The Wonderful World of Human Resources at Disney

2017 ◽  
pp. 1-14
Author(s):  
Lynn A. Isabella ◽  
Gerry Yemen
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Organizational Design ◽  
Young Animal ◽  
Animal Kingdom ◽  
Walt Disney Company ◽  
Walt Disney ◽  
Human Resource Policies ◽  
Resort Hotels

“What kind of culture does Walt Disney Company (WDC) want to create? This case uses the experiences of a young visitor to one of WDC's resort hotels to set the stage for an analysis of selecting, hiring, training, and retaining and how those practices are governed by the culture of a large American company. The situation provides an opportunity to explore human resource policies, organizational design as well as how all those elements reinforce the culture.The case opens with an interaction between a young Animal Kingdom Lodge guest and an employee (or cast member as the company refers to employees). There were many different ways the exchange could have unfolded yet the experience was magical for the youngster. What made this exchange a memorable experience for this young guest? Would Walt Disney have been surprised?”

scholarly journals Efectos de las políticas de recursos humanos socialmente responsables en el capital intelectual

2016 ◽  
Vol 12 (2) ◽  
pp. 549 ◽  
Author(s):  
Jesus Barrena-Martínez ◽  
Macarena López-Fernández ◽  
Pedro Miguel Romero-Fernández
Keyword(s):  
Social Responsibility ◽  
Human Resources ◽  
Human Resource ◽  
Intellectual Capital ◽  
Socially Responsible ◽  
Human Resource Policies ◽  
Recursos Humanos ◽  
The Individual ◽  
Corporate Social ◽  
The Impact

Purpose: This research focuses on the benefits that social responsibility can report on the area of human resources, examined the impact of a socially responsible configuration of human resource policies and practices in the generation value process for the company, and more specifically in its intellectual capital.Design/methodology/approach: The study performed a regression analysis, testing the individual effects of socially responsible human resource policies on intellectual capital, broken down into three main variables such as human, social and organizational capital.Findings: The results shed light on how the introduction of socially responsible aspects in the management of human resources can facilitate the exchange of knowledge, skills and attitudes human--capital; lead to improvements in communication, trust, cooperation among employees social-capital and, in turn, generates an institutionalized knowledge encoded in the own organizational culture –organizational capital–.Research limitations/implications: The study only provides information from large companies with over 250 employees.Practical implications: There are important implications in the measure of corporate social responsibility concerns in the area of human resources.Social implications: Also important intangible effects on non-economic variables are confirmed, such as intellectual capital.Originality/value: The value of the study lies in its novelty, testing socially responsible configurations of human resources as well as the direct effects of different policies on intellectual capital.

scholarly journals Young Specialists as a Special Social Group of Library Human Resources

2012 ◽  
pp. 118-123
Author(s):  
Marina P. Zakharenko
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Social Group ◽  
Organization Of Work ◽  
Human Resource Policies ◽  
The Status ◽  
Library Staff ◽  
Legal Contexts ◽  
First Time

For the first time the status of young librarians in the conceptual and normative-legal contexts is comprehensively characterized. The organization of work with library young specialists at the federal and regional levels are shown. The priority of human resource policies aimed at attracting, fixation and development of young library staff is substantiated on the material of the author's research.

Shifting the Emphasis from Natural Resources to Human Resources: The Challenge of the New Competitive Context in Australia and New Zealand

1994 ◽  
Vol 8 (3) ◽  
pp. 302-316
Author(s):  
Peter J. Dowling ◽  
Peter F. Boxall
Keyword(s):  
New Zealand ◽  
Human Resources ◽  
Natural Resources ◽  
Human Resource ◽  
Human Resource Policies ◽  
Key Stakeholders

This article explores the changes that are required if Australia and New Zealand are to shift emphasis from natural resources to human resources. Drawing on the Harvard framework for HRM, we review the key stakeholders, critique the historical content of human resource policies in four key domains and conclude with a discussion of priorities for change.

