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Volume 9 Issue 3 2020 Abstracts
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 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.
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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.
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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.
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 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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