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References Abraham, J., Sick, B., Anderson, J., Dehmer, C., & Tufano, A. (2011). Selecting a provider: What factor influence patients’ decision making. Journal of Healthcare Management, 56(2), 99-115. Armstrong, M., & Taylor, S. (2016). Zarządzanie zasobami ludzkimi [Human Resource Management]. Warszawa, Poland: Wolters Kluwer. Bartram, T., Casimir, G., Djurkovic, N., Leggat, S. G., & Stanton, P. (2012). Do perceived high performance work systems influence relationship between emotional labour, burnout and intention to leave? A study of Australian nurses. Journal

REFERENCES Armstrong, M., 2003. A Handbook of Human Resource Management Practice . 9th ed. Kogan Page, London, 161–162. Białasiewicz, M., 2013. Kształtowanie kapitału ludzkiego w organizacji . WNUS, Szczecin. Chen, H., Hou, J., Chen, W., 2018. Threshold Effect of Knowledge Accumulation between Innovation Path and Innovation Performance: New Evidence from China’s High-tech Industry . Science Technology and Society 23 (1), 163–184, DOI: 10.1177/0971721817744459. Cui, A.S., Wu, F., 2016. Utilizing customer knowledge in innovation: antecedents and impact of

References Aisbett, L., & Hoye, R. (2015). Human resource management practices to support sport event volunteers. Asia Pacific Journal of Human Resources, 53(3), 351-369. DOI 10.1111/1744-7941.12062 Allison, M. (2001). Sports clubs in Scotland. Sportscotland. Retrieved November 22, 2015, from http://www.gov.scot/resource/doc/145971/0038194.pdf Armstrong, M. (2006). Strategic human resource management: A guide to action (3rd ed.). London: Kogan Page. Armstrong, M., & Taylor, S. (2014a). Armstrong’s handbook of human resource management practice (13th ed.). London

investment in training: evidence from the literature. Industrial Relations, 39(3), 502–524, http://dx.doi.org/10.1111/0019-8676.00178 Becker, G.S. (1962). Investment in human capital: a theoretical analysis. The Journal of Political Economy, 70 (Supp.), 9-49. Becker, B.E. & Gerhart, B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal 39(4), 779–801, http://dx.doi.org/10.2307/256712 Blundell, R., Dearden, L., Meghir, C. & Sianesi, B. (1999). Human capital investment: the returns from

References Anyadike, N. O., 2013. Assessment of the implication of full scale deregulation of the downstream oil sector of the Nigerian economy: The neoliberalism approach. Global Journal of Political Science and Administration, 1(2), 23-48. Armstrong, M., 2012. Armstrong's handbook of human resource management practice: Kogan Page Limited. Balouga, J., 2012. The political economy of oil subsidy in Nigeria: International Association for Energy Economics. Brown, M. S., Muchin, K., and Rosenman, Z., 2004. The ratings game: corporate governance ratings and why you

Astrachan, J.H. & Kolenko, T.A. (1994). A neglected factor explaining family business success: human resource practices. Family Business Review , 3, (7): 251-262, DOI: 10.1111/j.1741-6248.1994.00251.x. 10.1111/j.1741-6248.1994.00251.x Brewster, C., Mayrhofer W. & Morley, M. (2004). Human Resource Management in Europe (1 st ed.). Norfolk, Great Britain: Biddles Ltd. De Kok & J. M. P. (2003). Human resource management within small and medium-sized enterprises. EIM Business and Policy Research, Zoetermeer. Available from: http

law , 19 (2), 125-149. ISSN 1358-2291. [27] BARRENA-MARTINEZ, J., LOPEZ-FERNANDEZ, M. AND ROMERO-FERNANDEZ, P.M. 2017. Socially responsible human resource policies and practices: Academic and Professional validation. European Research on Management and Business Economics, 23 (1), 55-61. ISSN 2444-8834. [28] TURNER, M.R., MCINTOSH, T., REID, S.W. AND BUCKLEY, R. 2019. Corporate implementation of socially controversial CSR initiatives: Implications for human resource management. Human Resource Management Review, 29 (1), 125-136. ISSN 1053-4822. [29] SUN, X. AND

: Theory and Practice , vol. 10, no. 2, pp. 150–158, 2009. http://dx.doi.org/10.3846/1648-0627.2009.10.150-158 [8] K. Reinhold, M., Järvis, P. Tint, “Practical tool and procedure for workplace risk assessment: Evidence from SMEs in Estonia,” Safety Science , vol. 71, pp. 282–291, 2015. http://dx.doi.org/10.1016/j.ssci.2014.09.016 [9] S.C. Kang, S.A. Snell, ”Intellectual capital Architectures and Ambidextrous learning: A Framework for Human resource Management”, Journal of Management Studies , vol. 46, no. 1, pp. 65–91, 2009. http://dx.doi.org/10.1111/j.1467

References Armstrong, M. (2006). Strategic Human Resource Management. A Guide to Action . London: Kogan Page. Bělohlávek, F., Šuleř, O., & Košťan, P. (2006). Management. (1. edition). Brno: Computer Press. Berke, Gy., & Kiss, Gy. (2014). Commentary on the Labor Code . (In Hungarian) Budapest: Wolters Kluwer Publishing House. Bilsen, V., & Konings, J. (1998). Job creation, job destruction, and growth of newly established private firms in transition economies: survey evidence from Bulgaria, Hungary, and Romania. Journal of Comparative Economics, 26, pp. 429

Abstract

Internationalization in higher education is a key process as it affects the life, culture, curriculum, teaching, and research activities of universities and their members. Internationalization in higher education as an intertwined process is all-pervade and policy-based, integrated and permeated into the life, culture, curriculum and teaching, as well as research activities of universities and their members. The success of this process depends on the academic community in higher education institutions which consists of lecturers, employees and students, generally regarded as human resources. This research aims to examine the implementation of human resource management on the internationalization of a private university, the oldest private university in Indonesia. Descriptive qualitative method was employed in this study. The research subjects were key informants of Universitas Islam Indonesia. The data were obtained through direct observations on the internationalization process in the university’s human resource management. The findings indicate that the progress of internationalization was supported by human resources management. Additionally, leaders’ strong commitment in human resources management is essential to ensure the success of the internationalization.