Large International Business Development in the Context of High Political Risks

Introduction: a Global Company Exploring New Areas In light of the recent entrance into the global economy realm, Company X has been considering the necessity to enter new markets that lay outside the current geographical boundaries of the firm’s expertise. Although the Western and Northern Europe markets can be viewed as a rather favorable environment for developing business, becoming the leader in the designated areas has recently turned increasingly complicated due to theAdvertising We will write a custom essay sample on Large International Business Development in the Context of High Political Risks specifically for you for only $16.05 $11/page Learn More Significance of Expanding into Other States: New Markets The importance of expanding a company and exploring its options in foreign markets is an essential practice that leads to a significant increase in the firm’s profit. By acquiring new customers and promoting itself to a larger pop ulation., the firm is likely to Factors Defining the Firm’s Readiness to Expand Apart from the positive factors that characterise the firm as ready to enter new markets, there are several negative ones demanding that Company X should explore its options somewhere else apart from the Northern and Western parts of Europe. The increasingly high competition issues re the first and the most obvious reason. Seeing that the company operates in the industry that has already been dominated by larger and more powerful corporations, it is reasonable to assumed that Company X should consider becoming a leader in the states where competition rates are somewhat smaller. Political Risks Outside the Western and Northern Europe: Analysis Military Disturbances As a rule, the countries that are defined as developing have political reasons for lacking economical advancement. Specifically, the problems related to military conflicts coming in all sorts and shapes, from a rebellion to consistent te rrorist attacks, deserve to be mentioned. Operating in the specified conditions is very dangerous for an average organization, as he lives of its members may be jeopardized. For instance, the notorious Syrian Civil War and the involvement of Russia in the conflict, which started in 2011 and has been going on since (Schmidt 2014; Bagdonas 2012), is likely to be a major threat to the firm in case of shifting its area of operations East and considering the use of services located in the vicinity of the military zone. Apart from the obvious risk of a military attack, the company will be facing the threats of failing to meet deadlines due of the highly likely transportation issues emerging as a result of the above-mentioned attacks (Daud 2012). The insurgency in the North Caucasus can be viewed as another complicated military issue that may affect the wellbeing of Company X once it enters the designated market (Aliev 2013).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Last but not least, the current conflict in Ukraine is a significant threat to the firm’s progress. Since a big part of the state is affected by the military conflict, it will be rather complicated to carry out the key activities and at the same time facilitate the safety of all employees (Cohen 2012). Logistics Related Concerns Likewise, the need to develop an elaborate manner of managing the retrieval of the necessary supplies, the transportation of the raw materials and the delivery of the end product to the customers has to be considered. Legal and Regulatory Issues The challenges that a firm may encounter when working in the realm of the Eastern and Southern Europe environment are also related to the specific characteristics of the local legislation. Although the basic legal principles of running a business, including the necessity to promote clarity in a company and provide reports consistentl y are similar in most countries, certain states have unique legal features that may hamper the process of running a business. Effects of Political Risks on the Development of an Organization: Negative Consequences and Rare Opportunities Military Issues and Obstacles to Expansion into the Market Apart from the obvious threat to the company’s members and the challenges that the military actions carried out in the vicinity will cause for the key logistics processes, one must mention the danger of the credibility loss. Remaining in the zone of a military conflict and not interacting with either of the sides is extremely complicated. Therefore, once agreeing with the parties involved in the conflict, the company ay be accused by the supporters of both opponents of collaborating with the enemy. Thus, an inevitable drop in the amount of clientele is expected as the people in question may feel betrayed and refusing from purchasing the goods and services offered by the organization. T he constant threat, which the members of the organization will be exposed to on a regular basis, will also add to the number of negative factors that may hamper the further