Research Articles Base: Knowledge Management

Free Thesis Statements on The Development of Knowledge Management Model in Basic Education School

Free Thesis Statements The Development of Knowledge Management Model in Basic Education School   <li class="MsoNormal" style="text-align: justify"> The overarching aims of education underlie the construction of the curriculum.  Education, in the broader sense, aims to develop the individual, to enlarge a child’s knowledge, experience and imaginative understanding, and thus his awareness of moral values and capacity for enjoyment and also to enable the child to take his place in society. The need for Knowledge Management Model in Basic Education School is essential. </li>   <li class="MsoNormal" style="text-align: justify"> The development of Knowledge Management Model in Basic Education School has the aim to provide opportunities for all pupils to learn and achieve, to promote spiritual, moral, social and cultural development and to prepare pupils for the opportunities, responsibilities and experiences of life. </li>   <li class="MsoNormal" style="text-align: justify"> With regards to the development of knowledge management in basic educations school, the importance of measuring the students’ perception because they usually participate in producing the service, thereby affecting the performance and quality of the final service. Since there is no concrete dimension to service quality, students may uphold nonexistent expectations. Therefore, expectations and perceptions must be measured for identification purposes. </li>     Credit:ivythesis.typepad.com

Free Thesis Statements on The Development of Knowledge Management Model in Basic Education School

Free Thesis Statements The Development of Knowledge Management Model in Basic Education School The overarching aims of education un...

Research Proposal on An Investigation on the Attitude of Consumers to Locally Manufactured Goods

An Investigation on the Attitude of Consumers to Locally Manufactured Goods Introduction The campaign to prioritize the locally produced products and/or other goods are sought to be effective in strengthening the economy. The developing countries, although lack of technological and mechanical preferences among the industries, are focused in enhancing the production through the knowledge management, strategic applications, and manpower talents. In the action of the economy to strengthen the economy, buying the local products are once assessed and placed in a more comprehensive approach such as national campaigns. Background and Problems Statement Based on the review on the past study where there two hundred (200) correspondents comprising manufacturers, marketers and consumers were interviewed. The focus of the study is about the issue in the industry of textiles and the locally manufactured goods. As an analysis, the results showed that while Nigerians are fairly satisfied with made-in-Nigeria goods, the goods are also not well publicized by the marketers (Njoku, 2004). This creates an idea that, although the locally produced goods passed in the consumer preferences, still, it suffered in the market as compared to the imported because of the lack of publicity or it is not properly commercialized and given priority by the locals themselves. With this initial investigation, it seems that the manufacturers and retailers do not provide the initiative to sell their own products. However, what are the attitudes of the consumers in other manufactured goods, like shoes, canned goods, and others that became essential in everyday living? Research Aim and Objectives The main aim of the study is to investigate the attitude of the consumers in the locally produced products in Nigeria. In order to achieve this aim, the study should consider the following objectives: a)      To identify the problems in terms of marketing of locally made goods. b)      To determine the degree of correlation between product quality and the consumer preferences c)      To recognize the economic effect of the policies prioritizing the locally made products d)      To examine the effect rapid changes in consumer preferences Literature Review The term “made-in-Nigeria” are understandably that the goods are locally manufactured or manufactured in Nigeria. Many countries also apply this idea to re-introduce the products in the domestic market. The process of manufacturing in Nigeria is ideally made through the sourced materials that can be found locally. The entire production is also locally processed. Based on the recognitions done by the local entrepreneurs, they admitted that the imported products are hard to resist and can penetrate in the market and compete with their products. Therefore, they start to imitate the products and start to produce the goods which are most commonly found among the range of shoes. This type of strategy easily fools the consumers and became the breakthrough the entrepreneurship in Nigeria (Njoku, 2004). Because of the consistent with current trends in globalization, many international companies have moved from the traditional multi-domestic approach – where local subsidiaries market locally-developed products to the local population – to a global approach – where firms market their products on a global basis with only limited adaption to local markets. The national economy encouraged the consumers to create emphasis on the local consumer culture (LCC) to have a more positive attitude toward local products in general (Steenkamp & de Jong, 2010). However, in Nigeria, the concept of origin effect is very evident. Accordingly, the previous study showed that the products from the technologically more advanced countries were viewed more positively by nationals of developing countries, than those from the technologically less advanced countries. The situational personal characteristics, such as motivation and ability to process information, may influence the consumer preferences. And because there is a traced weakness in Nigerian manufacturing industries, the people turn to patronize the imported goods. The image made by the foreign manufacturers gives a great effect among the consumers (Opoku &Akorli, 2009). Methodology The applied method in the study is to through the use of survey and interview. The survey will be conducted among the respondents who are consumers. Through the Likert Scale form of questionnaire, the study can determine the satisfaction level as well as the perception of the respondents. Furthermore, the questionnaires are effective tool to weigh the buying decisions of the respondents by comparing the locally made products against the imported goods. On the other hand, the use of interview will lit the idea on the struggles that involved in the manufacturing industry. The interviewer will include the participants coming from the manufacturers, retailers, and traders.   References: Njoku, A.A., (2004) Marketability of Made in Nigeria Textile Materials [Online] Available at: http://www.stclements.edu/grad/gradnjok.pdf [Accessed 23 September 2010]. Opoku, R.A., & Akorli, P.A., (2009) The Preference Gap: Ghanaian Consumers’ Attitudes toward Local and Imported Products, African Journal of Business Management, 3 (8): 350-357 [Online] Available at: http://www.academicjournals.org/AJBM/PDF/pdf2009/Aug/Opoku%20and%20Akorli.pdf [Accessed 23 September 2010]. Steenkamp, J., & de Jong M.G., (2010) A Global Investigation into the Constellation of Consumer Attitudes towards Global and Local Products, Journal of Marketing [Online] Available at: http://www.marketingpower.com/AboutAMA/Documents/JM_Forthcoming/A_Global_Investigation.pdf [Accessed 23 September 2010].   Credit:ivythesis.typepad.com

Research Proposal on An Investigation on the Attitude of Consumers to Locally Manufactured Goods

An Investigation on the Attitude of Consumers to Locally Manufactured Goods Introduction The campaign to prioritize the locally produce...

