Suchergebnisse

Zusammenfassung
In diesem Beitrag wird die in bildungspolitischen Diskussionen bisweilen vorgebrachte Behauptung, dass Bildung gegenwärtig zunehmend als Ware betrachtet werde, ad absurdum geführt. Aufbauend auf dem von Gary S. Becker und seinen Mitarbeitern entwickelten Haushaltsproduktionsansatz wird argumentiert, dass die individuelle Bildung nicht als Ware betrachtet werden kann, die auf Märkten käuflich zu erwerben ist. Auf Märkten lassen sich freilich Lehrdienstleistungen kaufen, mit deren Hilfe sich Individuen selbst (weiter-)bilden können. Das Ergebnis dieser Bildungsproduktion geht, in Form von Wissen, in das Humanvermögen des jeweiligen Individuums ein. Sein Humanvermögen kann der Einzelne auf dem Arbeitsmarkt anbieten beziehungsweise verwerten. Die vorgeschlagene konsequente Unterscheidung zwischen Lehrdienstleistungen, Bildung und Humanvermögen stellt den Versuch dar, begriffliche Klarheit in die sozialwissenschaftliche Analyse von Lehrdienstleistungsmärkten, Bildungsprozessen und Arbeitsmärkten zu bringen.

A. Introducing The Seven Moralities of Human Resource Management B. Human Resource Management and Seven Moral Philosophies 1. Morality 1: Disciplinary Action, Obedience and Punishment: Obedience and Soliciting the Cooperation of Victims 2. Morality 2: Performance Management and Rewards: HRM, Intuitionism, Subjectivism, Hobbes, and Nietzsche 3. Morality 3: Organisational Culture and Workplace Training: HRM, Aristotle, and Modern Virtue Ethics 4. Morality 4: The Legal Context, Fairness and Equality: HR Policies, Regulations, and Organisational Order 5. Morality 5: HRM and Utilitarianism: The Happiness Principle as HRM's Organisational Objective 6. Morality 6: HRM and Universalism: Kant's Ethical Philosophy: Means, Human Resources, and Ends 7. Morality 7: Sustainability and the Natural Environment: Environmental Ethics and Social Ecology 8. Conclusion: Seven Moralities of HRM and an Analysis of HRM Textbooks: Seven HRM Moralities and Seven HRM Areas-- Assessing HRM's Overall Level of Morality

Indonesia, with over 240 million people and rich of natural resources and abundant human resources, is very attractive for investors operating in wide array of industries. Many reports on Human Resource Management (HRM) and the English journals have written about the developing countries in Europe, Africa, and Asia (countries such as Hong Kong, China, and India), but surprisingly, writing on HRM issues in Indonesia has been rare and mainly limited to labor economics and macro-level Human Resources Development. Therefore, this thesis intends to make a contribution to literatures of HRM issues in Indonesia, with the example for German companies which are establishing their subsidiaries in Indonesia. This book examines Human Resource Management Issues in Indonesia from environment context such as political, economical, socio-cultural, technological, environmental and legal perspective (PESTEL Analysis), culture dimension difference between Indonesia and Germany, and the current issues of managing human resources in Indonesia by firms, especially for multinational companies, such as issues of general condition of labors, recruitment and selection process, compensation appraisal, performance management, trade unions and gender. Regarding HRM issues, the study has also shown that foreign companies have many threats, if they establish their subsidiaries in Indonesia. But on the other hand, Indonesia has some strengths and already improved some essential sectors that should be considered as opportunities for foreign companies, such as abundance in labors, rich natural resources, good international relationships, increasing foreign trades and FDI, growing telecommunication development, and starts improving national education and health. As conclusion, the HRM issues for foreign companies establishing a subsidiary in Indonesia are very complex, especially due to environment aspects and culture dimension difference. However, through understanding culture dimension of Indonesian societies, use the opportunities and minimize the risks, managing people in Indonesia is not an impossible mission.

The new edition of this SAGE Handbook builds on the success of the first by providing a fully updated and expanded overview of the field of human resource management. Bringing together contributions from leading international scholars - and with brand new chapters on key emerging topics such as firm ownership, talent management, engagement and big data - the Handbook focuses on familiarising the reader with the fundamentals of applied human resource management, while contextualizing practice within wider theoretical considerations. Internationally minded chapters combine a critical overview with discussion of key debates and research, as well as comprehensively dealing with important emerging interests. The second edition of this Handbook remains an indispensable resource for advanced students and researchers in the field. PART 01: Context of Human Resource Management; PART 02: Fundamentals of Human Resource Management; and PART 03: Contemporary Issues.

Innovation has been long recognized as a source of competitive advantage. Although human resource (HR) is considered the most valuable asset in today's firms, how HR innovation enables firms to deliver superior performance remains an area of ambiguity. There is a general consensus that competitive advantage built on human resource innovation is not easily imitable, and therefore vital to the sustainability of firm growth and competitiveness. Yet, the primary focus of both practitioner and academic studies has been on technical (product and process) innovation with little attention paid to non-technical innovation such as HR innovation.