development of the business. Indeed, the military instability observed in the designated areas is likely to affect the staff’s enthusiasm significantly, bringing their motivation rates down. Hence, it will be imperative to introduce the strategy that will help the members of the organization regain their enthusiasm, the provision of insurance options for every single member being the primary choice to be considered.Advertising We will write a custom essay sample on Large International Business Development in the Context of High Political Risks specifically for you for only $16.05 $11/page Learn More It will be reasonable, therefore, consider the provision of numerous incentives for the staff along with a well-developed retirement plan such as the defined-contribution plan: â⠂¬Å"In a defined contribution plan, the contribution rate is fixed, but the actual retirement benefit varies† (Rejda McNamara 2013, p. 360). Once realizing that they are supported and valued by the firm, the staff members are unlikely to consider the option of resigning. Logistics Problems and the Effects on the Company’s Progress As it has been stressed above, the existing military conflict in the area is most likely to trigger huge problems in the logistics department. However, even in the countries with a lack of military attacks in its political landscape yet still developing major risks in its political development, the procurement issues, in general, and the logistics strategies, in particular, will most likely cause some problems. First and most obvious, the existence of political issues in the environment of a certain country points to the fact that the consistent improvement of its infrastructure is, probably, not the top priority on the state authorities†™ agenda. Therefore, the states with high political risk rates can have a very poor infrastructure, which will slow down the delivery of the required resources and, therefore, make the firm default on its deadlines ona regular basis. The failure to provide the promised services and goods on time may lead to a significant drop in the Company X popularity. As the number of clients shrinks, the entrepreneurship will face the risk of its net profit margin reduction (Arbogast 2013). A closer look at the countries in question will reveal that the logistics-related problems are going to affect company X in a very meaningful way. Specifically, the firm should be aware of the fact that the logistic infrastructure has not been developed in the target areas of Europeand Asia fully yet. A recent report shows that there are opportunities for the infrastructure to be developed in the nearest future, though: More and more of these materials in the future, may well reach their final destinations via the Southern – South Eastern ports such as Gioia Tauro, Taranto, Pireaus, Thessaloniki, or the main ports of the Black sea. This will result in an additional shift in the connecting inland freight transport towards these areas. (Giannopoulos 2005, p. 8) Nevertheless, the current state of infrastructure in the target areas is quite deplorable.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Legal Problems: Corruption and Inadequate Laws Needless to say, operating in the environment of a foreign country presupposes complying with the rules an regulations that are accepted in the designated state. Herein the significance of carrying out a large investigation of the target market’s functioning specifics lies. Unless the key characteristics of the laws that the designated states are operated by are identified, Company X will be unable to provide its services to the target denizens of the population. A closer look at the legal problems that may emerge in the target areas will reveal that most of them are stricken by corruption. The specified problem can be deemed as rather difficult to deal with as it will require the ability to reconsider the financial policy of the organization and at the same time reduce the possible costs to a minimum. The specified approach is often viewed as middle ground between complete compliance with the corrupted system of the country and the avoidance of following the existing unspoken rules: Some companies employ the strategy of social contributions and public donations as an alternative to both avoidance and compliance. For example, sometimes bribes are presented as agent fees or fees for public services that might not otherwise be available. (Doh et al. 2003, p. 123) The approach in question can be deemed as a fairly reasonable as it helps the entrepreneurship retain its ethical integrity and at the same time helps it fit into the target market without conflicting with the people and organizations that control it. While the specified strategy will require profound diplomatic skills and stellar negotiation abilities, it can be considered the best opportunity for Company X in the target market (Tao Zhenji 2014). In addition, the criminal issues in some of the states in question may jeopardize the successful development of the firm. For instance, according