Staffing marketing positions during global hyper-competitiveness: a market-based perspective

As organizations globalize their operations, there appears to be an imperceptible shift in focus from internal tangible resources to those of external intangible relational resources; in other words, economies of scale appear to being replaced by economies of global scope. The strategic implications of this swing in the importance of resource bases can also have a significant impact on the international human resource management area. Identifying managers with local market knowledge and contacts becomes a critical consideration in the selection process. Maintaining on-going personal relations in foreign markets also helps to cement inter-organizational relationships such as strategic alliances. In the ‘think global, act local’ relational networks of global business, inpatriate managers appear to have the necessary characteristics of both organizational trust and local tacit knowledge to be effective global managers.     

基于Visual C++ 6.0开发“人事工资管理系统”

对企业而言,人力资源是企业最宝贵的资源,也是企业的"生命线"。而工资管理和人事管理又是人力资源管理的重中之重。由于计算机在办公系统中的运用越来越广泛,实行电子化的工资管理与人事管理成为可能,而实行电子化的工资管理与人事管理,可以让人力资源管理人员从繁重琐碎的案头工作解脱出来,去完成更重要的工作。     

人力资源开发视角下的医院人事档案管理研究

人力资源开发与人事档案管理均是医院中的重要工作,且两者之间关系密切。但受多种因素的影响,目前医院人事档案管理工作并不理想,尤其缺乏对人力资源开发的支持。论文首先阐明了人力资源开发与医院人事档案管理之间的关系,其次分析了医院人事档案管理的现状和问题,最后结合实际提出了人力资源开发视角下的医院人事档案管理策略,希望有助于促进医院人事档案管理工作的进步与发展。     

中小企业如何制定科学有效的人力资源规划

中小企业人力资源规划存在着规划缺失严重、规划脱离实际、支撑体系不完善、缺乏人力资源管理的专门人才等主要问题。主要原因是由于企业发展战略不明确、各级管理层对规划认识不全面以及专业的人力资源管理者短缺等因素。制订和有效实施人力资源规划,要明确人力资源规划战略目标、确定核心人才、强化人力资源基础功能、提高人力资源从业人员素质,优化人力资源规划工作环境。     

Human Resourcing in Practice: Managing Employment Issues in the University

Participant observation in two universities is used to throw light on processes of sensemaking engaged in by managers concerned with human resourcing issues. Analysis of managerial sensemaking in the case study organizations is carried out using concepts from earlier sociological theorizing about human resource or personnel management, treating these theoretical ideas as resources for use in the researchers' own sensemaking. It is shown that theoretical 'sense' can be made of the managerial or 'lay' sensemaking in the universities in terms of a need to handle various tensions which are inherent in all employment management work in industrial capitalist societies. And it is argued that there is clear continuity between what is currently occurring and has occurred in the past. This interpretation is shown to differ from that of an alternative approach in social science sensemaking, that which uses the notion of a new paradigm of 'HRM'.     

An application of organizational input–output analysis to hospital management

The main components of an acute-care hospital and the relationships among them are used to construct an organizational input–output model similar to those based on the interdependence among industries in an economy. The basic model makes it possible to forecast the personnel needed by each component in order to provide the services expected from it by the external environment and by the other hospital departments. Extensions of the basic model can be applied to health care organizations in general, used to analyze the implications of different organizational reforms or extended to include physical, financial, and other resources. The methods presented and the results obtained are of particular interest to managers of health care organizations, managers in general, and researchers in the theory of organization.     

Power, Innovation and Problem-Solving: The Personnel Managers' Three Steps to Heaven?

ABSTRACT   Legge's seminal book on personnel managers ( Legge, 1978 ) identified ambiguities in their role, vicious circles that limited their power and possible strategies to improve their effectiveness. This paper explores how far the advent of human resource management has altered the circumstances in which they find themselves and how far it offers a new basis for power and influence. Analysis of interviews with 48 senior executives indicates that although there have been changes in features of the ambiguities and vicious circles, personnel managers have failed to overcome many of the problems identified by Legge 25 years earlier or to seize the opportunities outlined by Ulrich (1997 ) to become human resource champions.     

Exploring the reality of educated middle managers' capability and involvement in human resource management in China

Since the recent global financial crisis, human resource management (HRM) policies may be seen more than ever as one of the cornerstones for building an appropriate organizational culture to better promote effort and cooperation between human resource (HR) managers and other middle line-managers. This article is designed to explore the reality of educated middle managers' capability and involvement in HRM in China, given that the concepts of HR roles in general and middle managers in particular are relatively new there. By analysing the results from more than 300 middle managers who had been educated at MBA programmes in different parts of China, our findings, we argue, have important implications for both the HRM literature and management practice in emerging economies.     

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.     

An investment perspective for hospital materiel managers

Materiel managers are making investments every time they authorize capital, supply, or personnel requisitions on behalf of their departments or organizations. While not as formal as external investments in securities or the like, internal investments are even more critical to the organization's success and carry the same fiduciary obligations. Generating an acceptable return is a necessity rather than an option as concerns internal investments; the same formal analysis that is applied to external investments should be extended to internal ones as well. Adopting an investment perspective is a critical first step in seeing internal initiatives as investments and obtaining an appropriate return.     

