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J  .  A  . M  . I

Journal of Applied Management and Investments

 RUS    UKR

 

ISSN 2225-3467

 

 

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Current Issues & Archive

 Volume 9 Issue 3 2020                                  Abstracts

 

 

 

 

 

 

 Impact of Culture on International Human Resource Strategy: A Case Study on the Global Expansion of Sez-Craft, Netherlands

I. Bose, P. Madhur, A. Bansal       

The paper discusses regarding the impacts of the culture on managerial decision making on the topic of the human resource management and people management for the implementation of the international business growth strategies. The study presents a brief analysis on a selected organization working in the software development and network security industry named as Sez-Craft. Sez-Craft is a Dutch company which is based in Amsterdam and operates across the globe. The company is able to decentralize their entire business operations with the hope of increasing the flexibility and efficiency of their business actions. In doing so, the company faced considerable amount of necessity of managing their human resources in an appropriate manner and manage the impact of cultural differences in expanding their business. The study shows that the impact of the culture is significant in various fields of business such as expatriate exchange, workforce diversity and team performances. The paper also highlights the good practices conducted by the selected organization in decentralizing their business actions, in managing talent management, in improving the company’s employer image and most importantly in improving the sustainability of the business actions of the company through efficient management of the culture.

Keywords: culture, managerial decision making, decentralization, expatriate exchange, workforce diversity

JEL Codes: J20, J21, J24

Citation: Bose, I., Madhur, P. and Bansal, A. (2020), “Impact of Culture on International Human Resource Strategy: A Case Study on the Global Expansion of Sez-Craft, Netherlands”, Journal of Applied Management and Investments, Vol. 9 No. 3, pp. 105-111.

  

   Comparison of the Talent Management Implementation in Slovak Companies      

J. Cocuľova

The paper deals with the issue of talent management as one of the current concepts in the field of human resource management. The paper also presents the results of the research which was carried out on a sample of Slovak companies. The aim of the research was to test statistically significant differences between companies that have implemented talent management and companies that have not in terms of perceiving the impact of human resource management (HRM) on the fulfillment of strategic goals, competitive position and business performance. For this purpose, three statistical hypotheses were tested using the Mann Whitney U test. Two hypotheses were confirmed. The results of the research pointed to the low level of implementation of talent management in Slovak companies and confirmed that there are differences between companies in terms of the implementation of talent management in terms of perception of the impact of HRM on the company.

Keywords: human resource management, talent management, talent management implementation, talented employee

JEL Codes:   M12, M53

Citation:   Cocuľova, J. (2020), “Comparison of the Talent Management Implementation in Slovak Companies”, Journal of Applied Management and Investments, Vol. 9 No. 3, pp. 112-119.

 

  The WE-CARE Roadmap: A Framework for Implementation of Person-Centred Care and Health Promotion in Medical Organizations

R. Lewandowski

As a result of a multinational and multi-industrial scientific project, a framework supporting implementation of Person-Centred Care (PCC) and Health Promotions (HP) has been developed. The framework has been called “WE-CARE Roadmap” and consists from five enablers: technology, quality measures, infrastructure, incentive systems and contracting strategies. (PCC) and (HP) are promising approaches to contain costs of healthcare while maintaining and even improving the quality of medical services. However, the implementation of PCC and HP in many organisations was unsustainable. They were implemented as projects or interventions but after the cause of implementation despaired (e.g. the research program was finished) the care slipped back into ‘usual care’. The WE-CARE Roadmap appears to have a great potential to become an important implementation tool ensuring PCC and/or HP sustainable functioning in medical organisations. Initial research has shown the WE-CARE Roadmap potential. However, the framework is not widely recognised and needs revision and explanation. The main barrier to more extensive usage of the framework may be the lack of comprehensive definitions and descriptions of the five enablers. What each enabler stands for, what it embraces, and what are the mechanisms through which the five enablers support the implementation of PCC and/or HP. Thus, the study revises and defines the enablers, as well as deepens the understanding, how each enabler separately and all of them together, as a system of enablers, facilitate the implementation of PCC and/or HP. The comprehensive definition of enablers and analysis of their functioning may help researchers to further investigate the promising framework and managers use it as a tool for PCC and/or HP implementation in their organisations.

Keywords: healthcare management, person-centred care, health promotions, implementation sciences, healthcare quality, cost containment

JEL Codes:  M12, D22, I18

Citation: Lewandowski, R. (2020), “The WE-CARE Roadmap: A Framework for Implementation of Person-Centred Care and Health Promotion in Medical Organizations”, Journal of Applied Management and Investments, Vol. 9 No. 3, pp. 120-132.

 

 Prognostic Model for Employer Brand, Talent Attraction, and Employee Retention through Employee Value Proposition     

A. Pawar

In a steadily contracting global talent pool, organizations use the employee value proposition to create an employer brand and attract and retain talent. Without essential pointers of value propositions, numerous organizations miss out on a capable business apparatus by not creating or keeping up their employee value proposition and employer brand accurately.  However, the precise representation of an arrangement of employee value proposition and employer brand phenomena can be inspired with this study. This study investigates the present condition of knowledge about the employee value proposition and employer brand. It distinguishes the different aspects of the employer brand building, which are reasonably developed and incorporated in the framework. The prognostic model proposed in this study provides pointer concerning employer brand for organizations and their human resource managers to enhance effective talent attraction and retention selections. This study searches down linkages of various aspects of employer branding by making utilization of applicable logical information. Moreover, the theoretical propositions defined and clarified the significant associations through the framework and prognostic model. The outcome of the study recommended that employer brand in most of the cases is affected by group needs, with a differentiated Employer Value Proposition, HR procedures, communication of the employer brand, and brand consistency along with the evaluation of employer branding endeavors.

Keywords: employee value proposition, employer brand, talent management, employee attraction, talent retention, brand management, organizational brand, human resource marketing

JEL Codes:  O15, J24, M51

Citation:   Pawar, A. (2020), “Prognostic Model for Employer Brand, Talent Attraction, and Employee Retention through Employee Value Proposition”, Journal of Applied Management and Investments, Vol. 9 No. 3, pp. 133-152.

 

 

 

 

 

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