我国企业雇佣关系管理面临的困境与挑战

西方国家从传统人事管理向现代人力资源管理的转变经历了近一个世纪的漫长历程。对于正处在工业化阶段的中国企业雇佣关系管理来说,外来的人力资源管理是超越当前我国经济社会发展阶段的管理模式。从西方雇佣关系管理的演进历程来看,中国的人力资源管理是空中楼阁,缺乏管理实践的基础。现阶段中国企业雇佣关系管理要处理好先进的理论与落后的管理实践的关系,做好基础管理工作。在引进HRM先进理论方法的同时,加快HRM中国化、本土化的进程,本文从HRM历史与比较的视角来分析如何构建适合中国实际的雇佣关系管理模式。     

日本人力资源管理模式面临的挑战及其发展趋势

本文阐述了日本企业的经营模式——终身雇佣制、年功序列制、企业内工会制及其特点,该制度为20世纪80年代日本的经济发展做出了很大的贡献,但随着社会的发展,该制度不再适应其发展,经营模式发生的改变,分别被合同制、能力付报酬制及新的雇佣制度所代替。     

雇佣关系：人力资源管理

随着社会主义事业的不断发展,企业的规模不断扩大,企业对人才的需求也越来越大。人才是企业发展的主体,要想企业发展的更好人力资源管理工作就显得尤为重要,人力资源管理的第一步就是明确企业和人才的关系,提高人才的可雇佣性,而企业和人才的关系就是雇佣关系。本文通过对雇佣关系的研究,对改变雇佣关系提出建议。     

企业人力资源管理制度建设与策略分析

本文认为,人力资源管理的目的是建立和保持有效率、有活力的员工队伍,不断为企业的发展选拔、培养有用的人才。企业通过双向选择、竞争上岗、职业生涯设计和完善激励机制等方法,可以逐步形成有利于人才成长的环境。对人力资源管理模式的探索不应局限于传统的自由雇佣模式,应该从企业人力资源管理的系统性、整体性出发,从选人、用人、育人、留人四个方面入手,体现集体合作精神,建立起企业人力资源管理系统模式。     

软件外包服务业中基于心理契约的人力资源管理

对心理契约的研究是当前组织行为学和人力资源管理领域中的一个热点问题。本文从心理契约在软件外包服务行业的作用出发,研究企业与外派员工之间的心理契约。对外包服务行业的特殊雇佣关系,员工心理契约的影响因素进行分析,并基于心理契约的角度提出了一些对人力资源管理的建议。     

日本企业雇佣体制转变的政策性因素分析

20世纪90年代后,随看日本经济同友会和经团连等经营团体制定的一系列政策的显著转换,日本企业开始通过利用派遣、雇佣合同社员等方式使人力资源外部化,从而在根本上动摇了以终身雇佣为主要特征的企业雇佣体制.本文着重阐明经营者团体雇佣政策的转换是日本雇佣体制发生转变的决定性因素的观点.     

中小型企业弹性雇佣制度及利弊分析

弹性雇佣是指企业雇佣临时工或短期员工的雇佣制度。由于弹性雇佣具有人工成本较低、并且用工灵活等特点,许多中小型企业会首先考虑采用这种用工形式,特别是在创业阶段。本文阐述了中小型企业弹性雇佣的现状,并以企业的四个生命周期为基础,分析弹性雇佣给中小型企业带来的利弊。     

治理知识型员工流失的新视角——提高员工可雇佣性

随着知识型员工流动比率的逐年增长,如何控制知识型员工的流失比率,已经成为企业人力资源管理工作的重点。本文试图从员工可雇佣性的视角出发考察,通过发放问卷的方式收集数据分析得出,企业对员工可雇佣性各维度的投入程度的高低与员工流失率的高低成反比,并推断出建立基于可雇佣性的人力资源管理已成为知识经济时代留住知识型员工的必然趋势。     

