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human resource management</title> <meta name="description" content="Search results for: sustainable human resource management"> <meta name="keywords" content="sustainable human resource management"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research 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method="get" action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="sustainable human resource management"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 20801</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: sustainable human resource management</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20801</span> Redefining Problems and Challenges of Natural Resource Management in Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amalia%20Zuhra">Amalia Zuhra</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Indonesia is very rich with its natural resources. Natural resource management becomes a challenge for Indonesia. Improper management will make the natural resources run out and future generations will not be able to enjoy the natural wealth. A good rule of law and proper implementation determines the success of the management of a country's natural resources. This paper examines the need to redefine problems and challenges in the management of natural resources in Indonesia in the context of law. The purpose of this article is to overview the latest issues and challenges in natural resource management and to redefine legal provisions related to environmental management and human rights protection so that the management of natural resources in the present and future will be more sustainable. This paper finds that sustainable management of natural resources is absolutely essential. The aspect of environmental protection and human rights must be elaborated more deeply so that the management of natural resources can be done maximally without harming not only people but also the environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=international%20environmental%20law" title="international environmental law">international environmental law</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20rights%20law" title=" human rights law"> human rights law</a>, <a href="https://publications.waset.org/abstracts/search?q=natural%20resource%20management" title=" natural resource management"> natural resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a> </p> <a href="https://publications.waset.org/abstracts/84562/redefining-problems-and-challenges-of-natural-resource-management-in-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/84562.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">275</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20800</span> Digital Sustainable Human Resource Management Model Innovation Based on Dynamic Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Kargar%20Shouraki">Mohammad Kargar Shouraki</a>, <a href="https://publications.waset.org/abstracts/search?q=Naji%20Yazdi"> Naji Yazdi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohsen%20Emami"> Mohsen Emami</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The environmental and social challenges have caused the organizations to put further attention and emphasis on sustainable growth and developing strategies for sustainability. Since human is both the target of development and the agent of development at the same time, one of the most important factors in the development of the sustainability strategy in organizations is the human factor. In addition, organizations have been facing the new challenge of digital transformation which impacts the human factor, meanwhile, undeniably, the human factor contributes to such transformation. Therefore, organizations are facing the challenge of digital human resource management (HRM). Thus, the present study aims to investigate how an HRM model should be so that it not only can help the consideration and of the business sustainability requirements but also can make the highest and the most appropriate positive, not destructive, utilization of the digital transformations. Furthermore, the success of the HRM regarding the two sustainability and digital transformation challenges requires dynamic human competencies, which are addressed as digital/sustainable human dynamic capabilities in this paper. The present study is conducted using a hybrid methodology consisting of the qualitative methods of meta-synthesis and content analysis and the quantitative method of interpretive-structural model (ISM). Finally, a rotatory model, including 3 approaches, 3 perspectives, and 9 dimensions, is presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainable%20human%20resource%20management" title="sustainable human resource management">sustainable human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20human%20resource%20management" title=" digital human resource management"> digital human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%2Fsustainable%20human%20dynamic%20capabilities" title=" digital/sustainable human dynamic capabilities"> digital/sustainable human dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/154237/digital-sustainable-human-resource-management-model-innovation-based-on-dynamic-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/154237.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">118</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20799</span> The Application of System Approach to Knowledge Management and Human Resource Management Evidence from Tehran Municipality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vajhollah%20Ghorbanizadeh">Vajhollah Ghorbanizadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Mohsen%20Asadi"> Seyed Mohsen Asadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mirali%20Seyednaghavi"> Mirali Seyednaghavi</a>, <a href="https://publications.waset.org/abstracts/search?q=Davoud%20Hoseynpour"> Davoud Hoseynpour</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the current era, all organizations need knowledge to be able to manage the diverse human resources. Creative, dynamic and knowledge-based Human resources are important competitive advantage and the scarcest resource in today's knowledge-based economy. In addition managers with skills of knowledge management must be aware of human resource management science. It is now generally accepted that successful implementation of knowledge management requires dynamic interaction between knowledge management and human resource management. This is emphasized at systematic approach to knowledge management as well. However human resource management can be complementary of knowledge management because human resources management with the aim of empowering human resources as the key resource organizations in the 21st century, the use of other resources, creating and growing and developing today. Thus, knowledge is the major capital of every organization which is introduced through the process of knowledge management. In this context, knowledge management is systematic approach to create, receive, organize, access, and use of knowledge and learning in the organization. This article aims to define and explain the concepts of knowledge management and human resource management and the importance of these processes and concepts. Literature related to knowledge management and human resource management as well as related topics were studied, then to design, illustrate and provide a theoretical model to explain the factors affecting the relationship between knowledge management and human resource management and knowledge management system approach, for schematic design and are drawn. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=systemic%20approach" title="systemic approach">systemic approach</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title=" human resources management"> human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a> </p> <a href="https://publications.waset.org/abstracts/42223/the-application-of-system-approach-to-knowledge-management-and-human-resource-management-evidence-from-tehran-municipality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42223.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">376</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20798</span> Linking Corporate Entrepreneurship with Human Resources Management Practices</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=R.%20Maalej">R. Maalej</a>, <a href="https://publications.waset.org/abstracts/search?q=I.