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Strategic Human Resource Management
TLDR
A Framework for Strategic Human Resource Management (M. Tichy, et al. as mentioned in this paper ) is a framework for strategic human resource management with a focus on the external context of human resources management.Abstract:
ENVIRONMENT, STRATEGY, AND ORGANIZATION. The External Context of Human Resource Management (C. Fombrun). The Organizational Context of Strategic Human Resource Management (N. Tichy, et al.). A Framework for Strategic Human Resource Management (M. Devanna, et al.). THE STRATEGIC ROLE OF THE HUMAN RESOURCE SYSTEMS. Strategic Staffing (E. Miller). Strategic Staffing at Chase Manhattan Bank (C. Borucki and A. Lafley). The Appraisal System as a Strategic Control (G. Latham). STRATEGIC ISSUES IN HUMAN RESOURCES MANAGEMENT. Bringing Human Resources into Strategic Planning: Systems Design Considerations (P. Lorange and D. Murphy). Managing Human Resources in a Declining Context (T. Gimore and L. Hirschhorn). Human Resource Policies for the Innovating Organization (J. Galbraith). HUMAN RESOURCES: THE CEO's PERSPECTIVE. An Interview with Reginald Jones and Frank Doyle (C. Fombrun). An Interview with Edson Spencer and Doston Boyle (N. Tichy). References. Index.read more
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The contribution of a global service provider's Human Resources Information System (HRIS) to staff retention in emerging markets: Comparing issues and implications in six developing countries
TL;DR: The author of this paper concludes that the functionality of global HR systems should be supplemented with local adaptions in order to achieve the best support for staff retention management.
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International performance appraisals: Policies, practices and determinants in the case of Chinese multinational companies
TL;DR: In this paper, the authors developed the Chinese international performance appraisal model by exploring performance appraisal policies and practices and the associated factors in Chinese MNCs, and they revealed that Chinese mNCs adopt different approaches towards different groups, particularly different nationalities and managerial status.
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Managing human resources in Africa: Strategic, organizational and epistemological issues
TL;DR: In an attempt to re-evaluate human resource management in Africa, the authors takes a critical look at the problematic status of organization theory and strategic management and advocates a more appropriate "evolutionary" paradigm which draws from resource-capability approaches and the concept of internal resource heterogeneity.
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Blundering Intruders: Extraneous Impacts on Two Indigenous Food Systems
TL;DR: In this article, the authors examine the impact of fisheries management regimes on Indigenous coastal communities in British Columbia, Canada and Aotearoa New Zealand and highlight the need to recognize this type of constraint on Indigenous peoples' resource use and effective participation in resource management.
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Developing a global mindset: learning of global leaders
TL;DR: This paper explored the requirements of leading in a global environment as perceived by the leaders participating in this study as well as the way these leaders learn and develop their global mindset and found that transcendence, plasticity of the mind (flexibility, thinking differently, rebalancing, openness, having multiple frames of reference), mindfulness, curiosity, and humility emerged as requirements of leadership in the global environment.
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