to a recent study, a range of the South Eastern Europe stat es have been known notoriously for the drug trafficking problem: The continued prominence of the Western Balkans in heroin trafficking, despite the existence of more direct routes through South East Europe and, indeed, the fact that traffic must leave the EU in order to enter these countries, points to the existence of substantial criminal logistics in the region. (Drug situation analysis report: South Eastern Europe 2011, p. 9) Therefore, it can be assumed that the corruption rates are dangerously high in the specified region. Apart from the criminal issues, the overall corruption rate seems rather bearable. Risk Management in the Designated area: Tools to Address the Issues Insurance as the Key tool for Safety Promotion The significance of insurance can hardly be underrated in the environment of a foreign market. Therefore, exploring the existing insurance options is a must for the Company X. According to a brief overview of the target area, the firm should consider the provision of insurance to its staff firsthand. Seeing that the reduction of costs is the current goal of the entrepreneurship, the split liability concept deserves to be mentioned (Hiduke Ryan 2013). Transitional Economy and Its Effects on the Firm’s Progress The transnational economy is linked directly to the firm’s progress as the further promotion of the organization’s services and goods is likely to make it famous worldwide and open new opportunities for increasing its profit margin by becoming an essential part of a foreign market. Gaining power in the Western and Northern Europe is quite problematic due to the obvious prevalence of other companies offering similar services and being established there for an impressive amount of time (Ayub et al. 2014). Evolving in the Realm of Military Disturbances There is no secret that the Eastern and Southern parts of Europe have been affected by devastating conflicts that have been going on for quite long. Particularly, the tw o current issues that have been persistently reiterated in both traditional and modern media, the conflicts in the North Caucasus and Ukraine should be viewed as the major obstacles in the company’s evolution in the specified areas (Foxall 2014). In addition, the fact that the staff is likely to refuse from operating in the areas that are deemed to be under a military strain needs to be addressed. Apart from the obvious financial incentives, the provision of perfect retirement options and the facilitation of a completely safe environment for carrying out the key operations, the Company X must use the concept of the Corporate Social responsibility (CSR) as the basis for promoting the required behavioral pattern and convincing the staff members to deliver the most efficient performance possible (Mermod Idowu 2013). Because of the complicated political situation of the target market areas, the necessity for the staff members to make a choice of either being committed to the org anization or leaving it will ultimately emerge. Therefore, it is imperative for the well-being of the firm to make sure that the staff’s loyalty rates should be very high and that the ethical principles that their decisions are based on should be in line with the code of ethics promoted by the organization. Thus, there is a strong necessity to establish the principles of CSR in the organization. Defined as the understanding of the role that one plays in the company, the values thereof and the ethical principles that the organization holds as the foundation for its decision-making, as well as compliance with the specified principles (Bonetti Masiello 2012), CSR can be viewed as the ultimate tool for reinforcing the significance of corporate values and promoting responsibility among the staff members. It is quite remarkable that â€Å"SCR is not a traditional management tool† (Bonetti Masiello 2012, p. 9), as a recent study says, yet it seems to have become the foundat ion for most companies’ functioning in the global economy realm. In other words, the promotion of the given concept will help the organization convince the employees to accept certain ideas and values so that the further steps made by them in the realm of the Eastern and Southern Europe economy should be based on the specified values. Once the priorities are set straight, a streak of success can be expected. Reducing the Risk of Transportation Issues The dents in the current infrastructure of most Eastern and Southern Europe areas presuppose that the risks relate to logistics in general and procurement in particular will have to be reduced significantly. As far as the process of the company’s operations in the designated markets is concerned, it is essential that Company X should be able to use the services of the trusted organizations (Shenkar, Luo, ‎ Chi 2014). In addition, it is imperative that the firm should consider the idea of splitting liabilities with a partner company. Because of the incredibly high risk rates, the further process of investing in the