Critical Analysis of Workplace Practice: Internship under the Water Pressure Management Program of Networks Alliance

Critical Analysis of Workplace Practice: Internship under the Water Pressure Management Program of Networks Alliance   Introduction   An internship can be best understood as a temporary position with an emphasis on ‘on the job training‘ (Liang 2006). It is the provision of an opportunity for students to gain experience in their field, determine if they have an interest in a particular career and create a network of contacts. As students of the University of Western Sydney, we have the extraordinary opportunity of an entire unit dedicated to internships within our final year. This essay will attempt to provide insight and analysis of the experiences and lessons learned within the recently completed internship with Networks Alliance. Discussion into the background of Networks Alliance, their role, responsibility and the industry within which they are based will occur in order to illustrate the environment within which the internship occurred. In addition to this, the structure of organisation and communication within the workplace of Networks Alliance will be analysed to provide greater insight into the possible reasoning’s behind particular experiences within the internship. For example, the necessity to overcome challenges in the form of negative employee relations will be discussed in terms of its possible connection with recent reshuffling of management. Finally, an analysis of the student’s performance within the role as well as overall role satisfaction will occur as a means of depicting the lessons learned from the internship experience.   Background of Networks Alliance   As discussed, the internship was undertaken within the communications department of Networks Alliance. In their website, Networks Alliance describes itself as “an innovative collaboration formed by Sydney Water to deliver a program aimed at reducing leaks from Sydney Water’s 21, 000 km water supply network.” (Networks Alliance 2008a) Networks Alliance emerged from the establishment of an alliance between heavy weight construction-focused companies, Sydney Water, Bovis Lend Lease, Veolia Water Network Services and CLM Infrastructure.   The work undertaken within this alliance covers a range of different techniques of raising Sydney’s water saving capacity. The technique with which this internship was focused was the particular department of the water pressure management program (WPMP). The development of this program begins with the identification of particular areas within the Sydney region that were receiving significantly high water pressure, a factor that had been determined as a contributor to the bursting and leaking of water mains. Once the high water pressure areas had been identified, particular sites for the installation of a pressure-reducing valve (hereafter PRV) needed to be determined in terms of necessary design factors such as adequate power supply and minimal community and environmental interference. Determining of the adequacy of sites is where the communications department comes in. This is where the role of this internship is introduced.   The WPMP then has two roles. One is the installation of pressure regulating valves in homes and the other is monitoring system points to ensure lower levels of water pressure across the supply network (Networks Alliance, 2008b). I received assignment to the system monitoring points as an assistant. Monitoring happens by monitoring changes in water use by looking at increases in households and business firms especially in high water pressure areas and adjusting water pressure accordingly. The adjustments are made through the pressure regulating valves. In case, households or business firm, especially firms relying on high water pressure for business are affected by the adjustment, they are informed of the change so they can also make the necessary adjustments in their business. Receiving, processing and addressing concerns made by residents such as reports of water leakage, busted water pressure valves, and other concerns relative to water pressure also form part of monitoring task.   As an intern, I received responsibility as an assistant for coordinative work. This allowed me to gain a picture of the work done at WPMP and the services provided to the community. I receive calls from households and business firms and verify the reports by looking at the map of the system monitoring points, identify the possible problem, and report this to my immediate supervisor. The report is confirmed and then acted upon by dispatching people to the field. After the work has been completed, I read the reports from the field personnel and make the necessary communication to the household or business firm that called. In addition, I also inform households or businesses about the inclusion of their property in the program and the possible effect on them. I answer questions and address the concerns of households and business firms.   My work requires two things. One is thorough knowledge in the work of WPMP and the other is effective analytical and communication skills. I went through a briefing by my immediate supervisor about the scope of work of the program, the responsibilities of the different personnel, and my responsibility. The rest I had to learn through direct experience. As a requirement of my work, I had to know the areas or communities likely to have low and high water pressure, the socio-economic demographic of the areas including the number of households, the water consumption, and the nature of business firms. After these, I had to have an idea of the potential water pressure problems in these different areas, the areas that these problems would likely occur, and the solution. I learned these from my direct experience as well as information sharing from some of the personnel in the program.   During the length of the internship, I was able to help in handling three major adjustments that required my coordinative contribution. I received the reports of two households and one business firm, analysed the probable problem, and made the report to my immediate supervisor. After verification, personnel were dispatched to the field to investigate and address the problem. In addition, I was also able to address questions of people calling the office, except for a call that involved legal action, which I had to endorse to my immediate supervisor. I was able to learn all about the work done at the program and practice my communication skills.   Organisational Structure of Networks Alliance     Networks Alliance is a collaboration or joint venture combining the expertise of four organisations: Sydney Water, Bovis Lend Lease, Veolia and CLM Excavations.                             The organisational structure of Networks Alliance is flat, which means a thin layer of hierarchy (Miner 2002; Sims 2002) and provides a number of benefits. One is a simple communication process because of the thinner hierarchy of people through which feedback from the frontline reaches the top and decisions from the top reach the frontline (Goffee et al. 1999). As such, simple communication process also supports the flexibility of the frontline programs in actualising decisions to address the needs of households and business firms in the community. This in turn builds better customer relations, which is important in a service organisation (Dirks 1999). Another is improved employee supervision in a thinly layered organisation (Miner 2002). Last is higher employee accountability (Sims 2002) since every frontline employee working under the programs directly reports to their supervisors that building responsibility for one’s work. These benefits not only reflect upon the performance of Networks Alliance but also services and service delivery to the community.   The organisational structure of the programs is functional, which means that the resources—human resources, physical resources, financial resources, and intangible resources—are organised in a manner that supports the performance of specialised tasks or work by the different sub-groups to contribute to the achievement of goals of the organisation (Miner 2002; Sims 2002). By operating as functional groups, a number of benefits accrue. First is open communications (Goffee et al. 1999) because the functional groups have to coordinate with the other groups in order to perform tasks, which means the need to confer with other members and coordinate linked tasks. Second is full and joint accountability (Sims 2002) of the functional groups for their role in the performance of tasks. The groups take responsibility for errors committed on their part, which motivates the minimisation of errors. Third is the development of expertise in the functional scope of responsibility (Miner 2002). By focusing on a function, the groups are able to develop expertise in their area of work. Fourth is the maintenance of staff in one functional group, which contributes the benefit of job satisfaction (Miner 2002) that is difficult to achieve in a more fluid organisational structure. Last benefit is little task or position duplication (Sims 2002) since the delineation of the tasks of the functional groups and the identification of the forms of linkages prevents the commission of the same work by two or more groups.   Source of Business of Networks Alliance   The market of Networks Alliance comprise of households and business firms. The sources of business for Networks Alliance, as a service firm, are customer complaints over water services, demand for specialised or technical expertise in water utility delivery services, and water scarcity requiring recycling services. Networks Alliance emerged as a means of conserving water resources and maintaining water network assets. As such, the organisation exists as a business to address three issues. One is the receipt, processing and resolution of customer complaints and reports. The bulk of calls and reports received by the organisation keep the organisation in business. This is also the reason for the establishment of communications, as one of the functional groups in the WPMP. Another is technical services in water delivery services. Although the Sydney Water handles the delivery of water delivery services in the community, there are specialised problems that require technical skills. Networks Alliance emerged through the integration of four organisations with their respective expert services to address these needs. The WPMP under Networks Alliance handles technical requirements of monitoring and managing water pressure across the service network to prevent problems such as water pipe bursting and water wastage. Last source of business for Networks Alliance is water recycling to address water shortage and the response of water conservation. Another program under Networks Alliance focuses on water recycling to support water conservation targets.  