Toward A Model of International Compensation and Rewards: Learning From how Managers Respond to Variations in Local Host Contexts

Managers and researchers recognize that the tensions created by the interplay of globalization and national environments influence the behaviors of multinational enterprises (MNEs). In order to develop a model that is useful for understanding the effects of the global and local host environments on managerial compensation, we undertook a grounded theory building study of managers in several multinationals. We use the information gained to extend two contemporary perspectives of IHRM: national culture, and strategic alignment. We develop the idea that it is the relative degree of variation (flexibility) within the local host context that is critical to understanding managers\u27 ICRS decisions. We present a different, pragmatic experimentation view of managers\u27 ICRS decision making, which we believe offers insights into the effects of the interplay of the MNE pressures to create integrated global systems and the pressures generated within the local host environments

Reforming Public School Systems Through Sustained Union-Management Collaboration

Presents case studies of sustained collaboration between teachers' unions and management in school reform; common elements in initiating events, strategic priorities, supportive system infrastructure, and sustaining factors; and lessons learned

Assessing the Value of International Workers:a Case of Shell Petroleum Development Company in Nigeria

As a result of globalization, many companies, be it corporate, public or international operates on a global scale. With the rise of companies operating in a global village, many companies are also expanding internationally. Mostly, international organizations operating abroad are faced with employees of foreign cultures with an entirely different perspective. Oftentimes, cross-cultural issues arise in the management of the company's human resources (HR). According to Laroche (1998), the rapid globalization of the world's economy has brought forth several changes. In view of this, it is the intention of this non-empirical article to investigate how to assess the international workers, by adopting the latest management trend

Insights from Industry Leaders: A Maturity Model for Strengthening Communication Measurement and Evaluation

Much scholarship has been devoted to identifying barriers that prevent the advancement of communication measurement and evaluation. This research focuses on the characteristics, objectives, and practices of chief communication officers (CCOs) with successful measurement and evaluation programs. Three key dimensions of practice emerged from in-depth interviews: communication executives’ measurement practices and evaluation programs were used to adjust communication strategies; were aligned with other business units; and were integrated with business priority plans. Interviewees also focused on the ability of communication measurement practices and evaluation programs to provide insights for executives, to align communication with the work of other business units, and to connect the organization with the outside environment and stakeholders. This study extends strategic communication scholarship by discussing how overcoming barriers and advancing measurement and evaluation work relates to roles adopted by organizational leaders. This article also offers a preliminary, scalable maturity model that aids in the development, formalization, and optimization of strategic communication measurement and evaluation. This study demonstrates the capacity for communication evaluation to overcome perceived barriers, realize appropriate stature with organizations, and grow communication functions accordingly

Wisdom at Work: Retaining Experienced RNs and Their Knowledge: Case Studies of Top Performing Organizations

Presents seven case studies of top organizations in the healthcare sector and beyond and their proven and innovative strategies for retaining experienced workers. Identifies elements of success, best practices, and lessons for the nursing field overall

Human Resources Strategy: The Era of Our Ways

The purpose of this chapter is to discuss some of the main features and trends in human resources (HR) strategy. Inasmuch as people are among the most important resources available to firms, one could argue that HR strategy should be central to any debate about how firms achieve competitive advantage. But this “people are our most important asset” argument is actually fairly hollow in light of the evidence. Far too many articles on HR start with this premise, but the reality is that organizations have historically not rested their fortunes on human resources. The HR function remains among the least influential in most organizations, and competitive strategies have not typically been based on the skills, capabilities, and behaviors of employees. In fact, as Snell, Youndt and Wright (1996:62) noted, in the past executives have typically tried to “take human resources out of the strategy equation--i.e., by substituting capital for labor where possible, and by designing hierarchical organizations that separate those who think from those who actually do the work.

CAHRS hrSpectrum (May - June 2008)

HRSpec2008_06.pdf: 174 downloads, before Oct. 1, 2020

The View from the Top: How Strategic Human Resource Management Affects the Performance of Initial Public Offering Firms

We study SHRM by taking an organizational level perspective on control over all employees. Drawing from agency theory, control theory, and the resource-based view of the firm, we develop hypotheses regarding the differential effects on firm performance of various overarching approaches to human resource management (HRM) control implemented in small, growing firms. We test our hypotheses in a longitudinal study of 342 firms that went public in 1993. Results support the negative effect of bureaucratic HRM control on market-based measures of performance, while firm-specific HRM control and incentive-based HRM control are related to internal measures of firm growth