project will have to be supported by a partner organization. Thus, a considerable number of costs will be cut significantly. According to the existing definition, the concept of a split liability is one of the most popular tools for bringing the risk rates down (Surminski 2012). Addressing Legal Concerns: Locating Regulatory Solutions As stressed in the recent reports, the Entire Europe can be deemed as the area affected by corruption to an extensive degree (Vachudova Spendzharova 2012) Particularly, the issue of bribery deserves to be listed among the primary issues that have to be addressed. Therefore, it is important to learn to adjust to the existing situation by reconsidering the current financial policy. There is no need to stress the fact that fighting corruption, let alone in several states at once, is beyond impossible; it is insane for an organization that does not have a g lobal influence and cannot use the support of the local authorities. As a recent study points out, the latter may assist the firm in avoiding the situations in which bribery or any other forms of extortion (Osuagwu 2012). The specified characteristics of the target areas of the firm’s operation, therefore, defines the further course of actions for the company. Particularly, the entrepreneurship leaders will have to consider creating strong business ties with the local authorities and the key governmental representatives. As a result, the issue regarding money extortion will be addressed adequately. Before the cooperation with the local government members is arranged, however, Company X will have to get ready for taking extra expenses. Conclusion: Further Steps to be Taken Summary A brief overview of the current situation in the eastern and southern areas of Europe has shown that there is a strong need to design a well put together risk management strategy due to the unique an d rather challenging environment that the company will have to operate in. Among the key problems to address, high corruption rates, a range of ongoing military conflicts, and a very poor infrastructure need to be listed. Recommendations The management of the above-mentioned problems is possible with the introduction of the principles of CSR and an elaborate choice of partners, a financial approach and an insurance strategy. Particularly, the firm will have to reconsider the current set of values that the employees use to make the company-related decisions. Moreover, a range of incentives for the staff members, including an expanded insurance option, have to be suggested so that the company members could retain their loyalty rates. Finally, it is crucial to reconsider the current financial policy due to the large possibility of spending much on developing the necessary relationships with the local authorities and the possible business partners (especially in the logistics and procur ement area). Reference List Aliev, H 2013, ‘Socio-Political and socio-economic causes of conflict escalation in the North Caucasus’, Ethnopolitic pPapers, vol. 25, no. 1, pp. 3–31. Arbogast, S V 2013, Resisting corporate corruption: cases in practical ethics from Enron through the financial crisis, John Wiley Sons, New York, NY. Ayub, A, Razzaq, A, Aslan, M, Iftekhar, S H 2014, ‘A conceptual framework on evaluating SWOT analysis as the mediator in strategic marketing planning through marketing intelligence’, European Journal of Business and Social Sciences, vol. 2, no. 1, pp 91–98. Bagdonas, A 2012, ‘Russia’s interests in the Syrian conflict: power, prestige, and profit’, European Journal of Economic and Political Studies, vol. 1, no 1, pp. 55–77. Bonetti, E, Masiello, B 2012, ‘Attracting RD foreign direct investment through an evolutionary model of place marketing. The case of Ireland’, International Journal of Management Cases, vol. 16, no. 4, pp. 4–17. Cohen, A 2012, ‘A threat to the West: the rise of Islamist insurgency in the Northern Caucasus and Russia’s inadequate response’, Backgrounder, vol. 1, no. 2643, pp. 1–17. Daud, S 2012, ‘Peace situation in the Middle East and the oil and water resources: a descriptive study’, Interdisciplinary Journal of Contemporary Research in Business, vol. 5, no. 3, pp. 492–524. Doh, J P, Rodriguez, P, Uhlenbruck, K, Collins, J, Eden, L 2003, ‘Coping with corruption in foreign markets’, Academy of Management Executive, vol. 17, no. 3, pp. 114–127. Drug situation analysis report: South Eastern Europe 2011. Web. Foxall, A. 2014, ‘Beyond Ukraine, Russia is already at war’, Forbes. Web. Giannopoulos, G A 2005, ‘Main transport challenges in South Eastern Europe, after enlargement’, European Transport, vol. 1, no. 30, pp. 3–13. Hiduke, G R yan, J 2013, Small business: an entrepreneur’s business plan, Cengage Learning, Boston, MA. Mermod, A Y Idowu, S O 2013, Corporate social responsibility in the global business world, Springer Science Business Media, Berlin. Osuagwu, L 2012, ‘Conceptualization of corruption in business organizations’, American International Journal of Contemporary Research, vol. 2 no. 5, pp. 18–25. Rejda, G