scholarly journals ANALISIS KESESUAIAN ANTARA STRATEGI SDM DENGAN STRATEGI BISNIS PADA UNIKA SANTO THOMAS MEDAN

2021 ◽  
pp. 197-212
Author(s):  
Anitha Paulina Tinambunan
Keyword(s):  
Product Development ◽  
Human Resource ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Growth Strategy ◽  
Business Strategies ◽  
Market Development ◽  
Human Resource Strategy ◽  
Catholic University ◽  
Resource Strategy

Human resource strategy is part of the business strategy implementation process. Certain business strategies require specific competencies and personal characteristics. Human resource strategy is a derivation of changes in business strategy or company strategy.This research is intended to know:1) What is the stated business strategy of the Catholic University of Saint Thomas Medan? ; 2) What is the human resource strategy implemented by the Catholic University of Saint Thomas Medan? ; 3) .Is the human resource strategy implemented in accordance with the business strategy of the Catholic University of Saint Thomas Medan? Based on the results of the analysis, it is known that the human resource strategy is in accordance with the business strategy of the Catholic University of Saint Thomas Medan. This can be proven by the following data: a) In 1984-2000, the Corporate strategy was a Growth strategy by conducting Market Development and Product Development. The Business strategy is Defender while the Human resource strategy is Club; b) In 2001-2015, the Corporate strategy is Growth (Product development) and Retrenchment (Turnaround). Its Business strategy is Defender and Reactor, while its Human resource strategy is Club and Fortress; c) In 2016-present, the Corporate strategy is Stability and Growth (Market development & Product development). The Business strategy is Analyzer and the Human resource strategy is Academy.

scholarly journals A STUDY ON THE MAGNITUDE OF HUMAN RESOURCE IN SUN AND RANBAXY MERGER

2016 ◽  
Vol 10 (1) ◽  
pp. 29
Author(s):  
S Anjalidaisy ◽  
C Vijayabanu
Keyword(s):  
Mergers And Acquisitions ◽  
Product Development ◽  
Change Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Generic Drug ◽  
Corporate Strategy ◽  
Drug Market ◽  
Pharmaceutical Sector ◽  
A Company

ABSTRACTSun Pharmaceutical is a trailblazer in Indian pharmaceutical sector, and one of the foremost competitors in the generic drug market sets its eye onRanbaxy. Sun pharmacy which was established in 1983 listed from 1994 has its upper hand in product development. Ranbaxy was incorporated in1973, and Daiichi Sankyo, a Japanese firm, got a controlling share from 2008. This amalgamation between Sun Pharmacy and Ranbaxy would getprofitable transaction for the former. The process of the coalition was a cloak and dagger affair until April 6, 2014. Before mergers and acquisitions,a company has to create an urgency call among the employees which will result in better understanding of the whole scenario. The aspects are abouthow financial motives and non-financial motives play a major role in mergers. This case deals with the human resource issues and complexities facedby the two players in the same business.Keywords: Merger, Acquisition, Change management, Human resource, Employee engagement, Corporate strategy.

Sources of decline, turnaround strategy and HR strategies and practices: The case of Iberia Airlines

2018 ◽  
Vol 40 (3) ◽  
pp. 583-610 ◽  
Author(s):  
Mónica Santana ◽  
Ramon Valle Cabrera ◽  
José-Luis Galán González
Keyword(s):  
Financial Crisis ◽  
Human Resource ◽  
Recovery Strategy ◽  
Human Resource Strategy ◽  
Employee Responses ◽  
Resource Strategy

This study investigates the coevolution of the sources of decline, the turnaround strategy and the human resource strategy (HRS) at Iberia Airlines, together with the influence of employee responses to these strategies. The analysis of several moments of organisational decline at Iberia, comparing measures adopted in pre- and post-financial crisis periods, shows that, in a sector experiencing a fiercely competitive transformation that negatively affects established companies, the use of downsizing in an organisation with internal deficiencies may create further problems within the company, while an HRS based on flexibility-oriented practices and a fostering approach to strategic negotiations will improve the requisite recovery strategy.

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