Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK

Capa
Butterworth-Heinemann, 4 de jan. de 2010 - 96 páginas

Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK examines the relationships between HR policies, management accounting and organisational performance on the basis of international case studies and interviews across a range of industries from building materials to software development.

  • Explores the relationship between different HR policies and organisational performance and how management accountants can establish links between the two
  • The first to extend existing research into Japanese companies to give a different perspective and another point of comparison
  • Case study results are tested in the telephone survey for better accuracy and insight
  • Original, cutting-edge research funded by the Chartered Institute of Management Accountants
  • Unique international perspective: extends existing research into Japanese companies to give a different perspective and another point of comparison
  • Results of six extensive case studies and 100 telephone interviews
 

Páginas selecionadas

Conteúdo

Chapter 1 Introduction and Literature Review
1
Chapter 2 Case A
7
Chapter 3 Case B
15
Chapter 4 Case C
21
Chapter 5 Case D
29
Chapter 6 Case E
35
Chapter 7 Case F
43
Chapter 8 Crosscase Analysis and Telephone Interviews
51
Chapter 9 Conclusions
63
References
73
Index
75
Direitos autorais

Outras edições - Ver todos

Management Accounting, Human Resource Policies and Organisational ...
Reza Kouhy,Rishma Vedd,Takeo Yoshikawa,John Innes
Visualização parcial - 2010
Management Accounting, Human Resource Policies and Organisational ...
Reza Kouhy,Rishma Vedd,Takeo Yoshikawa,John Innes
Prévia não disponível - 2010

Termos e frases comuns

100 telephone interviews 30 Japan accountants and HR affecting organisational performance ance Canada Canadian interviewees customer satisfaction Economic Value Added effect on organisational employee surveys employees as assets example family culture financial and non-financial financial performance Glasgow Caledonian University helped to improve Hosei University HR managers HR staff impact on organisational important improved organisational performance interviewees agreed interviewees considered interviewees mentioned interviewees suggested Japanese interviewees lead to improved link between management links between HR long-term view major impact management accountants managers and management mix of financial non-financial measures non-financial performance measures number of employees organisation’s performance organisational culture overall performance pension scheme performance-related bonus scheme plant policies and organisational positive impact recruitment relationship between HR seven interviewees six case studies skills specific HR policies Table Takeo Yoshikawa targets teamwork three countries training budget training programme University of Dundee viewees

Informações bibliográficas

TítuloManagement Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK
AutoresReza Kouhy, Rishma Vedd, Takeo Yoshikawa, John Innes
Ediçãorevisada
EditoraButterworth-Heinemann, 2010
ISBN0080965938, 9780080965932
Num. págs.96 páginas
  
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