企业文化与工会文化建设的几点思考和探索

企业文化建设是以员工为中心的现代管理。论文从公司的文化建设、工会文化的创新入手,达到提升企业文化水平、提高职工文化素养、实现员工自身与企业形象建设的宏观战略目标,使企业不仅是一个工作场所,更是一个人文团体和文化体系。论文针对建设先进的企业文化、工会文化、职工文化展开分析。     

HRM professionals and their perceptions of HRM and firm performance in the Philippines

This paper reports the findings of a study conducted in the Philippines that examines the extent of adoption of human capital-enhancing human resource (HR) and industrial relations (IR) practices. Differences between locally owned and other organizations in these practices and their relationship to firm performance were also investigated. Questionnaire responses were obtained from managers and union representatives from 128 organizations located in the Philippines. The results indicated that there was, on average, a fairly high level of adoption of practices consistent with a strategic approach to human resource management (HRM), with foreign-owned firms tending to show a slightly higher level of adoption of such practices. A scale representing the adoption of a more conciliatory and union-friendly IR approach was found to be a significant predictor of perceived firm performance. Surprisingly, the level of strategic integration between HRM and business planning and most human capital-enhancing HR practices were not significant predictors of perceived firm performance. Research and practical implications in relation to the role of HRM in enhancing firm performance are discussed.     

Who Adopts Total Quality Management (TQM): Theory and An Empirical Test

The recent emergence of total quality management (TQM) in the U.S. has spawned a great deal of interest in management circles as well as in the mass media. However, despite the growing number of firms that have adopted this management technique, few formal tests exist concerning the pattern of adoption as well as the changes that accompany the adoption of TQM. This paper contrasts models of production for TQM and non-TQM firms in order to explore reasons why some firms but not others have adopted the TQM approach to quality improvement. Predictions arising from such a comparison are tested using a unique data set that combines data on firms from three different sources. Our findings tend to support the proposed theory of systematic differences between firms that find it advantageous to adopt TQM and firms that do not. We also find evidence that firms adopting TQM experience greater growth in sales, employment, and capital stock.     

Mentoring dual-career expatriates: a sense-making and sense-giving social support process

The crucial role of adoption of innovation in strategic human resource management is becoming increasingly prevalent in both business and academic literature. However, few such studies have been undertaken in a liberalizing country scenario such as that of India. This article attempts to understand the adoption of innovative strategic human resource practices (SHRM) practices in the Indian context. It identifies, analyses and tries to underline the drivers of adoption of innovative strategic human resource SHRM practices in Indian organizations. This study is of critical importance against the backdrop of the liberalization of the Indian economy. Although the liberalization process started in 1991, the effect of the process took a decade for Indian organization to respond to such a structural adjustment. Drawing from SHRM literature, this research report discusses five main propositions of adoption of innovative SHRM practices in Indian organizations. The generalizability, applicability, acceptability and diffusion of practices are discussed.     

The organizational choice of human resource management practices: a study of Chinese enterprises in three cities in the PRC

This study examined the effects of an organization's contextual variables on the choice of human resource management (HRM) practices to secure, nurture, reward and retain managerial employees. The contextual variables included organizational characteristics (ownership, age and size), on the one hand, and its competitive strategies (innovation, quality and cost) and the strategic role of the human resource function, on the other. Data were collected through a questionnaire survey of general managers and human resource directors from 326 joint ventures and state-owned enterprises located in Shanghai, Nanjing and Guangzhou, three major cities in China. Using structural equation analysis, we examined both the direct and indirect effects of the contextual variables on HRM practices. The indirect effects were measured through the strategic role of the human resource function. Results indicated that ownership and the strategic role of the human resource function were key variables in explaining an organization's choice of HRM practices. Age and size of the organization had limited effects. Compared with cost and quality strategies, the innovation strategy affected HRM practices, both directly and indirectly, indicating the increasing dynamism of the Chinese economy in its move towards a market orientation.     

A Strategic Choice–resource Dependence Analysis of Union Mergers in the British and Australian Broadcasting and Film Industries

Since the late 1980s there has been a marked increase in the rate of union restructuring and merger in both Britain and Australia. This has been particularly prevalent in the film and broadcasting industries in both countries. This organizational change has largely been triggered by environmental turbulence which has altered the availability and control of resources required for organizational survival. Accepting the concept from strategic choice theory that trade unions are able to exercise a degree of choice over the way in which they manage and adapt to changes in their external and internal environments, the paper demonstrates how an integration of strategic choice and resource dependence perspectives can explain why organizations behave in different ways and, in particular, why trade union mergers in the film and broadcasting industries have occurred. Further, the perspective also explains why some trade unions chose not to merge. An integration of resource dependence theory with strategic choice theory explains why trade unions make particular strategic decisions. Conversely, strategic choice explains how organizations acquire resources and manage dependencies. The paper concludes by making the case for an integration of the two perspectives for future studies of organizational behaviour and change.     

