Evolution of the practices of human resource management in France towards a strategic model: rhetoric or reality?

This article analyses the evolution of the human resources management in France. The study attempts to understand the transformation of administrative practices of HRM towards strategic practices of HRM (SHRM) in the French context. It also shows the factors responsible for this change. The results of this study support the development in France of SHRM and the regression of administrative practices of HRM, although a third hybrid model of HRM seems to appear between both practices. This tendency towards SHRM is accentuated in large firms, quoted on the stock exchange, in services and finance sectors with international activities. This study confirms that the SHRM in France is reality rather than rhetoric.     

The human resource management issues during an acquisition: the target firm's top management team and key managers

When a company is acquired, the amount of money paid for the company is normally some multiple of earnings. The assumption is that the purchase price is higher than the tangible assets of the company. Therefore, the acquirer believes that there is value in the company beyond the balance sheet of the company. Frequently, some percentage of the ‘premium’ paid by the acquiring company is for the top management team and/or key managers. This paper examines the role of the top management team and their retention on the post acquisition performance of the company.     

Aligning employees with the organization's strategic objectives: out of ‘line of sight’, out of mind

This research focuses on the strategic alignment of a firm's human resources. Specifically, I investigate employee ‘line of sight’ to an organization's strategic objectives. Line of sight is conceptualized as an employee's understanding of an organization's objectives and how to contribute to those objectives. Line of sight was expected to vary across individual characteristics (e.g. hierarchical level, tenure) and relate to important work outcomes (e.g. work attitudes, turnover). Results of a field study confirmed many of the hypotheses, supporting the importance of this construct to research and practice.     

How employee perceptions of HR policy and practice influence discretionary work effort and co-worker assistance: evidence from two organizations

Drawing on social identity theory and organizational justice research, we model the impact of employee perceptions of human resource (HR) policies and practices on two important outcome variables – discretionary work effort (DWE) and co-worker assistance (CWA). Results based on 618 full-time employees in two organizations show that HR practices are positively related to procedural and distributive justice and that organizational identification mediates the relationship between procedural and distributive justice and DWE and CWA, respectively. Distributive justice is also shown to have direct effects on the two outcome variables suggesting the relevance of a social exchange perspective as a complement to social identity explanations. Implications for research and practice are briefly discussed.     

Linking Belgian employee performance management system characteristics with performance management system effectiveness: exploring the mediating role of fairness

Based on expectancy theory, goal-setting theory and control theory, we propose a model in which perceived fairness mediates the relationship between characteristics of employee performance management (PM) systems and their perceived effectiveness by employees. PM system characteristics we propose are the frequency and length of formal reviews, the frequency of informal reviews and feedback, whether the formal conversation focused on evaluation or development and finally the degree of participation. The model was tested on a cross-industry sample of 3192 employees in Belgium. The measurement and structural models were simultaneously tested using structural equation modeling, and we used a bootstrapping approach to test the mediation hypothesis. Our findings indicate that performance review focus and employee participation strongly relate to perceptions of appraisal fairness and PM system effectiveness and that the frequency of informal performance reviews is stronger related to PM system effectiveness than the frequency of formal performance reviews. This suggests that the manifest expressions of PM have more impact on PM system effectiveness rather than the more latent characteristics of PM systems. The findings advance research to the role and functionality of PM systems by showing that (a) the manner in which PM systems are shaped and executed is of fundamental importance for their effectiveness, (b) fairness partially mediates the relationship between PM system characteristics and their effectiveness and (c) the three motivational theories appear useful for understanding the consequences of PM practices on individual employees.     

