The article deals with the practical application of exclusive and inclusive talent management strategies in order to form and maintain a competitive human resource potential of the company. The features of both exclusive and inclusive talent management strategies were defined and their practical appication in companies of various Lithuaniam industries was studied. The input from the respondents suggests that major companies prefer the inclusive talent management strategy, rather than exclusive. Summing up all the research results, the following conclusions were formulated: the features characteristic to inclusive talent management strategy dominate in the companies of manufacturing, banking, catering, consulting, trade, energy, transport, and agribusiness industries. In the company of technology industry, features of a mixed (having both exclusive and inclusive) talent management strategy are apparent. The company in the construction-engineering industry has the dominating features of exclusive talent management strategy. Inclusive talent management strategy responds to the principles of human potential development-oriented expression and is an important message for the formulation of further insight into talent management, based on the use of internal potential.

https://www.bjrbe.vgtu.lt/index.php/BME/article/download/414/295

Practical application of exclusive and inclusive talent management strategy in companies

https://isiarticles.com/bundles/Article/pre/pdf/7757.pdf

The role of APICS in professionalizing operations management

Toyota is worthy of in-depth study because the company is good at manufacturing (Liker 2004; Sobek and Smalley 2008). Every automotive insider and many consumers are aware of and familiar with Toyota’s stunning success in terms of its reliable products, high productivity and increasing profitability every year (Liker 2004). Toyota became the world’s leading auto manufacturer with approximately 15 % of the global market share in 2005. Toyota’s market value (US$177 billion in 2005) exceeds the combined value of General Motors (GM), Chrysler, and Ford (Morgan and Liker 2006). One reason for this success is the quality of Toyota products. According to the recent U.S. Vehicle Dependability Study published by J.D. Powers and Associates (2013), Toyota motor models earn seven segment awards for higher quality and less problems experienced by car owners. Moreover, Toyota is the most productive company, according to the Oliver Wyman’s (2008) Harbour report on the North American automobile industry. Toyota and Chrysler led the six largest multi-plant auto-makers in total manufacturing productivity, averaging 30.37 labour hours per vehicle (GM averages 32.29 h per vehicle, while Ford averages 33.88 h per vehicle). It is worth noting that Toyota fabricates and assembles a greater percentage of its vehicle parts with its own employees, while the big Three (GM, Ford and Chrysler) purchase many modules and subassemblies from suppliers, thus saving labour. Although productivity gains are essential to a company’s success, it is profitability that keeps the business growing. According to Oliver Wyman (2008), Toyota earned US$922 pre-tax profits per vehicle produced in North America in 2007. In contrast, Ford, GM and Chrysler lost US$1,467, US$729 and US$412, respectively.

The Toyota Way

Private sector action is perceived to be a major source for climate change mitigation and climate change-related data is a major source of information for the involved stakeholder groups. In this article, I investigate the timing of voluntary greenhouse gas (GHG) reporting and corporate stakeholder orientations. To this end, I analyze corporate participation in the best known voluntary initiative in this context, the Carbon Disclosure Project (CDP) at two points in time. These are at the beginning of the CDP in 2003 and once the initiative is a globally institutionalized practice in 2011. I use multinominal logistic regression analysis and focus on corporations listed in the FTSE Global 500 index between 2003 and 2013 (n = 270). These are classified into corporations that started participating early versus those that started participating late. More than half of the corporations in my sample are categorized as early participants. The results of my analysis show that CDP participation is linked to different stakeholder orientations depending on its timing. In 2003, by participating in the CDP right from its start, corporations satisfy the claims of legislature and civil society. In 2011, by participating in the CDP once the initiative is a globally institutionalized practice, corporations satisfy the claims of investors and final consumers. Empirical research on voluntary GHG reporting examines its factors of influence. However, the timing of voluntary GHG reporting and the related stakeholder orientations are not in the focus of the literature. The present analysis elaborates on these issues and suggests recommendations for future research.

Voluntary Greenhouse Gas Reporting: A Matter of Timing?

Duncan J. Watts sostiene que son las personas comunes y no los ?influenciadores? quienes conducen las epidemias sociales. Yoshito Hori predice que los jovenes emprendedores de Japon opacaran a los de China e India. Frederic Dalsace, Coralie Damay y David Dubois proponen marcas que ?al igual que Harry Potter? maduren con sus clientes. Michael Schrage revela el valor oculto de ecuaciones olvidadas hace mucho tiempo. Harry Hutson y Barbara Perry vuelven a colocar a la esperanza en el repertorio ejecutivo. Eric von Hippel destaca a Dinamarca, donde ?la innovacion centrada en el usuario? es una prioridad nacional. Linda Stone detecta un rechazo contra la adiccion a los celulares y BlackBerry. Michael C. Mankins sugiere donde colocar el exceso de efectivo. Ap Dijksterhuis reafirma el valor de consultar una decision con la almohada. Robert G. Eccles, Liv Watson y Mike Willis reportan sobre el nuevo estandar que hara que la informacion financiera sea sustancialmente mas facil de generar, agregar y analizar. Geoffrey B. West cuestiona que las funciones de innovacion mas pequenas sean las mas fecundas. Karen Fraser advierte sobre los consumidores leales que pueden irse por razones eticas. Philip Longman predice el regreso de grandes familias patriarcales y sus efectos en la estrategia de marketing. Rashi Glazer ilustra las implicaciones socioculturales y de negocios de la nanotecnologia. Yoko Ishikura urge a las empresas globales a ?pensar localmente?. Klaus Kleinfeld y Erich Reinhardt exploran la convergencia de la tecnologia de imagen y la biotecnologia y sus enormes beneficios para la atencion medica. Christopher Meyer sugiere enfocarse en que es lo que quiere de su red antes de construir la plataforma. Charles R. Morris sostiene que los costos de salud en EE.UU. estan bajando; es el gasto lo que esta subiendo. Clay Shirky muestra por que los proyectos de fuente abierta tienen exito gracias a sus fracasos. David Weinberger afirma que la responsabilizacion se ha transformado en un ?responsabilismo? supersticioso.

Yoko Ishikura

Papers

Ideas innovadoras para 2007