E, McNamara, M J 2013, Principles of risk management and insurance, 12th edn, Pearson, Upper Saddle River, NJ. Schmidt, N 2014, ‘Neither conventional war, nor a cyber war, but a long-lasting and silent hybrid war’, Obrana a strategie, vol. 14, no. 2, pp. 73–86. Shenkar, O, Luo, ‎Y, Chi, T 2014, International business, Routledge, New York, NY. Surminski, S 2012, Reflection on the current debate on how to link flood insurance and disaster risk reduction in the European Union, Center for Climate Change Economics and Policy, Geneva. Tao, Z Zhen ji, Z 2014, ‘Coordination mechanism and negotiation model to resolve conflict of communication virtual service in information network corporation’, International Journal of Grid Distribution Computing, vol. 7, no. 3, pp. 167–176. Vachudova, M A Spendzharova, A 2012, ‘The EU’s cooperation and verification mechanism: fighting corruption in Bulgaria and Romania after EU accession’, SIEPS, vol. 12, no. 1, pp. 1–21. This essay on Large International Business Development in the Context of High Political Risks was written and submitted by user Jenny Andrews to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Return on Investment for Your Time

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Persuasive speech - why people shouldn't eat fast food Essay

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Human Resource Planning Human resource planning is when managers endeavour to anticipate problems that will impact the future demand and supply for employees. It is crucial to have adequate human resource information systems to provide timely and accurate information for human resource planning. Employee Recruitment Compliance with countries laws and regulations about equal employment opportunity affects all other human resource activities and is essential to human resource management. For instance, strategic human resource plans is obligated to guarantee adequate availability of a variety of individuals to meet affirmative requirements. Employers should be resourceful in recruiting applicants by posting on the internet or making ads on public places. Employee Selection Employee selection is an activity wherein the human resource managers assess the applications of the applicants. This is a crucial activity because the employers should select the best and qualified applicants on the list. All employers should be fair in hiring people by accepting them based on their qualifications and not because of other reasons like same race or family friend. Performance Appraisal Performance appraisal is a term used to describe the process set by an organisation to ensure all employees are aware of the level of performance expected of them in that role (HRINZ, 2011). Performance management system is in place in most organisations. For instance, an organisation is conducting trainings for their employees to be updated of the universal safety precautions. Human Resource Development As our work change and evolve, on-going retraining is necessary to accommodate technological changes. It is essential to prepare organisations for future challenges by boosting development of all employees including managers and supervisors. Compensation Compensation is payment to an employee for their contribution to the organisation, that is, for doing their job(McNamara, n.d.). The most common forms of compensation are salaries, wages, and salaries. Organisations typically associate job description with compensation ranges in the organisation. The ranges comprise the maximum and the minimum sum of money that can be made per year in that role. Benefits Employee benefits usually refer to retirement plans, life insurance, vacation leave, health insurance, and many more. In addition, benefits are more likely a form of value, other than payment, that is given to the employee to repay their contribution to the organisation, that is, for doing their job. Some benefits, such as unemployment and workers compensation, are federally required (McNamara, n.d.). Industrial Relations Industrial relations are multidisciplinary field that studies the mutual aspects of the employment relationship (VUW Career Development and Employment, 2010). It is increasingly being called employment relations because of the importance of non-industrial employment relationships. In addition, industrial relations are concerned with the social justice of decent work and unbiased employment. Most of the people often consider industrial relations as unionised employment situations and labour relations, but it is more than that. Industrial relations cover issues of concern to managers and employees at the workplace, including workplace management strategy, bargaining, participation and employee representation, union management cooperation, job design, workplace reform, skill development, and new technology (VUW Career Development and Employment, 2010) Health and Safety Programs The mental and physical health and safety of the employees are critical concerns. The traditional apprehensions are health issues arising from hazardous