%20Amami"> I. Amami</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Saadaoui"> S. Saadaoui</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Within the growing body of literature on corporate entrepreneurship, there is a need to understand the relationship between human resource management and corporate entrepreneurship. This paper outlines the linkage between human resource management practices with corporate entrepreneurship. In response, we propose a review of the literature that is based on a conceptual reading of corporate entrepreneurship, human resource management practices and the relationship between them. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title="human resource management">human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management%20practices" title=" human resources management practices"> human resources management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20entrepreneurship" title=" corporate entrepreneurship"> corporate entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneur" title=" entrepreneur"> entrepreneur</a> </p> <a href="https://publications.waset.org/abstracts/7894/linking-corporate-entrepreneurship-with-human-resources-management-practices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7894.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">422</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20797</span> Exploring the Application of Human Resource Management Bundles: A Case Study </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maniam%20Kaliannan">Maniam Kaliannan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Studies on best practice or “bundles” of human resource management aims at providing a ‘universal solution’ to organizations yet critics challenge this view and place importance on the architecture of human resource processes in response to the dynamic needs of organizations. This paper identifies these best practices and explores how the applications of selected human resource management practices to a case study help solved their human resource problems. The case study includes insights on the problems faced; the approach taken to identify its root causes and explores how selected human resource management practices helped managed the overall predicament. The case study results supports the importance of aligning ‘bundles’ of practices with organizational architecture and ensuring that the architecture of human resource practices evolve with the changing needs of organizations. In addition, a framework based on the events of the case study is proposed to systematically manage their human resources <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bundles" title="bundles">bundles</a>, <a href="https://publications.waset.org/abstracts/search?q=best%20practices" title=" best practices"> best practices</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20architecture" title=" organizational architecture"> organizational architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=framework" title=" framework"> framework</a> </p> <a href="https://publications.waset.org/abstracts/28914/exploring-the-application-of-human-resource-management-bundles-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28914.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">427</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20796</span> The Role of Human Resource Flexibility and Agility in Achieving Sustainable Competitiveness</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Agnieszka%20Leszczynska">Agnieszka Leszczynska</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Flexibility and agility constitute the most dominant features of modern human resource management systems. The former pertains to procedures, practices and competences of human resources, and the latter to the procedures and practices’ effectiveness in dealing with changing conditions in the surrounding environment. The purpose of the paper is to present the relations between the flexibility and agility of human resources and achieving sustainable competitiveness. Based upon hitherto research, we develop a conceptual model that links the constructs together. The conducted study is of theoretical and conceptual nature. Critical literature analysis and the synthesis method were applied. A premise was made that the three dimensions of HR (Human Resources) flexibility (employee skill flexibility, employee behaviour flexibility, and HR practice flexibility) and HR agility affect competitiveness, by increasing the flexibility, creativity of human resources, and improving quality performance, and exert an impact upon the quality of life of employees and social relations. In particular, the agility and flexibility of human resources contribute to the growth of adaptability and strategic orientation, which directly affects the organization's competitiveness. The research results will help to better understand the impact of flexibility and agility related to the HRM (Human Resources Management) system upon the implementation of the concept of sustainable development in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agility" title="agility">agility</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource" title=" human resource"> human resource</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20competitiveness" title=" sustainable competitiveness"> sustainable competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a> </p> <a href="https://publications.waset.org/abstracts/96921/the-role-of-human-resource-flexibility-and-agility-in-achieving-sustainable-competitiveness" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/96921.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">222</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20795</span> Defining Human Resources “Bundles” and Its’ Correlation with Companies’ Financial Performances</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ivana%20Tadic">Ivana Tadic</a>, <a href="https://publications.waset.org/abstracts/search?q=Snjezana%20Pivac"> Snjezana Pivac</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Although human resources are recognized as the crucial companies’ resources and their positive influence on companies’ performances has been confirmed through different researches, scientists are still debating it. In order to contribute this debate, this paper firstly discusses the most important human resource management elements and practices and its influence on companies’ success. Afterwards it defines human resource “bundles” – interrelated and internally consistent human resource practices, complementary to each other, or the most important human resource practices and elements regarding Croatian companies and its human resource management activities. Finally, the paper provides empirical results; more precisely it reveals the relation of the level of development of human resource management function (“bundles”) and companies’ financial performances (using profitability ratios, liquidity ratios, solvency ratios and a group of additional ratios related to employees’ indicators). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=companies%E2%80%99%20performances" title="companies’ performances">companies’ performances</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20bundles" title=" human resource bundles"> human resource bundles</a>, <a href="https://publications.waset.org/abstracts/search?q=multivariate%20statistical%20analysis" title=" multivariate statistical analysis"> multivariate statistical analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing" title=" marketing"> marketing</a> </p> <a href="https://publications.waset.org/abstracts/3191/defining-human-resources-bundles-and-its-correlation-with-companies-financial-performances" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/3191.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">423</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20794</span> Role of Strategic Human Resource Practices and Knowledge Management Capacity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ploychompoo%20Kittikunchotiwut">Ploychompoo Kittikunchotiwut</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines the relationships between human resource practices, knowledge management capacity, and innovation performance. The data were collected by using a questionnaire from 241 firms in the hotels in Thailand. The hypothesized relationships among variables are examined by using ordinary least square (OLS) regression analysis. The findings show that human resource practices have a positive effect on knowledge management capacity. Besides, knowledge management capacity was found to positively affect innovation performance. Finally, the limitations of the study and directions for future research are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20practices" title="human resource practices">human resource practices</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20capacity" title=" knowledge management capacity"> knowledge management capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20performance" title=" innovation performance"> innovation performance</a> </p> <a href="https://publications.waset.org/abstracts/120625/role-of-strategic-human-resource-practices-and-knowledge-management-capacity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/120625.