These three sources of business for Networks Alliance justified the establishment of the three specialised programs. (Networks Alliance 2008b)   Aims and Objectives of Networks Alliance   The aim of Networks Alliance is to ensure sufficient water supply for Sydney in the long-term (Networks Alliance 2008a). To achieve this aim specific objectives include: 1) preventing and fixing water leakages in the supply network; 2) upgrading and maintaining the supply network including pipelines and other installations; and 3) recycling water to conserve water. The aim supports the establishment of Networks Alliance expected and intended to focus on ensuring that Sydney would have sufficient water supply in the future to address the issue of the impending water shortage in Sydney. The objectives justify the establishment of the three programs, which are Water Pressure Monitoring Program, Water Main Renewals, and Hoxton Park Recycled Water Project. The creation of a functional structure for the programs also support the objectives by supporting the development of specialised knowledge and skills on the areas of work needed to achieve these objectives. (Networks Alliance 2008b)   Communication Structure of the Workplace   Communication is an important competency at Networks Alliance to support the functional structure of the programs and enhance relations with households and business firms. The type of communication in the workplace is a combination of verbal and non-verbal forms of communication (Hartley 1999). By forming part of problem solving processes, most of the personnel already have an idea of the attitudes, personalities, views, and behavioural patterns of the other personnel. This enables them to communicate verbally and non-verbally. Communications is largely informal (Hartley 1999) although there is always a moderator during meetings to direct the discussion and bring together ideas. Although communications is very informal, the nature of the communications at work is impersonal, which means the expectation of objectivity from the personnel on matters of work and work performance (Jehn & Shah 1997). The supervisors openly express constructive comments of the works of personnel.   The nature of the communication network is the combination of a chain and circle. The chain refers to communications that passes from one person to another (Goffee et al. 1999) and this occurs when the supervisor transmits messages via one personnel for circulation to the other personnel. The circle pertains to communications that involves a communication-response-communication (Goffee et al. 1999) expressed through the informal communication exchanges at work.   The communication structure at Alliance Network is very open, which supports the achievement of the objectives. However, the communication system evolved from the long-term working experience of the personnel to create a semblance of communication sub-culture (Hartley 1999), which involves getting used to for newcomers to prevent exclusion or even alienation in the workplace.   Critical Analysis of the Workplace   The workplace at Networks Alliance has its strong points but there are also issues requiring consideration to enhance efficiency in the processes, systems, outcome delivery. These issues emerge alongside the positive points of the organisation.   First strong point is open communications, which builds rapport in the workplace (Goffee et al. 1999). This finds expression in the informal nature of communication but objective attitude towards communication exchanges among the personnel and supervisors. Rapport in communications builds the confidence of the personnel towards their ideas (Dirks 1999) because of the knowledge that they will be heard. As such, this in turn builds a positive attitude towards innovative ideas. However, this also builds a sense of competition in the workplace that hampers, to a certain extent, information sharing or collaboration. The dilemma is balancing personal and group interests (Dirks 1999). Nevertheless, by providing due recognition to the individual contributions of members in group output, the balance should be achieved, so long as the emergence of the problem is anticipated and prevented early on.   Second strong point is collaboration within the functional groups as well as across the functional groups. Collaboration is important in service organisations by building on cooperation, responsibility and accountability. (Miner 2002) As such, the personnel know the contribution expected from them with the realisation that their inability to meet this expectation would adversely affect functional outcomes. Personnel established fiduciary relations, mutual trust, and reliance on each other’s competencies. This supported better performance. However, this is also susceptible to problems. Negative employee relations emerged as an issue with the recent reshuffling of management. Having new management disrupts the established system of work that affects the attitudes and behaviour of personnel (Randall 2004). The group has to rebuild working relations again with the new management.   Third strong point is organisational learning and knowledge management. Organisational learning pertains to the process of identifying and correcting errors by drawing insight from experience (Lorino 2001). Working in a specialised program focused on a particular problem enables personnel to draw great insight into the problems related to technical and service areas allowing them to easily identify problems and determine appropriate solutions. Knowledge management is the process of building knowledge as assets that support effective strategies (Raub 2001). Learning drawn by the personnel from experience would result in suggestions for improvement targeting enhanced effectiveness. However, these are susceptible to the issue or management reshuffling. Managers take responsibility for tying up learning insights from personnel so that a change in management would mean starting over again (Randall 2004). Even with the proper endorsement of the management position, there are things that the old manager cannot transfer to the new manager such as trust and relationship with personnel.   Critical Analysis of Student’s Performance and Experience   The internship provided me with valuable lessons as well as pointed out areas for personal and professional improvement. One important lesson is adjustability to group dynamics (Jehn & Shah 1997; Dirks 1999; Goffee 1999). As a newcomer, I had to create good working relations not only with my immediate supervisor but also with the other personnel. It took a while but by the end of the internship, I believe I was able to gain the acceptance and respect of my co-workers. The factors that allowed me to establish good working relations include being open about me and taking interest in the other personnel as well as making good in the task assigned to me to gain their trust as a contributing member to the group. Everyday is a learning experience and the experience enabled me to gain insight into human relations in the actual work setting. Another important lesson is appreciation for continuous learning (Lorino 2001; Raub 2001). Experience is the best means of improving performance especially in service delivery that involved evolving and new problems that require resolution. I was able to keep up by building on the coaching of my immediate supervisor and other personnel.   The areas where I need improvement include practical thinking since academic knowledge has to be linked to practice. Often, the ideals learned in the academe do not match actual practice so that while theories serve as guidelines for practice, problems also require consideration based on empirical context. Another area for improvement is self-assessment. Relying on constructive feedback from my supervisor was not enough. I should be able to assess my strengths and weaknesses in various areas of practice because I know myself the most and the feedback from my supervisor comprises an outward looking in perspective to augment self-improvement.               Conclusion   Internships have a two-fold purpose. One is to prepare students for actual work upon graduation by providing students with experience of the actual work setting. The other is to help students identify and assess their preferred organisation or area of work based on their experiences of the workplace via internship. (Liang 2006) Internship with the Water Pressure Management Program of Networks Alliance showed me that I could become a valuable member of the organisation.         References   Dirks, K 1999, ‘The effects of interpersonal trust on work group performance’, Journal of Applied Psychology, vol. 84, no. 3, pp. 445-455.   Goffee, R, Jones, G, Livingston, S, Pfeffe, J, Thomas, D, Ely, R, Manzoni, JF & Barsoux, JL 1999, Harvard business review on managing people, Harvard Business School Publishing, Boston, MA.   Hartley, P 1999, Interpersonal communication, Routledge, New York.     Jehn, K & Shah, P 1997, ‘Interpersonal relationships and task performance: an examination of mediating processes in friendship and acquaintance groups’, Journal of Personality and Social Psychology, vol. 72, no. 4, pp. 775-790.   Liang, J 2006, Hello real world!: A student’s approach to great internships co-ops and entry level positions, BookSurge Publishing, Charleston, SC.   Lorino, P 2001, ‘A pragmatic analysis of the role of management systems in organizational learning’, in R Sanchez (ed.), Knowledge management and organizational competence, Oxford University Press, Oxford, pp. 177-209.   Miner, JB 2002, Organizational behavior: foundations, theories, and analyses, Oxford University Press, New York.   Networks Alliance 2008a, Home, viewed 17 October 2008, < http://www.networksalliance.com.au/index.php?option=com_frontpage&Itemid=1>   Networks Alliance 2008b, Our projects, viewed 17 October 2008, < http://www.networksalliance.com.au/index.php?option=com_content&task=view&id=15&Itemid=29>   Randall, J 2004, Managing change, changing managers, Routledge, New York.   Raub, SP 2001, ‘Towards a knowledge-based framework of competence Development’, in R Sanchez (ed.), Knowledge management and organizational competence, Oxford University Press, Oxford, pp. 97-113.   Sims, RR 2002, Managing organizational behavior, Quorum Books, Westport, CT.   Credit:ivythesis.typepad.com

