The twenty‐first‐century HR organization

Ulrich, Dave; Younger, Jon; Brockbank, Wayne

doi:10.1002/hrm.20247

Cited by 125 publications

(152 citation statements)

References 1 publication

(1 reference statement)

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“…Research evidence along these lines is now emerging (see Budhwar, 2012;Chung et al, 2012). The efficient management of key human resources in an MNC depends on several contextual factors, such as the country of origin (Harzing & Sorge, 2003), corporate strategy (Bartlett & Ghoshal, 1989), IHRM strategy (Taylor et al, 1996), business structure (Ulrich, Younger and Brockbank, 2008), IHRM structure (Farndale et al, 2010b) and CEO perceptions (Chung et al, 2012;Brandl & Pohler, 2010). Schuler, Dowling and De Ceri (1993) proposed an integrated contingency framework for evaluating strategic international HRM of MNCs (though not solely focusing on HR roles).…”

Section: Hr Roles and Influencing Factorsmentioning

confidence: 99%

“…**The HR Head -Asia Pacific is based in Australia and handles both developed and developing markets in the region. , governance mechanism, characteristics of the subsidiary HR systems, the social relationship between the subsidiary and the headquarters, the transfer approach taken by headquarters management (Björkman & Lervik, 2007)  Advisors  Handmaidens  Regulators  Change-makers (Storey, 1992)  Strategic business partner  Administrative expert  Employee champion  Change agent (Ulrich, 1998)  Dedicated HR  Shared services  Corporate functional HR (Ulrich, Younger & Brockbank, 2008) …”

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confidence: 99%

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Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals

Thite

Budhwar

Wilkinson

2014

Human Resource Management

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The rapid growth of emerging markets' multinational companies (MNCs) is a recent phenomenon and as such their nature and structure of key management processes, functions and roles need further examination. While an abundance of low cost labor is the starting point of competitive advantage for many of the emerging markets' MNCs, it is the optimum configuration of people, processes and technology that defines how they leverage their intangible resources. Based on case studies of four Indian IT services MNCs, involving 51 in-depth interviews of business and human resource (HR) leaders at the corporate and subsidiary levels, we identify five key HR roles, namely, strategic business partner, guardian of culture, builder of global workforce and capabilities, champion of processes, and facilitator of employee development via empowerment and learning. The analysis also highlights that the HR function in Indian IT services MNCs faces several challenges in consolidating the early gains of internationalization, such as a lack of decentralized decision making, developing a global mindset, localization of workforce and developing a global leadership pipeline. Based on our exploratory findings, we propose a framework outlining the global HR roles pursued by emerging IT services MNCs, the factors influencing them, and the challenges facing their HR function for future research.

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Section: Hr Roles and Influencing Factorsmentioning

confidence: 99%

mentioning

confidence: 99%

Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals

Thite

Budhwar

Wilkinson

2014

Human Resource Management

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“…The relevant studies and development of competency have become a major topic in the field of human resources (HRs) over the past decade (Ulrich, Younger, & Brockbank, 2008;Naris & Ukpere, 2009). Therefore, there is a need to understand what MCs are required for underpinning the process of EKT in MNEs.…”

Section: The Need For Ekt To Get Competitive Advantagementioning

confidence: 99%

Managerial Communication Competences for Knowledge Hybridization and Innovations: A Framework for Effective Knowledge Transfer in MNE Hotel Operating in Athens, Greece

Abdo¹,

Edgar²,

Combe³

2016

JTHM

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The research investigates the role of managerial competences (MC) and knowledge dynamics for effective knowledge transfer (EKT) influence of managerial and communication skills on the management of MNEs hotels in a competitive host country, of most previous studies estimating the call for competences rather than the genuine owning of these among managers and practitioners. This article sheds the light on a great number of promising activities to utilize inter/intra-organizational KT. Specifically, the managerial communication competences model operates as an initial toolkit for managerial decision-making when facing severe competition in the host country in terms of utilizing, communicating, or seeking to apply the best internal/external KT practices.

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“…Most literature on human resource management focuses on the criteria, techniques, and methods about the processes of recruitment and selection, development programming, promotion, payment, and performance appraisal (Ulrich, Younger, & Brockbank, 2008). However, the literature on contract termination issues, succession, and dismissal is scarce, and knowledge concerning the reasons why managers make dismissal decisions is limited.…”

Section: Introductionmentioning

confidence: 99%

Dismissal: Important Criteria in Managerial Decision-Making

et al. 2018

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Knowledge about dismissal decision-making, particularly concerning the criteria used by managers in choosing who will be dismissed and why, is scarce. Considering the implications of such decisions for organizations and society, in this paper, we identify the seven most frequently used criteria in dismissal decisions and examine their importance for managers. We collected data through a survey among 385 managers and used the rational ranking and the multicriteria Analytic Hierarchy Process (AHP) to analyze them. The results show that commitment, performance records, and trust have the greatest impact on the dismissal decision, whereas interpersonal relationship, growth potential, and professional experience are considered secondary criteria. These results contribute to extending our knowledge about dismissal decisions and showing the most relevant criteria in these choices and the relevance assigned to each of the criteria so that greater transparency can be achieved. KEYWORDS | Decision-making, dismissal, dismissal criteria, human resources, analytic hierarchy process. RESUMO

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The twenty‐first‐century HR organization

Cited by 125 publications

References 1 publication

Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals

Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals

Managerial Communication Competences for Knowledge Hybridization and Innovations: A Framework for Effective Knowledge Transfer in MNE Hotel Operating in Athens, Greece

Dismissal: Important Criteria in Managerial Decision-Making

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