ee n r ef e rre d to as netw o rk r eso ur ces 9 121 122 P tlT II Tm TOOLS OF

Ee n r ef e rre d to as netw o rk r eso ur ces 9 121

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ee n r ef e rre d to as " netw o rk r eso ur ces. " 9 121
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122 P t\l{T II Tm; TOOLS OF !>'THATEGY ANA LYSIS TABLE 5.2 I he· \\<> rid , .'.II rno,1 \,tlu .i bk: hr.1ncb. 'O l 1 Rank Brand Value , 2014 ($ bn) Chang e from 2 01 3 App le 118.9 +2 1% 2 Goog le +15 % 107 .4 3 Coca-Cola 81 .6 +3 % 4 IBM 72.2 -8 % Mic rosoft 61.2 +3 % 6 Gener al Elec tr ic 45.5 - 3% I S ams u ng 45.5 +15 % 8 Toyota 42.4 +2 0% 9 McDonald 's 42 .3 + 1% +8 % 10 Mer ce des-Benz 34.3 +7 % 11 BMW 34 .2 12 Intel 34.2 - 8% 13 Disney 32.2 +14 % 14 C is co 30 .9 +6% +25% 15 Ama z on 25.5 26.0 +8 % 16 Oracle 17 Hewlett- Pa c ka rd 23.8 -8% - 8% 18 Gillette 22.9 22.6 - 9% 19 Louis Vuitton 20 Honda 21.7 +17 % Note : Br an d va lu es are c al culated as the net present val ue of forecas ted future earnings genera ted by th e bran d Source: Int erbrand, http / / www .bestglobalbrand s.c om /2 01 4 /r an king /. Fi nally, organizationa l c ulture 11 ·1 ay a l. ~o he co ns idered an intan g ible r eso u rce . O rμani zati ona l c ultur e is "a n an1al ga n1 of shared be li e fs , va lu es, assu1npt1ons, .s1g n1fi- c ant m ean ing s. my lh s. r i1u al s. an d symbo ls thal are held to be d i st in c 1i ve." 10 Alth o ugh diffi cu lt 10 identify and descr i be , it is clear th at organizational culture is a cri ti ca ll y important reso ur ce in m os t firn1s: it ~xer ts a s tr ong influ en ce on th e capab iliti es an o rg an izalio n d eve l ops and th e effec ti ve n ess w ith which they are exe rci sed ." Human R es ou rc es Hum an r eso ur ces co mpris e th e sk ills- a nd pr o du c tiv e,. effo r .1, o ffe red hy ,m...org,mi za tio n's e mp l oyee s. H oma n reso ur c:;_e s do not appear o n 1he fi rn1 's h:rbn ce she e r- 1h e firm d oe's 11 01 ow n its empl oyees : it purchase s th e ir se r- vices under emp l oy me nt co nta ct s. Ho we ver, th e s tabili iy--of-e mpl oy ment rel;J1. i9 n- s hip s a ll ows us to co ns ider hu n1a n reso ur ces as part of th e r esou r ces of the fi nn . In th e US 1h e averag e le ngth o r tim e a n emp l oyee stays with an e mpl oye r is 4.6 ytcars, in Euro pe it is lo nger -9 .5 years in Grea t Brita in. 12.3 in Fran ce and 11 .7 in GL' rmany: in Japan it is 1 6.2 years. u Organizations d evo te co ns id erab le effort to a nal yz ing th e ir human r esource s: bo th in hirin~ new e mp l oyt' t'S a nd in apprais in g th eir pe rf or n ia nce and plan ning their '- ! ev d u pm em . Human re :-;o ur ct' ap prais al has bc co n1 e far mo re systema ti c and s op hi s- t ~~ ~~ ~!c..:- . c.l . Many orga. ni zatio°5: ha, ~c ~s tabli sh ed assess n1 e nt ce nters to n1 ea sure e mpl o y- :t:s ~~ ill~ and aunbute s us1 ?g indi cato rs th at research has i dent ifi ed as predict or s of · u penor 1uh p er f or man ct'. Co m pe te11cy 1n o cl e li11 ~~ in vo lves i dentify in g th e set o f skills co nt ~nt kn ow le dge . attitudt' s. an d va lu es associated \V ith sup erior p.e rf o r~ 11 er s ~ithi · ,~ C HAPTER 5 A.NALVZJNG RES OlJ RC ES AND CAPAB JJ.11 J 1:.., a parti c ul ar jo b ca te gory . then assess ing eac h emp l oyee agai n. sl 1h a 1 pr o file ." A k_e y re sea rch finding is the importa nce o f ps yc ho l og ica l a nd so c ia l ap 1 i1ude s in de1ermin - in g s up e rio r wo rk performance-r ece nl int e r es t in em ot io nal and so c ial int e lli gen
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