Human resource practices and discrimination in South Africa: overcoming the apartheid legacy

While there is some level of isomorphism and convergence in HRM practices, country-specific differences remain, notwithstanding globalization and the influence of increasingly powerful multinationals. Much work has occurred on diversity management and cultural aspects of management in South Africa (SA). This analysis finds that local institutional context in labour relations and particularism in practices remain important, although the influence of convergent forces such as globalization, information technology and increased competition has become much more prominent in post-apartheid SA. Human resource practitioners in SA see the most important workplace challenges as performance improvement, employment equity, training and development and managing trade union expectations. This article critically evaluates the effects of recent legislative measures, particularly labour court and arbitration awards aimed at addressing the adverse impact of past unfair discrimination on pay practices and skills development. The latter are found to be interrelated, sensitive and difficult areas of discrimination in respect of legal proof.     

Managing AIDS in Africa: HRM challenges in Tanzania

The impact of the AIDS epidemic in developing countries, and in Africa in particular, is now a matter of great concern to policy makers, managers, and academics on a global scale. The magnitude of the potentially disastrous effects of the disease has severe implications for management in organizations, and, in particular, for HRM. The AIDS epidemic is imposing, and will continue to impose, in the foreseeable future, a significant burden on the way people are managed. Little has been written on HRM in Africa, and the present literature on AIDS and HRM in Western societies is inappropriate and insufficient in relation to African organizations. Fifteen organizations in Tanzania took part in this study, which is probably the first of its kind, to produce a picture of current developments and approaches in managing people under the threat of AIDS.     

Farewell to HRM? Personnel practices in Japanese manufacturing plants in the UK

While Japanese manufacturing investment burgeoned in the UK in the 1980s and 1990s, its relative size remained small. Nevertheless, its impact was greater than its size. At its extreme it was championed by the 'new right' as the way forward for industrial practices, while manufacturing organizations in the UK were quick to attempt to emulate Japanese management practices. Core to these practices was the management of human resources. Coincidentally in the 1980s a new model of personnel management was being championed, namely human resource management (HRM). This was eagerly embraced by UK academics and was translated into two distinct forms, 'hard and soft'. Despite appearing mutually incompatible, the hard and soft forms were forged into a unified model. This paper, drawing on an empirical analysis of personnel practices in Japanese manufacturing plants in the UK, searches for a conjuncture between the HRM model and 'Japanese' models. It concludes that, while there are similarities between the two, there are also distinct differences. Moreover, where similarities exist they are with the hard variety of HRM.     

专业外语教学模式探析

专业外语教学不同于专门的基础外语教学和专业课教学．它要求教师必须将外语学习与专业学习结合起来开展教学．教学内容要具有广泛性和时效性，还要通过适时的外语讲解和多种形式的课堂实践增加实践教学内容．这样教师的专业外语教学水平才会得到提高。     

The dimensionality and determinants of pay satisfaction: a cross-cultural investigation of a group incentive plan

This paper proposes and empirically examines a conceptual framework for investigating the dimensionality and determinants of pay satisfaction. Satisfaction with group incentive plans is found to be a distinct dimension of the multidimensional pay satisfaction construct, whereas procedural justice and pay for performance perception are found to be its significant determinants. Cross-cultural comparisons are made using data collected from a multinational firm's employees in the US and Hong Kong. National culture is found to have direct and moderating effects on pay satisfaction. Implications for academics and human resource managers are discussed.     

Human resource management practices in Nigeria: challenges and insights

This paper generated current knowledge on aspects of human resource management practices in Nigeria from a sample of 185 human resource management professionals employed in over ninety-six corporations located in three major cities in Nigeria. Furthermore, the convergence/divergence/cross-vergence perspective was utilized to provide theoretical insights on the human resource management practices. The findings support a cross-vergence perspective as evidenced by the blend of human resource management practices reflecting both generalized or standardized practices and localized practices. Implications and direction for further studies are discussed.     

应用吨装袋储运食糖探讨

文章分析了吨包装食糖储运的优越性,探讨适合食糖运输的吨装袋结构型式和吨包装食糖物流运输作业方式.     

建设工程项目如何抓好投资控制

本文阐述了当前建设项目投资有效控制的措施和对策,以保证项目投资管理目标的实现,取得较好的投资效益和社会效益。     

The Economic Emergence of Women: Bergmann's Six Commitments

I suggest in this essay that Barbara Bergmann's approach to the economics of women is characterized by six striking dimensions, or what I call 'commitments', namely: (1) a willingness to incorporate values into her analysis openly; (2) a commitment to applied economics - economic analysis that supports policy change that will improve women's and children's lives; (3) a commitment to empirical economics, i.e. to data collection and data-based analysis; (4) a commitment to communication with the public; (5) a commitment to the truth even if it challenges convenient orthodoxy; (6) a commitment to focus on how change can occur - to be positive not defeatist. A review of these six commitments, I demonstrate, reveals that they are held together by the first one, her willingness to incorporate values into her scholarly work openly.     

Ethical choices in the design and administration of executive compensation programs

Within the past few years, executives have come under increased scrutiny and criticism for the levels of compensation they receive. At the same time, corporate practices surrounding the design and review of executive compensation programs have received increased attention. While some recent executive misconduct has involved violations of the law, many academics and other corporate critics view the issues involving executive compensation more from an ethical than a legal perspective. Several dimensions of the executive compensation decision process offer significant opportunities for ethical choices. This article identifies the major components of executive compensation and highlights decision points in the design and administration of each component where ethical issues may arise. Proposals to reduce the potential for ethical misconduct are also offered.