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105 Alas, R. — Svetlik, I. (2004): Estonia and Slovenia: Building Modern HRM Using a Dualist Approach. In: Brewster, C. — Mayrhofer, W. — Morley, M. (eds): Human Resource Management in
Italian Nurses: A Multilevel Mediation Model. International Journal of Human Resource Management . DOI:10.1080/09585192.2013.826713 Battistelli A
References Al-bahussin , S.A. and El-garaihy , W.H. ( 2013 ). The impact of human resource management practices, organisational culture, organisational innovation and
organizations in Northern Ghana. This paper seeks to answer the question; “What is the magnitude of IT for human resource management in organizations operating within the deprived regions of Ghana?” The main objective of the study finds out if the application of
Investigation on human resource role is progressing, and the influence of fits between human resources and business strategies have been confirmed in various studies. Such influence has also been proven as a good way to acquire organizational competitive advantages and achieve the optimal operating performance. Under such a context, a new variable, Management Innovation, is included in this study to observe the effects of such a practical and changeable variable on strategic orientation and human resource management role.
Top ten businesses in Fujian Province are selected for the questionnaire survey. Total 500 copies of questionnaire are distributed and 376 valid copies are retrieved, with the retrieval rate 75%. The research results show the positive effects of 1. strategic orientation on management innovation, 2. strategic orientation on human resource management role, and 3. management innovation on human resource management role. It expects to verify richer and multiple effects in this study for the reference of successive research and the practice.
Ethical Considerations in Conceptualizing and Implementing Human Resource Management . Journal of Business Ethics 8 ( 8 ): 597 – 606 . De Cieri , H. – Kramar , R. ( 2005 ): HRM in
2001 Brewster, C. (1994): European HRM: Reflection of, or Challenge to, the American Concept? In: Kirkbridge, P. (ed.): Human Resource Management
The article evaluates the influence of a wide range of socio-demographic, job and company-related characteristics on the likelihood of low earnings by applying logistic regression on a broad range of Labour Force Survey data. We evidenced that the average impact of the company-related characteristics is three times stronger than the impact of personal characteristics. We also found that working full-time considerably decreases this risk of low wages, but company-related and personal characteristics (except for the kind of company’s economic activity) have not provided a rent (benefit) from working full-time. The underlying conclusion is that reforms decreasing the size of the low-wage sector in the former transition countries should be focused on targeted employment programmes enhancing transitions to more profitable economic activities instead of possibly maintaining the unprofitable industries at all costs. Additionally, the reforms should be concentrated on introducing employment regulations to harmonise the rules of employment among all contract types, which would put the part-timers and the underemployed on a more equal footing with fulltime workers especially in terms of pension schemes and access to training.
Previous research describes social structure in which employees are embedded as one of the important determinants of intra-organizational career expectations. There are two contradictory arguments in the literature, however. First, social closure of informal relations is supposed to strengthen the intentions of staying. Second, the efficiency and effectivity of the individual social network is assumed to enhance in-house career expectations. This empirical study analyzed data from 44 R&D teams in the Netherlands. Multilevel analysis was used to separate individual and team influences. Results show that the prospects to stay in the R&D team are determined positively by social closure, whereas the expectation to stay in the organization is determined positively by the efficiency and effectivity of individual social networks. The conclusions highlight that different forms of social capital might be important for different types of career perspectives.
Armstrong, M. (2007): A handbook of human resource management practice . London: Kogan Page. Armstrong M. A
