The Key of Franchising Chains and Human Resource Management

This chapter aims to contribute to the literature and aid in developing a theoretical and practical framework in the area of organization and human resource. With contributions and research from different perspectives, this paper is an essential source for students, researchers and managers in the franchising chains. There has been an increased interest in human resources problems and in new forms of organizations. The concept of Trust can be combined to satisfy the needs of people seeking better quality-of-life. This analyzes the problems of human resources management features of franchising chain business management. The franchising chains involve two aspects: the relation based in trust and a group that develops an innovation idea. It contributes to economic growth, as a pillar to support other complementary activities with a low cost. This system contributes to employment growth and regional wealth, contributes to new ideas helps create new services with high value, promotes establishment of international cooperation networks, and yields a number of additional benefits.

Cultural Intelligence in Organizational Contexts and Human Resource Management

Throughout the past decade, the concept of cultural intelligence (CQ) has garnered increasing attention from researchers and professionals due to its importance in the world in which we live. In this scenario, understanding why some individuals adapt more effectively than others to different cultural situations has become a research goal with fascinating theoretical and practical implications in organizational life. This chapter introduces the concept and summarizes research about the topic, emphasizing relevant aspects for human resources professionals. It is structured as follows: (1) the benefits of a cross-cultural perspective in organizations; (2) concept of cultural intelligence; (3) measurement of cultural intelligence; (4) nomological network; (5) cultural intelligence and global leadership; and, (6) cultural intelligence related to negotiation. It concludes with a brief summary of theoretical, practical, and empirical implications of cultural intelligence in organizations.

Reframing Diversity in Management

The development of new corporate governance codes calls for boardroom and top management diversity. Nonetheless, a lack of diversity in organisations is a worldwide situation that may vary from one country to another. This suggests that rather than relying upon established economies as a guideline, a more rounded understanding may emerge from studies that also explore a wider range of countries. This chapter examines the varieties of top management diversities, particularly the barriers and challenges women faces in management positions. It considers the grounds for an integrated approach to under-representation of women in upper rank positions, and explicates concerted efforts to improve board room diversity.

International Human Capital as a Source of Competitive Advantage for Organizations

The aim of this chapter is to highlight the properties presented by the international human capital that allows us to conceptualize it as a strategic resource of organizations, and therefore, a potential source of sustainable competitive advantage. We highlight the role of international assignments as a preferred way for companies to contribute to developing global skills in leadership. Finally, under the consideration of the difficulties that can raise these assignments, both in terms of cost and effectiveness, we review some other alternative ways of development that companies are currently hiring: short-term expatriates, virtual, self-initiated and inpatriation.

Internal Market Orientation and Strategy Implementation

Managing People within organisations is a complex and intricate challenge much insight can be gained from complementing the mainstream trends with other research fields. This Chapter shall focus on the role Internal Marketing Orientation (IMO) as a key element that contribute to link the strategy design and its implementation. IMO is an emerging paradigm that enables organisations to focus on the needs and wants of their employees by defining them as primary internal clients. To have the right people in the right job is crucial. Hence the importance of strategic design and implementation. Consequently, in order to be successful, any decided strategic direction must rely first and foremost on the alignment of its employees with mission and overall corporate objectives: ultimately with its business model. This focus on internal clients, is what mainly makes possible the delivering of the promise of value offered by organizations and influences the management of human capital. It has been empirically analyzed how IMO contributes to improve job satisfaction and employees' commitment.

Strategic Antecedents of Emotional Involvement in Europe

The globalization of tourism is one of the most competitive industries in the world. The present chapter deals with a new paradigm in the management of human resources in organizations in the sector, focused on development and deep involvement in their practices. In particular it explores the construct of job involvement in its emotional dimension – emotional involvement in a sample of 1,628 European employees who work in the hotel and restaurant sector. Using a model of binary logistical regression, the result identifies the profile of the European employee involved emotionally with the activity that he/she carries out and reveals the main variables that the managers of human resources in this type of organization should act upon if they wish to increase the level of emotional involvement of their employees compared to other competitors in such a globalized sector.

Talent Management Integrated Approach for Organizational Development

Increased competition for competencies has created opportunities to collaborate, lead, formulate and execute winning Talent Management (TM) strategies to ensure Organizational Development (OD). OD is a system wide application of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organizational effectiveness. Considering that labour costs comprise huge percentage of spending, it is vital to have TM integration that suit to leverage organizations' values, vision, mission, and strategy. Moreover, the powerful levers that leaders can use to align organization, gain commitment to a new direction, and execute new strategies are TM, leadership development, and carefully chosen and well-executed OD initiatives. The better integrated these levers are the more effective they will be. Through grounded theory approach and content analysis, the chapter aims to understand role of TM and focus on TM integrated approach for OD.

The Social Role of Human Resources Teachers

We consider it urgent to reflect on the need to build a new Corporate Social Responsibility that will in turn have a direct impact on a comprehensive human resources executive on a personal level. This professional will be competent in social skills, proactive, a specialist in avoiding conflict and a true part of the company's social aspect. Training is the essential tool to achieve this. This training must focus on thinking about values, must delve into the two-way humanist ideal that education gives, must value it and transform it afterwards. Also, it must take into account the student's interests, motifs and willingness so they may be able to establish the necessary interrelations that will allow for the connection between the individual's personal life and society.

Why Manage Human Resources from a Social Responsibility Perspective?

This study aims to provide knowledge about the importance given by employees and prospect employees to different Human Resource Management (HRM) practices and, in particular, to Socially Responsible Human Resource Management (SRHRM) practices. This research also analyses 1) the differences between the importance given to conventional HRM practices and SRHRM by employees and job seekers and 2) the differences between women's and men's perceptions of every practice. The results confirm that respondents consider that SRHRM practices are more important than conventional HRM practices. The results also show the existence of differences between men's and women's perceptions. In particular, the importance given by women to SRHRM practices is higher than the importance given by men. Additionally, the results show that men are not still as concerned as women with some questions with regard to equity between men and women.

Managerial Practices as Antecedents of Employees' Resistance to Change

This chapter deepens the study of the three components of resistance to change in employees: cognitive, affective, and behavioral. It includes an analysis of the sequential character of them, through the effect that the variables related to the management of the change process and to the change consequences for employees exert on each of these components. With a sample of employees who work in companies that have embarked on programs of change in the two years prior information gathering. Our results question the mediating effect of cognitive and affective resistance and, consequently, the sequential character of the three components of resistance. Results put forward that cognitive and affective resistance are conceptually different, have different antecedents, and exert different effects on the behavioral resistance. Moreover behavioral resistance is jointly determine by the cognitive and affective components of resistance to change.