Global Human Resource Development and Japanese University Education

1)Global Human Resource Development” and Japanese University Education: “Localism” in Actor Discussions

2)Deciding Access to Work-Integrated Learning: Human Resource Professionals as Gatekeepers

APA Format

Ill provide the Reports for the Biblography

1)Deciding Access to Work-Integrated Learning: Human Resource Professionals as Gatekeepers

Author(s):

Mackaway, Jacqueline; Winchester-Seeto, Theresa

Source:

International Journal of Work-Integrated Learning, v19 n2 p141-154 2018. 14 pp.

Availability:

Full Text from ERIC Available online: https://eric.ed.gov/contentdelivery/servlet/ERICServlet?accno=EJ1182112
New Zealand Association for Cooperative Education. University of Waikato, Private Bag 3105, Hamilton 3240, New Zealand. Tel: +64-7-838-4892; e-mail: editor@ijwil.org; Web site: https://www.ijwil.org/

Peer Reviewed:

ISSN:

2538-1032

Descriptors:

Workplace Learning, Integrated Activities, Human Resources, Qualitative Research, Foreign Countries, Inclusion, Semi Structured Interviews, Indigenous Populations, Access to Education, Foreign Students, College Graduates

Location Identifiers:

Australia

Abstract:

Universities, industry and professional bodies advocate work-integrated learning (WIL) as a valuable way to prepare graduates to meet the challenges of contemporary society. When organizations preference particular students over others to host on placement, the full individual and collective potential of WIL is not realized. This paper reports findings from a qualitative study focused on the role played by Human Resource (HR) professionals in influencing student access to WIL placements in Australian organizations. Findings suggest being in a HR role may influence why and how an individual acts as a WIL gatekeeper however, there is an interplay between forces at three distinct levels: organizational, occupational/job and personal, which affect the intentions and actions of the HR professional. Furthermore, the study suggests several conditions are required for an inclusive approach to WIL to be enacted. This study contributes to the underexplored topic of equity and access in WIL.

Abstractor:

As Provided

Number of References:

Language:

English

Number of Pages:

Education Level:

Higher Education

Publication Type:

Journal Articles; Reports – Research

Journal Code:

SEP2018

Entry Date:

2018

Accession Number:

EJ1182112

Database:

ERIC

2)Human Resource Development Practices, Managers and Multinational Enterprises in Australia: Thinking Globally, Acting Locally

Author(s):Sablok, Gitika; Stanton, Pauline; Bartram, Timothy; Burgess, John; Boyle, BrendanSource:Education & Training, v59 n5 p483-501 2017. 19 pp.Availability:Emerald Group Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emeraldinsight.comURL:http://dx.doi.org/10.1108/ET-02-2016-0023Peer Reviewed:YISSN:0040-0912Descriptors:Human Resources, Labor Force Development, International Trade, Corporations, Management Development, Talent Development, Foreign Countries, Regression (Statistics), Human Capital, Expenditures, Job Training, Comparative Analysis, Case Studies, Longitudinal Studies, QuestionnairesLocation Identifiers:AustraliaAbstract:Purpose: The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment in their human capital, particularly managerial talent. Design/methodology/approach: Drawing on a representative sample of 211 MNEs operating in Australia, this paper investigates the extent (using frequencies) and determinants (using logistic regression analysis) of training and development expenditure, management development strategies, talent management and succession planning policies. Findings: The findings suggest that less than 20 per cent of MNEs operating in Australia are investing over 4 per cent of their annual pay bill on training and development. Furthermore, almost a quarter of firms invest less than 1 per cent in training and development. However, most MNEs invest in their managers and those with high potential through the use of management development programmes, talent management strategies and succession planning. Interestingly, in comparison to US MNEs, Australian MNEs were less likely to use management development or talent management programmes for senior management or high performing staff. Research limitations/implications: The current study is cross-sectional and represents a snapshot of MNEs’ HRD practices at one point in time. The study measured the perceptions of the most senior HR manager and did not include the views of other organisational participants. The authors suggest the need for future research studies that incorporate longitudinal research designs and the views of different organisational actors. Practical implications: HR managers or HRD specialists need to develop a strong understanding of the Australian institutional context, as well as demonstrate the importance/business case for an integrative approach to HRD. Originality/value: This paper fulfils an identified need to study the HRD practices of MNEs operating in Australia, particularly focusing on the value that MNEs place on their humancapital.