基于博弈的企业雇佣模式选择

雇佣关系实质上是雇主与雇员博弈的结果。长期雇佣是基于合作博弈的雇佣关系,短期雇佣是基于非合作博弈的雇佣关系。雇主与雇员之间的博弈关系及博弈均衡决定了企业的雇佣模式选择及激励机制设计。企业需要对不同员工采取相应的雇佣模式,建立不同的雇佣关系,给以激励以促进雇员的努力。     

家族式企业人力资源管理存在的问题及对策研究

家族式企业是我国企业组织的重要形式之一,随着家族式企业数量的不断增多,其人力资源管理显得越来越重要,如何通过有效的人力资源管理促进家族式企业的发展成为了当前研究的重点。本文主要对当前河南省家族式企业人力资源管理存在的问题及其原因进行分析,并提出相应的对策,以全面优化当前河南省家族式企业人力资源管理机制,促进其长期健康发展,进而实现河南省经济社会的全面高速发展。     

The Development of HRM Practices in Taiwan

Small and medium-sized, mostly family-owned, enterprises employ more than 60 per cent of paid employees in Taiwan; however, these enterprises traditionally do not have distinct human resource management functions. In contrast, state-owned and large-sized private enterprises have gradually established their human resource systems and learned HRM techniques from foreign-owned companies. The article first examines employment structure and labour market development in Taiwan, then evaluates employment legislation and the development of HRM functions, and finally identifies several major future challenges, such as employee participation and employment security.     

The Impact of Socially Responsible Investment on Human Resource Management: A Conceptual Framework

Socially responsible investment (SRI) has increasingly assumed a major role in global equity markets. In this article we argue that the continued growth in investors seeking to align their ethical concerns with their investment strategies may influence the way in which the employment relationship is managed in publicly-listed corporations. After tracing the historical development of SRI, its implications for the conduct of human resource management (HRM) are examined. We conclude by analysing a number of the key problems associated with investor confidence in SRI funds and present a range of suggested techniques for improving screening methodologies.     

浅谈新时期人力资源的战略性管理和规划

人力资源管理工作对企业经营效果的影响,取决于人力资源的具体政策、体制设计和贯彻实施。在很多情况下,由于人力资源未被充分利用,导致员工的工作效率往往低于其潜在能力。人力资源管理工作的目标是努力提升员工的职责意识、改进员工的技能和动机,调动员工的积极性,进而提高工作效率。人力资源管理工作由若干组相互联系的任务所组成。在安排与执行这些任务时,负有人力资源管理责任的所有人员,都必须考虑法律、政治、经济、社会、文化和技术等各种因素的影响。人力资源管理工作的主要任务有人力资源规划和分析、平等就业机会原则、从事人力资源开发等。     

HRM in Thailand: a post-1997 update

This essay updates an earlier study of human resource management (HRM) practices in Thailand, focusing specifically on HRM in the post-1997 Asian financial crisis. HRM in Thailand has undergone gradual, but significant, change, with movement away from more traditional styles of HRM and management rooted in personalism and social relationships, toward more flexible employment systems in which employment opportunities are based on merit and performance rather than connections and personal characteristics. These changes are clearly more pronounced in subsidiaries of multinational corporations, particularly those based in Western countries.     

西部企业人力资源现状及对策

人力资源关系到西部企业的兴衰和持续发展,目前,西部企业人力资源的现状不能令人满意,西部企业要加快发展,必须加强人力资源的开发与管理。分析西部企业人力资源现状,提出对西部企业人力资源的开发与管理的若干对策。     

Human resources in Vietnam: The global challenge

This article takes a critical look at the management of people in Vietnam. It examines the prevailing business environment and the reform process and their implications for skill formation and the development of managerial expertise. The analysis then proceeds to examine on a thematic basis some specific human resource practices in four firms based in Hanoi—two state‐owned enterprises and two multinationals. The article analyzes the traditional and emergent human resource practices showing how they reflect industrial and historical‐cultural contextual factors. The discussion also considers the suitability and adequacy of these practices while locating them within the international human resource management debate. This article thus contributes to the critique of global human resource management by exploring the relevance of mainstream human resource theory and practice to the Vietnamese case, especially given the increasing role of multinational firms in the Vietnamese economy. © 2001 John Wiley & Sons, Inc.     

