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Chawla, Swati
- Developing Global Workforce across Cultures
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Authors
Affiliations
1 Management Education and Research Institute, New Delhi, IN
1 Management Education and Research Institute, New Delhi, IN
Source
MERI-Journal of Management & IT, Vol 11, No 1 (2017), Pagination: 78-89Abstract
International Human Resource Management & Cross-Cultural Diversity
Today, expansion of transnational companies, migration patterns and technological advances are the characteristics of an increasingly globalized world and economic system. Over the last two decades there has been remarkable boost in global trade and the expansion of transnational companies have resulted in cross-cultural workforces. There has been unprecedented increase in the number of organizations that have internationalized their operations. This has brought revolution and one of its repercussions the world is facing is the international movement of labor. Borders are no longer restrictive and therefore globalization is the key to growing interest in IHRM.
Keywords
IHRM, Hofstede’s Model, MNC, High Context Culture, Low Context Culture, Multiculturalism.
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- To study the role of HR Analytics in Predicting the Economic Value of Organization’s Human Capital Investment
Abstract Views :442 |
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Authors
Affiliations
1 Amity University, IN
2 Amity University, Noida, IN
3 MERI, IN
1 Amity University, IN
2 Amity University, Noida, IN
3 MERI, IN
Source
MERI-Journal of Management & IT, Vol 12, No 1 (2018), Pagination: 37-59Abstract
Over the past many years, Human Resource Management has changed. It has moved from an operational discipline towards a more strategic discipline. The popularity of the term Strategic Human Resource Management (SHRM) exemplifies this. The data-driven approach that characterizes HR analytics is in line with this development. By using HR analytics organizations do not rely on gut feeling anymore. Analytics enables HR professionals to make data-driven decisions. Furthermore, analytics helps to test the effectiveness of HR policies and different interventions. The use of data analytics in the field of human resource development is becoming increasingly common. This rise in popularity is accompanied by skepticism about the ability of human resource professionals to effectively utilize data analytics to reap organizational benefits
The HR world is abuzz with talk of big data and the transformative potential of HR analytics. With the changing processes HR analytics is a ‘must have’ capability that will ensure HR's future as a strategic management function while transforming organisational performance for the better. It argues that unless the HR profession wises up to both the potential and drawbacks of this emerging field and engages operationally and strategically to develop better methods and approaches, it is unlikely that existing practices of HR analytics will deliver transformational change. Indeed, it is possible that current trends will seal the exclusion of HR from strategic, board‐level influence while doing little to benefit organisations and actively damaging the interests of employees
Keywords
HR Analytics, Human Resource Management, Talent Analytics, Strategic Human Resource Management, Strategic Workforce Planning, ROI, Human Capital Investment.References
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