Strategic human resource management focuses on profit as the core, which not only service orientation, but also emphasizes deep integration of organizational strategic goals and policies. This model requires managers to have a understanding corporate strategy formulate appropriate policies plans based this. Implementing such deepening understanding, improving methods strategies, developing reco...

Introduction Human service nonprofits provide labor-intensive services and, as such, employees are a major factor in determining organizational success (Maelicke, 2004). Thus, nonprofits involved in human services are highly dependent on the quality, motivation, and satisfaction of their employees for the delivery of their services (Akingbola, 2006). Job satisfaction is influenced by many endog...

1 . The foundation of a value-added HRfunction is a business strategy that relies on people as a source of competitive advantage and a management culture that embraces that belief,• 2 . A value-added HR function will be characterized by operational excellence, a focus on client service for individual employees and managers, and delivery of these services at the lowest possible cost; and 3 . A v...

In Grid systems, nontrivial qualities of service have to be provided to users by the resource providers. However, resource management in a decentralized infrastructure is a complex task as it has to cope with different policies and objectives of the different parties: providers and consumers/users. Agreementbased resource management is considered to solve many of these problems as the conflicts...

In the struggle to gain and sustain competitive advantages, companies develop certain resource bundles (known as strategic assets) which are fundamental to firm performance. More often than not, these strategic assets are knowledge-based assets involving organizational processes and human and social capital as opposed to physical assets. Increasingly, companies are turning to project management...