`As organizations move forward into the twenty-first century, the nature of business is changing. Companies are becoming smaller, hierarchical structures are giving way to a wider variety of forms, many businesses are shifting emphasis from production to service and work itself is being redefined along lines of improved effectiveness (Hammer & Champy, 1993; Kantner, Stein, & Jick, 1992). In conjunction with these changes, a growing sense of the importance of people in organizations is developing (Doyle, 1990). The development and expansion of such 'people power' has become the focus of organizational efforts, such that human resource programmes are increasingly called upon to enhance organizational performance and employee commitment (Conway, 2004). Grojean and Thomas (2005) extend this argument to suggest that the result of such programmes is the establishment of employee identification with the organization and consequently increases in performance and commitment.` Rolf Van Dick, Giles Hirst, Michael W. Grojean and Jan Wieseke. 80.1 (March 2007): p.133(18). (8530 words)
`With the credit crunch in full swing, retailers around the world are slashing prices and shuttering shops. But Sweden's Hennes & Mauritz (HMB.ST), a pioneer of cheap but chic fashion, is managing to buck the trend: opening stores, entering new markets, and adding new brands. "Our strategy is based on the concept of fashion and quality at the best price," says H&M Chief Executive Rolf Eriksen. "It helps us stay balanced even during economic downturnsThe Outsourcing Advantage`
`H&M's biggest advantage is its business model. A team of 100 in-house designers works with buyers to develop the clothing, which is then outsourced to a network of 700 suppliers, more than two-thirds of which are based in low-cost Asian countries. Not owning any factories, "H&M can be more flexible than many other retailers in lowering its costs," says Raphaƫl Moreau, retail company analyst for market research firm...