Redesigning the human resources function at Lafarge

Som, Ashok

doi:10.1002/hrm.10085

Cited by 17 publications

(15 citation statements)

References 26 publications

(16 reference statements)

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“…The 'multi-local' organizational structure: a call for sharing Lafarge had 37 097 employees in 1997, while in 2002 it had 77 000 employees, a growth of more than 100% (Som, 2003). Engaged in a globalization process and a growth strategy, Lafarge needs to manage its human resources, which have doubled in the last 5 years, and to ensure a fast integration of the acquired companies to create synergy and, hence, value.…”

Section: Why a Knowledge Sharing Strategy At Lafarge?mentioning

confidence: 99%

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Valuing knowledge sharing in Lafarge

Perrin

Vidal

McGill³

2006

Knowl Process Manag

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This paper describes the detailed process of a knowledge sharing strategy at Lafarge, a global player in the construction materials industry. The case study explains why this company uses such a strategy to create value for stakeholders, provide a local access to know-how and build a knowledge sharing culture among divisions. It argues that a well-articulated approach of a knowledge sharing strategy consists in creating a knowledge portfolio, supporting a knowledge management structure, providing tools for collaboration and nurture a culture of knowledge sharing through awards. At the end, we discuss the lessons learned by the Corporate Knowledge Manager on this strategy and we study how she can quantify the value brought by its action. In a whole, this paper gives insights of critical issues in moving a global company towards a knowledge-sharing organization.

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Section: Why a Knowledge Sharing Strategy At Lafarge?mentioning

confidence: 99%

“…To gain market share, cement organizations in general are facing buyer bargaining power and have to deal with 'secret' rebates, price cutting, 'price discrimination' and competition on service quality. The strategic intent in that sector is to 'keep growing and growing profitability' (Som, 2003).…”

Section: Why a Knowledge Sharing Strategy At Lafarge?mentioning

confidence: 99%

Valuing knowledge sharing in Lafarge

Perrin

Vidal

McGill³

2006

Knowl Process Manag

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“…However, most studies have independently explored HR managers' roles (Procter and Currie, 1999;Som, 2003;Truss et al, 2002;Ulrich, 1997) and HR performance indicators (Becker et al, 2001;Huselid et al, 1997). To date the consistency between HR managers' roles and HR performance indicators have not yet been examined.…”

Section: Role Consistency: the Relationship Between Hr Roles And Hr Pmentioning

confidence: 96%

“…Procter and Currie, 1999;Som, 2003;Truss et al, 2002;Ulrich, 1997) and HR performance indicators (e.g. Becker et al, 2001;Huselid et al, 1997) independently.…”

Section: Introductionmentioning

confidence: 98%

Human resource managers' role consistency and HR performance indicators: the moderating effect of interpersonal trust in Taiwan

Chang¹,

Wen²

2007

The International Journal of Human Resource Management

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This study explores the consistency between human resource (HR) managers' roles and HR performance indicators. In particular it considers the moderating effects of interpersonal trust on the relationship between HR managers' roles and HR performance indicators. We selected 116 HR managers from the top 500 manufacturing companies in Taiwan as our sample, and hierarchical regression analysis was conducted to test our hypotheses. The results showed that the HR managers' roles were consistent with HR performance indicators. Also, a high level of affective trust weakened the positive relationship between HR manager roles and HR performance indicators. Thus we suggested that Chinese companies should design HR performance indicators according to the roles HR managers play. Additionally, when HR managers are playing the role of a strategic partner or change agent, top executives should avoid high affective trust with HR managers.

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“…İnsan kaynakları son zamanlarda örgütler için önemli bir rekabet avantajı kaynağı olarak görülmektedir (Huselid, 1995;Worsfold, 1999;Som, 2003;Boswell, Roehling, LePine, & Moynihan, 2003). Örgüt içinde etkili olabilecek insan kaynakları yönetimi uygulamaları sayesinde örgüt çalışanları hem iyi yönetilebilecek hem de örgütün belirlediği amaç ve hedefleri gerçekleştirebileceklerdir (Edgar & Alan, 2005, s. 362).…”

Section: İnsan Kaynakları Yönetimi Ve öNemiunclassified

A research on HR managers attitudes towards horoscopes

Erdogan¹,

Tüfekci²

2017

Pressacademia

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Purpose-This aim of this study is to reveal the attitudes of human resources managers towards horoscopes. Methodology-Nowadays human resources have begun to be seen as intellectual capital, and the expectations of the human resources managers have also begun to change. With an understanding of the term the right person for the right job approach, It has become important that the candidates' attitudes, actions and behaviors, compatibility with the company and company values, whether they will take place in company strategies in the long term, energy, being innovative and being open to development. Findings-Human resource managers' attitudes towards horoscopes are measured and their level of attitude toward horoscopes is high. According to research findings, there is a significant difference between the attitude towards sex and the sex, the status of carrying it with its own zodiac sign, and the belief in believing the influence of zodiac in the behaviors of the person. Conclusion-Human resources managers' attitudes towards horoscopes are high. Considering the horoscopes in the stages of human resources management will gain a different perspective on the management of human resources and centering the horoscopes at all stages of human resource management is thought to be useful in positioning people towards the right job. Yöntem-Günümüzde insan kaynağının entelektüel sermaye olarak görülmeye başlanmasıyla birlikte insan kaynakları yöneticilerinin çalışanlardan beklentileri de değişmeye başlamıştır. "Doğru işe-doğru insan" anlayışıyla teknik ve somut özelliklerin yanında adayın tutum, tavır ve davranışları, şirketle ve şirket değerleriyle olan uyumu, şirket stratejilerinde uzun dönemde yer alıp almayacağı, enerjisi, yenilikçi ve gelişmeye açık olması, takımın parçası olup olmayacağı da önemli hale gelmiştir. Bulgular-Buradan hareketle insan kaynakları yöneticilerinin burçlara yönelik tutum düzeyleri ölçülmüştür ve burçlara yönelik tutum düzeyi yüksek bulunmuştur. Araştırma bulgularına göre burçlara yönelik tutum ve cinsiyet, kendi burç özelliklerini taşıyıp taşımama durumu ve kişilerin davranışlarında burçların etkisine inanıp inanma durumu arasında anlamlı farklılık bulunmuştur. Sonuç-İnsan kaynakları yöneticilerinin burçlara yönelik tutum düzeylerinin yüksek bulunması insan kaynakları yönetimi aşamalarında burçların göz önünde bulundurulmasının İnsan kaynakları yönetimine farklı bir perspektif kazandıracağı ve insan kaynakları yönetiminin tüm aşamalarında burçların merkeze alınmasının doğru işe doğru insan konumlandırmada faydalı olacağını düşünmemize neden olmuştur.Anahtar Kelimeler: İnsan kaynakları yönetimi, burçlar, İKY aşamaları, astroloji, İK yöneticisi. JEL Kodları: M12, J24, M50

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Redesigning the human resources function at Lafarge

Cited by 17 publications

References 26 publications

Valuing knowledge sharing in Lafarge

Valuing knowledge sharing in Lafarge

Human resource managers' role consistency and HR performance indicators: the moderating effect of interpersonal trust in Taiwan

A research on HR managers attitudes towards horoscopes

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