Skills for managing human resources in a complex environment: the perceptions of human resource managers in Singapore

This paper analyses some of the difficulties that human resource (HR) managers have in responding to problems of labour turnover and labour shortages.It provides a brief overview of the complex environments in which Singaporean HR managers operate. This paper suggests that, when the roles of management and personnel are ambiguous or when there is tremendous change, line managers and executives take over some of the functions of HR managers, a practice which is seen as a problem for HR managers. However, content analysis of interviews with HR managers shows that this encroachment becomes a problem only when the HR managers lack the skills necessary to perform their duties competently. Thus, it is suggested that HR managers should adopt an HRM approach which focuses on roles and skills necessary to manage ambiguity. In this respect, a more inclusive model should involve roles such as: reconciliation, recruitment and retention, employee relations, planning and internal management.     

Are students customers? Tourism and hospitality students’ evaluation of their higher education experience

ABSTRACT

Research has suggested that higher education students assume multiple roles during their studies. Moreover, the student-as-customer model has been discussed for years and needs more in-depth discussions than other roles. Few studies have investigated education experiences from this perspective. This research contains two studies. Study one investigates faculty members’ perceptions on students’ roles in higher education and found students should not be considered purely as customers. Other roles were found. Study two investigates students’ perception of their roles in university education and how the education experiences influence their satisfaction towards university choice. A majority of the students see themselves as the “recipient of knowledge”. The six dimensions of higher education experience include “student-centred service” (SCS), “diversity and global citizenship” (DGC), “coproduction of learning experience”, “reliance on teachers” (ROT), “responsibility”, and “whole person development” (WPL). SCS, DGC, ROT, and WPL were found to have significant impact on student satisfaction.     

The paradox of diminishing returns: Measurement and metrics for valuation of B2C sales professionals

Abstract

The realization of channel multiplicity is increasingly present in retail exchanges. Retailers understand that consumers may seek information in one channel and complete their purchases in another channel. Researchers have labeled this retailing concept as “showrooming.” Showrooming suggests that retail salespeople may provide information, services, and suggestions that generate retail sales revenues at another time in another place. While they likely mediate exchange value, retail salespersons’ contributions to building sales revenues and customer relationships may be difficult to measure. The degree of value engendered in the retail sales role set is associated with product and transaction complexity. As such, retail sales functions may range from highly transactional (i.e., facilitating a transaction) to highly relational (i.e., building retail patronage). This article proffers a taxonomy of retail salespeople based on sales role sets: Companions, Consultants, Clerks, and Closers. Managerial recommendations are provided for measuring retail salesperson performance in an omni-channel marketplace.     

Sexual harassment in organizations

Sexual harassment is now recognized as a potential problem for most organizations. The purpose of this paper is to provide an introduction to the various aspects of sexual harassment as a problem: its definition (including both the economic injury and hostile environment types of harassment), its characteristics, and a discussion of how to deal with such problems in the workplace. Organizations are encouraged to act affirmatively by (1) establishing a policy prohibiting sexual harassment in the organization; (2) establishing and making employees aware of a grievance procedure for sexual harassment complaints; and (3) educating employees about the problem of sexual harassment through a combination of awareness and experiential training techniques.     

“六位一体”教学模式下,高职英语教师角色的新内涵

文章认为,随着时代的发展,高等职业教育理念有了极大的改变,新型高职英语课堂教学模式——"六位一体",赋予高职英语教师角色新的内涵。     

贯彻落实生产许可证实施细则 促进中小水泥企业技木升级

文章论述了贯彻落实生产许可证实施细则,促进中小水泥企业技术升级的重要性,建议水泥企业按照《水泥企业质量管理规程》进行技术改造和管理,促进技术及管理全面升级,以实现节能减排增效的目的。     

网络环境下的大学英语自主学习模式研究

在信息化时代,终身学习成为未来生存的必要条件。本文从自主学习理论出发,探讨了网络自主学习的依据。在此基础上,从创建自主学习环境、确立学生的主体地位和转变教师观念三个方面详述了大学英语网络化自主学习模式的特点,并且指出了其相对于传统教学模式的优势,最后总结出教师要注重培养学生的可持续学习能力。     

What Does Vacation do to our Family? Contrasting the Perspectives of Parents and Children

Family has been identified as the most important consumption unit. This research builds on related theories of family system and vacation functions and empirically examines the dimensionality of family vacation functions. Through focus group interviews and survey techniques, a typology of family vacation functions was identified. Stressing both “home environment” and “destination environment,” “we” and “individual,” the functions are “Bonding and Sharing,” “Communication,” “Escape and Relaxation,” “Children’s Learning,” and “Novelty Seeking.” Fathers, mothers, and children showed significant differences in their perception of these five dimensions. Parents, especially mothers, appeared to be much more group well-being oriented, and their aspirations for vacation performing various functions were much more pronounced. Children did not demonstrate the equal amount of enthusiasm towards family vacation. Implications were discussed from both academic and applied perspectives.     

Does alignment matter? The performance implications of HR roles connected to organizational strategy

For the HR function to have a positive impact on performance and thus strategically add value to the organization, it has been suggested to redefine its traditional operational role. However, to gain a deeper understanding of the relationship between these HR roles and performance, their alignment with the organizational strategy should not be ignored. In this paper, we therefore focus not only on whether the operational and strategic HR roles are linked to performance, but also on the extent to which their alignment with the applied organizational strategy actually matters for performance. We carried out a survey study among 336 respondents either holding an HR function or being responsible for HR-related tasks in various organizations. We found a positive effect of the strategic role on performance, and also how it might substitute a lack of innovation strategy. Further, we found an alignment effect between a cost strategy and the operational HR role in relation to organizational performance. We discuss these findings based on the literature and provide some practical recommendations for further developing the role of HR.     

The purchasing department's leadership role in developing and maintaining a preferred customer status

Developing and maintaining a preferred customer status is one of the main objectives of organizations that want to obtain a better access to supplier's information, resources, and innovation. This paper addresses the extent and the nature of the purchasing department's leadership role in the process of developing and maintaining a preferred customer status. A qualitative exploratory approach based on eleven cases has been used in order to take into consideration the context specific to the buyer-supplier relationship in a preferred customer scenario.Our study shows that the purchasing department performs four main categories of roles: (1) identifies and selects the best supplier, (2) structures and segments the supply base, (3) builds close relationships with selected suppliers and (4) develops working relationships, using an effective communication. Each of these roles is related to three key components of the purchasing department's capabilities: boundary, relational, and coordination. These four categories of roles illustrate supply's ability to recognize and understand the specifics of the preferred customer situation. Based on our analysis, the purchasing department should be viewed as extending an organization's resource base, making the organization more competitive.Our analysis also shows that the purchasing managers' leadership is critical for the development and the coordination of activities with selected suppliers, as well as proper communication with them. Specifically, the purchasing manager's transformational leadership generates more internal user and supplier involvement through the creation and articulation of a common vision, by establishing shared goals with other organizational units, and by focusing on activities that benefit the organization; this allows to move from initiative-driven efforts to an “institutionalized preferred customer status management” in the organization.