Leadership, Employee and Competency Development for Better Talent Management in the Face of the Dynamics of Environmental Changes

doi:10.15611/2022.987.0

Cited by 2 publications

References 103 publications

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The mediating role of HRM outcomes in the relationship between employee development and company performance results: A study with a sustainable HRM perspective on Central European MNCs

Stor,

Haromszeki

2024

Sustainable Development

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The main goal of the article is to determine the mediating role of human resources management (HRM) outcomes in the relationships between employee development (ED) and company performance results and to establish whether there are any identifiable regularities in this scope in the pre‐pandemic and pandemic period of COVID‐19, the latter being understood as a crisis period, in the headquarters (HQs) and foreign subsidiaries of multinational companies (MNCs). Additionally, the article aims to undertake an interpretation of the obtained research data from the perspective of sustainable HRM. The empirical research encompassed 200 MNCs with headquarters in Central Europe. The research encompassed 200 MNCs headquartered in Central Europe. For statistical analysis, the Partial Least Squares Structural Equation Modeling was used. The results indicate that HRM outcomes serve as a positive intermediary and this mediation is stronger in crisis times. The findings enrich both theory and practice, providing a solid framework for incorporating sustainable HRM into organizational strategic management, including ED, especially in MNCs, to boost performance and resilience. An innovative aspect is the application of employee key performance indicators as the efficiency index to study variable effects.

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The mediating role of HRM outcomes in the relationship between employee development and company performance results: A study with a sustainable HRM perspective on Central European MNCs

Stor,

Haromszeki

2024

Sustainable Development

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Corporate Governance

Altamirano

Sloley

2023

Strategic Management and International Business Policies for Maintaining Competitive Advantage

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Corporate governance is a system of controlled activities that act as a form of stewardship for organizations. Governance is represented by a board of directors, which balance the interest of stakeholders and company performance through the evaluation of internal processes such as organizational mission and vision, establishing core values, review of strategic planning process, assessment of organizational policies, hiring and compensation of senior executives, promoting diversity and inclusion, appraisal of executive leadership performance, and self-governance. Boards operate autonomously as they uphold their fiduciary obligations to the company and monitor and control corporate accountabilities. For boards to be effective, they should adhere to the highest standards of integrity while being objective in the delegation of their duties. This chapter offers a perspective of corporate governance and its relative relation, the strategic planning process, while explaining the complexity of organizational boards of directors.

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Leadership, Employee and Competency Development for Better Talent Management in the Face of the Dynamics of Environmental Changes

Cited by 2 publications

References 103 publications

The mediating role of HRM outcomes in the relationship between employee development and company performance results: A study with a sustainable HRM perspective on Central European MNCs

The mediating role of HRM outcomes in the relationship between employee development and company performance results: A study with a sustainable HRM perspective on Central European MNCs

Corporate Governance

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