Principles and Practice of Human Resource Management in Global Contexts

  Introduction The expression "human capital management" (HCM) describes a collection of practices that transform conventional HR duties into chances for the company to enhance productivity, interest, and income. By appropriate management and sufficient investment, HCM is dedicated to optimizing the value of human capital as rather than estimating the cost of maintaining human resources. As defined by Baron, A & Armstrong, M,(2007) , HCM is concerned with obtaining, analyzing and reporting on data which informs the direction of value-adding people management strategic, investment and operational decisions at corporate level and at the level of front-line management. It is, as Kearns,(2005 )  emphasized, ultimately about value.   The concept of human capital Intellectual capital and human capital are produced, retained, and used by individuals. Their contacts with one another (social capital) enhance their knowledge, which in turn produces the institutional...

  Introduction The objective of knowledge management is to preserve and disseminate the experience, knowledge, and skill that an organization has acquired on its procedures, methods, and activities. It perceives knowledge as a vital resource. As Ulrich, (1998) pointed out, ‘Knowledge has become a direct competitive advantage for companies selling ideas and relationships The concept of knowledge What people comprehend about objects, theories, concepts, ideas, procedures, practices, and "the way we do things around here" is referred to as knowledge. It can be characterized as "know-how" or, in more specialized cases, "expertise." Blackler, (1995) noted that ‘Knowledge is multifaceted and complex, being both situated and abstract, implicit and explicit, distributed and individual, physical and mental, developing and static, verbal and encoded.’ Explicit and tacit knowledge The role of explicit knowledge relates to a series of changing technological ...

Introduction The Organizations are currently actively using a variety of downsizing strategies, including hiring freezes and layoffs, to proactively cut their workforce in anticipation of an impending economic downturn. The crucial task of successfully managing the downsizing process then falls to the human resources department. This involves reducing any potential legal, moral, and social risks associated with layoffs, such as by assisting impacted workers in better managing the stress that follows and giving remaining staff members the tools, they need to continue producing. Not much is done to relieve stress so that the surviving employees of the firm may more effectively handle their new conditions, even if the majority of corporations concentrate only on carrying on with business operations following layoffs and minimizing legal and public relations concerns Figure 1 /one way of organizational downsizing  (Sources: https://www.hrinasia.com/branding/dos-and-donts-for-hr-mana...

  Introduction Corporate social responsibility (CSR) activities have become growing in importance in today's changing business landscape. These programs seek to incorporate ethical behavior, community involvement, and environmental principles into business operations. HR specialists are essential to the development and execution of CSR initiatives in businesses. HR departments can promote positive social impact and improve the general well-being of their workforce by integrating employee wellness and engagement with company social responsibility (CSR).               Figure  1 /Sustainability development with CSR Understanding corporate social responsibility (CSR) A company's attempts to conduct business in an ethical and sustainable manner are included in its corporate social responsibility. It entails accepting accountability for the effects the business has on a range of stakeholders, such as the environment, consumers, communities, and...