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">304</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20793</span> Organizational Learning Strategies for Building Organizational Resilience</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Stephanie%20K.%20Douglas">Stephanie K. Douglas</a>, <a href="https://publications.waset.org/abstracts/search?q=Gordon%20R.%20Haley"> Gordon R. Haley</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations face increasing disruptions, changes, and uncertainties through the rapid shifts in the economy and business environment. A capacity for resilience is necessary for organizations to survive and thrive in such adverse conditions. Learning is an essential component of an organization's capability for building resilience. Strategic human resource management is a principal component of learning and organizational resilience. To achieve organizational resilience, human resource management strategies must support individual knowledge, skills, and ability development through organizational learning. This study aimed to contribute to the comprehensive knowledge of the relationship between strategic human resource management and organizational learning to build organizational resilience. The organizational learning dimensions of knowledge acquisition, knowledge distribution, knowledge interpretation, and organizational memory can be fostered through human resource management strategies and then aggregated to the organizational level to build resilience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20development" title="human resource development">human resource development</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20resilience" title=" organizational resilience"> organizational resilience</a> </p> <a href="https://publications.waset.org/abstracts/155369/organizational-learning-strategies-for-building-organizational-resilience" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/155369.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">137</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20792</span> Sustainable Water Resource Management and Challenges in Indian Agriculture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rajendra%20Kumar%20Isaac">Rajendra Kumar Isaac</a>, <a href="https://publications.waset.org/abstracts/search?q=Monisha%20Isaac"> Monisha Isaac</a> </p> <p class="card-text"><strong>Abstract:</strong></p> India, having a vast cultivable area and regional climatic variability, encounters water Resource Management Problems at various levels. The agricultural production of India needs to be increased to meet out projected population growth. Sustainable water resource is the only option to ensure food security, especially in northern Indian states, where the ground and surface water resources are fast depleting. Various tools and technologies available for management of scarce water resources have been discussed. It was concluded that multiple use of water, adopting latest water management options, identification of climate adoptable cropping and farming systems, can enhance water productivity and would encounter the fast growing water management and water shortage problems in Indian agriculture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=water%20resource%20management" title="water resource management">water resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable" title=" sustainable"> sustainable</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20management%20technologies" title=" water management technologies"> water management technologies</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20productivity" title=" water productivity"> water productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=agriculture" title=" agriculture"> agriculture</a> </p> <a href="https://publications.waset.org/abstracts/69837/sustainable-water-resource-management-and-challenges-in-indian-agriculture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69837.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">399</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20791</span> Human Resource Development Strategy in Automotive Industry (Eco-Car) for ASEAN Hub</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Phichak%20Phutrakhul">Phichak Phutrakhul</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purposes of this research were to study concepts and strategies of human resource development in the automotive manufacturers and to articulate the proposals against the government about the human resource development for automotive industry. In the present study, qualitative study was an in-depth interview in which the qualitative data were collected from the executive or the executive of human resource division from five automotive companies - Toyota Motor (Thailand) Co., Ltd., Nissan Motor (Thailand) Co., Ltd., Mitsubishi Motors (Thailand) Co., Ltd., Honda Automobile (Thailand) Co., Ltd., and Suzuki Motor (Thailand) Co., Ltd. Qualitative data analysis was performed by using inter-coder agreement technique. The research findings were as follows: The external factors included the current conditions of the automotive industry, government’s policy related to the automotive industry, technology, labor market and human resource development systems of the country. The internal factors included management, productive management, organizational strategies, leadership, organizational culture and philosophy of human resource development. These factors were affected to the different concept of human resources development -the traditional human resource development and the strategies of human resource development. The organization focuses on human resources as intellectual capital and uses the strategies of human resource development in all development processes. The strategies of human resource development will enhance the ability of human resources in the organization and the country. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20development%20strategy" title="human resource development strategy">human resource development strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=automotive%20industry" title=" automotive industry"> automotive industry</a>, <a href="https://publications.waset.org/abstracts/search?q=eco-cars" title=" eco-cars"> eco-cars</a>, <a href="https://publications.waset.org/abstracts/search?q=ASEAN" title=" ASEAN"> ASEAN</a> </p> <a href="https://publications.waset.org/abstracts/12421/human-resource-development-strategy-in-automotive-industry-eco-car-for-asean-hub" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12421.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">470</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20790</span> Integrated Information System on Human Resource Management in Project-Based Organizations </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Akbar%20Farahani">Akbar Farahani</a>, <a href="https://publications.waset.org/abstracts/search?q=Afsaneh%20Hassani"> Afsaneh Hassani</a>, <a href="https://publications.waset.org/abstracts/search?q=Peyman%20M.%20Farkhondeh"> Peyman M. Farkhondeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Human Resource Management as one of the core processes of the project-based companies, despite its key role in the success and competitive advantage, is relatively unknown. In the project-based companies, due to the accelerated movement of knowledge in the work activities and the temporary nature of the project, the need to develop mechanisms for achieving optimal management of this issues is very challenging. Approach to human resource management in these companies evolves with goals, strategies, and operational processes. Therefore, the need for appropriate tools to facilitate implementation of the optimized human resource management in the project is more than before,Which currently with the development of information technology and modern communication, appropriate to address the optimal approach for dynamic management of human resources in the project have been provided.This is done by using the referral system implemented in Mahab GCE that provides 1: the ability to use humans in projects without geographic limitation and 2:information on the activities and outcomes of referrals.Furthermore, by using this system, recording the lessons learned after any particular activity on projects,accessing quantitative information, procedures, documentation of learned practices that have been stored in the data base as well as using them in future projects is provided. