基于B/S模式的企业员工信息管理系统的设计与实现

文章引进了B/S模式系统,用来改变现有企业员工信息管理不健全的现状。文章基于B/S模式在企业管理中的背景和意义,提出了企业信息化管理的目的和主要内容模式,详细介绍了企业员工信息管理信息化系统的框架和各模块的功能作用,最后就信息化系统的应用进行了相关讨论。     

中外信息管理与信息系统专业人才培养模式的比较

本文介绍了中外信息管理与信息系统专业的发展历史,并对中外信息管理专业人才培养模式进行了分析比较。最后,本文根据信息管理专业的发展趋势,结合国内的实际情况,对国内本专业的建设提出一些发展建议。     

图书馆的知识管理与知识服务

一、知识管理知识管理是开发知识价值的工具和保障,也是知识创新体系的内在动力。因而知识管理成为一种备受社会推崇的管理思潮。这种态势巩固了知识作为社会战略资源的地位。增强了社会开发利用知识的信心。知识管理不同于信息管理,信息管理是实现组织目标。满足组织要求。解决组织的环境问题,从而对信息资源进行开发、规划、控制、集成、利用的一种战略。从狭义上讲,指对信息加以管理,信息是被管理的对象;广义还包括与信息有关的人、机构、设备、环境等。信息管理的目标有效满足信息需求,并通过资源的配置来实现其目标。     

人力资源管理中的职务分析

职务分析（Job Analysis），是人力资源管理最基本的工作之一。它是一种系统地收集和分析与职务有关的各种信息的方法。这些信息包括各种职务的具体工作内容、每项职务对员工的各种要求和工作背景环境等。这些信息对于人力资源的其他管理工作来说，是必不可少的。职务分析的目的主要有两个：     

牵住员工的手

据分析，一个员工离职以后企业从找新人到顺利上手，光是替换成本就高达该职员工薪水的１．５倍到２．５倍，优秀人才的替换成本则更大。因此，留住人才是企业越来越关注的问题，以下是企业留住人才的几种方法。 职业发展留人　突出表现是企业指导员工的职业生涯设计并与员工共同努力，促进其职业生涯计划的实现。美国微软公司人力资源部制定有“职业阶梯”文件，其中详细列出了不同职务须具备的能力和经验。 企业发展留人　突出表现是企业制定有明确的发展战略目标，并使员工切身感受到他们的工作与实现企业的发展目标息息相关。 职务设计…     

独立学院信息管理与信息系统特色专业建设的研究与实践

本文针对独立学院信息管理与信息系统特色专业建设，从建设目标与思路、特色的人才培养模式、课程体系建设、实习基地建设和资队伍建设5个方面全面探讨了吉林财经大学信息经济学院如何建设自己的信息管理特色专业。     

从财会信息特征看加强财会信息管理

本文以财会信息为研究对象,财会信息基本概述、财会信息的特征分析、当前财会信息管理工作存在的问题分析以及从财会信息特征进一步完善财会信息管理的对策分析这四个方面入手,对其进行了较为详细的分析与阐述,并据此论证了做好财会信息管理工作在进一步提升企业综合竞争实力的过程中所起到的至关重要的作用与意义。     

企业信息化管理人员信息素养的构成和培养策略

员工信息素养对企业信息化管理具有重要作用。文章通过分析企业信息化管理人员的职业能力要求,结合当今信息管理实际,阐明企业信息化管理人员信息素养的构成内容,并进一步提出培养企业信息化管理人员信息素养的策略。     

财经类院校信息管理与信息系统特色专业建设的思考

本文根据我国高校信息管理与信息系统专业建设的目标以及我校财经背景的有利条件,分析了我院信息管理与信息系统特色专业的建设情况,在此基础上,提出了详细的建设思路,以期为财经院校的信息管理与信息系统专业建设提供参考。     

建筑工程施工信息管理研究

本文首先详细介绍了工程施工信息的特点和分类,明确了工程施工信息的重要作用,提出了对工程施工信息进行科学高效的管理的必要性,最后详细介绍了当前施工信息管理在实践工作中常用的三种信息平台,分别是基于数据库的工程施工管理信息系统、以信息共享与协同工作为基础的项目信息门户和以空间建模与分析为特征的地理信息系统。     

试论企业员工的职业生涯管理

文章从加强对员工职业生涯的规划工作、加强对员工的培训和跟踪辅导工作以及为员工提供晋升、转换平台等方面进行论述,对企业如何在管理制度和培养考核方面对员工进行管理提出了合理的建议。     

企业人力资源风险管理的识别与评估

风险管理是指通过风险识别、风险估计、风险驾驭、风险监控等一系列活动来防范风险的管理工作。人力资源管理中的风险管理是指在招聘、工作分析、职业计划、绩效考评、工作评估、薪金管理、福利/激励、员工培训、员工管理等各个环节中进行风险管理,防范人力资源管理中的风险发生。如何防范这些风险的发生,是我们应该而且十分迫切研究的一个问题,下面就针对这个问题进行简要探讨。     

