(2008), Business process outsourcing: an approach to gain access to world-class capabilities, Business Process Management Journal, Vol. 14, No. 1, p. 23-38. Click R.L. & Duening T. N. (2005), Business process outsourcing: the competitive advantage, New Jersey: John Wiley & Sons, Inc,
How Global Brands Compete. Harvard Business Review, 82(9), 68-75. Raman, A. P. (2003). The Global Brand Face-Off. Harvard Business Review, 81(6), 35-46.
With that in mind, there is a need now to look at HRM from a different perspective so that it can contribute to the achievement of the company aim and objectives. Human Resource Management (HRM) has always played a part in contributing to the success of the company either directly or indirectly. Like other areas of management, HRM is involves in setting policies, formulating plans and trying to make decisions for the benefit of both the company and the staffs. Above all this, the driving force that drives the success of the company is its people. They provide the company with the competitive edge and are the most valuable asset to the company.
Innovation Planning and Design Process: The modern business world is an ever-changing environment that contributes to numerous challenges for companies to enhance stability, profitability, and productivity in every industry or sector. In attempts to keep track with the ever-increasing competitive environment, companies across every sector or industry should develop and implement innovative measures that help them gain competitive advantage over rivals. However, the innovative measure will not only be a one-time affair because of the rapid technological advancements that result in rapid changes in customer preferences. These improvements also lead to complete modernization of the market and business operations. Through innovation, the companies foresee these technological factors to deal with competitors to become successful.
In addition to, an organization cannot build a good team of working professionals without good Human Resource Team. The main point is that HR is often thought of as the place to go for employee disagreement, employee assistance, or compliance issues. However HR is much more than that and top management would make them and their organizations well if they included successful tactics and professionals in their strategic planning by HR Management. There is nothing to lose by doing so, but an
Diversity of Cross-Cultural Management Introduction In the beginning of globalization, organizations have started redefining their approaches of management. It is because of the fast, continual, and uninterrupted change being experienced by organizations in the contemporary period. Organizations have taken into account strategic approaches, which have not only developed their competencies but also prolonged the competitive survival of their businesses. Cross-cultural management is one of such approaches, which organizations, in the recent times have tried. Organizations have tried these approaches and have found proven results for their long-term business sustenance.
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Earlier research by Bhattacharya and Sen (2004) showed that informing stakeholders is the only way to positively influence the attitude and behaviour of stakeholders regarding the organization and its CSR policies and/or business activities. Positively influence of the attitude and behaviour of stakeholders is also important organisations want to attract highly skilled and qualified workers. This is important because “the success of a business ultimately relies on the type of employees who work there (Blackman, 2006, p. 367)”. Person-Organization fit theories play an important role when organizations want to attract new employees. Person-Organization fit, abbreviated as P-O fit, is a popular theory, however its origin is unclear.
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1. Introduction: As a new wealth for the organization, the businesses are noticing that the talent is the treasure of the company. In twenty-first century, organizations are facing the challenges of human capital that are also called “war for talent”(Ashton, and Morton, L. 2005; McKinsey, 1990). As a valuable treasure, talents whom can improve business performance and create contributions to the business become the centre of attention especially under the talent shortage environment. Cappelli (2008) notices that the rising star is worth to fight.