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1.
基于内部契合的观点,从系统性、一致性、互补性、同步性角度阐述人力资源管理实践的协同动因.在此基础上,指出授权和参与、激励、沟通、培训和发展是人力资源管理实践的协同要素.在充分配置组织各种资源的前提下,人力资源管理实践应寻求战略层、制度层、操作层的有效互动.最后,提出下一阶段研究包括人力资源管理实践协同机制产生和作用机理、协同内涵、协同进化博弈模型以及协同优化策略.  相似文献   

2.
人力资源管理要跟上企业发展步伐,必须摒弃一切封闭落后、裹足不前、不合时宜的思维定势,顺应时代的变化和新形势新任务要求,要牢固树立人力资源战略管理、人本管理、终端管理理念.仅仅思想转变是不够的,更要在人力资源管理的软硬件建设上迈出新步伐,要调整完善人力资源管理机构和职能设置,加大人力资源专业管理人才培养,加强人力资源管理信息化建设.同时,要以科学发展观为指导,以整体、系统、协调的观点,创新人力资源管理机制,建立刚性管理与柔性管理、物质激励和精神激励、员工个人职业规划和企业人才评估、人岗匹配和人才流动、促进员工素质提升和人才队伍结构优化相结合的各项人才管理机制.  相似文献   

3.
企业人力资源管理效果评价   总被引:2,自引:0,他引:2  
一、企业人力资源管理效果评价的内涵 学者们一般将人力资源管理(Human Rescurce Manament,缩写为HRM)效果区分为两类:一是技术性的人力资源管理效果,它包括应用传统的人力资源实践活动,例如有效的甄选和培训;另一类是战略人力资源管理效果,从企业建立人力资源的复杂性到创新行为,如基于团队的工作设计、弹性雇佣以及授权。  相似文献   

4.
对人力资源能力柔性的国外文献研究进行了综述,总结了人力资源能力柔性所包含的两大方面:技能柔性和行为柔性,并分析了人力资源能力柔性与企业绩效的关系。  相似文献   

5.
柔性领导是传统领导在知识经济时代的发展,情境与组织成员的变化促使柔性领导更多地依靠非权力影响力透过柔性空间实现其领导行为、因此,柔性领导在领导行为模式方面表现出与传统领导不同的特征,文章根据柔性领导行为特征提出了柔性领导影响力网络领导模式,对该模式的含义、特征及拓展方式进行分析,尝试进行柔性领导理论与具体组织领导实践的对接。  相似文献   

6.
管理学大师彼得·德鲁克说过,管理就是界定企业的使命,并激励和组织人力资源去实现这个使命。可以看出,管理离不开对人力资源的激励和组织,人力资源是管理中最重要的要素之一。如何使员工的行为符合企业发展需要和岗位所需,这是每个企业的管理者都面临的问题。客运企业也不例外。作为提供运输服务的组织,客运企业提供的产品实际  相似文献   

7.
21世纪是人力资源激烈竞争的时代.薪酬作为吸引、激励和留住人才的重要手段在企业人力资源管理中发挥着不可替代的作用.可以通过建立薪酬文化的方式,来解决我国在薪酬战略管理中与企业经营战略脱钩等问题.  相似文献   

8.
本文在构建人力资源整合体系一般框架的基础上,进一步分析了与煤炭企业战略相匹配的人力资源整合政策,以便为我国相关企业的战略人力资源管理提供理论依据和实践导向。  相似文献   

9.
<正> 激励理论是管理心理学的重要内容,管理心理学是研究人的行为规律的科学,它从个体、群体心理活动特征出发,研究人的行为规律。管理心理学认为,调查需要、预测动机、控制行为,借以激励职工的积极性,提高工作效率和企业的经济效益。因此,如何激励职工士气,是现代管理者研究的重要课题。  相似文献   

10.
企业文化导向下的人力资源管理   总被引:2,自引:0,他引:2  
石晶 《华北电业》2008,(3):46-47
企业文化作为一种无形资源,日益受到国内企业领导者的重视。企业文化的目的是塑造具有共同理想信念、明确价值取向和高尚道德境界的企业工作群体。它是在人力资源管理工作中经过长期发展逐渐培养起来的。企业文化与人力资源管理相辅相成,人力资源管理在企业文化的导向下发挥着自身功能。  相似文献   

