory and current debates. In a discussion that ranges from the strategic and policy aspects of HRM to the day-to-day processes of employee management, the author identifies and explores key concepts and skills. Distinctive features of the book include: a focus on issues of direct relevance to all line managers, not just to human resource specialists; a combination of a knowledge-based approach with a practical introduction to the most important skills; numerous examples, encapsulating concepts and techniques in clear tables, and a teaching appendix of discuss |
| culture in human resource management: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change. |
| culture in human resource management: Transformational Culture David Liddle, 2021-09-03 SHORTLISTED: Business Book Awards 2022 - People, Culture & Management category Company culture is the foundation of business success. Strong culture drives an average of four times more revenue growth, 12% more productivity and half the employee turnover rate. Driven by global health, economic and environmental emergencies and rising social justice and employee activism, organizations are urgently seeking a new cultural model which will enable them to thrive. Transformational Culture provides a blueprint for a fair, just, inclusive, sustainable, and high performing organization. With a foreword from Dave Ulrich and expert analysis of the benefits of a people-focused and values lead organization, it provides 8 transformational enablers to deliver individual, team and business success. Guidance is also included on how to tackle toxic cultures and behaviours, how to shift the dial from retributive to restorative justice, and how to develop humane and human HR and management systems. The book offers practical guidance for HR professionals and business leaders on how to redefine their culture and to embed a unique, practical framework to assist with the resolution of concerns, complaints, and conflicts at work. Tried and tested toolkits and templates plus case studies from organizations who have successfully implemented this approach including London Ambulance Service, Aviva, The FT and British Retail Consortium are contained within Transformational Culture making this an invaluable guide for anyone wishing to put their people and their values first. |
| culture in human resource management: A Dictionary of Business and Management Jonathan Law, 2009-01-01 This wide-ranging and authoritative dictionary contains 7,000 entries covering all areas of business and management, including marketing, organizational behaviour, business strategy, law, and taxation. Written by a team of experts, it features the very latest terminology, for example, the recent vocabulary associated with structured finance and the associated subprime lending crisis, including collaterized debt obligation and special purpose vehicle. The new edition of this established bestseller dispels modern financial and management jargon, defining entries in a clear, concise, and accessible manner. It contains US business terms, general management concepts (e.g. competence, knowledge management), named theories (e.g. Tannenbaum and Schmidt, Blake and Mouton) as well as expanded coverage of the contemporary theory of the firm and human resources. New terms are included from the fast-moving areas of current affairs (e.g. MiFID), Internet business and information technology and there is full coverage of the new Companies Act. With recommended web links for many entries, accessible and kept up to date via the Dictionary of Business and Management companion website, this edition is more informative than ever. This A-Z reference work is essential for business students, teachers and professionals, and useful for anyone needing a guide to business terminology. |
| culture in human resource management: What Great Brands Do Denise Lee Yohn, 2014-01-07 Discover proven strategies for building powerful, world-class brands It's tempting to believe that brands like Apple, Nike, and Zappos achieved their iconic statuses because of serendipity, an unattainable magic formula, or even the genius of a single visionary leader. However, these companies all adopted specific approaches and principles that transformed their ordinary brands into industry leaders. In other words, great brands can be built—and Denise Lee Yohn knows exactly how to do it. Delivering a fresh perspective, Yohn's What Great Brands Do teaches an innovative brand-as-business strategy that enhances brand identity while boosting profit margins, improving company culture, and creating stronger stakeholder relationships. Drawing from twenty-five years of consulting work with such top brands as Frito-Lay, Sony, Nautica, and Burger King, Yohn explains key principles of her brand-as-business strategy. Reveals the seven key principles that the world's best brands consistently implement Presents case studies that explore the brand building successes and failures of companies of all sizes including IBM, Lululemon, Chipotle Mexican Grill, and other remarkable brands Provides tools and strategies that organizations can start using right away Filled with targeted guidance for CEOs, COOs, entrepreneurs, and other organization leaders, What Great Brands Do is an essential blueprint for launching any brand to meteoric heights. |
| culture in human resource management: The Fourth Industrial Revolution Klaus Schwab, 2017-01-03 World-renowned economist Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, explains that we have an opportunity to shape the fourth industrial revolution, which will fundamentally alter how we live and work. Schwab argues that this revolution is different in scale, scope and complexity from any that have come before. Characterized by a range of new technologies that are fusing the physical, digital and biological worlds, the developments are affecting all disciplines, economies, industries and governments, and even challenging ideas about what it means to be human. Artificial intelligence is already all around us, from supercomputers, drones and virtual assistants to 3D printing, DNA sequencing, smart thermostats, wearable sensors and microchips smaller than a grain of sand. But this is just the beginning: nanomaterials 200 times stronger than steel and a million times thinner than a strand of hair and the first transplant of a 3D printed liver are already in development. Imagine “smart factories” in which global systems of manufacturing are coordinated virtually, or implantable mobile phones made of biosynthetic materials. The fourth industrial revolution, says Schwab, is more significant, and its ramifications more profound, than in any prior period of human history. He outlines the key technologies driving this revolution and discusses the major impacts expected on government, business, civil society and individuals. Schwab also offers bold ideas on how to harness these changes and shape a better future—one in which technology empowers people rather than replaces them; progress serves society rather than disrupts it; and in which innovators respect moral and ethical boundaries rather than cross them. We all have the opportunity to contribute to developing new frameworks that advance progress. |
