ASPECTS CONCERNING THE COMPETITION OF BUSINESS OPERATORS IN THE CONTEMPORARY BUSINESS ENVIRONMENT

 AbstractThe competitive, ethical and legal attitude is a powerful element in increasing business development rhythm, but if it is guided towards the level of sublegal and the hits applied to competitors, then it turns into an anti-business, anti-development, anti-cohabitation, anti –productive environment.The competitive, ethical and legal environment is beneficial for economic activity and social development.Regardless of the form in which it takes place, business competition is complex in nature, including the development environment, resources, methods, contestants and competitors, directions, market shares, factors and locations.Competitive complexity includes cultural factors, behaviors, promotional policies, regularities and morality, conjectures and recessions, personnel recruitment and picking up, distribution opportunities and facilities, complex and indispensable utilities, sharing human resources, energy, financial and material resources, policies of selection, cooperation, counteraction, annihilation or removal, procurement policies, dominance in areas or market shares, ingenuity, new products and services, investments and financial availability, capabilities of organization, of presentation, demonstration, of keeping the relations with the consumers

Audit market competition: auditor changes and the impact of tendering

Increased competition within the external audit market and the recent phenomenon of audit tendering has renewed interest in the factors influencing auditor changes. In this paper, a questionnaire instrument is used to elicit perceptions of the factors which influence auditor-client realignments in this new environment and to indicate the relative influence of economic and behavioural factors. Positive, statistically significant associations were found between unsolicited approaches and the consideration of either a change in auditor or the conduct of a competitive tender. Fees are both the most frequently cited reason for considering auditor change and the most frequently cited factor influencing the selection of a new auditor. The chemistry of the relationship with senior audit firm personnel was ranked as more important than service issues in new auditor selection. Several significant associations between the reasons for change and both company size and type of change are identified. In particular, smaller companies, and companies changing from a non-Big Six firm, were more likely to change due to the need for a wider range of services and the influence of third parties. Findings indicated that 55% of auditor changes were effected by means of a tender, with the incumbent auditor having only an 18% chance of retaining the client. The various stages of the tender process appear to be dominated by the finance director, with audit committees having a restricted role. Tenders resulted in significant fee reductions in the year of change

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed

Toward a Strategic Perspective of Human Resource Management

[Excerpt] The current decade has brought yet another transformation in the practice and study of human resource management (HRM). The field, for better or for worse, has discovered, and indeed begun to embrace, a strategic perspective. The intellectual energy currently being invested in discussions of the nature, extent, and desirability of this development is a clear indication that something of significance is afoot. Understand it or not, believe in it or not, like it or not, strategy is well on its way to becoming an important paradigm behind much of what HR professionals do and think

The Effects Of Human Resource Management Practices (Hrm) On Service Innovation In Malaysian Islamic Banks

Objektif kajian ini adalah untuk mengkaji kesan amalan sumber manusia pada inovasi perkhidmatan dalam konteks bank-bank Islam dan secara praktik kajian ini meneliti tiga dimensi amalan HRM: pampasan, prestasi penilaian dan penyertaan. The objective of this study is to examine the effect of human resource practices on service innovation in the context of Islamic banks. This study examines three dimensions of HRM practices: compensation, performance appraisal and participation

On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage

Although managers cite human resources as a firm\u27s most important asset, many organizational decisions do not reflect this belief. This paper uses the VRIO (value, rareness, imitability, and organization) framework to examine the role that the Human Resource (HR) function plays in developing a sustainable competitive advantage. We discuss why some popularly cited sources of sustainable competitive advantage are not, and what aspects of a firm\u27s human resources can provide a source of sustainable competitive advantage. We also examine the role of the HR executive as a strategic partner in developing and maintaining competitive advantage within the firm

Personnel management in East Germany

School of Managemen

New Directions in Compensation Research: Synergies, Risk, and Survival

We describe and use two theoretical frameworks, the resource-based view of the firm and institutional theory, as lenses for examining three promising areas of compensation research. First, we examine the nature of the relationship between pay and effectiveness. Does pay typically have a main effect or, instead, does the relationship depend on other human resource activities and organization characteristics? If the latter is true, then there are synergies between pay and these other factors and thus, conclusions drawn from main effects models may be misleading. Second, we discuss a relatively neglected issue in pay research, the concept of risk as it applies to investments in pay programs. Although firms and researchers tend to focus on expected returns from compensation interventions, analysis of the risk, or variability, associated with these returns may be essential for effective decision-making. Finally ,pay program survival, which has been virtually ignored in systematic pay research, is investigated. Survival appears to have important consequences for estimating pay plan risk and returns, and is also integral to the discussion of pay synergies. Based upon our two theoretical frameworks, we suggest specific research directions for pay program synergies, risk, and survival