11.
Most knowledge development efforts in new product development have focused on Western economies and companies. However, due to its size, rapid growth rate, and market reforms, China has emerged as an important new context for new product development. Unfortunately, current understanding of the factors associated with new product success in China remains limited. We address this knowledge gap using mixed methods. First, we conducted 19 in‐depth interviews with managers involved in new product development in 11 different Chinese firms. The qualitative fieldwork indicated that firm behaviors and employee perceptions consistent with the phenomena of market orientation and the supportiveness of organizational climate both are viewed as important drivers of the new product performance of Chinese firms. Drawing on the marketing, management, and new product development literature this study develops a hypothetical model linking market orientation, supportiveness of organizational climate, and firms' new product performance. Direct relationships are hypothesized between both market orientation and supportiveness of organizational climate and firms' new product performance, as well as a relationship between supportiveness of organizational climate and market orientation. Data to test the hypothetical model were collected via an on‐site administered questionnaire from 110 manufacturing firms in China. The hypothesized relationships are tested using structural equation modeling. Results indicate a positive direct relationship of market orientation on firms' new product performance, with an indirect positive effect of supportiveness of organizational climate via its impact on market orientation. However, no support is found for a direct relationship between the supportiveness of a firm's organizational climate and its new product performance. These findings are consistent with resource‐based view theory propositions in the marketing literature indicating that market orientation is a valuable, nonsubstitutable, and inimitable resource and with similar propositions in the management literature concerning organizational culture. However, this study's findings also indicate that in contrast to a number of organizational culture theory propositions and empirical findings in some consumer service industries, the impact of organizational climate on firm performance in a new product context is indirect via the firm's generation, dissemination, and responsiveness to market intelligence. These results suggest that an effort to improve firms' new product performance by enhancing the flow and utilization of market intelligence is an appropriate allocation of resources. Further, this study's findings indicate that managers should direct at least some of their efforts to enhance a firm's market orientation at improving employee perceptions of the supportiveness of the firm's management and of their peers. This study indicates a need for further research concerning the role of different dimensions of organizational climate in firms' new product processes.  相似文献   

12.
The objective of the present study is to advance the understanding of the role of the strategic orientation of the firm for successful new product development (NPD), in the context of Chinese manufacturing firms. Through field research accompanied by a review of the related literature, this study identifies customer orientation and technology orientation as crucial strategic components that are important to successful new product development. This research proposes a conceptual model of strategic orientations, in which firm-internal (organizational support) and -external (environmental turbulence) factors are expected to influence strategic orientations, which, in turn, impact NPD performance. The model is tested using data collected from a large-scale survey of 232 manufacturing firms in China. The results largely support the hypotheses derived from the conceptual model. First, organizational support and environmental turbulence have a positive influence on the implementation of strategic orientations. Second, the two strategic orientations show a different pattern of performance implications.  相似文献   

13.
This study examines the impact of different degrees of organizational coupling among the members of innovation alliance project networks on the commercial performance of collaborative innovations. Specifically, we study how type of innovation (modular vs. architectural innovation) moderates this relationship. Using data from 664 product innovation networks from five different industries in the United States, we find that the degree of organizational coupling among innovation network members significantly affects the commercial performance of collaborative innovations and that the type of innovation has a significant moderating effect. More specifically, the impact on commercial innovation performance of organizational coupling is positive for modular innovations and negative for architectural innovations.  相似文献   

14.
The microlevel concept of social capital has received significant attention in management and sociological research but has not yet been empirically associated with the development of organizational capabilities. The major purpose of this paper is to investigate the relationship of social capital with marketing and research and development (R&D) capability and to explore how the environmental context moderates the social capital–organizational capability link. It is suggested that top management's social capital provides a firm with important information and control benefits that facilitate effective access to the knowledge and resources necessary for building superior organizational capabilities. In addition, we identify the role of two important environmental factors influencing the social capital–organizational capability link: technological turbulence and competitive intensity. The strength of the relationship between social capital and organizational capabilities is proposed to vary depending on the level of these two environmental characteristics. This study conceptualizes and operationalizes social capital as a multidimensional construct reflected by the structural dimension of tie strength, the relational dimension of trust, and the cognitive dimension of solidarity. Survey and archival data on 280 firms from various industries are analyzed using structural equation modeling. Empirical support for the proposed three‐dimensional structure of social capital is found. Results further indicate that social capital is a significant antecedent to both marketing and R&D capability, which in turn significantly affect firm performance. While a positive relationship between social capital and organizational capabilities is supported in general, the strength of this relationship depends on the environmental context the firm is embedded in. The positive effect of social capital on marketing capability increases in environments with high technological turbulence and competitive intensity; the opposite holds for R&D capability. This research contributes to the resource‐based view by introducing social capital as an important microlevel factor promoting the development of organizational capabilities. By identifying and evaluating two important environmental contingencies, our study also decreases some of the ambiguity surrounding the effectiveness of antecedents to organizational capabilities. The findings further help practitioners decide under what circumstances investing in top‐managers' social capital provides an effective means for achieving superior performance through enhanced organizational capabilities. This should have an important bearing on issues such as management training and incentives as well as on hiring policies.  相似文献   

15.
This study examines the relationship between reward interdependence, or the extent to which managers' rewards are tied to the performance of colleagues in other functions, and product innovation. It also considers how structural and relational features of the organizational context might moderate this relationship. Our analysis of a sample of Canadian‐based firms reveals a positive relationship between reward interdependence and product innovation that is invigorated at higher levels of job rotation, social interaction, and interactional fairness, but we find no evidence of a moderating effect of decision autonomy. Consistent with a systems approach to organizational contingencies, we also find that the reward interdependence–product innovation relationship is stronger when the organization's context comes closer to an ‘ideal’ holistic configuration that is most conducive to knowledge exchange within the organization, with a more prominent role played by the relational sub‐context (social interaction and interactional fairness) than the structural sub‐context (job rotation and decision autonomy). The findings have important implications for innovation research as they shed light on how the extent to which individual rewards are tied to collective performance can be channeled to enhance innovation pursuits.  相似文献   

