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Managing Human Capital in Today’’s Globalization: A Management Information System Perspective

為了解決HRM system的問題，作者 這樣論述：

This book explores important issues in human capital in human resource management as it relates to management information systems (MIS). It highlights how management information systems are implemented and the potential for employee resistance, offering behavioral strategies to involve employees

in adopting effective MIS and in overcoming resistance during change. The authors also look at the available research that focuses on the changing skills requirements of employees in the context of both MIS perspectives and HRM perspectives. They address how current trends have evolved into a hyper-

emerging market of competitive advantage and fast-changing environments toward globalization. The authors also address: workforce planning and management systemsstrategic human resource managementre-engineering work processes for improved productivitywork-force diversitythe integration of MIS-HRIS a

nd employee involvementhuman resource globalization and MIS implicationsthe impact of digital technology on decentralized work sitesorganizational continuous improvement programs

Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage

為了解決HRM system的問題，作者Das Gupta, Ananda 這樣論述：

The concept of strategic human resource management has developed widely in the last couple of years, especially because of the impact of human resources on the competitiveness of organizations. The development of human resource strategies involves taking into account their multiple mutual depende

ncies and the fact that they must be vertically integrated with the business strategy. These strategies define the intentions and plans related to the overall organizational considerations, such as organizational competitiveness, effectiveness or image, and to more specific aspects of human resource

s management, such as resourcing, motivating, valuating, learning and development, reward and employee relations.Strategic management of human resources provides a large perspective on the way critical issues or success factors related to people can be addressed and how different concepts of strateg

ic decisions are made, with long-term impacts on the behavior and success of the organization. The fundamental objective of human resource strategic management is to generate strategic capabilities by ensuring that the organization has the high-qualified, committed and well-motivated employees it ne

eds to achieve and sustain the competitive advantage.The emergence of strategic human resource management (SHRM) is influenced by global competition and the corresponding search for sources of a sustainable competitive advantage. SHRM has achieved its prominence because it provides a means by which

business firms can enhance the competitiveness and promote managerial efficiency. It facilitates the development of human capital that meets the requirements of a competitive business strategy, so that organizational goals and the mission of the organization will be achieved.The HRM system is define

d as a set of distinct but interrelated activities, functions and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm’s human resources. Many agree that HRM is the most effective tool which contributes to the creation of human capital, and in turn, contrib

utes to organizational performance and the competitive advantage.This book puts emphasis on understanding the role of HRM between organizations and people and provides an analytical approach toward encompassing HRM, employment relations, and organizational behavior. As a management discipline, HRM d

raws insights, models and theories from cognate disciplines and applies them to real-world settings. Further, this book discusses how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practic

e, etc.) can be applied by reflective practitioners to create an eco-friendly organizational culture.

Winners and losers of Working-from-home trend – The impact of Perceived Person-Environment Fit towards the Continuance Intention to Working-from home after COVID-19

為了解決HRM system的問題，作者Le Quy Ha My 這樣論述：

The COVID – 19 outbreaks have been changing the world dramatically in many ways, including the way we work. As a result, the Working-from-home (WFH) trend explodes rapidly and gradually develops into a permanent solution. This study aims to evaluate the willingness to continue WFH in the long term

by analyzing the relationship of perceived person and environment to the perceived person-environment fit. A research framework was developed based on the Person-Environment Fit theory with six combinations of Demands-Abilities and Needs-Supplies to examine the Perceived Person-Environment Fit, whic

h eventually used to anticipate the willingness to continue WFH. The research was conducted mainly in Vietnam, with 305 employees’ answers were collected. A mixed-use of SPSS and SmartPLS was utilized to analyze the data by quantitative approach. The research indicated that when there is an excess i

n both persons’ and environments’ expectations, there will be an increase in Perceived P-E fit, with the Perceived Fit of Lack of information and Perceived Fit of Facilitating Conditions playing more important roles. The Perceived P-E fit then was proved to positively affect the Continuance Intentio

n to WFH, Job Performance, Job Satisfaction, and Work-life balance. Lastly, positive moderating roles of IT Capability and System Quality were also addressed along with the negative moderating effect of Extraversion characteristic.