Critical Analysis of Workplace Practice: Internship under the Water Pressure Management Program of Networks Alliance

Critical Analysis of Workplace Practice: Internship under the Water Pressure Management Program of Networks Alliance Introduction ...

Research Proposal on Knowledge Management Challenges in Malaysia towards K-economy: A Librarian Perspectives

Knowledge Management Challenges in Malaysia towards K-economy: A Librarian Perspectives Introduction Libraries are always been recognized as reader’s haven. Therefore, it should rethink and explore ways to improve their services and become learning organization in which to discover how to capture and share tacit and explicit knowledge within the library. The changing role of librarians as knowledge managers emphasizes the need to constantly update or acquire new skills and knowledge to remain relevant to the today’s library environment. Libraries may need to restructure their functions, expand their role and responsibilities to effectively contribute and meet the needs of a large and diverse of community and users (Hamid & Nayan, 2005) Background and Problem Statement In the present k-economy in Malaysia, knowledge dominates the society in all types of business pursuits as well as in their everyday lives. Knowledge‐driven economy has been defined as the rapid development and convergence of communications, computing and digital content to enable the globalization of production and stimulating enterprise and creativity. The libraries of all sizes and types are embracing digital collections, although most libraries will continue to offer both print and digital collections for many years to come. The effective use and exploitation of all types of knowledge to fulfill the business and economic activities are the main objectives of k-economy (Yaacob, 2010). Because of the continuous development in information and technology, the collection and disseminating the knowledge in the society is plagued with many barriers. Therefore, what are the challenges that create an impact in Malaysia towards it movement to k-economy? Research Aim and Objectives The main aim of the study is to investigate the knowledge management in Malaysia with regards to the changes and challenges in the society. In order to collect the suitable information there are objectives that should be considered. First is to determine how the libraries go about creating, disseminating and applying knowledge within the organization. Second is to discuss the working environment involved in supporting the implementation of knowledge management in the organization .Third is to determine the perceptions of the users and librarians about the knowledge management. And fourth is to analyse the effective policy or system through comparing the other countries in terms of the knowledge management.  Literature Review The k-economy is based on a paradigm that focuses on intellectual capital as a prime mover. With knowledge replacing physical and natural resources as the key ingredient in economic development, education and human resource development (HRD) policies require rethinking.  Investment in human capital is critical in a k-economy. Human capital theory views education and training as an investment that can yield social and private returns through increased knowledge and skills for economic development and social progress (Mustapha & Abdullah, 2004). In the application of the knowledge in the society, the economy is expected to improve. For example, the company faces the challenge of how to best manage its knowledge assets to generate value for the marketplace and obtain competitive advantage. Such advantage derives from special capabilities that are rare, valuable, non- substitutable, and costly to imitate. Therefore, the investment in knowledge is widely recognized as the source for competitive advantage (Ibrahim, et al., 2001). The Malaysian media have been deemed by successive governments as a tool to help promote national development plans and strategies like the knowledge management. Through the help of the media, people are oriented to adopt change or development, which can be easy to educate the society (Nain, 2003). On the other hand, the librarians have played key roles in the collecting, storing, organizing and disseminating of knowledge to society. Although the advent of Internet has brought predictions of the demise of the libraries, it has proven that libraries are, not only crucial but librarians’ role as knowledge providers had become even more significant. In universities, for example the head librarians continue to become important partner in decision‐makings while administrators, professors, and students see the library as the nerve of the campus. Libraries have indeed changed radically from their custodial role and emerged as dynamic partners in knowledge management programmes (Yaacob, 2010). Methodology The applied method in the study is the combination of qualitative and quantitative research. The study uses the questionnaire as the main instrument in data gathering such as determining the perceptions of the librarians about the topic on knowledge management. Hence, their perceptions will be used in relating the past and current issues on the knowledge management in Malaysia. On the other hand, the use of secondary information is important to compare and analyze the knowledge management done in other countries. References: Hamid, S., & Nayan, J.M., (2005) Preliminary Study of Knowledge Management in a Library: A Case Study of the National Library of Malaysia [Online] Available at: http://www.lib.usm.my/elmu-equip/conference/Documents/ICOL%202005%20Paper%2021%20Suraya%20Hamid%20&%20Jamaliah.pdf [Accessed 06 October 2010] Ibrahim, A., Ismail, H.A., Asree, S.H., & Said, M.R., (2001) Knowledge Management as Strategy for K-Economy: Looking At Malaysia Environment [Online] Available at: http://www.eg2km.org/articles/Enriching%20KM%20in%20R&%20D%20Organisation%20-%20A%20Malaysian%20Perspective.pdf [Accessed 06 October 2010]. Mustapha, R., & Abdullah, A., (2004) Malaysia Transitions Toward a Knowledge-Based Economy, The Journal of Technology Studies, 30 (3) [Online] Available at: http://scholar.lib.vt.edu/ejournals/JOTS/v30/v30n3/pdf/mustapha.pdf [Accessed 06 October 2010]. Nain, Z., (2003) Media Role in a K-Economy: Transforming Media Education in Malaysia, Asia Pacific Media Educator, 14(13) [Online] Available at: http://ro.uow.edu.au/cgi/viewcontent.cgi?article=1074&context=apme [Accessed 06 October 2010]. Yaacob, R.A., (2010) Knowledge Management: Emerging Roles and Challenges of Library and Information Professionals [Online] Available at: http://eprints.uum.edu.my/553/1/SPEAKER_DATO_DR_RAJA_ABDULLAH.pdf [Accessed 06 October 2010]. Credit:ivythesis.typepad.com