How did a local guerrilla turn into a global gorilla? Learning how transformational change happened under dynamic capabilities from the rise of Huawei

2020 ◽  
Vol 33 (2) ◽  
pp. 401-414
Author(s):  
Xin Liang ◽  
Lin Xiu ◽  
Wei Fang ◽  
Sibin Wu
Keyword(s):  
Organizational Culture ◽  
Theoretical Model ◽  
Human Resources ◽  
Human Resource ◽  
High Performance ◽  
Dynamic Capabilities ◽  
Visionary Leadership ◽  
High Tech ◽  
Content Type ◽  
Human Resource Policies

PurposeIn this paper, the authors tentatively develop a theoretical model that depicts how the dynamic capabilities of a firm may be driven by three macro-organizational foundations: visionary leadership, organizational culture, and empowered human resources. The authors propose that visionary leaders are the original driver of dynamic capabilities and that visionary leaders create a unique organizational culture and empowered human resources so that their organizations embrace the spirit of entrepreneurship, an orientation toward learning, and a commitment to mission-driven improvement.Design/methodology/approachThe authors use a case of the early success of a highly performing Chinese telecommunication equipment producer, Huawei Technology, to explain the theoretical model that shows how dynamic capabilities are developed as visionary leaders influence firm routines for learning, innovation, and strategic human resource policies, which in turn collectively create and update operational capabilities to deliver directly manipulatable competitive advantages.FindingsThe paper concludes by arguing that the sources of dynamic capabilities need not be dynamic. Instead, visionary leadership, organizational culture, and human resource policies are relatively stable factors in comparison with other possible competence-building mechanisms such as innovation or ambidexterity.Practical implicationsThe authors’ model provides a direction for firms in high-tech industries to develop dynamic capabilities in order to maintain competitiveness and sustain high performance.Originality/valueThis paper is the first to present three macro-level drivers of dynamic capabilities, and it is also the first to understand the success of Huawei from a dynamic capabilities perspective.

scholarly journals Young Specialists as a Special Social Group of Library Human Resources

2012 ◽  
pp. 116-120
Author(s):  
Marina P. Zakharenko
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Social Group ◽  
Organization Of Work ◽  
Human Resource Policies ◽  
The Status ◽  
Library Staff ◽  
Legal Contexts ◽  
First Time

For the first time the status of young librarians in the conceptual and normative-legal contexts is comprehensively characterized. The organization of work with library young specialists at the federal and regional levels are shown. The priority of human resource policies aimed at attracting, fixation and development of young library staff is substantiated on the material of the author's research.

scholarly journals Human Resource Policies and Work Culture: A Case of Starbucks

2018 ◽  
Vol 15 (1) ◽  
pp. 1-12
Author(s):  
Shinta Dewi Sugiharti Tikson
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Motivation ◽  
Work Culture ◽  
Human Resource Policies ◽  
Management Policies ◽  
The Right ◽  
The Relationship

This paper discusses the human resource management policies and work culture at Starbucks. Starbucks view their employees as company assets that must be managed correctly in order to maintain the most valuable human resources in the business. This company also understand the relationship between positive human resource management policies and work culture and employee motivation. Therefore, the company take great care in selecting the right kind of people and make an effort to retain them. For that reason, the company’s human resource policies reflected its commitment on its employees.Keywords: Human resource policies and practice, work culture, Starbucks, employee motivation.

scholarly journals Green HRM Practices Followed by Selected Manufacturing Industries in Coimbatore

2019 ◽  
Vol 8 (2S4) ◽  
pp. 659-662
Keyword(s):  
Human Resources ◽  
Employee Engagement ◽  
Human Resource ◽  
Ethical Issues ◽  
Manufacturing Industries ◽  
Sustainable Utilization ◽  
Human Resource Policies ◽  
Business Goals ◽  
Recent Initiative ◽  
Mother Earth

There is an increasing need for combining environmental management into Human Resource Management (HRM) which the experts termed as “ Green HRM “ . It is the research practice and Sustainability for any company focuses on its existence in relation to economic and social sustainability of the firm. In the recent era, due to different legal, social, moral, and, ethical issues, it is required to acknowledge that, individual and social responsibility for saving the mother earth is not an optional thing but a business imperative. It is essential for any company/firm to ensure that, recent business goals have made without compromising the ability of future generations for meeting their own needs. To attain the same, ‘Green HRM’ is emerging as a recent initiative that promotes environment concerned Human Resources practices. Through Green Human Resources practices, firms seek to produce the environmental awareness and commitment for greener world, among employees and society. Green HRM initiatives taken by companies will result in greater efficiency, lower costs and improved employee engagement and retention, with the help of initiatives taken in different HR processes for improving the sustainable utilization of resources. The Greening of Human Resource policies include methods of environmentally friendly "green" initiatives that organizations are utilizing, involving their workforce and human resource practices. The present paper makes an effort for discuss the concept of Green HRM, reviews various studies conducted across globe in the field of Green HRM and analyses the awareness about how the Green HRM has been implemented in the selected manufacturing industries in Coimbatore

