Enterprise resource planning (ERP) is the integrated management of main business processes, often in real time and mediated by software and technology. ERP is usually referred to as a category of business management software—typically a suite of integrated applications—that an organization can use to collect, store, manage and interpret data from many business activities. ERP systems can be local-based or cloud-based. Cloud-based applications have grown in recent years due to the increased efficiencies arising from information being readily available from any location with Internet access.
Cross-cultural communication is a field of study investigating how people from differing cultural backgrounds communicate, in similar and different ways among themselves, and how they endeavor to communicate across cultures. Intercultural communication is a related field of study.
An expatriate is a person who resides outside their country of citizenship.
In social philosophy, objectification is the act of treating a person as an object or a thing. It is part of dehumanization, the act of disavowing the humanity of others. Sexual objectification, the act of treating a person as a mere object of sexual desire, is a subset of objectification, as is self-objectification, the objectification of one's self. In Marxism, the objectification of social relationships is discussed as "reification".
Susan Catharine Eaton was an American political scientist and workers' rights activist. Eaton was an assistant professor of public policy at Harvard Kennedy School, who became a nursing home researcher at Harvard and workers' activist. She wrote about health care management, women's role in union leadership and work-family issues and gender equity in the workplace.
The Federation of Civil Service Unions (FCSU) is one of two main trade unions representing civil servants in Mauritius. The FCSU is affiliated to the National Trade Unions Confederation in Mauritius.
Work–family enrichment or work–family facilitation refers to a process at the work-life interface whereby experience or participation in one role increases the quality or performance in the other role.
Talent management (TM) is the anticipation of required human capital for an organization and the planning to meet those needs. The field has been growing in significance and gaining interest among practitioners as well as in the scholarly debate over the past 10 years as of 2020, particularly after McKinsey's 1997 research and the 2001 book on The War for Talent. Although much of the previous research focused on private companies and organizations, TM is now also found in public organizations.
Global workforce refers to the international labor pool of workers, including those employed by multinational companies and connected through a global system of networking and production, foreign workers, transient migrant workers, remote workers, those in export-oriented employment, contingent workforce or other precarious work. As of 2012, the global labor pool consisted of approximately 3 billion workers, around 200 million unemployed.
Cross-cultural psychology attempts to understand how individuals of different cultures interact with each other. Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Today's international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures. It cannot be assumed that a manager who is successful in one country will be successful in another.
Mark E. Mendenhall is a university professor who holds the J. Burton Frierson Chair of Excellence in Business Leadership in the Gary W. Rollins College of Business at the University of Tennessee, Chattanooga. Mendenhall is an internationally recognized scholar in the field of global leadership and international human resource management and a pioneer in the field of expatriate adjustment. With his co-authors he published seminal theoretical contributions in expatriate adjustment and training in the 1980s and 1990s. From the early 2000s, he has focused his research primarily in the emerging field of global leadership.
An international assignment is an overseas task set by a company to an employee. Companies that engage in international assignments are mainly multinational corporations (MNCs). MNCs send employees from the home country to a different country for business operations at overseas offices or subsidiaries. These employees are called expatriates. International assignments can fulfil a number of key organisational functions and are viewed as development opportunity for organisations to build a global and mature workforce. As a result of globalisation and the saturation of domestic markets, international assignments are a strategic tool for organisations to compete successfully on the global stage and achieve specific organisational objectives. These organisation missions are a key way of developing global perspectives. They can encourage diverse inputs into decision and develop shared values within the Headquarters, home country and subsidiaries. International assignments are a component of the training and development activities of international human resource management. Other main activities include human resource management in the global environment, selection, performance management, compensation and repatriation.
Employee recognition is the timely, informal or formal acknowledgement of a person's behavior, effort, or business result that supports the organization's goals and values, and exceeds their superior's normal expectations. Recognition has been held to be a constructive response and a judgment made about a person's contribution, reflecting not just work performance but also personal dedication and engagement on a regular or ad hoc basis, and expressed formally or informally, individually or collectively, privately or publicly, and monetarily or non-monetarily.
Social capital is the product of human interactions and relationships, which occur between individuals and social networks. Therefore, it can be summarized as the shared links, understandings and values that allow individuals and groups to trust each other, and therefore, to work with each other in society.
Cultural agility is a term employed in talent management to design a complex competency based on skills whose command allows an individual or an organization to perform successfully in cross-cultural situations. Cultural agility has been conceptualized as an individual's ability to comfortably and effectively work in different cultures and with people from different cultures, national origins, generations, gender, etc. People with cultural agility are able to "build trust, gain credibility, communicate, and collaborate effectively across cultures". The concept appears to overlap with others such as cross-cultural competence and cultural intelligence. The subject has been linked to studying abroad, foreign talent acquisition, immigrants and refugees, career success, sports coaching, leadership development, and global business. Currently, the term is often associated with research carried out by Paula Caligiuri, and a few others like Marisa Cleveland, and Zeinab Shawky Younis. On psychological aspects, the command of cultural agility resources may be facilitated by personality traits like extraversion, openness, and predisposition to novelty seeking, but also by appropriate learning. Self-assessment has been pointed out as a practical approach to evaluate the level of competence reached by cultural agility trainees.
Green human resource management emerged as an academic concept from the debate of sustainable development and corporate sustainability. Wehrmeyer (1996) is often stated as laying the foundation with his idea that "if a company is to adopt an environmentally-aware approach to its activities, the employees are the key to its success or failure".
Mark A. Huselid is a university professor, workforce management specialist, book author, and business consultant. He is the Distinguished Professor of Workforce Analytics at D'Amore-McKim School of Business, Northeastern University. He has authored research papers and books regarded as seminal to establishing a strategic link between human resource management and business performance.
Candice Amanda Harris is a New Zealand academic, and is Professor of Management at Auckland University of Technology, specialising in employee career experiences, gendered experiences in both paid and unpaid work, academic careers and women's careers.
Fiona Jacqueline Edgar is a New Zealand management academic, and is a full professor at the University of Otago, specialising in human resource management and employment relations. As of 2024 she is head of the Department of Management at Otago.
Maree Roche is a New Zealand academic, and is a full professor at the University of Auckland, specialising in leadership, employee wellbeing and indigenous perspectives. Roche is the manutaki (director) of the university's Dame Mira Szászy Centre for Leading Māori Workforce Development. She is a Fellow of the New Zealand Psychological Society and of the Positive Organisational Behaviour Institute in the US.