The influence of strategic HRM and sector on perceived performance in health services organizations

In this study, we examine a variety of management characteristics of for-profit and not-for-profit organizations in the health services (HS) industry. Data collected from Australian senior executives are used to test the relationships between managerial constructs such as employee commitment, customer demandingness, strategic HRM orientation and the adoption of human capital-enhancing human resource (HR) practices and perceived overall performance. Data analysis conducted using the Partial Least Square Modeling show a statistically significant path from commitment to employees, customer demandingness and strategic HRM orientation to the adoption of human capital-enhancing HR practices (such as selective staffing, comprehensive training, and performance appraisal) to perceived organizational performance. The results also show that private sector health service organizations have a higher level of perceived performance.     

The central role of human resource management in the search for sustainable organizations

The aim of this article is to present the main contributions of human resource management to develop sustainable organizations. The relationship between human resources and organizational sustainability, which is based on economical, social and environmental performance, involves some important aspects concerning management such as innovation, cultural diversity and the environment. The integration of items from the triple bottom line approach leads to developing a model based on a strategic and central posture of human resource management. Based on this model, propositions and recommendations for future research on this theme are presented.     

Innovativeness and organizational innovation in total quality oriented firms: The moderating role of market turbulence

This paper analyses the contribution of TQM implementation to the firms’ innovative culture and their overall innovation effort in the technical and administrative organizational domains. The research seeks to contribute to a further understanding, under different market turbulence conditions, of the TQM–innovation relationship and the interactions between the organization's innovativeness and the intensity and newness of the innovations adopted. The findings indicate that TQM strongly influences firm's innovative culture and higher administrative innovation levels with a greater degree of incorporated novelty, whereas the mediating role of innovativeness is required for TQM to achieve this impact on technical innovation. These relationships significantly vary under different levels of market turbulence, but results reinforce the consideration of TQM as an appropriate resource to foster innovativeness and organizational innovation. The study provides an unexpected result as innovativeness does not influence administrative innovations, which seem to be ultimately determined by TQM. Finally, the findings provide empirical support regarding the coordinated development in practice of technical and administrative innovations.     

Managing transformational change: the role of human resource professionals

In the past decade human resource management issues featured prominently in debates over the competitiveness and human resource professionals were expected to ascend to positions of greater influence in corporate strategy making and implementation. Despite numerous calls for a paradigm shift towards a more ‘strategic’ focus for human resource management research, developments in both practice and research fell far short of expectations. Thus, the process of transforming human resource policy into a strategic asset for employees, individual firms or the American economy is not yet complete. The paper suggests that the ‘strategic’ human resource management models of the 1980s were too limited and reactive in character because they depended so heavily on the values, strategies and support of top executives and line managers. A model capable of achieving sustained and transformational change needs to incorporate more active roles of other stakeholders in the employment relationship, including government, employes and union representatives as well as line managers and top executives. The paper starts by reviewing the evidence on innovations in human resource management in the past decade and then outlines the implications of the change model for human resource management and industrial relations theory, policy and practice. Special emphasis is given to the role of human resource professionals as potential change agents or facilitators of the transformational process.     

Human resource function strategic role and trade unions: exploring their impact on human resource management practices in Uruguayan firms

Organizations worldwide are confronted with different contextual constraints. Jackson and Schuler [1995, ‘Understanding Human Resource Management in the Context of Organizations and their Environments,' Annual Review of Psychology, 46, 237–264], in their classical review, highlight the importance of the impact of the internal and external organizational context on human resource management (HRM) practices. This paper uses data collected through a survey of firms located in Uruguay, in a context where HR function and trade unions have gone through significant changes, to determine their impact on the adoption of different HRM practices. The authors find that organizations with an HR function strategically involved and with higher degree of union presence have more person-centred HRM practices, while performance-centred HRM practices were positively influenced by HR function strategic role. However, the findings do not support the moderating role of trade union presence on the relationship between the HR function strategic role and HRM practices.     

Performance management effectiveness: practices or context?

Although much research has focused on the technical or measurement issues involved in employee performance management, this study investigates the mutual influence of practices and context on performance management effectiveness. From a sample of 312 private and public sector organizations with 200 or more employees, the results indicate positive associations between practices – training and employee recognition – and performance management effectiveness. They further underscore the relevance of three contextual variables – culture, climate and the strategic integration of human resource management – as they are also related to more positive performance management outcomes. Implications for research and practice are discussed.     