Research Proposal on Knowledge Management Challenges in Malaysia towards K-economy: A Librarian Perspectives

Knowledge Management Challenges in Malaysia towards K-economy: A Librarian Perspectives Introduction Libraries are always been recogniz...

Dissertation on A Study of Critical Factors of Retaining Well-Performed Staff in a Workplace

Table of Contents   I.      Introduction.. 2 A.    Significance of the Study. 2 B.    Approach to Investigate the Problem.. 3 II.    Literature Review… 4 A.    Rationale of the Study. 4 B.    Staff Performance and Organisational Development. 5 C.    Staff Retention in the Workplace. 7 D.    Relevance of Literature. 8 E.     Synthesis: Applications of the Theory in the Study. 8 III.       References. 9   I.       Introduction One of the cornerstones of modern organisation is seen in their proper management of the human resource of the company. On the view of the top management, it is easy to dismiss the low ranking personnel as expendable. However, in the age of mergers, acquisitions and rather rapid life cycles of organisations, the human resource is deemed as one of the most viable assets for companies. A whole lot of companies have taken steps to realise this perspective but it involves real hard work. The management have to recognise the importance of the basic principles of human resource management and the more complex concepts of employee retention. The following discussions shall shed light on this matter.   A.     Significance of the Study The importance of employee retention is highlighted in numerous organisational studies. This paper will be a welcome addition to that class of discussions pertaining to a particular function of human resource management. However, it is quite recognisable that certain aspects of the issues of retention have been left out. For instance, there is a lingering assumption that employee retention is in itself an ends that would trigger organisational development. It is not that simple. Companies print out catchphrases and other company maxims indicating the importance of employees to the company and their actual roles as assets. However, organisational development could only be achieved in its fullest provided that retained employees are well-performing ones. This paper intends to take on this general objective of finding the critical factors that would retain a company’s well-performing staff in the workplace. In order to achieve this goal, the study intends to answer the following questions: ·         What are the tools used by the company in determining employees who are well-performing? ·         How does the company do away with voluntary turnover? ·         How does the company ensure retention? ·         What are the critical factors of staff retention normally used in the workplace? ·         Does these critical factors of retaining well-performed staff directly relate to organisational development?   B.     Approach to Investigate the Problem The paper shall employ both quantitative and qualitative from of research. This means that the primary will come from the responses on a researcher-made questionnaire while the secondary data will come from academic journals and scholarly articles. The discussions will focus primarily on the critical factors that retain well-performing staff in the workplace. For clarity and coherence, this paper shall be divided into several chapters. The first chapter shall serve as the introductory part of the paper. It shall establish the objectives and the specific claims held by the researchers of this paper. The second chapter shall provide a discussion on the review on relevant literature on employee retention. These discussions shall cover recent organisational studies on the matter. The third chapter shall describe the methodology used in the course of this paper. Specifically, a description of the methods used in the acquisition and processing of the relevant data is given in this chapter. The fourth chapter shall give the interpretation, presentation and analysis of the gathered data both by qualitative and quantitative means. The final chapter shall provide the conclusions based on the preceding chapters of the paper and consequently propose certain recommendations on the topic.   II.    Literature Review In this chapter, discussion on the past and existing literature on employee retention and the consequent elements of organisational development and staff performance will be taken into consideration. In the end of this chapter, a synthesis of the arguments and observations provided shall be made. This will then be used to relate it as it applies to the overall study.   A.     Rationale of the Study Success of an organisation lies on the proper consideration and management of both the internal and external environments and its direct influence on the company. Recent studies have highlighted the need for flexibility in an organisation’s operations, especially those that operate in the international scale. (Holtom and Inderrieden 2006, 435) It has been regarded with immense importance to vigilantly monitor and supervise the changes imposed in the external environment so as to foresee what shall take place even before the whole impact of these changes provide adverse effects on the company. This is seen in the principles of strategic management and planning. However, a company could only maximise the effects of strategy and planning if their internal environment is more than capable in doing the prescribed amount of work and labour to complement the changes in the external environment. (Frank, Finnegan and Taylor 2004, 12) This could only be done if there is an existing set of well-performing staff in the workforce.    In an ideal world, well-performing staff will always be at the disposal of the company. However, reality has shown that there are critical factors that make this hard to realise. There is the reality faced in any industry that employee turnover being an inevitability. Turnovers could be involuntary or voluntary. The involuntary turnover points to the unavoidability of lay-offs and termination of specific personnel. The voluntary turnover speaks of the deliberate departure of the employee through resignation and retirement. (Frank, Finnegan and Taylor 2004, 12) In any case, the frequency of turnovers tends to impose undue loss on the part of the organisation. The existing studies on this manifest a focus on the element of turnover as a means of reducing const. This study intends to seek another path, to view employee retention as a tool not only for administrative purposes but also to maximise the operations of the company.   B.     