新时代切实加强乡镇企业党建工作的思考

党建工作一直以来都是组织与作风建设的根基,新时代面对日益复杂的内外部环境,为了进一步保持企业发展的活力和生机,更是要把做好党建工作作为重中之重。乡镇企业在乡镇经济的发展当中作出了突出贡献,在壮大农村经济和促进农民脱贫致富方面有着不可替代的作用。为了进一步促进农村建设,特别是新农村发展,必须发挥乡镇企业的作用,并重点把做好党建工作放在首位,体现党组织在企业工作中的模范带头作用。     

推进党建与业务工作深度融合,引领企业高质量发展

新时期国有企业基层党建工作应以党的十九大精神,尤其是习近平新时代中国特色社会主义思想及国企党的建设工作会议精神为指导,加强组织建设,发挥党员先锋模范作用,推进基层党建工作与业务工作深度融合,形成以党建促业务发展的新常态,努力实现以党建引领推动工程项目建设,以高质量党建引领企业高质量发展。     

企业管理者工作压力源的结构与属性——以浙江省企业为实证

本文以浙江省企业管理人员为样本进行问卷调查，综合运用探索性和验证性因素分析方法，构建了我国企业管理人员工作压力源的七因素模型，并将这些因素界定为内源压力和外源压力两类。通过与管理者绩效建立关联，进一步区分了各种压力源因素的属性。     

马克思"经理阶层"理论研究

随着我国社会阶层构成的新变化,经理阶层日益引起了社会各界的关注,认真研究马克思关于“经理阶层”的思想,探讨经理阶层的形成,经理的劳动及其报酬问题,有十分重要的理论与现实意义。     

Feminist Ecological Economics and Sustainability

Synopsis New developments in feminist ecological economics and ecofeminist economics are contributing to the search for theories and policy approaches to move economies toward sustainability. This paper summarizes work by ecofeminists and feminist ecological economists which is relevant to the sustainability challenge and its implications for the discipline of economics. Both democracy and lower material throughputs are generally seen as basic principles of economic sustainability. Feminist theorists and feminist ecological economists offer many important insights into the conundrum of how to make a democratic and equity-enhancing transition to an economy based on less material throughput. These flow from feminist research on unpaid work and caring labor, provisioning, development, valuation, social reproduction, non-monetized exchange relationships, local economies, redistribution, citizenship, equity-enhancing political institutions, and labor time, as well as creative modeling approaches and activism-based theorizing.      

个体领导力形成因素的实证分析——以军队师团职政工领导干部为例

本文以军队师团职政工领导干部为研究对象,通过问卷调查和定量分析,初步验证:军队政工领导干部的领导力主要有16个因素形成,他们构成二阶层次结构。领导特质可作为领导力形成因素的综合表达,主要可通过三个一解因子——品德与价值观、关键领导能力、核心领导素质予以反映。同时,实证分析结果表明,领导者和非领导者对领导力形成因素的看法没有显著差别。     

Hypocrisy pay

Emotional labor—putting on an act asrequired explicitly orimplicitly in work situations-is very often psychologically, emotionally, and mentally damaging to most employees. As for soldiers in wartime who receive combat pay, it is suggested that such employees be specially compensated for their emotional labor with hypocrisy pay. Another solution is to select only those who are immune to such stress for jobs involving emotional labor—an ideal that probably cannot be achieved in all cases. Another assessment is that such special compensation is unwarranted.     

How does perceived underemployment influence expatriate job-related outcomes? A moderated mediation study

Abstract

Although research has investigated the consequences of underemployment in domestic settings, research on the effects of underemployment among expatriates remains limited and has yielded inconsistent results. From a theoretical perspective, there is a need for a better understanding of the mechanisms through which underemployment affects various work-related outcomes and to account for potential contingencies. Drawing on the person-job fit literature and research on organizational identification, we theorise and empirically examine how and under what conditions underemployment influences expatriate performance. Using an original primary data-set of 103 Japanese expatriate managers in the UK, we find that underemployment affects expatriate work outcomes by increasing expatriates’ maladjustment and that this effect is moderated by the level to which expatriates identify with their organization.     

产品寿命周期理论与标准化工作的探讨

根据实现带全局意义的两个根本性转变的要求，阐述了应用产品寿命周期理论对企业标准化工作的作用和意义。     

Behind closed doors: Sex bias at professional and managerial levels

U.S. companies have made important strides in combating sex discrimination in the workplace over the last two decades, but more subtle forms of sex bias still exist, often in decisions and behaviors that occur behind closed doors. This paper focuses on sex bias at professional and managerial levels. It explores sources of sex bias in the informal culture, selection and recruitment, task assignment, performance appraisal, promotion, and salary allocation, and then suggests action steps to help reduce sex bias in each of these areas.