Building on a terminology resource – the Irish experience

www.focal.ie is the national database of Irish language terminology. In this paper, we examine: (i) the impact achieved by this resource in the five year period since work commenced; (ii) the possibilities which have arisen from one project over a short time span, to develop sub-projects and related initiatives; and (iii) the advantages and opportunities arising from the creation of one high-quality electronic language resource. The Irish case shows that the development of high-quality resources for a lesser-used language can have interesting and unexpected knock-on effects. We present eight stages and aspects of term planning: preparation/planning; research; standardisation; dissemination; implantation; evaluation; modernisation/maintenance; and training. Fiontar, in its work,has moved from its initial involvement in the dissemination of terminology, to take an active part in other aspects of term planning for Irish: research, standardisation, evaluation, modernisation and training. This has been achieved through editorial and technological development, in partnership with key stakeholders and always from a socioterminological point of view – that is, with an emphasis on terminology as an aspect of language planning and from the point of view of users in particular. Particular projects described include Focal as a term management system and as a user resource; tools for translators; user links to a corpus; the development of a new sports dictionary; and research into subject field headings. Two related projects are the LEX legal terms project for term extraction and standardisation, and the development of terminology for the European Union

Globalisation of HR at Function Level: Exploring the Issues Through International Recruitment, Selection and Assessment Processes

Much of the debate around convergence-divergence is based around comparative analysis of HR systems. However, we need now to combine these insights with work in the field of IHRM on firm-level motivations to optimise, standardise and export HR models abroad. A series of the changes are being wrought on a range of IHRM functions – recruitment, global staffing, management development and careers, and rewards - by the process of globalisation highlighting the difference between globally standardised, optimised or localised HR processes. This paper reports on a study of firm-level developments in international recruitment, selection and assessment, drawing upon an analysis of four case studies each conducted in a different context. Organisations are building IHRM functions that are shifting from the management of expatriation towards supplementary services to the business aimed at facilitating the globalisation process, and this involves capitalising upon the fragmentation of international employees. As HR realigns itself in response to this process of within-function globalisation (building new alliances with other functions such as marketing and IS) the new activity streams that are being developed and the new roles and skills of the HR function carry important implications for the study of convergence and divergence of IHRM practice. Globalisation at firm level revolves around complexity, and this is evidenced in two ways: first, the range of theory that we have to draw upon, and the competing issues that surface depending on the level of analysis that is adopted; and second, the different picture that might emerge depending upon the level of analysis that is adopted. This paper shows that although the field of IHRM has traditionally drawn upon core theories such as the resource-based view of the firm, relational and social capital, and institutional theory, once the full range of resourcing options now open to IHRM functions are considered, it is evident that we need to incorporate both more micro theory, as well as insights from contingent fields in order to explain some of the new practices that are emerging

The functions of visual management

Visual Management has been evolving and effectively employed in some manufacturing and service organisations for a long time. In order to facilitate a cross-industrial learning process and to advance in detailed research the understanding of how the Visual Management concept may serve in an organisation is necessary. The aim of this paper is to identify Visual Management functions and the theoretical base for the construction industry. A detailed literature review and an analysis of the findings were performed accordingly. The necessity of a holistic approach in order to make more use of the Visual Management process and some research opportunities were identified

Dlùth is Inneach: Linguistic and Institutional Foundations for Gaelic Corpus Planning

This report presents the results of a one-year research project, commissioned by Bòrd na Gàidhlig BnG) and carried out by a Soillse Research team, whose goal was to answer the following question: What corpus planning principles are appropriate for the strengthening and promotion of Scottish Gaelic, and what effective coordination would result in their implementation? This report contains the following agreed outcomes: a clear and consistent linguistic foundation for Gaelic corpus planning, according with Bòrd na Gàidhlig’s acquisition, usage and status planning initiatives, and most likely to be supported by Gaelic users. a programme of priorities to be addressed by Gaelic corpus planning. recommendations on a means of coordination that will be effective in terms of cost and management (i.e. an institutional framework

Emotions in business-to-business service relationships

Emotion in business-to-business service relationships regarding cargo services is explored. The service relationship is characterised by mutual trust and cooperation. Contact is mainly via telephone or e-mail with some face-to-face interactions and participants providing a complex, multi-skilled seamless service. Experience rather than training plays a vital role with long-term service relationships built up and maintained. Emotional sensitivity is acquired partly by experience and a repeat customer base but mainly through a genuine desire to help and get to know others. In contrast to the view of emotional labour bringing managerial control or adverse affects to service staff, the emotion engendered by this work is authentic expression bringing personal satisfaction