EXPATRIATE TRAINING PROGRAM CREATION AND IMPLEMENTATION AS A HUMAN RESOURCE MANAGEMENT STRATEGY TOOL TO IMPROVE RETENTION OF HUMAN CAPITAL
Published In: 3RD INTERNATIONAL CONFERENCE ON ADVANCES IN ECONOMICS, SOCIAL SCIENCE AND HUMAN BEHAVIOUR STUDY
Author(s): BOB BARRETT
Abstract: Historically, employees sent overseas for various types of assignments, whether short- or long-term in nature, they were given training ranging from little to no pre-departure training. As a result, one of the key problems faced by both the employees and the organization was the decreasing rate of employee retention. While some employees were quite motivated by an overseas assignment, some viewed the assignment as a form of punishment or testing to see if they could survive and remain with the organization. Further, many of these employees felt that they were ill-prepared for such a global assignment, as well as felt that such a relocation could hinder their chances for upward mobility as a result of their time and distance from the main headquarters. Further, their overseas location may also pose a variety of problems for them and their workload with other members of their team as a result of this said time and distance issues. However, many of these anticipated and encountered proble
- Publication Date: 29-Dec-2015
- DOI: 10.15224/978-1-63248-085-9-59
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ROLE OF SUPPLIER KNOWLEDGE DEVELOPMENT CAPABILITY IN PRODUCT INNOVATION
Published In: 3RD INTERNATIONAL CONFERENCE ON ADVANCES IN ECONOMICS, SOCIAL SCIENCE AND HUMAN BEHAVIOUR STUDY
Author(s): RICHARD C.M. YAM
Abstract: This study examines the relationship among supplier knowledge development capability, supplier integration, knowledge sharing, and product innovation. Data were collected from a questionnaire survey, and 210 responses from participants were analyzed using structural equation modeling. After the survey, interviews were conducted to obtain a clearer idea about the real-life situation. Results from the questionnaire show that supplier knowledge development capability is positively related to supplier integration and product innovation. Therefore, firms can include supplier knowledge capability as a criterion when selecting suppliers. The results also have two connected conclusions: a higher level of supplier integration can lead to a higher level of product innovation and knowledge sharing, and more frequent knowledge sharing practices can also encourage product innovation.
- Publication Date: 29-Dec-2015
- DOI: 10.15224/978-1-63248-085-9-60
- Views: 0
- Downloads: 0