Acquiring and Sharing Knowledge Through Inter-Organizational Benchlearning

2009 ◽  
pp. 168-180
Author(s):  
Jeanette Lemmergaard
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Acquisition ◽  
Human Resource ◽  
Organizational Knowledge ◽  
Human Resource Professionals ◽  
Organizational Boundaries ◽  
Web Based ◽  
Business Objectives ◽  
Knowledge Acquisition And Sharing

This chapter introduces inter-organizational knowledge acquisition and sharing as a means to facilitate benchlearning within the field of human resource management. The chapter presents an interactive web-based portal and demonstrates how valuable knowledge can be released from organizational “silo centers” and be passed around to the benefit of both organizations and academia. In general, human resource departments struggle to demonstrate their validity to the business and their ability to accomplish business objectives. In addition, human resource departments generally lack the ability to speak of their accomplishments in a business language. The presented portal assists human resource professionals in making more efficient and qualitative decisions that are not based on good guesswork or mere instinct, but on facts and knowledge. The portal is novel in its approach of facilitating benchlearning across organizational boundaries and within the soft area of human resource management.

Can you grow your supply chain without skills? The role of human resource management for better supply chain management in Latin America

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Stefano Patrucco ◽  
Liliana Rivera ◽  
Christopher Mejía-Argueta ◽  
Yossi Sheffi
Keyword(s):  
Job Satisfaction ◽  
Latin America ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Acquisition ◽  
Human Resource ◽  
Chain Management ◽  
Content Type

PurposeIn line with the knowledge-based view of organizations, this paper aims to analyze how supply chain (SC) employees contribute to the creation of competitive advantage through knowledge acquisition and utilization activities. The authors consider SC employees' skills and competencies, their external network of relationships, their job satisfaction and company investments in training and test how they relate to SC-level outcomes (i.e. SC growth).Design/methodology/approachThe authors design a research model including the aforementioned variables, and the authors apply structural equation modeling (SEM) to survey data collected from 246 SC professionals in Latin America. The authors also use multi-group analysis to evaluate how the relationships between these variables change with different levels of company investment in training.FindingsThe results show that a broad professional network of relationships contributes to increasing the skills and competencies of SC professionals, which, in turn, impact job satisfaction and SC performance. This reinforces the value of investing in skilled human talent, who can contribute to knowledge acquisition, utilization, and, ultimately, to SC competitiveness. Companies that invest more in training to develop their SC employees benefit from stronger SC outcomes.Originality/valueThis study contributes to broadening the understanding of the impact of human resource management (HRM) on supply chain management (SCM). One of the added original foci of this research is the emphasis on developing countries where these HRM-to-SCM performance relationships have not been studied before.

Starbucks and HMSHost: addressing discrimination across organizational boundaries

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kelly R. Hall ◽  
Juanne Greene ◽  
Ram Subramanian ◽  
Emily Tichenor
Keyword(s):  
Resource Management ◽  
Business Ethics ◽  
Human Resource Management ◽  
Human Resource ◽  
Labor Union ◽  
Secondary Source ◽  
Organizational Boundaries ◽  
Conceptual Tool ◽  
Content Type ◽  
Journal Of Business Ethics

Theoretical basis 1. Maria Jarlstrom, Essi Saru, and Sinikka Vanhala, “Sustainable Human Resource Management With Salience of Stakeholders: A Top Management Perspective,” Journal of Business Ethics, 152, (2008): 703–724. 2. Benjamin A. Neville, Simon J. Bell, and Gregory J., “Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool,” Journal of Business Ethics, 102, (2011): 357–378. 3. Mick Marchington, Fang Lee Cooke, and Gail Hebson. “Human Resource Management Across Organizational Boundaries,” Sage Handbook of Human Resource Management, (2009): 460–477. Research methodology This secondary source case is based mainly on three documents: the 20-page report by a labor union, Unite Here, titled “One Job Should Be Enough: Inequality at Starbucks”; and two reports by former U.S. Attorney General Eric Holder Jr. and Covington & Burlington, LLP. Case overview/synopsis In February 2020, Unite Here, a labor union, released a damming report about employment practices at the airport Starbucks stores operated by licensee, HMSHost. Among other charges, the report identified several instances of racial and gender discrimination that HMSHost dismissed as a ploy by a union intent on organizing its employees. The adverse publicity, however, put Starbucks Corporation in the spotlight because of the company’s publicly stated commitment to workplace equality. The recently hired Nzinga Shaw, the company’s first-ever Global Chief Inclusion and Diversity Officer, had to address the issue at HMSHost lest it adversely affect Starbucks’ reputation as a progressive employer. Complexity academic level The case is best suited for a graduate or undergraduate course in human resource management or labor relations. As diversity is typically covered in the first third of such courses, the ideal placement of this case would be in the early part of the course. As Starbucks is a well-known name, and it is very likely that students have had their own experience with Starbucks, as either a customer or an employee, the case is likely to draw their interest. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