Staff Performance and Organisational Development Staff performance and organisational development has been regarded constantly in organisational studies. They have established as basic HR functions that facilitate the realisation of organisational goals. Bailey and Palmer (2005, 11) stated that organisational development has become an important factor of every modern company if they do look for their continued operations in their respective business setting. However, the element of organisational development would not be possible without the competence of the staff. With this ceaseless change that companies need to contend with, a couple of HR concepts and functions apply greatly: training and employee motivation. (Lopez and Truesdell 1995, 197) Training allows the professional development of the individual units in the company. It is seen as a human resource function that is not restricted to the workers in the rank and file section. (Carrier (1999, 30) Managers, especially in the case of SMEs, satisfy the need to internationalise and globalise heir operations by going through training initiatives seeking to develop their managerial skills and familiarise themselves with the nuances of international operations. (p30) However, the business environment nowadays develops in a very ferocious pace. Development of skills with regards to the training initiatives a mere part of a programme. (Brown, Durham, Kristoff, Kunder, Olian, and Pierce 1998, 20) In its place, the aim of improving the height of proficiency of the pool of individuals under the employ of the organisation has been the more accepted and common end of the training process. Hence, increasing the company’s competitive advantage is seen with a higher possibility of happening. (Jinabhai 2005, 85) Another aspect of human resource that seems to be intimately connected to organisational development is employee motivation. Many motivational theories are introduced in the organisational setting. A basic supposition in this regard states that improving the motivation level of the personnel will effectively activate positive results for the organisation. (Neff 2002, 385)  Proper communications in the organisation will instil higher motivation levels on the employees. (Gueldenzoph and May, 2006, 4)   C.     Staff Retention in the Workplace In considering human resource policies and retention programmes for the organisation, one has to understand that the human element of the firm is inescapably ever-present. The turnover of key employees can have a disproportionate impact on the business and the people organizations with to retain are probably the ones most likely to leave. (Michael Armstrong 10th edition, 397) Hence, discussing these will continually have the subject of culture connected on it. The organisational culture has to bend to the strategies of the company so as to make the human resource functions more of a strategic tool. (Chow and Liu 2007, 47) Foss and Pederson (2004, 343), in their study about multinational companies and the interaction between the headquarters and its subsidiaries exemplifies the need of proper knowledge management initiatives  to maintain the edge of the organisation. They added that the ultimate ends of the company, specifically the realisation of its goals and market success is based on its capability to ensure that the entire company is able to implement effectively the most basic human resource processes like training, performance appraisal, promotion, compensation and communication. The culture of the company is an advantage for any company provided that, it is a stable one. In the same regard, the culture of the company could essentially be used as a strategic tool if the management can steer it towards a fit with its strategic intents.  Nonetheless, Cabrera and Bonache (1999, 51) indicated in their work that the culture of the organisation could only be deemed an asset if it is operating in line with the strategies of the company. Thus, an appropriate connection between the organisational culture, mission statement, and the strategies of the company should be preserved to ensure the overall success of the company.   D.    Relevance of Literature The discussion above pertaining to staff retention, staff performance and organisational development relates directly on the topic. More specifically, it tends to implicitly indicate the factors why well performing staff seek voluntary turnover from their current company. At this point, there is a clear indication on why well performing employees leave and the possible shortcomings of organisations. It appears that problems of turnover tend to originate to the mismanagement and the consequent motivational issues of the well performing workers. This then presents the relevance of the discussion above on the topic of retention of the well-performing employees in the organisation.   E.     Synthesis: Applications of the Theory in the Study Looking at the discussions above, it shows that there are several areas in literature that are considered as the critical factors that covers the retention of well-performing staff in the organisation. Among these include the satisfaction of the training needs of the employees. The awareness of the employees regarding their own professional development adds up to their decision to stay in the organisation. This is true with the other critical factor that has been noted on the discussions above, recognition. The regard of the top level management to the regular rank and file as dispensable units of the organisation serves as an actual deterrent to retention. Another factor to consider is the system of compensation practiced by the organisation. Wage policies that may suggest inequity among the employees would essentially induce turnover. And lastly, the actual culture in the workplace adds up to the entire list of critical factors in the retention of well-performing staff. Having a conducive place to work will almost always promote effectiveness and development in the operations of the company.    III. References Bailey, J. and Palmer, G. (2005) “The Career Development of African Americans in Training and Organizational Development.” Human Resource Planning. 28(1), 11. Brown, K., Durham, C., Kristoff, A., Kunder, L., Olian, J., and Pierce, R., (1998) “Designing Management Training and Development for Competitive Advantage: Lessons from the Best.” Human Resource Planning. 21(1), 20. Cabrera, E., and Bonache, J. (1999) “An Expert HR System for Aligning Organizational Culture and Strategy.” Human Resource Planning. 22(1), 51. Carrier, C. (1999) “The Training and Development Needs of Owner-Managers of Small Businesses with Export Potential.” Journal of Small Business Management. 37(4), 30. Chow, I., Liu, S. (2007) “Business Strategy, Organizational Culture and Performance Outcomes in China’s Technology Industry.” Human Resource Planning. 30(2), 47. Foss, N., Pedersen, T. (2004) “Organizing Knowledge Processes in the Multinational Corporation: An Introduction.” Journal of International Business Studies. 35(5), 340. Frank, F., Finnegan, R., and Taylor, C. (2004) “The Race for Talent: Retaining and Engaging Workers in the 21st Century.” Human Resource Planning. 27(3), 12. Gueldenzoph, L., and May, G. (2006) “The Effect of Social Style on Peer Evaluation Ratings in Project Teams.” The Journal of Business Communication. 43(1), 4. Holtom, B., and Inderrieden, E. (2006) “Integrating the Unfolding Model and Job Embeddedness Model to Better Understand Voluntary Turnover.” Journal of Managerial Issues. 18(14), 435. Jinabhai, D., (2005) “New Challenges for South African Development and Training-Linkages to Empirical Research.” Public Personnel Management. 34(1), 85. Lopez, E., and Truesdell, L., (1995) “Introduction to Organizational Development.” Journal of Educational and Psychological Consultation. 6(3), 197. Michael Armstrong (2006) “A Handbook of Human Resource Management Practice, 10th Edition” 26 Retention Strategies, 397 Neff, T. (2005) “What Successful Companies Know That Law Firms Need to Know: The Importance of Employee Motivation and Job Satisfaction to Increased Productivity and Stronger Client Relationships.” Journal of Law and Health. 17(2), 385. Credit:ivythesis.typepad.com

