4 & 5 December 2014
Kota Kinabalu, Sabah, Malaysia
Co-Hosted by
Universiti Teknologi MARA and Curtin University
Much contemporary HRM research focuses on establishing clear linkages between HRM strategies and organizational effectiveness, a key driver of the notion of ‘competitive advantage’. Such imperatives have been heightened by such characteristics of globalization as dynamic workforce demographics, and greater emphasis on customer loyalty and human capital, leading to HRM challenges of ‘strategic decision-making, culture management, fast change and market-driven connectivity’ (Brockbank & Ulrich 2003).
It is generally accepted that competitive advantage derives from the optimal utilization of internal organizational resources (Wright et al 2001: 702), notably human resources or human capital, ensured through the alignment of HRM strategies and processes and overall business strategies (Brockbank and Ulrich 2003; Boudreau and Ramstad 2003). This is the key assumption underlying contemporary taxonomies of HRM roles and competencies which together facilitate such successful alignments.
This conference focuses on the nature of the relationship between HRM and organizational effectiveness, with particular reference to the strategic business partner role; its key characteristics, benefits, and contributions to organizational effectiveness; with particular reference to its similar and diverse applica- tions in Asia Pacific economies.
For more information
Kota Kinabalu, Sabah, Malaysia
Co-Hosted by
Universiti Teknologi MARA and Curtin University
Much contemporary HRM research focuses on establishing clear linkages between HRM strategies and organizational effectiveness, a key driver of the notion of ‘competitive advantage’. Such imperatives have been heightened by such characteristics of globalization as dynamic workforce demographics, and greater emphasis on customer loyalty and human capital, leading to HRM challenges of ‘strategic decision-making, culture management, fast change and market-driven connectivity’ (Brockbank & Ulrich 2003).
It is generally accepted that competitive advantage derives from the optimal utilization of internal organizational resources (Wright et al 2001: 702), notably human resources or human capital, ensured through the alignment of HRM strategies and processes and overall business strategies (Brockbank and Ulrich 2003; Boudreau and Ramstad 2003). This is the key assumption underlying contemporary taxonomies of HRM roles and competencies which together facilitate such successful alignments.
This conference focuses on the nature of the relationship between HRM and organizational effectiveness, with particular reference to the strategic business partner role; its key characteristics, benefits, and contributions to organizational effectiveness; with particular reference to its similar and diverse applica- tions in Asia Pacific economies.
For more information
| 446760905534621218_brochure_hrm_conference.pdf |
RSS Feed