| culture in human resource management: The Culture Engine S. Chris Edmonds, 2014-09-22 An organizational North Star, codifying valued behaviors for optimal performance The Culture Engine shows leaders how to create a high performing, values aligned culture through the creation of an organizational constitution. With practical step-by-step guidance, readers learn how to define their organization's culture, delineate the behaviors that contribute to greater performance and greater engagement, and draft a document that codifies those behaviors into a constitution that guides behavior towards an ideal: a safe, inspiring workplace. The discussion focuses on people, including who should be involved at the outset and how to engage employees from start to finish, while examples of effective constitutions provide guidance toward drafting a document that can actualize an organization's potential. Culture drives everything that happens in an organization day to day, including focus, priorities, and the treatment of employees and customers. A great culture drives great performance, and can help attract and retain great talent. But a great culture isn't something that evolves naturally. The Culture Engine is a guide to strategically planning a culture by compiling the company's guiding principles and behaviors into an organizational constitution. Decide which behaviors and attitudes are desired in the organization Secure leader commitment to planning, drafting, and implementing the document Learn the most effective way to socialize the draft statement and get everyone on board Model desired behaviors to boost employee engagement throughout the process Organizational culture is not an amorphous thing – it comes down from the top, inspired and exemplified by the leadership. It can steer a company up or down, keep it on mission or force it off-course. For an organization to fulfill its potential, the culture must be on-point, truly reflecting the heart of the company from leaders to team members across the company. The Culture Engine helps leaders define the playing field, pushing performance to the next level. |
THE ROLE OF ORGANIZATIONAL CULTURE IN HUMAN RESOURCE MANAGEMENT
In the specific organizational culture research authors have used two different research instruments based on similar theoretical concepts. It can therefore be assumed that the … See more
THE INTERPLAY BETWEEN ORGANIZATIONAL CULTURE AND …
This article explores the intricate relationship between organizational culture and human resources (HR), highlighting how a well-aligned culture enhances HR practices and, in turn, …
Human Resource Management in Cross-Cultural Contexts: …
This paper analyzes the meaningfulness of standardized human resource man- agement practices across different organizational contexts and cultures. It discusses which dimensions …
STRATEGIC HUMAN RESOURCE MANAGEMENT - Theseus
The aim of the thesis is to examine the concepts of culture and human resource management separately and also examine how Strategic Human resource management practices are …
Managing Cultural Diversity in Human Resource Management …
Mar 20, 2012 · three primary practices of Human Resource Management (HRM); Training, Designing job and Recruitment. The thesis will first give the definitions of diversity and cultural …
CULTURE AND HRM- APPLICATION OF HOFSTEDE’S …
Each country has its distinct culture and working style so, organizations have to work according to host country’s culture to manage their human resources.
CULTURAL INFLUENCES IN HUMAN RESOURCES MANAGEMENT
Employees come from everywhere, cultural differences do exist and, consequently, human resources management has to cope with these differences. Understanding people means …
THE ROLE OF HUMAN RESOURCES IN SHAPING …
High-performance human resource management practices and readiness for change: An integrative model including affective commitment, employees’ performance, and the …
Impact of Organizational Culture on Human Resource …
that organizational culture could be the means of keeping employees in line and acclimatizing them towards organizational objectives. Deal and Kennedy, (1982) recognizes the link between …
IMPACT OF ORGANIZATIONAL CULTURE ON HUMAN …
Organizational culture is helping to provide opportunity and broad frame for the development of human resources management skills in an organization which is driven by ethical values. An …
Research on Corporate Culture Building and Human Resource …
Mar 30, 2023 · Human resource management based on the construction of corporate culture can help enterprises build a perfect corporate culture, and can also further improve the overall …
02. The Effect of Culture on Strategic Human Resource …
human resource management practices will be presented. This study will provide valuable insights for management to recognize the impact of national culture and evaluate its impact on the …
CORPORATE CULTURE AND HUMAN RESOURCE …
Abstract: Corporate culture of multinational companies poses different challenges for both managers and scholars in the understanding of the intersection of social culture and …
Cultural and Institutional Context of Global Human Resource …
• describe the basic characteristics of culture and explain how cultural dimensions can be used in global HRM, • describe how the institutions of society can shape HRM policies and procedures,
The Impact of Human Resource Management Practices, …
resource management (HRM) practices, knowledge management capabilities, organizational culture, organizational performance, and organizational learning have been implemented in the …
The Influence of Culture on Human Resource Management …
examine cultural influences across three human resource management activity phases?from pre-selection to selection to post hire. The book begins with a very strong opening chapter by …
Cross-Cultural Project on Human Resource Management: An …
In this study, will have a clear concept of cross cultural human resource management and conceptual framework to overcome the cross culture in the international projects by managing …
The Role of Human Resource Management in Business
1 Explain how human resource management (HRM) reinforces organizational culture. 2 Describe how HRM supports high-performance work systems. 3 Describe the five standards that help us …
The Role of HR in organizational Culture and Knowledge …
The study examines the relationship between knowledge management and organizational culture and how this relationship determines the role and expectations of the HR function in driving …
The Role of Human Resource Management in Business
1 Explain how human resource management (HRM) reinforces organizational culture. 2 Describe how HRM supports high-performance work systems. 3 Describe the five standards that help us …
THE ROLE OF ORGA…
The present study examines organizational culture in a …
THE INTERPL…
This article explores the intricate relationship …
Human Resourc…
This paper analyzes the meaningfulness of standardized …
STRATEGIC HUMAN …
The aim of the thesis is to examine the concepts of …
Managing Cultural D…
Mar 20, 2012 · three primary practices of Human …