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title="human resource management">human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20base%20company" title=" project base company"> project base company</a>, <a href="https://publications.waset.org/abstracts/search?q=ERP" title=" ERP"> ERP</a>, <a href="https://publications.waset.org/abstracts/search?q=referrals%20system" title=" referrals system "> referrals system </a> </p> <a href="https://publications.waset.org/abstracts/15747/integrated-information-system-on-human-resource-management-in-project-based-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15747.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">477</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20789</span> Impact of Human Resources Accounting on Employees' Performance in Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamid%20Saremi">Hamid Saremi</a>, <a href="https://publications.waset.org/abstracts/search?q=Shida%20Hanafi"> Shida Hanafi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In an age of technology and economics, human capital has important and axial role in the organization and human resource accounting has a wide perception to key resources of organization i.e. human resources. Human resources accounting is new branch of accounting that has Short-lived and generally deals to a range of policies and measures that are related to various aspects of human resources and It gives importance to an organization's most important asset is its human resources and human resource management is the key to success in an organization and to achieve this important matter must review and evaluation of human resources data be with knowledge of accounting based on empirical studies and methods of measurement and reporting of human resources accounting information. Undoubtedly human resource management without information cannot be done and take decision and human resources accounting is practical way to inform the decision makers who are committed to harnessing human resources,, human resources accounting with applying accounting principles in the organization and is with conducting basic research on the extent of the of human resources accounting information" effect of employees' personal performance. In human resource accounting analysis and criteria and valuation of cost and manpower valuating is as the main resource in each Institute. Protection of human resources is a process that according to human resources accounting is for organization profitability. In fact, this type of accounting can be called as a major source in measurement and trends of costs and human resources valuation in each institution. What is the economic value of such assets? What is the amount of expenditures for education and training of professional individuals to value in asset account? What amount of funds spent should be considered as lost opportunity cost? In this paper, according to the literature of human resource accounting we have studied the human resources matter and its objectives and topic of the importance of human resource valuation on employee performance review and method of reporting of human resources according to different models. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title="human resources">human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=accounting" title=" accounting"> accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title=" human capital"> human capital</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=valuation%20and%20cost%20of%20human%20resources" title=" valuation and cost of human resources"> valuation and cost of human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=employees" title=" employees"> employees</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization "> organization </a> </p> <a href="https://publications.waset.org/abstracts/25072/impact-of-human-resources-accounting-on-employees-performance-in-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25072.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">548</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20788</span> Prolonging Late Career Phase - a Sustainable Career Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hanna%20Salminen">Hanna Salminen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to the large societal changes in working life, such as retirement reforms, globalization and technological changes, careers are becoming longer, more varied and unpredictable than before. Similar to other new career concepts, such as protean and boundaryless career, a sustainable career concept emphasizes an individual’s active role and agency in managing his/her own career in changing working life. However, the sustainable career concept also underlines the importance of safeguarding and developing human capital over time and thereby fostering continuity. Especially, the theoretical discussion around sustainable careers stresses flexible career choices that meet an individual’s own personal needs, allow work-family balance and promotes continuous learning. Although sustainable careers concern employees at all ages, this study focuses on older employees (aged 50+). So far, the changing nature of careers has been mainly investigated among younger generations, and the changing and prolonging late career phase has received less attention among career scholars. In other words, there is lack of knowledge regarding what constitutes a sustainable career in the late career phase and how the individual, organizational, and societal levels of sustainable career ecosystem are interconnected. The theoretical discussion around sustainable careers is closely linked to the sustainable management of human resources in organizations. In the field of human resource management (HRM), sustainable HRM has received more attention in recent years and it has been seen as a step forward from strategic HRM approach. As a concept, sustainable HRM stresses the long-term focus on organizations’ social, economic, and ecological resources, and the benefits of HRM practices for employees, organizations, and the society at large. However, some HRM scholars argue that the ecological and financial matters have overshadowed the social aspect of sustainability. In this study, the sustainable career and sustainable HRM literature are combined. As a result of an integrative literature review, this study provides new insight, how sustainable late career phase has been understood and conceptualized in sustainable career and sustainable HRM literature. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainability" title="sustainability">sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=career" title=" career"> career</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=ageing" title=" ageing"> ageing</a> </p> <a href="https://publications.waset.org/abstracts/119482/prolonging-late-career-phase-a-sustainable-career-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/119482.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">132</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20787</span> The Research on Human Resource Management Problem of Turkish Fast Food Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mai%20Maitiaili%20Tuerdi">Mai Maitiaili Tuerdi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Turkey is one of the countries in which fast food service is growing increasingly in the world. The emergence of KFC and McDonald's to Turkish market is affecting every aspects of local fast-food services. The Turkey's famous catering companies named "Simit Sarayi" and "Güllüoğlu" are famous for accepting the Western fast food management service and skills in order to increase their market share. Also, they have created their unique management skills in this field. In this paper, through empirical and comparative study method we will analyze the famous Turkish local fast-food companies and western human resource management. We will argue how to create and adapt the human resource management while the company is economically and socially growing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title="human resources management">human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=Turkey" title=" Turkey"> Turkey</a>, <a href="https://publications.waset.org/abstracts/search?q=fast%20food" title=" fast food"> fast food</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/11465/the-research-on-human-resource-management-problem-of-turkish-fast-food-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11465.