Evaluasi Pengembangan Sumber Daya Manusia: Sebuah Review

2017 ◽  
Vol 23 (1) ◽  
pp. 52-63
Author(s):  
Titik Nurbiyati
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Development Program ◽  
Productivity Improvement ◽  
Participant Satisfaction ◽  
Effective Manner ◽  
Human Labor ◽  
Use Of Knowledge

Human resource management (HRM) is a recognition of the importance of human labor as vital resources that contribute to the goals of the organization, and utilization of multiple functions and activities to ensure that they are used effectively and fairly for the benefit of individuals, organizations, and society. Now human resource management has a unique and timely opportunity to improve productivity. Eventhough, productivity improvement does not means only increase the output. In addition, the evaluation of program responsibles and meets the special needs of employees with efficient cost. It is a very effective manner that very important, as organizations are tempted to cut costs and improve quality in their company. Without evaluation, it is very difficult to demonstrate that the development is the reason for the improvement. Human Resources Development can maintain and support productivity, as well as company isolate of lack of expertise of the human resources for the current job and future. The results are used in evaluating development programs include participant satisfaction with the training and development program development, learning knowledge or skills, the use of knowledge and skills on the job, and the results such as sale, productivity, or the prevention of accidents. Evaluation can also compare costs against benefits that receive development (return on investment).

Penyuluhan Manajemen Sumber Daya Manusia untuk Pengembangan Karang Taruna Kampung Serua Poncol, Sawah Baru, Tangerang Selatan

2020 ◽  
Vol 2 (2) ◽  
pp. 123-127
Author(s):  
Jasmani Jasmani ◽  
Noryani Noryani ◽  
Yossy Wahyu Indrawan ◽  
Reni Hindriari ◽  
Lia Asmalah
Keyword(s):  
Higher Education ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Community Service ◽  
Organizational Goals ◽  
Service Activity ◽  
The Village

Tujuan dari kegiatan pengabdian kepada masyarakat ini adalah untuk memenuhi kewajiban dosen untuk melakukan tridharma perguruan tinggi. Untuk itu sudah menjadi kewajiban bagi dosen berbagi pengetahuan dan wawasan melalui penyuluhan pengembangan manajemen sumber daya manusia agar senantiasa berupaya mencapai tujuan organisasi dengan efektif dan efisien. Dan juga bertujuan Karang Taruna Kampung serua poncol dapat menjalankan fungsi dan perannya secara optimal sehingga mendatangkan manfaat bagi Kampung serua poncol. Pengembangan juga dimaksudkan untuk meningkatkan kualitas sumber daya manusia dalam melaksanakan tugasnya sehingga lebih positif dalam berkontribusi tenaga dan pikiran untuk memajukan Kampung serua poncol.Kata Kunci : Manajemen Sumber Daya ManusiaABSTRACTThe purpose of this community service activity is to fulfill the obligations of lecturers to do tridharma of higher education. For that reason, it has become an obligation for lecturers to share their knowledge and insights through counseling the development of human resource management so that they always strive to achieve organizational goals effectively and efficiently. And also aims at Karang Taruna Kampung Serua Poncol can carry out its functions and roles optimally so that it brings benefits to Kampung Seronc Poncol. The development is also intended to improve the quality of human resources in carrying out their duties so that it is more positive in contributing energy and thoughts to advance the village of all poncol.Keywords: Human Resource Management 

Horror and Death: Rethinking Coco's Border Politics

2020 ◽  
Vol 73 (4) ◽  
pp. 41-49
Author(s):  
Orquidea Morales
Keyword(s):  
The United States ◽  
Horror Film ◽  
Walt Disney Company ◽  
Life And Death ◽  
Walt Disney ◽  
Day Of The Dead ◽  
Animated Film ◽  
Border Politics ◽  
The Dead ◽  
The U.S

In 2013, the Walt Disney Company submitted an application to trademark “Día de los muertos” (Day of the Dead) as they prepared to launch a holiday themed movie. Almost immediately after this became public Disney faced such strong criticism and backlash they withdrew their petition. By October of 2017 Disney/Pixar released the animated film Coco. Audiences in Mexico and the U.S. praised it's accurate and authentic representation of the celebration of Day of the Dead. In this essay, I argue that despite its generic framing, Coco mobilizes many elements of horror in its account of Miguel's trespassing into the forbidden space of the dead and his transformation into a liminal figure, both dead and alive. Specifically, with its horror so deftly deployed through tropes and images of borders, whether between life and death or the United States and Mexico, Coco falls within a new genre, the border horror film.

Sign in / Sign up

Export Citation Format

Share Document