职务管理系统：一个整合的概念性框架

论文在整合职务管理概念的基础上,提出职务管理系统的概念性框架,进一步分析了职务管理内容的五个核心层面,即职务设计、职务分析、职务评价、职务分类与职务发展,以及这些活动的产出。探讨了战略的、流程的以及文化的因素对组织中的职务和职务管理的影响。此系统框架帮助管理者更为系统地认识组织中的职务以及把握、整合职务管理的各层面活动,从而更客观和全面地指导组织中的人力资源管理活动。     

基于目标管理的企业员工绩效管理研究

一个设计科学合理的员工绩效管理系统,应该与企业的目标管理系统有很好的关联性,应该既有助于实现企业的战略目标和员工的个人目标,又能够实现企业和员工的业绩目标。本文根据目标管理和绩效管理过程理论,构建了基于目标管理的企业员工绩效管理模型,并指出了它的实用价值。     

基于SEM的酒店员工满意度及其后续行为研究

在问卷抽样调查基础上,采用验证性因子分析法(CFA)与结构方程模型(SEM)对酒店员工满意度影响因素及员工后续行为间关系进行实证分析。结果表明,影响酒店员工满意度的因素是多样的,酒店员工满意度对员工离职意向有显著的抑制作用、对员工工作投入有显著的促进作用。本研究有利于进一步验证和丰富员工满意度理论研究体系,还可为我国酒店人力资源管理实践提供参考。     

Determinants of sales manager job satisfaction. An analysis of Spanish industrial firms

The objective of the current work is to analyse the determining factors of sales manager job satisfaction. In particular, we study the effect of various human resources management (HRM) practices – compensation, promotion, training and job design – on this satisfaction, using a model empirically tested on a sample of Spanish industrial firms. The results of the empirical analysis of the model, which uses data from a postal survey, indicate that human resources practices based on compensation – level and type – as well as on the job design – resources and autonomy – appear to be the fundamental determinants of sales manager job satisfaction. In the research we confirm that there is a growing need for firms to combine economic and non-economic incentives in order to satisfy their executives.     

People management: developing and testing a measurement scale

Abstract

The central concept in this study is people management, referring to line managers’ implementation of HR practices and their leadership behaviour oriented at supporting the employees they supervise at work. In this study we conceptualize people management and develop a multidimensional scale to measure it from the perspectives of both employees and line managers. Using a Study 1/Study 2 design, including two-wave multilevel data from employees and line managers of a financial service provider, and cross-sectional data from teachers, educational support staff, and supervisors, we demonstrate the scale’s reliability and multidimensionality across samples and over time. We provide evidence of the convergent validity by showing that employees’ and line managers’ perceptions of people management are significantly related, and that people management is significantly related to transformational and transactional leadership. Also, we demonstrate that people management adds explained variance above and beyond transformational and transactional leadership in predicting team performance. We demonstrate criterion-related validity through people management’s relationship with job satisfaction, commitment, and work engagement. We discuss the implications of our measure for theory and research on people management, its antecedents, and its effects.     

高速公路在建项目管理方案的综合评价技术研究

对建项目管理方案进行综合评价是在建项目管理领域科学发展的客观要求。文章研究了在建项目管理方案综合评价技术,构建了一个基于AHP层次结构的指标体系,还引入了基于AHP方案及Delphi方案的评价模型,针对不同的评价目的对几类现有任务管理方案进行了综合评价,界定了管理方案的适用范围。所得评价结果及分析在指导具体管理时的方案选择和后续的方案扩展中,具有实际价值。     

The relationship between employee benefit management and employee retention

The purpose of this study is twofold. The first purpose is to investigate the hypothesis as follows: the enrichment of the employee benefit management and the improvement of job attitudes mediate the relation between the adoption of family-friendly policies and the employee retention. The second purpose is to investigate the gender gap in the above-mentioned model. The facts and conclusions presented in this paper were obtained from a study of 1228 employees. Analysis of covariance structures was adopted for testing hypothesis. About the first one, significant mediator effects of the enrichment of the employee benefit management and the improvement of job satisfaction were clarified. About the second point, there was no gender gap in the above-mentioned retention process by the employee benefit management, except for the number of the employee benefit management practices and the organizational tenure. The necessity of additional research about international comparison, investigation of organization, longitudinal investigation, etc. was pointed out.     

How do lean management organizations behave regarding training and development?

This paper analyses the role of training and development in lean management organizations. The hypothesis is that organizations characterized by lean management have a distinctive profile in terms of training and development. Specifically, it is hypothesized that lean organizations have the following features to a higher extent than non-lean organizations:

? employee involvement in training and development

? use of work groups for quality, product development and task flexibility

? attribution of importance to training in quality, customer orientation and people management

? line management responsibility for training and development of the employees

? use of job enlargement

? information of employees about management decisions

? use of team briefings and quality circles.

The analysis shows that it is possible to identify a relationship between lean management and training and development, although the statistical results could have been more significant. It is also discussed in the paper to what extent country-specific variables dominate (or are dominated by) company-specific characteristics. The general finding is that company-specific impact seems to be stronger than country-specific variables.

In general, it can be said that the lean management pattern as a company-specific variable is characteristic for most countries analysed (although to a varying degree). It is, however, sometimes confounded by country-specific variables. For instance, Turkey does not follow the general pattern, and the hypothesis can be supported only in selected minor areas. Hence, in this case country-specific variables outweigh company-specific variables. In most other countries, this is not the case.