A Proposed Model for Predicting Employees’ Performance Using Data Mining Techniques

2020 ◽  
Vol 17 (8) ◽  
pp. 3804-3809
Author(s):  
A. Yovan Felix ◽  
Karthik Reddy Vuyyuru ◽  
Viswas Puli
Keyword(s):  
Data Mining ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resource Professionals ◽  
Quality Factors ◽  
Proposed Model ◽  
Opportune Time ◽  
Using Data ◽  
The Impact

Human Resource Management has gotten one of the basic pastimes of supervisors and chiefs in practically wide variety of corporations to include plans for accurately locating profoundly qualified representatives. In similar way, administrations come to be intrigued about the presentation of these representatives. Particularly to guarantee the fitting person apportioned to the beneficial employment on the opportune time. From right here the enthusiasm of statistics in mining process has been growing that its goal is disclosure of facts from huge measures of statistics. Three fundamental Data Mining strategies were applied for building the arrangement version and distinguishing the quality factors that emphatically impact the exhibition. To get a profoundly actual version, a few trials were achieved dependent on the beyond procedures which can be actualized in WEKA tool for empowering leaders and Human Resource professionals to anticipate and improve the exhibition of their representatives. This paper makes use of Hadoop for the remedy of great measure of data with which may be guaranteed to be able to decide the impact.

Research on the Realization of Human Resource Management System

2014 ◽  
Vol 926-930 ◽  
pp. 3930-3933 ◽  
Author(s):  
Xie Jie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management System ◽  
Computer Network ◽  
Web Based ◽  
J2ee Framework ◽  
Human Resource Management System ◽  
Resource Management System ◽  
Internal Network

Along with the development of the computer network techniques and the database techniques, the human resource management has become the important part of the enterprise’s informational management. According to the actual needs of human resource management, the paper designs and implements a set of human resource management system. The Paper in-depth research and analyze the Struts2, Spring and Hibernate (three lightweight J2EE framework). Summarizes the advantages and methods of the framework of the Struts2+Spring+Hibernate (SSH) integration technology and determine the overall architecture of the system construction.Adopting B/S structure that is popular currently, the Web-based human resource management system developed by busing enterprise’s internal network externalizes the features of the commonality, the augment ability, and the security, etc.

scholarly journals Web based Application for Resource Management with Report Generation

2020 ◽  
Vol 9 (7) ◽  
pp. 906-910
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management System ◽  
Web Application ◽  
Data Privacy ◽  
Privacy And Security ◽  
Report Generation ◽  
Web Based ◽  
Project Management System

Web-based resource management in an enterprise is important because it automates complicated and time-consuming activities directly related to human resource management. Not only does it make the job quicker and simpler for the Human Resource (HR) division but it also eliminates unnecessary manual work and offers an effective way to handle an individual in an organization. This paper is based on a computerized system with advancements primarily related with human resource management to develop a web application deployed over the internet on application server that provides authorized users with access to all information. This framework allows one to use report generation to handle the data with more visualization that ultimately helps in decision making. The system provides various functions such as recruiting employees, managing the payroll, approving leave and measuring biometric hours. It can be classified mainly as Administration Employee Management System (EMS), Timesheet management system (TMS), Leave management system (LMS) and Project management system (PMS). With technology upgrading and the way things are done, the entire organisation's management has become more complex. All organizations opt for a software solution like the proposed system to manage all such key resources, performance, and to assure data privacy and security.

scholarly journals Human resource management in modern enterprise in the advent of social networking

2013 ◽  
Vol 4 (2) ◽  
pp. 3
Author(s):  
Casius Darroux
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Social Networking ◽  
Human Resource ◽  
Information And Communication Technologies ◽  
Web Based ◽  
Business Context ◽  
Network Information ◽  
Modern Enterprise ◽  
Information And Communication

In this century, enterprises in all facets of society has evolved by redefining the role of managing human resource to adapt to the swift changes taking place locally and globally with regards to social-networking. From the last decades society has experienced the lightening speed of transformation from the factory model media into the modern electronic media that seems to have long encompasses the digital, computerized, network information and communication technologies. Institutions, in order to survive in this environment needs to be flexible, responsive and human resource based oriented. This paradigm has led to a systematic new approach as to how human resource personnel reintegrate the processes, policies and system to reflect such evolution. Social networking has lead to critically investigating how human resource management need to change to enhance the way they perform as institutions becomes more dependent on human resource management to maximize returns and competitiveness. Human resource management in the advent of social-networking has brought with it intense competition, liberalization, development of web based technologies, speed and accessibility across the globe. Rapid and critical transformation in human resource and social-networking will continue to dominate and revolutionize the business landscape well beyond the 21st century whilst posing new challenges and presenting new exciting possibilities. This article will attempt to study and analyze the management of human resource in the advent of social networking from a business context.

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