work with certain chemicals and newer technologies (Armstrong, 2011). Through a wider focus on health, health resource management can support employees with substance abuse and other problems. Employee wellness programs can help to promote exercise and good health should become more widespread. Manage Diversity Workforce diversity acknowledges the reality that people differ in many ways, invisible or visible, gender, marital status, social status, sexual orientation, disability, religion, ethnicity, personality, and culture (Armstrong, 2011). Effective diversity management has been historically utilised to deliver a legally defensible position towards charges of discrimination. Timesheet Management A timesheet is also known as the roster or schedules made by managers for all the employees including themselves. Making the timesheet is also a vital task by the human resource managers. They need to put workers on every shift and make other options to fill those who are on leave. The Impact of Harvard Framework Model to the HRM Activities There are two characteristic features of human resource management (Armstrong, 2011). Firstly, managers take added accountability for guaranteeing the alignment of personnel policies and competitive strategy. Secondly, employees has the task of following the policies that direct how personnel activities are developed and implemented in ways that make them more mutually reinforcing. The Harvard Framework has applied substantial impact on the practice and theory of Human Resource Management, mainly in its emphasis on the point that Human Resource Management is the apprehension of management in general rather than the employees function in particular. The Harvard Analytical Framework for Human Resource Management In addition, it is based on central philosophy and planned vision. It involves management decisions and actions reflecting the relationship between the firm and its employees. It emphasizes on the importance of proper management of the human assets of an organisation to promote harmony and hence promote the output. The Harvard framework of human resource management views employees as resources (Armstrong, 2003). This type of method distinguishes the section of mutuality in all kinds of businesses. In an organisation employees are considered significant stakeholders. They have their personal needs and concerns alongside with other groups such as customers and shareholders. Currently, many pressures are demanding a more comprehensive, more strategic, and broader perspective with respect to the human resources in an organisation. Managing people in a long term perspective and treatment of people as possible assets rather than simply a variable cost have been generated because of these pressures. The Contribution and Importance of Strategic Human Resource Management The influence of HRM strategy on organisational strategy Nowadays, the success of the organisation basically depends on the capabilities and experience of its members (Kumar, 2011). An organisation may have the technology and capital, but it is human resources that will support organisations take on challenges of business globalization. Technology can be produced and capital can be generated. But the human resources needed in an organisation that can manage the coming challenges must be rightly and properly motivated and encouraged. The Influence of Human Resource Management Strategy on Organisational Performance Human resource managerial strategies shown by organisations pursuing to progress organisational performance have been categorised in two broad kinds depending on their basic character being oriented to the rise of human resources’ level of skill or else of the grade of participation of personnel in the performance of the firm and organisational strategy. Labour productivity and organisational performance are positively related to diverse features of HR management systems (McGrath, 1996), such as recruitment and selection, training programs, performance evaluation, compensation and benefits, and innovative practices. Similarly, some research has shown that firms characterized by the use of the above practices outperform those that display inflexible HR strategies within the same economic sector. The Influence of Human Resource Management Strategy on the Alignment of Organisational Strategies Majority of the organisations consider the department of human resources as an managerial aspect and disregard the opportunity and need to align it within the strategic plans (Righeimer, n.d.). In situations where human resource is involved in the strategy of the organisation, its alignment doesn’t exceed the projecting function. Because the human resource does not hold a seat at the strategic planning table it is not aligned with the strategy of an organisation. The irony with the human resource being left behind in the strategic planning is that by its nature, human resource is about people, which is the strategic plan and fundamental of an organisation. My assumption is that it is difficult to measure