Value Initiatives Improving Performance in the Workplace
GRIN Verlag, 2009 - 148 pages
Research Paper from the year 2004 in the subject Business economics - Business Management, Corporate Governance, University of Phoenix, 47 entries in the bibliography, language: English, abstract: Today's hyper-competitive world necessitates that businesses continuously take strategic actions to sustain highly competitive performance. It is these actions, which lead to the competitive advantages that seal a company's fate. Without even a small competitive advantage on their side, businesses are doomed to stumble and eventually be left along the wayside of their industry. A globalized economy has opened new doors of opportunity for organizations; that is certain. Customers can now be solicited around the globe. Thanks to technology, communication that once took days, if not weeks, to transact now can be accomplished instantaneously. Geographic and cultural boundaries have begun to become invisible as a world economy develops. However, just as there are new opportunities to be taken advantage of, new threats have arisen as well. In the rapidly changing environment that organizations now must operate in, traditional human resources approaches have become of less value. Strategic human resource systems are now receiving renewed attention, as a means of building and strengthening business (Chiavenato, 2001). Human resources have become increasingly important in today's organizational strategies, especially in the improvement of individual competencies. Although there is a variety of ways an organization can pursue sustainable competitive advantage, this paper will frame its discussion within the context of Human Resource Management (HRM) strategies, in the form of value initiatives directed at the improvement of individual performance. In this context, value initiatives are only a positive addition to an organization's strategic arsenal, when they improve the performance of the individual members. They are worth the effort only when they enrich individual actions. It
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Beta t p Training Business Source Premier clerical configurational perspective Cumulative Frequency Percent current employees dependent variables dummy coded Ease of hiring enrichment and internal enrichment and staffing final reduced model Formal job training Frequency Percent Valid fully saturated model group incentives human capital human resource management human resource practices internal labor market job enrichment job rotation July 18 Knoke knowledge Kurtosis labor market development Marsden Missing 999 multicollinearity multiple regression analysis National Organizations Survey Null Hypothesis organization’s organizational and market paid using group Perceived Market Performance perceived organizational performance Percent Percent Valid Percent Valid Percent Personnel ProQuest database R-square Refused to answer Relevant Variables retrieved from Kalleberg Retrieved July SE8 Beta t p Source Premier database strategic human resource sustainable competitive advantage sustained organizational performance sustaining performance symbiosis symbiotic relationship Table today’s Total Vacancies with Current Valid Percent Percent value initiatives workforce workplace performance