Abstract: The objectives of this research were to study the management of local towns and to develop a better model of town management according to the Philosophy of Sufficiency Economy. This study utilized qualitative research, field research, as well as documentary research at the same time. A total of 10 local towns or Tambons of Supanburi province, Thailand were selected for an in-depth interview. The findings revealed that the model of local town management according to Philosophy of Sufficient Economy was in a level of “good” and the model of management has the five basic guidelines: 1) ability to manage budget information and keep it up-to-date, 2) ability to decision making according to democracy rules, 3) ability to use check and balance system, 4) ability to control, follow, and evaluation, and 5) ability to allow the general public to participate. In addition, the findings also revealed that the human resource management according to Philosophy of Sufficient Economy includes obeying laws, using proper knowledge, and having integrity in five areas: plan, recruit, select, train, and maintain human resources.
Abstract: 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 had considered the factors which are affecting to the people in the organization and also had considered mechanisms of HRM within organization in the conditions of innovative development in Kazakhstan.
Abstract: According to the conception of personnel
management, human resource management requires efficient use of
human resources. This is ensured by various activities directed
towards the area of management. Among these activities there are for
example the recruitment of employees, development, strengthening
of relations, mutual inspiring, implementation of correct working
processes and systems used by individuals or groups.
Abstract: Although automotive industry has brought different beneficiaries to human life, it is being pointed out as one of the major cause of global air pollution which resulted in climate change, smog, green house gases (GHGs), and human diseases by many reasons. Since auto industry is one of the largest consumers of fossil fuels, the realization of green innovations is becoming a crucial choice to meet the challenges towards sustainable development. Recently, many auto manufacturers have embarked on green technology initiatives to gain a competitive advantage in the global market; however, innovative manufacturing systems and technologies can enhance operational performance only if the human resource management is in place to elicit the motivation of the employees and develop their organizational expertise. No organization can perform at peak levels unless each employee is committed to the company goals and works as an effective team member. Strategic human resource practices are the primary means by which firms can shape the skills, attitudes, and behavior of individuals to align with the business strategic objectives. This study investigates on the comprehensive approach of multiple advanced technology innovations and human resource management at Toyota Motor Corporation as the market leader of full hybrid technology in the automotive industry. Then, HRM framework of the company is described and three sets of human resource practices that support the innovation-oriented HR system, presented. Finally, a conceptual framework for innovativeness in green technology in automotive industry by applying a deliberate strategic HR management system and knowledge management with the intervening factors of organizational culture, knowledge application and knowledge sharing is proposed.
Abstract: The aim of the research is to understand whether the accuracy of customer detection of employee emotional labor strategy would influence the overall service satisfaction. From path analysis, it was found that employee-s positive emotions positively influenced service quality. Service quality in turn influenced Customer detection of employee emotional deep action strategy and Customer detection of employee emotional surface action strategy. Lastly, Customer detection of employee emotional deep action strategy and Customer detection of employee emotional surface action strategy positively influenced service satisfaction. Based on the analysis results, suggestions are proposed to provide reference for human resource management and use in relative fields.
Abstract: In the area of Human Resource Management, the trend is towards online exchange of information about human resources. For example, online applications for employment become standard and job offerings are posted in many job portals. However, there are too many job portals to monitor all of them if someone is interested in a new job. We developed a prototype for integrating information of different job portals into one meta-search engine. First, existing job portals were investigated and XML schema documents were derived automated from these portals. Second, translation rules for transforming each schema to a central HR-XML-conform schema were determined. The HR-XML-schema is used to build a form for searching jobs. The data supplied by a user in this form is now translated into queries for the different job portals. Each result obtained by a job portal is sent to the meta-search engine that ranks the result of all received job offers according to user's preferences.
Abstract: Within the new world order, the term “crisis" is nowadays familiar to companies. Organizations are experiencing conditions which are surprising, uncertain, often adverse and usually unstable. The companies, who grasp the importance of transformation within the information age, have felt the need to develop modern methods to achieve the ability to thrive despite severe shocks. Through strategically managing human resource and developing appropriate elements of human resource system, companies can be assured for resolving the crisis. In this paper the role of HR system on resolving crisis has been evaluated. To help accomplish this, an insight on previous strategic HRM literature and an introduction to the elements and relationship within HR systems has been presented. It also reviews different attitude around resilience in literature. It continues by reviewing three elements central to developing an organization-s capacity for crisis resolving and it will demonstrate how designing proper elements of HR system can lead the organizations to possess the ability for passing through crisis. Finally it will evaluate an Iranian Insurance organization in case of one of the three central elements (specific cognitive ability) and observe how successful they were on developing an effective HR system to be ready for facing crisis.
Abstract: The empirical studies on High Performance Work Systems (HPWSs) and their impacts on firm performance have remarkably little in the developing countries. This paper reviews literatures on the HPWSs practices in different work settings, Western and Asian countries. A review on the empirical research leads to a conclusion that, country differences influence the Human Resource Management (HRM) practices. It is anticipated that there are similarities and differences in the extent of implementation of HPWSs practices by the Malaysian manufacturing firms due to the organizational contextual factors and, the HPWSs have a significant impact on firms- better performance amongst MNCs and local firms.
Abstract: Green Lean Total Quality Management (LTQM) Human Resource Management (HRM) System is a system comprises of HRM in Environmental Management System (EMS) practices which is integrated to TQM with Lean Manufacturing (LM) principles. HRM is essential especially in dealing with low motivation and less productive employees. The ultimate goal of this system is to focus on achieving total human resource development that is motivated and capable to optimize their creativity to be a part of Green and Lean TQM organization. A survey questionnaire was developed and distributed to 30 highly active automotive vendors in Malaysia and analyzed by Minitab v16 and SPSS v17. It was found out companies that are practicing Green LTQM HRM practices have generated more revenue and have RND capability. However, years of company establishment do not affect the openness of the company to adapt new initiatives that can help to improve the effectiveness of the operations. It was also found out the importance of training, communication and rewards for employees. The Green LTQM HRM practices framework model established in this study hopefully will give preliminary insight especially to companies that are still looking for system that can improve their productivity from managing human resource. This is preliminary study that combined 4 awards practices, ISO/TS16949, Toyota Production System SAEJ4000, MAJAICO Lean Production System and EMS focusing on highly active companies that have been involved in MAJAICO Program and Proton Vendor Development Program. Future study can be conducted to know the status at other industry as well as case study pertaining to this system.
Abstract: In the past few decades, researchers have witnessed a
paradigm shift in Human Resource Management-from individual
performance to organizational outcomes with the role of Human
resource (HR) managers becoming increasingly significant to the
organization. In such a context, it is important to examine HR
practices from a strategic perspective on the sustained competitive
advantage (SCA) of the organizations. The present study explores
how Indian organisations look at their human resources strategically
when faced with competitive environment. Also, it explores strategic
initiatives being taken to manage human resources within the
organisations and how these initiatives promote SCA in terms of
enhancing the overall customer-centric delivery of goods and
services.
Abstract: This paper critiques several exiting strategic
international human resource management (SIHRM) frameworks and
discusses their limitations to apply directly to emerging multinational
enterprises (EMNEs), especially those generated from China and
other BRICS nations. To complement the existing SIHRM
frameworks, key variables relevant to emerging economies are
identified and the extended model with particular reference to
EMNEs is developed with several research propositions. It is
believed that the extended model would better capture the recent
development of MNEs in transition, and alert emerging international
managers to address several human resource management challenges
in the global context