1. The meaning and value of comparative human resource management: an introduction / Elaine Farndale, Wolfgang Mayrhofer and Chris Brewster -- Part I Theoretical, conceptual and empirical issues in comparative HRM -- 2. Comparative institutional analysis and comparative HRM / Geoffrey Wood, Alexandros Psychogios, Leslie T. Szamosi and David G. Collings -- 3. Cultural perspectives on comparative HRM / B. Sebastian Reiche, Yih-teen Lee and Javier Quintanilla -- 4. Critical approaches to comparative HRM / Tuomo Peltonen and Eero Vaara -- 5. Methodological challenges for quantitative research in comparative HRM / Ingo Weller and Barry Gerhart -- 6. The anthropological comparative method as a means of analysing and solving pressing issues in comparative HRM / Fiona Moore and Mary Yoko Brannen -- Part II HRM tasks and themes -- 7. Recruitment and selection in context / Elaine Farndale, Irene Nikandrou and Leda Panayotopoulou -- ^8. Comparative total rewards policies and practices / Ihar Sahakiants, Marion Festing, Allen D. Engle Sr. and Peter J. Dowling -- 9. Comparing performance management across contexts / Paul Boselie, Elaine Farndale and Jaap Paauwe -- 10. Human resource development: national embeddedness / Olga Tregaskis and Noreen Heraty -- 11. Comparative employment relations: definitional, disciplinary and development issues / Werner Nienh user and Chris Warhurst -- 12. The psychological contract within the international and comparative HRM literature / Paul Sparrow -- 13. Positive and negative application of flexible working time arrangements: comparing the united states of america and the EU countries / Lonnie Golden, Stephen Sweet and Heejung Chung -- 14. Comparative career studies: conceptual issues and empirical results / Mila Lazarova, Wolfgang Mayrhofer, Jon Briscoe, Michael Dickmann, Douglas T. (Tim) Hall and Emma Parry -- ^15. Financial participation: the nature and causes of national variation / Andrew Pendleton, Erik Poutsma and Paul E.M. Ligthart -- 16. Comparative perspectives on diversity and equality: the challenges of gender, sexual orientation, race, ethnicity, and religion / Gwendolyn Combs, Rana Haq, Alain Klarsfeld, Lourdes Susaeta and Esperanza Suarez -- 17. Organising HRM in a comparative perspective / Julia Brandl, Anna Bos-Nehles and Ina Aust -- 18. The intersection between information technology and human resource management from a cross-national perspective: towards a research model / Huub J. M. Ru el and Tanya Bondarouk -- 19. Sustainable HRM: a comparative and international perspective / Ina Aust, Michael Muller-Camen and Erik Poutsma -- Part III Regional perspectives -- 20. HRM Practice and scholarship in North America / Susan E. Jackson, Andrea Kim and Randall S. Schuler -- 21. Revisiting the Latin American HRM model / Anabella Davila and Marta M. Elvira -- ^22. HRM in Mexico, Central America and the Caribbean / Sergio M. Madero-G omez and Miguel R. Olivas-Luj an -- 23. Comparative HRM research in South America: a call for comparative institutional approaches / Michel Hermans -- 24. HRM in Western Europe: differences without, differences within / Chris Brewster, Wolfgang Mayrhofer and Paul Sparrow -- 25. The transition states of Central and Eastern Europe and the former Soviet Union / Michael J. Morley, Dana Minbaeva and Snejina Michailova -- 26. HRM in the Middle East / Pawan Budhwar and Kamel Mellahi -- 27. HRM in Northern Africa / David B. Zoogah, Elham Kamal Metwally and Tarek Tantoush -- 28. HRM in Sub-Saharan Africa: comparative perspectives / Christine Bischoff and Geoffrey Wood -- 29. HRM in the Indian subcontinent / Pawan Budhwar, Arup Varma and Manjusha Hirekhan -- 30. HRM and Asian socialist economies in transition: China, Vietnam and North Korea / Ngan Collins, Ying Zhu and Malcolm Warner -- ^31. Japan, Korea and Taiwan: issues and trends in HRM / Philippe Debroux, Wes Harry, Shigeaki Hayashi, Heh Jason Huang, Keith Jackson and Toru Kiyomiya -- 32. Comparative HRM research in Indonesia, Malaysia and the Philippines / Vivien T. Supangco and Jessica A. Los Ba nos -- 33. Styles of HRM in Australia and New Zealand / Peter Boxall, Hugh Bainbridge and Stephen Frenkel -- Part IV Concluding remarks -- 34. Future avenues for comparative HRM / Wolfgang Mayrhofer, Chris Brewster and Elaine Farndale -- Index

Bringing together a diverse set of key HRM themes such as talent management, global careers and employee engagement, this remarkably wide ranging work on managing human resources in more than 20 emerging markets is written by world-leading experts in HRM in emerging markets and based on leading-edge research and practice.

This book presents Human Resource Management (HRM) as a tool for improving the performance of organizations in developing and transitional countries. It does this through the presentation of an integrated model of human resource management, informed by the practical realities of applying such a model in developing and transitional countries