In this study was in the course of the international enterprise, what Human Resource¡¦s role & responsibility, and whether Human Resource strategy to fit the organization¡¦s development. For example, how to build up the fluently organization¡¦s communication channel or build up the talent pool for global talent recruitment. In this research, qualitative case study approach to research, according to current enterprise¡¦s practice and scholarly research and observation, to analysis this case for international human resource strategy. This case emphasize in international Human Resource management process control from internal and external environment impact. Through the case study todiscuss & find out what effect on Human Resource management by actual practice in global company. After the data integration & analysis, the results of this study case obtained the following conclusions: 1. Integrated organization design is main type of global management in Human Resource. For keep elasticity, maximum benefit when company still expanding. 2. For global talent war. Initiate more channels to get diversify talents. Set up the ¡§Blue Ocean Strategy¡¨ for global. Because no talents, no opportunity for success. 3. Base on "job training" , set up more aggressive training strategy to build up the learning organizations. 4. Build up more effectiveness information system enhance decision-making performance. The information system for Human resources require powerful & faster , to meet complex organizational design. 5.Bulid up an excellent atmosphere in employee relations and corporate culture. All the ways towards company¡¦s success need to smooth internal communication for eliminate misunderstanding within the company. Forming the internal support and cooperation relations, as the driving force to company¡¦s development.

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Over the last decade, much research has been conducted in the field of HRM and its association with organisational performance. Encouraged by substantial positive evidence for statistical associations between sophisticated HRM practices and enhanced organisational performance, HRM researchers have become more assertive in their claims that HRM contributes to performance. However, most of the research is based on questionnaire surveys and still leaves key questions unanswered, in particular by which processes HRM contributes to performance. This lack of knowledge about the processes involved in the HRM-performance relationship is referred to as 'black box'. It is the focus of this thesis to attempt to open this 'black box'. A qualitative case study methodology was adopted and the Glasgow four-star hotel sector chosen as a field of enquiry. This choice allowed for a standardisation of factors that might influence the degree of sophistication of HRM and its impact on performance, i.e. regional differences in terms of product and labour markets, capital intensity and unionisation. Four out of seven eligible hotels participated in the research. The cognitions of managerial respondents from different levels (i.e. general managers, HR managers and line managers) formed the basis of the research. Interviews with these respondents were analysed using a causal mapping method. Detailed quantitative secondary data enabled an investigation of the economic context and demonstrated that organisational performance is influenced by the economic context. It is argued that the appropriate level of analysis is the operational departments where HRM is applied by line managers in a way not necessarily in accordance with formal policy. On this level, HRM has demonstrated both direct effects on the achievement of departmental performance indicators and indirect effects through employee outcomes.

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The purpose of this research was to compare employee participation practices in a Swedish and a British bank. There has been considerable interest in human resource management over the past decade, of which employee participation forms an important part, but there have been very few studies which attempt a qualitative comparison of international aspects of this subject. By using a wider study, the Price Waterhouse Cranfield Project on . International Human Resource Management, a European context is provided for the case study material, which examines in depth the forms and outcomes of employee participation in a Swedish and British setting. A triangulation methodology was employed using two questionnaires given to employees of each organisation, a series of in-depth interviews, a reading of company documentation and personal visits. This enabled the use of a multiple of approaches with the questionnaires providing a framework for the in-depth interviews. Four hypotheses were posed which offered tentative explanations for the similarities and differences in employee participation practices in Sweden and Britain. The findings were then analysed using Poole's Framework of Participation which proposes a number of contingent factors which influence the outcomes of employee participation. The thesis showed that Swedes allow greater participation in the workplace than the British, explanations of which are rooted in the cultural and ideological differences of the two societies. Secondly, it was shown that the drive for profit or financial stability will override participation mechanisms if it is felt necessary for survival. Thirdly, HRM techniques of employee participation are used mainly at a micro (workplace) level in the organisation as they can safely be distanced from any strategic decision making. Thus the strength of employee participation is very much anchored to the latent power of employees which is influenced by convergent forces such as economic, technological and political factors, and divergent forces such as cultural and ideological factors.

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This project explores the contribution of an individual in a journey towards corporate social responsibility in a modern civic university. In an organisational context of a university that promotes a civic vision, with stakeholders who are internal and external, local and international, this report outlines a range of initiatives, from equality and diversity best practice to community engagement projects, which enhanced corporate reputation. It demonstrates how a holistic approach of encouraging an inclusive environment and a positive relationship with its communities, underpinned by principles of fairness and transparency, can generate stakeholder confidence in an organisation and pave the way towards the development of a CSR strategy and culture. Using a methodology which combines reflection and action research, the project identifies connections between personal values and professional activities and demonstrates how both individuals and organisations can impact on partners and stakeholders. It outlines how, by working in line with shared corporate values, an individual who may not be in an executive role can influence an institution in making a difference to its communities. The project uses action research in the development of a CSR statement, explores how principles were embedded into corporate strategy and practice, and benchmarks progress. In a study that captures perceptions of key stakeholders, it evaluates the impact of the CSR approach, quantifies stakeholder engagement and determines if the institution is seen as responsible by those who have contact with it. In reviewing wider CSR developments and examining a contribution to CSR within an institution and to the broader community of practice, the project develops CSR principles which have wider applicability. 10 Synthesising the evidence collected and comparing existing approaches to corporate social responsibility, a new framework for CSR is proposed. The framework draws lessons for the CSR community of practice by incorporating strands of CSR activity and CSR verification across all organisational and stakeholder levels. Informed by the experience of engagement with CSR, the report reaches conclusions that can be used by individuals and organisations that are themselves at different stages of their own CSR journeys.

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