the success of human resources and thus it is thought to be soft and not significant in the development of a strategy. What is measured gets done and obtains the authority to donate in an organisation’s strategy. The Impact of Strategic Human Resource Management on the Policy Making in an Organisation Employee Influence The method in which organisations manage their employees is considered a vital factor in assisting success or even failure for an organisation in today’s competitive setting. The core key to an organisation’s prosperity and effectiveness depends on how employees are managed, therefore, allowing it to have a competitive advantage versus other organisation. My assumption is that when an organisation or its human resource manager will provide company bonuses, benefits, and a good compensation to their employees will benefit from an effective and motivated workforce. This is because organisations that shows a keen interest in their employees and promote commitment based strategies through various HRM practices will benefit the most as they will see lower levels of employee turnover (The WritePass Journal, 2014) Work Systems One of the core principles of strategic HRM is to evaluate how the performance of an organisation is influenced by the way employees are managed (Farooq, 2013). Several measures have been implemented in human resource practices that have been tested to progress the effectiveness of the employees and to anticipate higher standards of organisational performance. Most of these methods include high commitment work system, high standard work structures, high performance human resource management and work systems. No matter the possibilities these systems may vary in the method of improving the employee efficiency, their conjoint track is that organisations can attain high performance by accepting practices that leverage and recognise employees’ ability to make value. To generate an all-out impact these practices are most operative when they are applied in groups because of their joint effects on performance. Reward Systems Reward management is about controlling and examining employee remuneration, compensation and all of the other benefits. Reward management targets to generate and proficiently function a reward system for an organisation. Reward system typically contains pay practices and policy, payroll and salary management, minimum wage, total reward, team reward and executive pay. References Armstrong, M. (2003). A Handbook of Human Resource Management Practice 9th edition. Retrieved from http://books.google.co.nz/books?hl=enlr=id=2AGbuhlTXV0Coi=fndpg=PR17dq=harvard+framework+model+of+hrmots=ZmKpYHrRC8sig=fUfPlB4Grf2P5tmsZKwdMAHaQsw#v=onepageq=harvard framework model of hrmf=false Armstrong, M. (2011). Armstrong’s Handbook of Strategic Human Resource Management 5th edition. Retrieved from http://books.google.co.nz/books?id=kJfSzYIBpWwCprintsec=frontcoverdq=Strategic+Human+resource+Management:+a+Guide+to+actionhl=ensa=Xei=pXiCU6r8KsXLkgWr74CADwved=0CFYQ6AEwBA#v=onepageq=Strategic Human resource Management: a Guide to actionf=false Brewster, C. and Mayrhofer, W. (2012). Handbook of Research on Comparative Human Resource Management, Cheltenham: Edward Elgar Publishing Inc Farooq, S. (2013). Strategic Human Resource Management – High Performance Work System. Retrieved from http://gemconsulting.wordpress.com/2013/04/27/strategic-human-resource-management-high-performance-work-systems/ Human Resources Institute of New Zealand. (2011). Performance Appraisals and 360 Degree Feedback. Retrieved from http://www.hrinz.org.nz/Site/Resources/Knowledge_Base/I-P/performance_appraisals.aspx Kumar, N. (2011). The Influence of Organisational and Human Resource Management Strategies on Performance. Retrieved from http://www.performancexpress.org/wp-content/uploads/2011/10/Vol45_04_18.pdf McGrath, R. (1996). ‘Improving Labour Productivity: Human Resource Management Policies do Matter’, Strategic Management Journal 17(5): 335-354 McNamara, C. (n.d.). Employee Benefits and Compensation (Employee Pay). Retrieved from http://managementhelp.org/payandbenefits/index.htm?PHPSESSID=900e2200ce5dd66bf5c5a7252da24633 Righeimer, J. (n.d.). Aligning Human Resources Strategic Plans. Retrieved from http://www.maverickec.com/index_files/Aligning HR Strategy epulse.pdf The WritePass Journal. (2014). How can HRM Practices Influence Employee Commitment and Overcome High Employee Turnover. Retrieved from http://writepass.com/journal/2012/12/how-can-hrm-practices-influence-employee-commitment-and-overcome-high-employee-turnover/ Victoria University Wellington (VUW) Career Development and Employment. (2010). Human Resource Management and Industrial Relations. Retrieved from http://www.victoria.ac.nz/st_services/careers/resources/career_publications/career_view/hrm_and_ir.pdf 1

nationalism :: essays research papers