Examining human resource management outsourcing in Hong Kong

This study explored the state of human resource (HR) outsourcing in the Asian context, a particularly important subject given its rapid proliferation in Europe and North America, the inconsistent and limited evidence from prior research, and its strategic importance to the human resource management (HRM) function. Drawing on both quantitative and qualitative data and the transaction cost, resource-based, and institutional perspectives, we found that although respondents were generally favourable towards outsourcing, that in practice its adoption and diffusion were in a nascent stage in Hong Kong. Decisions to outsource were, by and large, incremental and experimental and influenced by a range of contextual factors (e.g., availability of in-house expertise, skills and creativity, strategic priorities, legislation (coercive), availability of external service providers, and industry and peer (mimetic) influence). Despite considerable pressure to cut costs, instead of outsourcing in the first instance, firms placed greater emphasis on maximising internal resource utilization (insourcing). Implications for practice and suggestions for future research are also provided.     

Total quality management and human resource systems: an international comparison

This paper takes advantage of a unique international data set to examine the determinants of the adoption and sustainability of total quality management techniques, focusing in particular on the role played by human resource professionals and practices. The data come from a 1991 survey conducted by Ernst and Young and the American Quality Foundation covering the use of TQM tools in the computer, auto, health care and banking industries in Japan, the United States, Canada and Germany.

The research distinguishes between two ways of implementing total quality management – one approach conceptualizes TQM as a relatively limited set of technical engineering changes while the second implements these technical changes as part of a larger transformation of the organization of work. We find support for the second approach in that the number of employees using quality tools and the number of quality tools in use is greater and lasts longer in firms that also have team-based human resource systems for frontline employees, with team structures, suggestion systems, meetings and group rewards. This central finding holds across all countries and industries studied.

We also find that achievement of these changes requires the commitment of organizational stakeholders to incorporate the interests of employees in strategic decision making. Though union presence alone does not predict the adoption or sustainability of these innovations, partnership between management and union does have a positive effect. The level of strategic influence of the human resource department also influences innovation, though in ways that differ across countries and industries.

The findings suggest the value of comparative studies and of research focused at exploring sub-national variation. The findings also suggest the value of a longitudinal study of the sustainability of innovation.     

Open process and open-source enterprise systems

Enterprise systems have become pervasive, especially at the high end of the market where SAP and Oracle service large organisations. There is a great deal of value in enterprise systems offered to all organisations, but many small and medium businesses (SMBs) cannot afford the excessive software costs of established ERP systems. There have been a number of alternative forms of enterprise systems developed, to include open-source software. Service-oriented architecture (SOA) allows vendors to efficiently adopt new processes within their products. Organisations (and open-source ERP systems) can use SOA in customising or improving their systems. Web 2.0 helps collaborative development of knowledge which can be invaluable in identifying better business processes. The Web 2.0 era makes innovative access to enterprise systems possible for many SMBs. This paper reviews the role of SOA and Web 2.0 in making ERP systems more open, and classifies open enterprise systems on the dimension of process. We propose that organisations should conduct knowledge development for business processes through Web 2.0 prior to implementing external to enterprise systems. Once better processes are developed, they can be implemented to improve enterprise systems.     

基于内生增长理论的煤炭资源对城市化的尾效模型

基于内生增长理论,构建了一个包含人均资本、煤炭资源和环境污染的经济增长模型,运用最优化方法计算出最优均衡解。在此基础上,利用城市化和经济增长的半对数关系,推导出煤炭资源约束对城市化的尾效模型。通过分析得出,要减小煤炭资源对城市化的尾效,必须依靠技术进步,控制污染,减小煤炭资源和污染的产出弹性。     

HRM系统驱动员工知识共享行为的中介机理

基于302名员工的调查数据,采用层级回归模型检验了承诺型人力资源管理系统对员工知识共享行为影响的中介机理。结果发现:员工之间的关系氛围在员工感知的承诺型人力资源管理系统与员工的知识共享行为间发挥显著的正向中介作用,组织对员工知识共享的承诺在二者间发挥弱显著的正向中介作用;员工的知识共享动机在组织对员工知识共享的承诺与员工的知识共享行为间发挥弱显著的负向中介作用。