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">348</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20786</span> Human Resource Management: A Study of Human Resource Practices in 'Maharatna' Central Public Sector Enterprises in India</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shashi%20Pingolia">Shashi Pingolia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper discusses best practices developed and followed by 07 'Maharatna' Central Public sector Enterprises in India. The paper begins with brief analyses of the contribution of ‘Maharatna’ companies in the growth story of India Inc. Progressively; it enlists Human Resource practices and approach of these 'Maharatna' companies in the areas such as Recruitment, Pay structure, Employee Benefits and Development, Rewards and Recognition practices, Performance Management Systems, etc. In the later part of the paper, HR factors that led some of these 'Maharatna' companies from average employers to 'Best Place at Work' are discussed in brief. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=central%20public%20sector%20enterprises%20in%20India" title="central public sector enterprises in India">central public sector enterprises in India</a>, <a href="https://publications.waset.org/abstracts/search?q=Maharatna%20companies%20in%20India" title=" Maharatna companies in India"> Maharatna companies in India</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=best%20place%20to%20work" title=" best place to work"> best place to work</a> </p> <a href="https://publications.waset.org/abstracts/60177/human-resource-management-a-study-of-human-resource-practices-in-maharatna-central-public-sector-enterprises-in-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60177.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">354</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20785</span> A Resource Based View: Perspective on Acquired Human Resource towards Competitive Advantage </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Monia%20Hassan%20Abdulrahman">Monia Hassan Abdulrahman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Resource-based view is built on many theories in addition to diverse perspectives, we extend this view placing emphasis on human resources addressing the tools required to sustain competitive advantage. Highlighting on several theories and judgments, assumptions were established to clearly reach if resource possession alone suffices for the sustainability of competitive advantage, or necessary accommodation are required for better performance. New practices were indicated in terms of resources used in firms, these practices were implemented on the human resources in particular, and results were developed in compliance to the mentioned assumptions. Such results drew attention to the significance of practices that provide enhancement of human resources that have a core responsibility of maintaining resource-based view for an organization to lead the way to gaining competitive advantage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20based%20value" title=" resource based value"> resource based value</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a> </p> <a href="https://publications.waset.org/abstracts/1950/a-resource-based-view-perspective-on-acquired-human-resource-towards-competitive-advantage" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1950.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">391</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20784</span> Relations between Human Capital Investments and Business Excellence in Croatian Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ivana%20Tadi%C4%87">Ivana Tadić</a>, <a href="https://publications.waset.org/abstracts/search?q=%C5%BDeljana%20Aljinovi%C4%87%20Bara%C4%87"> Željana Aljinović Barać</a>, <a href="https://publications.waset.org/abstracts/search?q=Nikolina%20Plazoni%C4%87"> Nikolina Plazonić</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Living today in turbulent business environment forces companies to distinguish from each other, securing sustainable competitive growth and competitive advantage. The best possible solution is to invest (effort and financial resources) within companies’ different practices of human resource management (HRM), more specifically in employees’ knowledge, skills and abilities. Applying this approach companies will create enviable level of human capital securing its economic growth. Employees become human capital for their employers at the moment when they contribute with their own knowledge and abilities in creating material and non-material value of the company. The main aim of this research is to explore the relations between human capital investments and business excellence of Croatian companies. Furthermore, the differences in the level of human capital investments with regard to several companies’ characteristics (e.g. size of the company, ownership and type of the industry) are investigated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20excellence" title="business excellence">business excellence</a>, <a href="https://publications.waset.org/abstracts/search?q=Croatian%20industries" title=" Croatian industries"> Croatian industries</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20capital%20investments" title=" human capital investments"> human capital investments</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a> </p> <a href="https://publications.waset.org/abstracts/21375/relations-between-human-capital-investments-and-business-excellence-in-croatian-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21375.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">362</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20783</span> Influence of Human Resource Management Practices on Agricultural Employees’ Behavior</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20G.%20Abiona">B. G. Abiona</a>, <a href="https://publications.waset.org/abstracts/search?q=O.%20E.%20Fapojuwo"> O. E. Fapojuwo</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20Akinlawon"> T. Akinlawon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study assessed the influence of human resource management practices on agricultural employees’ behavior. Data were collected from 75 randomly selected respondents using a well-structured questionnaire. The mean age of the employees’ was 43.2 years. Major human resource management practices that influence employees behaviors were: In-service training are given to employees on a regular basis (average value of x=3.44), management reward employees who are committed to their job (average value of x =3.41) and reward are designed to encourage wide participation and activity (average value of x=3.41). Also, major employees’ behavior include: Managers and employees’ wants to create better job performance (average value of x=3.13) and administrator provides praise and recognition for effective performance and show appreciation for special effort (average value of x=3.05). Major factors affecting employees’ behavior were: inadequate training (average value of x=2.93), inadequate local and international training (average value of x=2.87), inadequate grants for training programmes (average value of x= 2.81). A significant relationship was found between gender (χ2 = 37.204, P<0.05), educational qualification (χ2 = 59.093, P<0.05), income (r =0.122, P<0.05) and human resource management practices (r = 0.573, P< 0.05) of the respondents and employees’ behavior. Management should encourage employees who are committed to their job through awards and recognition. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title="human resources management">human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=agricultural%20employees" title=" agricultural employees"> agricultural employees</a>, <a href="https://publications.waset.org/abstracts/search?q=behaviour%20research%20institutes" title="behaviour research institutes">behaviour research institutes</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a> </p> <a href="https://publications.waset.org/abstracts/45218/influence-of-human-resource-management-practices-on-agricultural-employees-behavior" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45218.