Founded in 1965 by Ron Karenga, US emerged in Southern California shortly after Watts exploded into a riot and Malcolm X was assassinated. As nationalist sentiment grew among African American organizations because of the impact of Malcolm X, US established itself as a cultural nationalist group. It called for racial unity and for black people to free themselves from white oppression by embracing a "recovered" African culture. For US, that meant Kawaida, a quasi-religious system of beliefs and rituals advocating black pride, unity, culture and self-defense. Upon becoming a member or "advocate" of US, a person was given a Swahili name, urged to wear African clothing and immersed in the group's complex doctrine, practices and organizational hierarchy. Karenga, a budding scholar of African studies who was fluent in Swahili, constructed Kawaida, says Brown, by adapting rituals and beliefs -- primarily from the Zulus of South Africa -- to the organization's own rituals, beliefs and holidays. Kwanzaa, a holiday created by US in 1966, is now observed by millions of African Americans. Brown's portrait is historically sharp and honest. He includes a discussion of the damaging effects of sexism and of Karenga's cult of personality. Brown's research is also sensitive to misconceptions that have plagued US' past, such as the name standing for "United Slaves." The name, Brown says, simply "stands for Black People: the pronoun 'US' as opposed to 'them,' the white oppressors." Brown's study of US emerges as a keen observation of how a relatively small group became a central force in a mass movement through its ideological influence. "The group's approach to organizing," Brown writes, "which resisted mass recruitment into its ranks . . . saw no need for a large membership. Their goal was to ideologically influence other organizations with its united- front approach, and thus direct the course of the coming 'cultural revolution. ' " Brown illustrates this best in the section "The New Ark Laboratory," in which he cites US' alliance with writer-activist Amiri Baraka and several organizations in Newark, N.J., which not only helped elect the city's first black mayor but also turned Newark into a stronghold for the Kawaida doctrine when US fell into decline in the early '70s. Brown is equally attentive to the stumbling blocks faced by US. For instance, the section "Operational Unity and the US-Panther Conflict" gives a dynamic history of the escalating tensions between US and the Black Panther Party, as well as Karenga's political missteps that jeopardized US' anti- establishment credibility. nationalism :: essays research papers Founded in 1965 by Ron Karenga, US emerged in Southern California shortly after Watts exploded into a riot and Malcolm X was assassinated. As nationalist sentiment grew among African American organizations because of the impact of Malcolm X, US established itself as a cultural nationalist group. It called for racial unity and for black people to free themselves from white oppression by embracing a "recovered" African culture. For US, that meant Kawaida, a quasi-religious system of beliefs and rituals advocating black pride, unity, culture and self-defense. Upon becoming a member or "advocate" of US, a person was given a Swahili name, urged to wear African clothing and immersed in the group's complex doctrine, practices and organizational hierarchy. Karenga, a budding scholar of African studies who was fluent in Swahili, constructed Kawaida, says Brown, by adapting rituals and beliefs -- primarily from the Zulus of South Africa -- to the organization's own rituals, beliefs and holidays. Kwanzaa, a holiday created by US in 1966, is now observed by millions of African Americans. Brown's portrait is historically sharp and honest. He includes a discussion of the damaging effects of sexism and of Karenga's cult of personality. Brown's research is also sensitive to misconceptions that have plagued US' past, such as the name standing for "United Slaves." The name, Brown says, simply "stands for Black People: the pronoun 'US' as opposed to 'them,' the white oppressors." Brown's study of US emerges as a keen observation of how a relatively small group became a central force in a mass movement through its ideological influence. "The group's approach to organizing," Brown writes, "which resisted mass recruitment into its ranks . . . saw no need for a large membership. Their goal was to ideologically influence other organizations with its united- front approach, and thus direct the course of the coming 'cultural revolution. ' " Brown illustrates this best in the section "The New Ark Laboratory," in which he cites US' alliance with writer-activist Amiri Baraka and several organizations in Newark, N.J., which not only helped elect the city's first black mayor but also turned Newark into a stronghold for the Kawaida doctrine when US fell into decline in the early '70s. Brown is equally attentive to the stumbling blocks faced by US. For instance, the section "Operational Unity and the US-Panther Conflict" gives a dynamic history of the escalating tensions between US and the Black Panther Party, as well as Karenga's political missteps that jeopardized US' anti- establishment credibility.