16.
企业在何种状态下采取长期负债经营策略以及这种策略将对企业未来的发展产生何种影响,是一个重要的理论问题。本文将企业的长期债务融资视为组织搜索行为,构建了一个绩效反馈的权变模型,探讨期望落差与长期债务融资之间的理论关系及制约因素。本文基于2007—2018年中国上市企业数据的检验结果表明:期望落差将对企业长期债务融资产生直接影响。在企业管理者搜索动机与搜索成本的共同作用下,企业的长期债务融资与期望落差程度呈非线性关系,即在临近期望值的状态下企业管理者表现出局部搜索动机,倾向于通过增加债务来解决企业的期望落差问题;而在远离期望值的状态下表现出非局部搜索动机,倾向于减少长期债务融资。环境不确定性是制约期望落差下企业长期债务融资策略的重要因素,市场与政策环境的不确定性越高,则越有可能导致处于落差状态下的企业减少长期债务融资。期望落差状态下的长期债务融资与企业价值再造能力之间存在着先升后降的“倒U型”关系,即落差状态下适度的长期债务融资提高了企业的价值能力,但超过临界点后将对价值再造起到遏制作用。本文在一定程度上丰富了期望落差下组织搜索的过程机制,为深入理解企业长期负债经营的前因提供了新的视角。  相似文献   

17.
How can a firm achieve ambidexterity? The present study proposes that the answer to this question lies in the distinction between ambidextrous culture and ambidextrous innovation. Drawing upon organizational learning theory and the source-position-performance framework, we propose that ambidexterity requires the adoption of two important organizational cultures, willingness to cannibalize (WTCA) and willingness to combine existing knowledge (WTCO), which allow firms to attain superior performance through the implementation of both radical and incremental (i.e., ambidextrous) innovations. Our major contribution lies in addressing the important debate in the literature on whether exploration and exploitation are complements or substitutes. Furthermore, competition intensity is a key condition that determines the degree to which the two types of organizational cultures and the two types of innovations are necessary for superior firm performance. The study uses data from multiple respondents from 199 Chinese firms. Our findings thus suggest that WTCA and WTCO, which are traditionally treated as opposites, are complements in generating radical innovations.  相似文献   

18.
The inside-out and outside-in orientations place differing levels of emphasis on internal versus external resources and capabilities as sources of competitive advantage. While the inside-out orientation primarily considers organizational resources, followed by competitors and customers (implicitly), the outside-in orientation appears to reverse the order by first examining customers and competitors and then the degree to which the firm responds to them, implicitly addressing organizational resources. Existing empirical evidence does not clarify the comparative effects of inside-out and out-side in orientations on innovation performance. This paper draws on 232 independent studies (N = 38,051) analyzed systematically through a quantitative meta-analytic synthesis in order to develop a detailed contextualized elaboration of the relationships between the inside-out and outside-in orientations and innovation performance. Going beyond the direct effects, we also extend the literature by investigating the moderating effects of industry type (high-tech vs. low-tech), economic development (developed vs. developing countries), and cultural context (collectivist vs. individualist cultures). Our findings shed light on the relative value of inside-out and outside-in orientation for innovation performance, the direct and indirect effects of the two orientations on firm performance, and the conditions under which the effectiveness of each is enhanced.  相似文献   

19.
Based on an organizational adaptation framework, this study examines the influence of three environmental dimensions–munificence, stability, and complexity–on top management team turnover. In addition to investigating the direct influence of these environmental dimensions, indirect effects through firm performance and strategic change are also examined; the indirect effect of environmental complexity through demographic heterogeneity is also studied. Path analysis indicates that the direct effects of the three environmental dimensions predominate. Indirect effects were nonsignificant except for the effect of instability and munificence through strategic change. By expanding the team turnover context to include environmental and strategic dimensions, in addition to previously examined performance and heterogeneity factors, this study enhances our understanding of managerial turnover as a form of organizational adaptation.  相似文献   

20.
Drawing together literature on corporate governance, organizational behavior, and educational psychology, and using survey data from a sample of 300 Chinese company directors, this study examines the mediating role of director learning goal orientation in linking two widely-acknowledged director social identifications (identification with the organization and identification with executive-agents) and a key director task behavior, namely the monitoring of executive-agents. We also investigate the moderating role of director avoidance orientation in influencing this mediation since a predisposition to avoid loss of “face” is widely posited as having particular relevance in the Chinese context. Results show, first, that directors with stronger organizational identification monitor executive-agents more diligently than those with stronger executive-agent identification. Second, we find that while learning goal orientation mediates the positive effects of both organizational identification and executive-agent identification on monitoring, the mediated indirect effect of organizational identification on monitoring is stronger than the mediated indirect effect of executive-agent identification on monitoring. Third, results show that the indirect effects are stronger when director avoidance orientation is low. These findings underscore the importance of director social identification and learning goal orientation in inducing director monitoring in the Chinese context, as well as the worth of selecting directors who exhibit a low disposition to avoidance.  相似文献   

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