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">253</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20782</span> The Relationships between Human Resource Management and Entrepreneurship: Case Study SME in Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bella%20Llego">Bella Llego</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to investigate the relationships between human resource management and entrepreneurship in the view of owner-managers and employees, and among employees with in the SME in Thailand. The research method used a qualitative method to confirm the phenomenology interest with top management position which women are regarding their career path by using purposive sampling method. The results showed that human resources management has positive relate with the corporate entrepreneurship are including the recruitment process, training worker, professional career development and reward system impact to entrepreneur’s knowledge and innovation of corporate entrepreneurship in respectively to bring a very reliable way. Then, the key informant suggested that women’s career experiences predisposed them to find an alternative route for entrepreneurship, despite having achieved top management. The understanding factors that successfully contribute to the development of women entrepreneurs from career development perspective are critical endeavours for any type of organization as well. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title="entrepreneurship">entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=firm%20performance" title=" firm performance"> firm performance</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20efficiency" title=" work efficiency"> work efficiency</a> </p> <a href="https://publications.waset.org/abstracts/39948/the-relationships-between-human-resource-management-and-entrepreneurship-case-study-sme-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39948.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">270</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20781</span> Satisfaction Level of Teachers on the Human Resource Management Practices</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mark%20Anthony%20A.%20Catiil">Mark Anthony A. Catiil</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Teachers are the principal actors in the delivery of quality education to the learners. Unfortunately, as time goes by, some of them got low motivation at work. Absenteeism, tardiness, under time, and non-compliance to school policies are some of the end results. There is, therefore, a need to review the different human resource management practices of the school that contribute to teachers’ work satisfaction and motivation. Hence, this study determined the level of satisfaction of teachers on the human resource management practices of Gingoog City Comprehensive National High School. This mixed-methodology research was focused on the 45 teachers chosen using a stratified random sampling technique. Reliability-tested questionnaires, interviews, and focus group discussions were used to gather the data. Results revealed that the majority of the respondents are female, Teacher I, with MA units and have served for 11-20 years. Likewise, among the human resource management practices of the school, the respondents rated the lowest satisfaction on recruitment and selection (mean=2.15; n=45). This could mean that most of the recruitment and selection practices of the school are not well communicated, disseminated, and implemented. On the other hand, retirement practices of the school were rated with the highest satisfaction among the respondents (mean=2.73; n=45). This could mean that most of the retirement practices of the school are communicated, disseminated, implemented, and functional. It was recommended that the existing human resource management practices on recruitment and selection be reviewed to find out its deficiencies and possible improvement. Moreover, future researchers may also conduct a study between private and public schools in Gingoog City on the same topic for comparison. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=education" title="education">education</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management%20practices" title=" human resource management practices"> human resource management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction" title=" satisfaction"> satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=teachers" title=" teachers"> teachers</a> </p> <a href="https://publications.waset.org/abstracts/131339/satisfaction-level-of-teachers-on-the-human-resource-management-practices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/131339.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">128</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20780</span> Green Human Recourse Environment Performance, Circular Performance Environment Reputation and Economics Performance: The Moderating Role of CEO Ethical Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Umair%20Ahmed">Muhammad Umair Ahmed</a>, <a href="https://publications.waset.org/abstracts/search?q=Aftab%20Shoukat"> Aftab Shoukat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today the global economy has become one of the key strategies in dealing with environmental issues. To allow for a round economy, organizations have begun to work to improve their sustainability management. The contribution of green resource management to the transformation of the global economy has not been investigated. The purpose of the study was to evaluate the effects of green labor management on the global economy, environmental and economic performance, and the organisation's environmental dignity. We strongly evaluate the different roles of the various processes of green personnel management (i.e., green recruitment, training, and engagement green, as well as green performance management and reward) in organizational operations. We are also investigating the leadership role of CEO Ethical. Our outcome will have a positive impact on the performance of the organization. Green Human Resource Management contributes to the evolution of a roundabout economy without the influence of different external factors such as market demand and commitment. Finally, the results of our research will provide a few aspects for future research, both academic and human. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainability" title="sustainability">sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20human%20resource%20management" title=" green human resource management"> green human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=circular%20economy" title=" circular economy"> circular economy</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title=" human capital"> human capital</a> </p> <a href="https://publications.waset.org/abstracts/148161/green-human-recourse-environment-performance-circular-performance-environment-reputation-and-economics-performance-the-moderating-role-of-ceo-ethical-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148161.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">90</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20779</span> Sustainable Organization for Sustainable Strategy: An Empirical Evidence</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lucia%20Varra">Lucia Varra</a>, <a href="https://publications.waset.org/abstracts/search?q=Marzia%20Timolo"> Marzia Timolo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The interest of scholars towards corporate sustainability has strengthened in recent years in parallel with the growing need to undertake paths of cultural and organizational change, as a way for greater competitiveness and stakeholders’ satisfaction. In fact, studies on the business sustainability, while on the one hand have integrated the three dimensions of sustainability that existed for some time in the economic approaches (economic, environmental and social dimensions), on the other hand did not give rise to an organic construct that puts together the aspects of strategic management with corporate social responsibility and even less with the organizational issues. Therefore some important questions remain open: Which organizational structure and which operational mechanisms are coherent or propitious to a sustainability strategy? Existing studies appear to be fragmented, although some aspects have shared importance: knowledge management, human resource, management, leadership, innovation, etc. The construction of a model of sustainable organization that supports the sustainability strategy no longer seems to be postponed, as is its connection with the main practices of measuring corporate social responsibility performance. The paper aims to identify the organizational characteristics of a sustainable corporate. To this end, from a theoretical point of view the work examines the main existing literary contributions and, from a practical point of view, it presents a business case referring to a service organization that for years has undertaken the sustainability strategy. This paper is divided into two parts: the first part concerns a review of the