Human resources

Opportunity at IBM», Personnel, avril 1987, p.58-63. Bardwick, J., «The Plateauing Trap, Part 2 : Setting Employees Free», Personnel, novembre 1986, p.35-40. Beer, M., Spector, B., «Corporate-wide Transformations in Human Resource Management», dans Walton R. et Lawrence P. (dir.) Human Resource Management Trends and Challenges, Boston, Harvard Business School Press, 1985. Bolles, R., What Color is your Parachute, La Jolla, Ten Speed Press, 1988. Bratkovich, J., «Develop New Career Management Strategies»

travaux fondateurs de Penrose (1965), puis de Wenerfelt (1984), de Prahalad & Hamel (1990), Barney (1991), Colbert (2004), Collis & Montgomery (1995), Grant (1991), etc., le lien entre stratégie et compétences a été étudié. L’approche « Resource Based View » (RBV) qui incarne en particulier cette volonté, indique clairement que le capital des compétences détenues par une entreprise peut être à la source d’un avantage concurrentiel et devrait dès lors être pris en considération lors de

business strategy has elevated the role of human resources, both as a business function and as a labor, in creating sustained competitive advantage. The resource-based view of the firm (Barney, 1986, 1991, 1995) proposed that firms could create and obtain sustained competitive advantage by creating value in a fashion that is rare and impossible for rivals to imitate. The resource-based view of the firm argues that conventional sources such as natural resources, technology, economies of scale, operational

group workshops (involving up to 1200 people) to engage employees, managers and leaders in shaping their future. Current projects include initiatives related to changing human resources management policies, practices, tools and support. When it was created in December 2003, Dan supported the new Public Service Human Resources Management Agency of Canada in their change management/organizational development process. As he has done in other change management initiatives, he assisted the Agency in

et Tremblay, M. (2009). « Fits in Strategic Human Resource Management: Empirical Evidence of Influence of Empowerment and Compensation Practices on Human Resource Performance in Canadian firms: A Methodological Challenge », The International Journal of Human Resource Management, vol. 20, n° ?, p. 738-770. Tremblay, M. et Chênevert, D. (2008). « Influence of Compensation Strategies in Canadian Technology-Intensive Firms on Organizational and Human Resources Performance », Group & Organization Management

nécessités d’une politique RH mesurée. RÉFÉRENCES Aboody. D. 1996. « Market valuation of employee stock options », Journal of Accounting and Economics, vol. 22, n° 1-3, p. 357-391. Abowd. J.M., G.T. Milkovich et J.M. Hannon. 1990. « The effects of human resource management decisions on shareholder value », Industrial and Labor Relations Review, Special Issue, vol. 43, p. 203-236. AllenS. 1984. « Unionized construction workers are more productive », Quarterly Journal of Economics, n° 99, p. 251-274. AllenS

selon laquelle la performance organisationnelle est fonction d'un ensemble de facteurs internes : individuels, collectifs et organisationnels. Cette deuxième approche est confortée, au début des années 1980, par la théorie des ressources internes (Resource-Based theory) (Barney, 1986, 1991, 1995) selon laquelle les écarts de performance entre les entreprises d'un même secteur d'activité proviennent d'une exploitation des ressources internes plutôt que d'une adaptation de l'organisation au marché et

concerns them, or any products which result Technologies significantly affect human as well as other animal species' ability to control and adapt to their natural environments. The human species' use of technology began with the conversion of natural resources into simple tools. The prehistorical discovery of the ability to control fire increased the available sources of food and the invention of the wheel helped humans in travelling in and controlling their environment. Recent technological developments

reasons such as, reduce or control operating costs, make capital funds available, generate a cash infusion outsourcing can involve the transfer of assets from the customer to the provider, and secure resources not available internally, companies outsource because they do not have access to the required resources within the organisation (Quoquam Technologies, 2002). For all this reasons companies prefer to outsource some part of their business, the services which are typically outsourced by chain hotel are

Education and Human Resources Development (MOE) and Busan Metropolitan City gave unreserved support in creating this report. Not only did the MOE judge this project as a means to accurately identify university’s roles for regional development so far, but had plans to promote similar researches in other regions, based on this report. Busan Metropolitan City recognized universities to be very important for a city to become world class. Due to such reasons, the Ministry of Education and Human Resources Development