Dissertation on A Study of Critical Factors of Retaining Well-Performed Staff in a Workplace

Table of Contents I. Introduction .. 2 A. Significance of the Study . 2 B. Approach to Investigate the Problem...

Research Proposal: The Effect of Globalisation on International HRM (IHRM)

Proposal:  The Effect of Globalisation on International HRM (IHRM) Introduction The business and market environment had indeed gone through various transitions. The rises of different opportunities as well as innovations enable various companies to extent and expand their operations in the international market. The changes in the external environment of local firms also led to transition in the business approaches and strategies. To be able to adapt to the demands of the global business operations, specifically the diversity of the people, the management of international companies should modify their business approach. Accordingly, this modern management approach is made of approaches which enable industries to gain foreign market entry and operate effectively alongside with other multinational and international industries. One of the most important factors of international management is the human resources. Various studies have shown that to be able to manage the employees utilising the international strategy, the management of the company must be involved in empowering their culturally diverse human resources. Different human resource management approach is available for international operations. In this regard, businesses must be able to achieve a considerable level of organisational culture, IHRM issues and globalisation effects. The main goal of this paper is to determine how to improve employee hiring, retaining and promotion in the IHRM of international businesses were affected by globalisation.   Background of the Study Human resource management maybe defined as “the policies and practices involved in carrying out the ‘people’ aspects of a management position including recruiting, screening, training, rewarding and appraising” (Dessler, 2007). The core activities of the human resource function remain the same whether a company is operating in one place or more than one place but the context and scale of the activities change particularly the emergence of globalisation; as a result the role of human resource in international business gives rise to the international human resources management, which is said to be based on three dimensions. The first dimension is related to the distribution and use of human resources, and includes pertinent planning, personnel selection, training and development, performance evaluation, compensation and work relations. The second dimension involves the different groupings of countries which are involved in the international activities of human resources management; the three grouping of the country are host country, parent country and the “third” countries. The last dimension is distinguished by the types of employees working for an international company; these are host-country nationals (HCNs), parent-country nationals (PCNs) and third country nationals (TCNs) (Maksimovic, 2003). To individuals in a company, the knowledge attained by them is important. Knowledge and skills are important factors in influencing how the employees perform; therefore, the imparting of quality education and training to employees of companies is significant and can guide the way for achieving the corporate aims. Thus by providing a great share of human capital, appropriate knowledge management generates basic conditions needed for adjustment, survival and competitive advantage required by an organisation when confronting a rising number of changes in a new business environment (Stebe & Andolsek, 2006). Many companies misjudge the complexity of operations involved in international business, and often overlook the mutual infiltration of the above mentioned three dimensions of international human resources management and adopt a lax attitude towards this important department of the organisation. Consequently, business failures at international scale are not just a mere possibility but can often be contributed to poor international human resources management. The fundamental elements of the human resources that have to be adapted to local standards at the international market include culture, language, religion, moral codes and habitual practices. In today’s era of competitive markets, those companies which have decided on globalising their business, have already made their way into the expansion stage and have been mandated to re-engineer the processes in their organisations by means of innovation and by developing new customer relationships (Maksimovic, 2003). According to Cartwright & Cooper, (cited in Chapman, 2001) HRM plays an important role in decreasing the number of unwanted turnover, distress and loss of productivity associated with cross border alliances. HRM is vital in determining the scale of cultural fit between organisations prior to finalising the potential arrangement. Cultural aspect is important to recognise potential problems that may arise as a result of diverse perceptions, values and practices existing between the involved organisations. In Mergers & Acquisitions (International market expansion), it is likely that almost all aspects of the job will be affected such as job security, workload, work relationships and role identity, therefore HRM is important in formulating a strategy which deals with the reasons of merger stress. After International market expansion, it is likely that only a transactional bond which is based on an exchange of effort for economic reward stays in place whereas relational contracts will be terminated (Chapman, 2001). In the cases of globalisation, the international market expansion have issues linked to employees like feelings of identity loss, learning new business rules and acquainting and coming to terms with co-workers from different cultures. HR is important in dealing with the differences associated with workplace cultures that may at times otherwise temporarily overshadow the long-term success of the new entity (Numerof & Abrams, 1998). The involvement of Human Resource department in the earlier phases of the International market expansion increases the possibility of success. According to a study by Schmidt (2001) the top five capabilities provided by an ideal HR includes the capability to analyse other company quickly, possessing basic knowledge of international expansion (and general business) and integration, provision of valuable advices linked with employee sensitivities and attitudes, ability to motivate and retain critically required talent and skills of planning and leading difficult integration projects. International market expansion provides HR with the opportunity to show its strategic importance where the skills of HR professionals can be utilised to demonstrate the difference they can make in success and failure of International market. If HR proves to be of value in International market expansion, not only the entire profession is strengthened but HR professionals have chances of occupying key advisers positions to the people responsible for making the vital decisions. (Schmidt, 2001) The challenges involved in the implementation differ according to the strategic reasons that underlie the globalisation. With respect to HR issues, an important intervention is stabilising the workforce. The impotent factors for the success of globalisation include a transaction that has been undertaken for strategic reasons, a purchase price of a merger or an acquisition reflecting not only the inherent value of a target business but also its value to the buying or merging firm, and effect implementation. Even if a “reasonable” purchase price and sound strategic reasons are present, International market expansion may not succeed if the merging organisations are not effectively combined in the post-deal phase due to the challenges and difficulties of implementation (Schweiger et al., 1993). Poor mergers are often a result of HRM and organisational problems. The most common problems are linked with the difficulty in integrating cultures and systems, fall-off in quality, poor motivation, loss of key personnel and customers, and reduced focus on long term objectives. In absence of positive input from employees, mergers cannot realise their full potential; therefore, maintaining the workforce stability throughout a merger is important. Other factors include job security, pay and benefits, work autonomy, and performance feedback. Communicating with the staff frequently and honestly has a stabilising effect on the workforce. (Bryson, 14, 2003) According to Schuler et al. (cited in Edwards, 94, 2004), over the last few years, an increasing number of cross border alliances has been one of primary feature of the internationalisation of economic activity and cover both international joint ventures (IJVs) and international mergers and acquisitions (International market expansion). Most of the mergers and acquisitions are based on the belief that greater value will be derived from the companies combined together rather than a single one but the eventual success of a global strategy often depends on the management of human resource as the human resource development professionals can help in improving not only the integration of the two firms but also in finding a solution to interpersonal conflicts that often arise as a result of misfit in terms of organisation and culture between two companies (Legare, 32, 1998). According to Friedman, (2007) model, HRM has four means of adding value to an organisation; the first is as a strategic partner in which HR managers have to bring HR initiatives in line with strategic goals of the organisation. The second role is of a change agent, where the purpose is to deliver a renewed competitive organisation. The third role is as administrative expert where latest technologies and improved methods are utilised to deliver efficient processes like recruitment, training, benefits, and performance management. The final role is called the employee champion, in which employee contribution and commitment are maximised by listening and responding to the needs of employees with available resources and by increasing employees’ knowledge, skill and ability so they may result in increased organisation effectiveness. HRM is important in implementing the best practices that are acceptable in local and foreign situations while creating alignment in the environments across different culture and businesses. (Friedman, 2007)   Research Questions The intended research is basically an exploratory study and aims to organise the data into a cohesive whole that addresses the issues concerning globalisation and IHRM.  