main articles on the strategic management topic and the main organizational issues raised by the literature, such as knowledge management, leadership, innovation, etc.; later, a modeling of the main variables examined by scholars and an integration of these with the international measurement standards of CSR is proposed. In the second part, using the methodology of the case study company, the hypotheses and the structure of the proposed model that aims to integrate the strategic issues with the organizational aspects and measurement of sustainability performance, are applied to an Italian company, which has some organizational and human resource management interventions are in place to align strategic decisions with the structure and operating mechanisms of the structure. The case presented supports the hypotheses of the model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CSR" title="CSR">CSR</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20leadership" title=" sustainable leadership"> sustainable leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20human%20resource%20management" title=" sustainable human resource management"> sustainable human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20organization" title=" sustainable organization"> sustainable organization</a> </p> <a href="https://publications.waset.org/abstracts/107271/sustainable-organization-for-sustainable-strategy-an-empirical-evidence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107271.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">102</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20778</span> Employees Retention through Effective HR Practices </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Choi%20Sang%20Long">Choi Sang Long</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is vital for Human Resource (HR) managers to address and overcome employees’ turnover intention in their organization. Ability to keep good employees is critical for ensuring success of the organization in future. People are seeking many ways of live that is meaningful and less complicated and this new lifestyle actually has an impact on how an employee must be motivated and managed. Therefore, this paper discusses extensively on the impact of human resource practices that can alter the negative effect on the organization due to high employees’ turnover. These critical practices are employees’ career development, performance management, training and a fair compensation scheme. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=turnover%20intention" title="turnover intention">turnover intention</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20development" title=" career development"> career development</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management" title=" performance management"> performance management</a>, <a href="https://publications.waset.org/abstracts/search?q=compensation" title=" compensation"> compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/14427/employees-retention-through-effective-hr-practices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14427.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">493</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20777</span> The Role of Human Resource Capabilities and Knowledge Management on Employees’ Performance in the Nuclear Energy Sector of Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hakeem%20Ade%20Omokayode%20Idowu">Hakeem Ade Omokayode Idowu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The extent of the role played by human capabilities developments as well as knowledge management on employees’ performance in the nuclear energy sector of Nigeria remains unclear. This is in view of the important role which human resource capabilities could play in the desire to generate energy using nuclear resources. This study appraised the extent of human resource capabilities available in the nuclear energy sector of Nigeria. It further examined the relationship between knowledge management and employees’ performance in the nuclear energy sector. The study adopted a descriptive research design with a population that comprised all the 1736 members of staff of the selected centres, institutes, and the headquarters of the Nigeria Atomic Energy Commission (NAEC), Nigerian Nuclear Regulatory Authority (NNRA), and Energy Commission of Nigeria (ECN) and a sample size of 332 employees was selected using purposive and convenience sampling techniques. Data collected were subjected to analysis using frequency counts and simple regression. The results showed that majority of the employees perceived that they have to a high extent of availability of knowledge (118, 35.5%), credibility (134, 40.4%), alignment (130, 39.2%), performance (126, 38%) and innovation (138, 41.6%) The result of the hypothesis tested indicated that knowledge management has a positive and significant effect on employees’ performance (Beta weight = 0.336, R2 =0.113, F-value = 41.959, p-value = 0.000< 0.05). The study concluded that human resource capabilities and knowledge management could enhance employee performance within the nuclear energy sector of Nigeria. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20capabilities" title="human resource capabilities">human resource capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%20productivity" title=" employees productivity"> employees productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=national%20development" title=" national development"> national development</a> </p> <a href="https://publications.waset.org/abstracts/166393/the-role-of-human-resource-capabilities-and-knowledge-management-on-employees-performance-in-the-nuclear-energy-sector-of-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166393.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">72</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20776</span> Human Resource Management from Islamic Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Qamar%20Ul%20Haq">Qamar Ul Haq</a>, <a href="https://publications.waset.org/abstracts/search?q=Talat%20Hussain"> Talat Hussain</a>, <a href="https://publications.waset.org/abstracts/search?q=Mufti%20Fahad%20Ahmed%20Qureshi"> Mufti Fahad Ahmed Qureshi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> From the Islamic perspective, managing human resource meets various challenges, especially in the modern organizations. The adoption of Western practices in various aspects of management have caused gaps in justice, trustworthy, responsibility and other values of workers in Muslim countries. Thus, the interference of Islamic principles in human resource management (HRM) can be considered as a great solution for treating employees fairly and justly. This research aims to examine the level of Islamic practices in HRM, in which includes recruitment and selection, training and development, career development, performance management and rewards. The paper will analyze the relationships between HRM practices and organizational justice which focus on three elements, which are distributive justice, procedure justice and interactional justice. The data will be collected from selected Malaysian Government-Linked Company (GLC). Convenience sampling will be used to select the respondents for completing questionnaires. This conceptual paper essentially provides organizations with effective ways of understanding and implementing HRM by using Islamic principles. It also can be used as guidance for decision-making and day-today HR activities and will help organization to face uncertainties in the business world as well. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title="human resource management">human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=Islam" title=" Islam"> Islam</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20banking" title=" Islamic banking "> Islamic banking </a> </p> <a href="https://publications.waset.org/abstracts/34669/human-resource-management-from-islamic-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34669.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">440</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20775</span> Human Resource Management in the Innovation Activity in the Republic of Kazakhstan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20T.%20Omarova">A. T. Omarova</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20N.