Employment and the utilization of human resources in Latin America; draft for comments

Includes bibliography

Challenges for Brazilian MNCs' international human resources management

Multinationals from emerging countries such as Brazil now take the path of internationalisation where early movers have already been. However, these companies have to develop new tools to deal with their own challenges, since they come from countries with different historical backgrounds and specificities. This paper explores challenges for Brazilian MNCs in terms of HRM when operating abroad. It presents the results of six cases of Brazilian MNCs through a grounded theory study. Results show these companies had to deal with their former economic turbulence, shortage of qualified workforce to work internationally and the need to develop HRM competencies to operate globally.

Regional comparisons of nano-mechanical properties of the human meniscus; structure and function

Osteoarthritis (OA) is a debilitating disease that is becoming more prevalent in today’s society. OA affects approximately 28 million adults in the United States alone and when present in the knee joint, usually leads to a total knee replacement. Numerous studies have been conducted to determine possible methods to halt the initiation of OA, but the structural integrity of the menisci has been shown have a direct effect on the progression of OA. Menisci are two C-shaped structures that are attached to the tibial plateau and aid in facilitating proper load transmission within the knee. The meniscal cross-section is wedge-like to fit the contour of the femoral condyles and help attenuate stresses on the tibial plateau. While meniscal tears are common, only the outer 1/3 of the meniscus is vascularized and has the capacity to heal, hence tears of the inner 2/3rds are generally treated via meniscectomy, leading to OA. To help combat this OA epidemic, an effective biomimetric meniscal replacement is needed. Numerous mechanical and biochemical studies have been conducted on the human meniscus, but very little is known about the mechanical properties on the nano-scale and how meniscal constituents are distributed in the meniscal cross-section. The regional (anterior, central and posterior) nano-mechanical properties of the meniscal superficial layers (both tibial and femoral contacting) and meniscal deep zone were investigated via nanoindentation to examine the regional inhomogeneity of both the lateral and medial menisci. Additionally, these results were compared to quantitative histological values to better formulate a structure-function relationship on the nano-scale. These data will prove imperative for further advancements of a tissue engineered meniscal replacement.

Human resources policies for strategic csr. The experience of ree (Red Eléctrica de España)

Corporate Social Responsibility (CSR) strategies have a strong link with human resources policies. Not only because employees are one of the main stakeholders and because leaders’ style is directly related to the deployment of the strategy, but also, and with a growing importance, because a company culture aligned with CSR values could be a key competitive factor. The relationships among CSR values, employees’ commitment and productivity is one of the research lines of the GIOS (Grupo de Investigación de Organizaciones Sostenibles, Sustainable Organizations Research Group). Employees’ commitment management is one of the main challenges managers face, particularly in companies with a high proportion of knowledge workers. Many pieces of research indicate the direct relationship between employees’ commitment and company success. In this paper the results of a case study in REE (Red Eléctrica de España) identify some key variables to demonstrate that relationship. Based on commitment construct with the duality of emotional and rational commitment, and on the REE employee satisfaction survey, a direct relationship with organizational citizenship behaviour (OCB) variables appears. These OCB variables are an intermediate step with CSR values.From the results analysis of this survey a direct linear relationship can be seen between commitment and organizational citizenship behaviours. The relationships among emotional and rational commitment and OCB are examined separately with the conclusion being reached that there is a strong correlation in both cases. Moreover, the correlation between emotional commitment and OCB is somewhat stronger than that existing between rational commitment and OCB. it can also be seen how emotional commitment increases more strongly than rational commitment as organizational citizenship behaviours are gradually incorporated.

Human Resources (HR) in the Age of Technology: An Examination of the Relationship Between HR and Technology

Technology helps the Human Resources (HR) department drive for strategic relevance. These two departments are successfully collaborating on major projects in such business-critical areas as e-recruiting, self-service, training, compensation and talent management. Technology is critical in helping increase efficiency, increase attraction and retention, reduce administration and cut costs. In recent years, HR information systems (HRIS) have become more important than ever, this time as an essential part of a company's information security and knowledge fields. Ill-suited benefits and disorganized resources are history; now is the time for customized, dynamic plans and connected systems. Employees will appreciate the HRIS, business will benefit from the HRIS and the HR department will no longer have to be the ugly duckling of the company.

Defining and Measuring Metrics for a Multinational Human Resources Department

Successful HR departments should support key business objectives by establishing metrics that determine the effectiveness of their processes. Functions such as recruiting, benefits, and training are processes that should have metrics. Understanding who measures what, when, and how often is the first step in measuring how much it costs to run HR. The next step is determining which processes are most critical, and then determining the metrics that fit the business needs. Slight adjustments will need to be made as business needs change, but the process for measuring outcomes should not change. This paper will focus on multinational corporations that employ at least ten thousand employees and have a ratio of one HR professional to every hundred fulltime equivalents (FTEs).

Summary report of Human Resources Planning Conference : Hunt Valley, November 1984.

Mode of access: Internet.