Pub Date : 2018-09-12DOI: 10.5772/INTECHOPEN.75402
Irene Campos-García, J. A. Zúñiga-Vicente
Workforce downsizing has become an everyday fact of working life as most firms struggle to cut costs and adapt to changing market demands in order to survive in the new competitive arena. Extant research has made good progress in better understanding the different issues surrounding downsizing. However, there are still several key issues that have largely been ignored by prior research. One of these issues involves the potential effect downsizing may have on employer branding. This chapter is a preliminary attempt to explore whether there is some kind of relationship between both phenomena. More specifically, the main purpose is to examine how a significant and intentional reduction in the workforce may influence employer branding; while the other way around, an attempt is made to discover whether employer branding practices help to mitigate the negative effects of post-downsizing in the workplace, as well as improve the quality of future recruitment processes. The research setting consists of a small sample of large companies listed in the Merco Talent Ranking in Spain over the period 2007-2017. The results obtained in our study following a preliminary descriptive analysis seem to provide support for the notion that both practices may be closely interrelated in a circular way.
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Pub Date : 2018-09-12DOI: 10.5772/INTECHOPEN.75233
Seif Athamneh
The role of HR in the modern-day corporate world has changed significantly to accommodate various developments and needs in the workplace. HR involvement in crisis management is one such development, and this has led to the HR taking an active role in planning and training for crisis management. Contemporary studies have indicated that organizations that incorporate employee welfare into the crisis management plan are more likely to be successful compared to those that are only concerned about protecting systems, processes, infrastructure and public relations as was traditionally evident. The HR is considered a vital partner in crisis management planning due to their understanding employee needs and their role in organizational survival. As one of the major roles of HR, training is considered paramount when it comes to crisis management. The role of HR is to ensure that employees are well informed about potential crises that may affect the organization and that they are aware of their role in dealing with the crisis. The HR provides skills and knowledge necessary in ensuring that employees can contribute to the organization's sustainability by participating in the crisis management process. This chapter explores the HR's role in planning and training for crisis management.
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Pub Date : 2018-09-12DOI: 10.5772/INTECHOPEN.78400
I. Kang
This chapter is designed to explore and understand corporate social responsibility (CSR)- human resource management (HRM) practices in the UK and Japan (countries that have very different societal and cultural characteristics) from a national business system (NBS) perspective, in order to answer the following two questions: (a) the extent of convergence/ divergence of CSR-HRM of two very different NBSs and (b) the institutional relations behind the convergence/divergence. The chapter argues that, as a result of increasing international competition and pressure from globalization, both institutional settings and societal-cultural norms have been affected, which have transformed their traditional HRM into a new ‘hybrid’ form of HRM, showing signs of ‘cross-vergence’. This chapter adopts a qualitative approach with comparative multiple case analysis. Three companies from each country are selected as representative cases of each business system.
{"title":"Sign of ‘Cross-Vergence’ in Global HRM-CSR? The UK and Japan Compared","authors":"I. Kang","doi":"10.5772/INTECHOPEN.78400","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.78400","url":null,"abstract":"This chapter is designed to explore and understand corporate social responsibility (CSR)- human resource management (HRM) practices in the UK and Japan (countries that have very different societal and cultural characteristics) from a national business system (NBS) perspective, in order to answer the following two questions: (a) the extent of convergence/ divergence of CSR-HRM of two very different NBSs and (b) the institutional relations behind the convergence/divergence. The chapter argues that, as a result of increasing international competition and pressure from globalization, both institutional settings and societal-cultural norms have been affected, which have transformed their traditional HRM into a new ‘hybrid’ form of HRM, showing signs of ‘cross-vergence’. This chapter adopts a qualitative approach with comparative multiple case analysis. Three companies from each country are selected as representative cases of each business system.","PeriodicalId":254060,"journal":{"name":"Human Resource Planning for the 21st Century","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127974668","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-09-12DOI: 10.5772/INTECHOPEN.79877
Josiane Fahed-Sreih
In the past, the human resources (HR) department only sought to recruit employees based on the vacancies available within the company. However, in today’s global market, the HR discipline has evolved and now HR personnel seek new talents to recruit by analyzing their potential in the workplace and the competitive advantage they can provide over rival companies. Hence, there has been a shift in the mindset of the HR department, from filling the gaps within the organization to looking for ways to gain a competitive advantage.
{"title":"Introductory Chapter: Human Resources in the Twenty-First Century","authors":"Josiane Fahed-Sreih","doi":"10.5772/INTECHOPEN.79877","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.79877","url":null,"abstract":"In the past, the human resources (HR) department only sought to recruit employees based on the vacancies available within the company. However, in today’s global market, the HR discipline has evolved and now HR personnel seek new talents to recruit by analyzing their potential in the workplace and the competitive advantage they can provide over rival companies. Hence, there has been a shift in the mindset of the HR department, from filling the gaps within the organization to looking for ways to gain a competitive advantage.","PeriodicalId":254060,"journal":{"name":"Human Resource Planning for the 21st Century","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117070468","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-09-12DOI: 10.5772/INTECHOPEN.75596
Jun Oheki
The theme of this chapter was to review differential equation models of diffusion phe- nomena that have been developed in various fields of research and to conduct a comparative review of the models through the application of actual data. Among the many models created for diffusion phenomena, the models examined in this chapter are large number models that explain macro changes. These models were developed in various research fields. However, comparing these models reveals that although many models are used only for individual fields of study, mathematically similar models are often observed. It is not necessarily apparent the type of model that would be most effective for any specific diffusion phenomena case. Applications of specific models can be observed by reviewing individual research examples. However, the effectiveness of each model is not clarified in the absence of a comparison across various models. The purpose of this chapter was to apply various models to different types of data, and thereby verify the suitability of each model to specific phenomena.
{"title":"Analysis of the Buzz Formation Models: Models of New Marketing","authors":"Jun Oheki","doi":"10.5772/INTECHOPEN.75596","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.75596","url":null,"abstract":"The theme of this chapter was to review differential equation models of diffusion phe- nomena that have been developed in various fields of research and to conduct a comparative review of the models through the application of actual data. Among the many models created for diffusion phenomena, the models examined in this chapter are large number models that explain macro changes. These models were developed in various research fields. However, comparing these models reveals that although many models are used only for individual fields of study, mathematically similar models are often observed. It is not necessarily apparent the type of model that would be most effective for any specific diffusion phenomena case. Applications of specific models can be observed by reviewing individual research examples. However, the effectiveness of each model is not clarified in the absence of a comparison across various models. The purpose of this chapter was to apply various models to different types of data, and thereby verify the suitability of each model to specific phenomena.","PeriodicalId":254060,"journal":{"name":"Human Resource Planning for the 21st Century","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114235510","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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