Catholic social teaching and the employment relationship: A model for managing human resources in accordance with Vatican doctrine

Using relevant encyclicals issued over the last 100 years, the author extracts those principles that constitute the underpinnings of Catholic Social Teaching about the employment relationship and contemplates implications of their incorporation into human resource policy. Respect for worker dignity, for his or her family's economic security, and for the common good of society clearly emerge as the primary guidelines for responsible human resource management. Dovetailing these three Church mandates with the economic objectives of the firm could, in essence, alter the firm's nature because profit motivations would be constrained by consideration for worker and societal welfare. Integration of Church teaching with current corporate goals should therefore impact greatly on a variety of human resource policies.The author, Michael A. Zigarelli, is a former National Labor Relations Board field examiner. He is currently a doctoral candidate. The author's primary research interests include labor and employment law, collective bargaining, and ethical treatment of workers.     

The Japanese employment system in transition

In the post-bubble era, Japan is going through major structural upheavals and the relevance of the five perspectives presented here on the implications of these changes for the Japanese employment system can hardly be overstated. The institutions and practices of the Japanese employment system are closely linked to the Japanese model of skill formation, human resource management and innovation. The relevance of “lifetime employment” for the accumulation and preservation of knowledge within companies has been documented for example in comparative studies on the Japanese and US semiconductor industries. The knowledge sharing, problem solving capacities and high commitment of Japanese employees are very much enhanced by the late selection characteristics as implied by “seniority” based promotion schemes. If the skills, the innovative capacities and the commitment of Japanese employees have been so much supported by the salient features of the Japanese employment system, it is essential to see what is happening to the latter when reflecting on the future of the former. This is the prime purpose of this article. Each of the following sections looks at specific changes in the economic environment, that are challenging the further viability of “traditional” human resource management practices: In particular, the first section looks at the rapid aging of the work force as a key “domestic” factor, while the second section looks at the implications of Japanese internationalisation in the post-bubble era and, especially, the “hollowing out” of the industrial system due to increasing competitive pressures from low labor cost countries. Adaptations necessitated by these challenges have already transformed the Japanese employment system and will continue to do so, as is discussed in the third section. It is not difficult to guess that this will have repercussions on the process of knowledge creation and transfer in the Japanese economy and the final section therefore looks specifically at the changes to the Human Resource Management system in the Japanese Innovation System.     

HRM in Hong Kong since 1997

A diverse set of human resource management (HRM) practices became institutionalized during Hong Kong's industrialization from the 1950s through the 1970s within the context of an open economy, a government disinclined to intervene in business decisions or the labour market and a weak trade union movement. Economic restructuring, labour market changes and rising labour costs during the 1980s and 1990s pressured employers to find more effective ways of using their human resources. We focus on how the economic downturn following the Asian Financial Crisis has impacted on employment practices including employment security, compensation, skill formation, work reorganization and employment relations. We discuss changes in the public as well as private sector and argue that reforms in the former are loosening the rigidities of its highly structured internal labour market system. Public sector employment practices are thus likely to converge increasingly with the ‘best practices’ of private sector and overseas government HRM systems.     

Values underlying personnel/human resource management: Implications of the bishops' economic pastoral letter

The economic pastoral letter states that employees have rights to employment, non-discriminatory treatment, adequate wages, health care, old age and disability insurance, healthy working conditions, rest and holidays, reasonable protection from arbitrary dismissal, notice of plant closings, unionization and collective bargaining. In addition, the bishops call for better cooperation between labor and management. This paper discusses how these rights can be protected by good personnel/human resource policies and procedures. Daniel J. Koys is Assistant Professor of Management at Marquette University. He is co-author of an article on employment, which has been published in Loyola University of Chicago Law Journal.