%20Nakipova"> G. N. Nakipova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article discusses the principles of object-oriented human capital development using the technology program. Also the article includes priorities of the strategy of industrial-innovative development of Kazakhstan in conditions of integration activity into the world community. The article shows the tasks of human resource management in the implementation of industrial and innovation development, particularities of Kazakhstan's theory of management staff, as well as due to the specificity of the Kazakhstan authorities. In the article, we have considered the factors which are affecting the people in the organization and also have considered mechanisms of HRM within organization in the conditions of innovative development in Kazakhstan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=programming" title="programming">programming</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20of%20human%20resources" title=" management of human resources"> management of human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=investment" title=" investment"> investment</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20process" title=" innovation process"> innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=HRD%20model" title=" HRD model"> HRD model</a>, <a href="https://publications.waset.org/abstracts/search?q=innovative%20development" title=" innovative development"> innovative development</a>, <a href="https://publications.waset.org/abstracts/search?q=integration" title=" integration"> integration</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=transformation" title=" transformation"> transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=economic%20potential" title=" economic potential"> economic potential</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title=" competitiveness"> competitiveness</a> </p> <a href="https://publications.waset.org/abstracts/5271/human-resource-management-in-the-innovation-activity-in-the-republic-of-kazakhstan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/5271.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">399</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20774</span> The Relationship between Market Orientation, Human Resource Management, Adoption of Information Communication Technology, Performance of Small and Medium Enterprises and Mediating Cash Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Azizah%20Hashim">Azizah Hashim</a>, <a href="https://publications.waset.org/abstracts/search?q=Rohana%20Ngah"> Rohana Ngah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformation of Economic Development is aimed to transform Malaysia to become a high-income developed nation with a knowledge-based economy by 2020. To achieve this national agenda, the country needs to further strengthen its economic development, growth and well-being. Therefore, this study aspires to examine the relationship between market orientation, human resource management and adoption of information communication technology and SMEs performance and cash management as a mediator. This study will employ quantitative approaches. Questionnaires will be distributed to managers and owners in service sectors. The data collected will be analyzed using SPSS and Structural Equation Modelling. Resource Based Theory (RBT) adopts as an integral part of management literature that explains the performance of organizations through building resources and implement of their strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=small%20medium%20enterprises%20%28SMEs%29" title="small medium enterprises (SMEs)">small medium enterprises (SMEs)</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20orientation" title=" market orientation"> market orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=adoption%20of%20information%20communication%20technology" title=" adoption of information communication technology"> adoption of information communication technology</a> </p> <a href="https://publications.waset.org/abstracts/59123/the-relationship-between-market-orientation-human-resource-management-adoption-of-information-communication-technology-performance-of-small-and-medium-enterprises-and-mediating-cash-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59123.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">277</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20773</span> Information Technologies in Human Resources Management - Selected Examples</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Karasek">A. Karasek</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Rapid growth of Information Technologies (IT) has had huge influence on enterprises, and it has contributed to its promotion and increasingly extensive use in enterprises. Information Technologies have to a large extent determined the processes taking place in a enterprise; what is more, IT development has brought the need to adopt a brand new approach to human resources management in an enterprise. The use of IT in Human Resource Management (HRM) is of high importance due to the growing role of information and information technologies. The aim of this paper is to evaluate the use of information technologies in human resources management in enterprises. These practices will be presented in the following areas: Recruitment and selection, development and training, employee assessment, motivation, talent management, personnel service. Results of conducted survey show diversity of solutions applied in particular areas of human resource management. In the future, further development in this area should be expected, as well as integration of individual HRM areas, growing mobile-enabled HR processes and their transfer into the cloud. Presented IT solutions applied in HRM are highly innovative, which is of great significance due to their possible implementation in other enterprises. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-HR" title="e-HR">e-HR</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title=" human resources management"> human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=HRM%20practices" title=" HRM practices"> HRM practices</a>, <a href="https://publications.waset.org/abstracts/search?q=HRMS" title=" HRMS"> HRMS</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technologies" title=" information technologies"> information technologies</a> </p> <a href="https://publications.waset.org/abstracts/30667/information-technologies-in-human-resources-management-selected-examples" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30667.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">351</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20772</span> Research on the Relationship between Localization Strategic Human Resource Management Practices and Firm Performance: A Comparison of Japanese Multinational Enterprise Subsidiaries in Vietnam </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nana%20Weng">Nana Weng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Firstly, based on two diamond models and Value-Rarity-Inimitability-Organization framework, this paper analyzes the Country Specific factors of and firm specific factors which influence subsidiaries’ sustainable competitive advantage. Then, according to the main content of Strategic Human Resource Management (SHRM) research that HRM strategy should fit into corporate strategy, we explained what the SHRM practices should be in the context of localization strategies within Multinational Enterprise (MNE) companies. Then we choose two Japanese MNE subsidiaries in the same industry and tested the hypothesis that localization SHRM practices positively impact on subsidiary’s sustainable competitive advantage, further positively affect firm integrated performance (both financial performance and organizational and organizational performance) lever through High Performance Work Practices (HPWPs) of local employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=localization%20SHRM" title="localization SHRM">localization SHRM</a>, <a href="https://publications.waset.org/abstracts/search?q=firm%20integrated%20performance" title=" firm integrated performance"> firm integrated performance</a>, <a href="https://publications.waset.org/abstracts/search?q=Japanese%20MNE%20subsidiaries" title=" Japanese MNE subsidiaries"> Japanese MNE subsidiaries</a>, <a href="https://publications.waset.org/abstracts/search?q=Vietnam" title=" Vietnam"> Vietnam</a> </p> <a href="https://publications.waset.org/abstracts/85373/research-on-the-relationship-between-localization-strategic-human-resource-management-practices-and-firm-performance-a-comparison-of-japanese-multinational-enterprise-subsidiaries-in-vietnam" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85373.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">380</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=sustainable%20human%20resource%20management&page=2">2</a></li> <li class="page-item"><a class="page-link" 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