Basing on its basic aim, the research aims to answer the following research questions: ·         What are the important aspects of operating a business internationally regarding HRM? ·         What is the significant effect of globalisation to the HRM practices of International Businesses? ·         What are the driving forces of IHRM processes and strategies and the obstacles and problems encountered by the international business?   Statement of the Approach to Research The intended research aims to explore, examine, and analyse a diverse number of aspects with relation to globalisation effects and human resource management in the context of international business, its growth, important issues related to its stable productivity, and effective management of its human capital with regard to issues that address different aspects like culture, economic underpinnings, and so forth. Hence, this paper will also intend to keep in view the secondary sources by which existing research can be organised in a way in which these issues are highlighted and an addition to quality reference work is made by this document.   Methodology In order to complete the objectives of the study, the qualitative research approach will be applied. Qualitative research methods in comparison with quantitative research methods are more diverse. According to Myers (1997), this kind of research process was “designed to help researchers understand people and the social and cultural contexts within which they live”. Mays & Pope (2000), on the other hand indicate that qualitative research approach is most appropriate when conducting descriptive and exploratory study for the purpose of quantifying data that seem immeasurable, such as feelings, beliefs, and thoughts. Meanwhile, Collis and Hussey (2003) defined qualitative research as “a subjective approach which includes examining and reflecting on perceptions in order to gain an understanding of social and human activities” (p. 353). The researcher decided to use the descriptive research method, which is mainly concerned with recounting the nature or conditions of the existing situation point by point (Creswell, 1994). In this research technique, the focus is apparently on describing rather than judging. This type of research will particularly utilise case study as a type of descriptive-qualitative method. The purpose of adopting this method is to describe the nature of a situation, as it exists at the time of the study and likewise investigate the cause/s of particular phenomenon. Punch (1996, p. 150) states that case studies involve looking one or more cases, which are “studied in detail, using whatever (research) method seems appropriate”. It aims to develop full understanding of the case as possible and is not linked with any particular research technique. This method involves the researcher to inquire deeper and examine thorough behaviours of a person or a circumstance. It is also noted how these behaviours change as the individual or circumstance adapts and reacts to the environment. Furthermore, it includes the discovery and identification of all the important variables which have contributed to the history or development of the chosen subject. This means that the researcher is going to gather data which include the past experiences and present condition of the subject as well as the environment. It will attempt to find out how these factors relate to one another and how they have affected the subject. In using the qualitative research approach, data is collected by such methods as watching, asking questions, and examining documents. The research variables, on the other hand, were first analysed to provide descriptions of the factors that were relevant to the topic. The variables of the study were researched qualitatively whereas the data, situations, or facts collected were explained or correlated with other information. In sum, qualitative research methods in this study were used because the researcher attempted to construct theories that would explain the relationship of one variable to another. With this method, non-standard elements such as behaviour, attitudes, opinions, and beliefs were closely examined. The analysis of data will be done systematically. Every piece of information will be read carefully, and the text was sub-divided into meaningful units. Then, information will be condensed to formulate answers to the researcher’s identified questions. Once the data was collected and collated, the final task was the interpretation of the results. The study emphasises that a great deal of caution was exercised in drawing conclusions from the data Primary data are the result of interview, observations and website analyses. Secondary data, on the other hand are based on the literatures related to the case. Myers (1997) enumerated sources of written data which include published and unpublished documents, company reports, memos, letters, reports, email messages, faxes, newspaper articles and so forth. There are no statistical tools to be used in this study as it is qualitative in nature. It is argued that researches using qualitative techniques can be fully considered legitimate or valid. In the broadest sense, legitimacy or validity addresses the quality of the data and the appropriateness of the methods used in carrying out the whole research process. While reliability and validity apply mostly to research results and conclusions, these issues were well thought-out when the research plan was premeditated (i.e. in the earliest stages of the process). The validity and reliability of the study, and the methodology used, were based on previously conducted and published studies. Thus, it is recommended that further researches focusing in quantitative approaches are necessary.   References   Bryson, J. (2003). ‘Managing HRM risk in a merger’. Employee Relations 25, no. 1/2 (January 1): 14-30.  Retrieved October 11, 2010 from http://www.proquest.com.library.capella.edu/ Chapman, J. A. (2001). ‘HR Know-how in mergers and Acquisitions’. Leadership & Organisation Development Journal 22, no. 7/8 (January 1): 346-347.  Retrieved October 11, 2010 from  http://www.proquest.com.library.capella.edu/   Creswell, J. W. (1994). Research design: Qualitative and quantitative approaches. Thousand Oaks, CA: Sage. Dessler, G. (2007). Human Resource Management, 11th Edition, Prentice Hall, p.2 Friedman, B.A. (2007). ‘Globalisation Implications for Human Resource Management Roles’. Employee Responsibilities and Rights journal 19, no. 3:  157. Retrieved October 11, 2010 from http://www.proquest.com.library.capella.edu/  Legare, T.L. (1998). ‘The human side of mergers and acquisitions’. HR. Human Resource Planning 21, no. 1 (January 1): 32-41. Retrieved October 11, 2010 from http://www.proquest.com.library.capella.edu/ Maksimović, M. (2003). Strategic human resources management in international management, Strategijski menadzment, Vol. 7, No. 1-2/2003.  September, Faculty of Economics Subotica, Subotica, YU ISSN 0354-8414, pp. 160 – 162; Mays, N. & Pope, C. (2000). “Qualitative Research in Health Care,” BMJ Bookshop. Retrieved October 11, 2010 from http://www.bmjpg.com/qrhc/chapter1.html Myers, M. D. Ed. (1997). Qualitative Research in Information Systems. ISWORLD NET. Retrieved October 11, 2010 from http://www.misq.org/discovery/MISQD_isworld/ Numerof, R.E. & Abrams, M.N. (1998). ‘Integrating corporate culture from international M&As’. HR Focus, June 1, 11-12. Retrieved October 11, 2010 from   http://www.proquest.com.library.capella.edu/ Punch, K. F. (1998). Introduction to Social Research: Quantitative and Qualitative Approaches. London: Sage. Schmidt, J. A. (2001). ‘The correct spelling of M&A begins with HR’. HR Magazine, June 1, 102-108.  Retrieved October 11, 2010 from http://www.proquest.com.library.capella.edu/   Schweiger, D.M., Csiszar, E.N. & Napier, N.K. (1993). ‘Implementing international mergers and acquisitions’. HR. Human Resource Planning 16, no. 1 (January 1): 53.  Retrieved October 11, 2010 from http://www.proquest.com.library.capella.edu/ Stebe, J. & Andolsek, D.M. (2006). Knowledge Management and Human Resource Management in Organisations: A Comparative View [online]. Ljubljana: University of Ljubljana. Retrieved October 11, 2010 from www.cbs.dk/content/download/48792/703550/file/StebeMesner.pdf    Credit:ivythesis.typepad.com

Research Proposal: The Effect of Globalisation on International HRM (IHRM)

Proposal: The Effect of Globalisation on International HRM (IHRM) Introduction The business and market environment had ind...