城市政府全面质量管理的主要理念

全面质量管理是以强调组织全员参与为基础的质量管理形式。城市政府实施全面质量管理必须自觉接受顾客满意、全员参与、全过程控制和持续改进四种理念的指导。     

中国高校人力资源管理创新绩效评价研究

利用DEA方法对我国2005-2009年的高校人力资源管理创新绩效进行了评价和分析,并运用Malmquist生产率指数对其绩效变动进行了测算。结果显示,我国高校人力资源管理创新绩效水平较为低下,纯技术效率低下是其主要原因;全要素生产率呈现较为显著的增长趋势,技术效率水平提高是引致TFP增长的主要原因,而技术进步对TFP有负面效应;我国高校人力资源管理创新绩效水平存在较为显著的省际和区域差异。     

A reassessment of the relationship between job specialization,job rotation and job burnout: example of Taiwan's high-technology industry

This study applies the concept of job specialization and job rotation based on early principles of job design in solving employees' perception of job burnout, using employees of Taiwan's high-technology industry as targets for re-examination. In past management systems of traditional industries, job rotation was adopted to address employees' feelings of monotony, boredom and fatigue as a result of job simplification and specialization. However, with the advancement of technology, shortening of technical life cycles and changes in job characteristics, the relationship between job rotation, job specialization and job burnout is now different from in the past. The results from 304 valid samples collected from employees of Taiwan's high-technology industry reveal that the adoption of job specialization in high-tech industry in fact raises professional efficacy and reduces employees' feeling of job burnout, which is opposed to the benefits of job design purported in past management systems. Therefore, this paper seeks to re-examine the relationship between the three variables. By implementing job rotation or job specialization systems as means to address issues related to employees' job burnout, organizations should not only consider the benefits to job management, but also adjust according to technology and environmental changes. Only by doing so could organizations release the maximum potential from human resources management systems.     

企业合作创新：模式选择与利益分配

以分工合作的方式进行重要的技术创新,是新形势下企业技术创新的重要战略选择。合作技术创新的成功实现,关键在于选择恰当的合作创新形式和处理好合作各方的利益关系。本文介绍了企业合作技术创新中的技术转让、合作开发、技术联盟、创新网络、共建实体等五种模式,并对其优缺点进行了比较,提出了对这些模式选择的思路;依照合作创新风险共担、利益共享的原则,根据合作的紧密程度,分别分析了合作创新的风险,并提出了合作各方利益分配的方式方法。     

Strategic human resource management,firm performance,and employee relations climate in China

We examined strategic human resource management (SHRM) and human resource practices in the People's Republic of China to assess the impact of these practices on firm performance and the employee relations climate. We also tested whether firm ownership moderates the above relationships. Empirical results from a sample of Chinese firms from various industries and regions showed that the levels of adoption of SHRM and HR practices were lower in state‐owned enterprises (SOEs) than in foreign‐invested enterprises (FIEs) and privately owned enterprises (POEs). Both SHRM and HR practices were found to have direct and positive effects on financial performance, operational performance, and the employee relations climate. However, the moderating effect of ownership type was significant for financial performance only. © 2008 Wiley Periodicals, Inc.     

Contrasts in enacting TQM: Mechanistic vs. organic ideology and implementation

A qualitative longitudinal study of the enactment of TQM in two semi-conductor supplier firms revealed that adoption, implementation, and institutionalization of TQM in one firm was mechanistic, with a ritualistic use of specific TQM methods, procedures, and language while the other firm used an organic approach in which a local adaptation of TQM emerged as people learned and adapted concepts and tools to fit their specific needs. Results suggest that how TQM is implemented affects its institutionalization. Specifically, changes achieved through mechanistic approaches to TQ implementation may produce only short-lived conforming behaviors while organic implementation appears more likely to produce lasting change.     

A physical examination of health care's readiness for a total quality management program: a case study

Initiating a total quality management (TQM) effort can be a time-consuming and costly effort for a hospital. Perceptions of management and employees are important in initiating TQM because people function as if perceptions are fact. Assessing these perceptions and determining the levels of readiness or resistance to change are important steps in reducing costs, thus increasing organizational ability to address proactively challenges to the implementation and ultimate success of a TQM effort. Key assessment criteria are discussed including a comparison of management and employee perceptions in one hospital.     

加强民主管理“参与度”力增企业职工“获得感”

当前,我国发展仍处于重要战略机遇期,这对企业民主管理工作提出了更高的要求。民主管理是职工参与企业管理的重要途径,加强企业民主管理是现代企业发展的必然趋势。论文从企业民主管理的现状入手,探讨工会组织在企业民主管理中应发挥的作用,探索企业民主管理的新途径。