Promotional message strategies for disability charities' employment services

One hundred and eight managers responsible for employee recruitment completed mail questionnaires designed to assess their affective, cognitive and conative reactions to two promotional messages for a disability charity's employment (job‐finding) service. The first message contained a mainly altruistic appeal; the second emphasised the financial and other practical benefits of employing a disabled person. Overall the sample reacted more favourably to the latter communication. Heads of department and general managers found the altruistic message to be significantly less appealing than did personnel or human resources managers. Responses were significantly influenced by a recruiting manager's personal experiences of disabled individuals; by the state of the labour market; and by perceptions (possibly unfounded) that non‐disabled employees within a firm would feel uncomfortable if they were made to work alongside a disabled person. Copyright © 2001 Henry Stewart Publications     

企业员工绩效评估管理研究——以中国企业和在华美资企业为例

员工绩效评估是企业组织激励员工的重要的管理工具之一。本文共研究了六家不同企业(中国企业和美资企业各三家)的员工绩效评估实践。调查显示,这两类企业在员工绩效评估方面存在着系统性差异。中国传统的文化价值观,如崇拜权威,对高权力距离的认可和集体主义,可以在很大程度上解释这种差异。研究结果给管理者的启示是:人力资源管理活动同文化导向有一定的相关性。     

In search of the changing role of the corporate human resource function in the international firm

There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.     

Promotion systems and career development in Thailand: a case study of Siam Cement

This paper examines the promotion systems and career development of managers of Siam Cement Public Company Limited, the largest manufacturing conglomerate in Thailand. Since the 1980s, the company has grown into a full-blown conglomerate and is widely considered to be Thailand's most modernized corporation. In the aftermath of the 1997–8 Asian crisis, the meltdown forced the company and other debt-addicted business groups to streamline their debts and organization structures drastically. However, just five years later, the company had bounced back into profitability and first-class corporate governance, and stands firmly in the front rank. Undoubtedly, the company's successful recovery and its current strengths have been driven by the capability and dedication of its managers. This paper focuses on interviews with the company's personnel managers during 1999–2001, and on the personnel profiles of 128 managers (general manager level), in order to examine Siam Cement's human resource management policies and practices, and to draw from this its overall strategies for the development of managerial careers. The main finding was that well-planned recruitment, competitive promotion, concrete performance appraisal and wide-ranging training and development programmes, including job rotation and sending managers to study abroad, are all essential career development strategies.     

干部档案管理过程中的问题及对策

干部档案是人才信息的重要载体,是人才的主要信息源,是开发人才资源、选贤任举的重要手段之一。随着我国人事制度改革力度的不断加大,尤其是事业单位,那么在改革的过程中,档案的作用和地位显得尤为突出和重要,但现有的档案管理过程中,还存在不少的问题,急需改善和提高,只有提高档案的管理水平,才能真正的做到人尽其用。     

小议国内商业银行人力资源管理理念的创新

人力资源管理是国内商业银行管理的重要环节。目前国内商业银行的人力资源管理方面还有不足之处。需要在设计人力资源配置方案、加强市场经济利益的驱动、构建以人为本的企业文化等方面加强研究,来提升国内商业银行的人力资源管理水平。本文在分析我国传统人事管理体制面临的挑战的基础上,探讨了商业银行人事管理理念的创新手段。     

Identification of management development needs: a comparison across companies of different ownership – foreign,joint venture and local in Sri Lanka

This paper presents the results of an empirical investigation of seventy-eight human resource managers employed in seventy-eight wholly foreign-owned, foreign and local joint venture and wholly local-owned export-oriented clothing manufacturing companies in Sri Lanka. The study investigated human resource managers' views on whether organizations identify development needs of managers, and, if so, from what sources. The findings of the study shed light on the identification of management development needs and on differences across companies of different ownership. The data revealed evidence of the existence of the identification of development needs of managers in the industry. Organizational strategies, succession plans and performance appraisal give rise to identify development needs of managers, other than requests from both heads of divisions/immediate superior managers who like their subordinates to be developed and managers themselves who desire to develop. Further, the results of the analysis of variance revealed that in certain aspects there are significant differences in the identification of development needs of managers. The results and implications of the findings are discussed.     

关于医院人事档案管理的几点思考

医院人员庞杂、工种繁多,身为人事档案管理者,如何充分开发和利用人力资源信息,通过档案深层次的开发与管理,提高档案使用价值,促进医院在各方面工作的综合发展,是我们应该思考的话题。本文就针对此问题进行了详细的探讨,供同行参考。     

Strategic HRM: Too Important for an Insular Approach

Strategic human resource management (SHRM) is the choice, alignment, and integration of an organization's HRM system so its human capital resources most effectively contribute to strategic business objectives. Kaufman's review (this issue) of four books in the field revealed key differences in two areas: the intended audience (academics and general managers versus researchers only) and orientation (the use of field observer and participant observation methods versus ivory tower scientism). Overemphasis on the latter produces research that is relevant only to academics and that is not used in organizations. I argue, as have others, that in addition to rigor, a successful scientific discipline must prove itself relevant to the society in which it is embedded. Hence, the objectives of SHRM should be twofold: to influence academic thinking and conceptualizing, but also to alter the way managers set priorities and make decisions. To do that, researchers have to work directly with managers. The challenge is to create models that reflect a broader view of performance as well as more complete taxonomies of internal and external factors that help shape business and HR strategies. © 2015 Wiley Periodicals, Inc.     

新形势下企业缓解员工压力的策略分析——以“富士康”跳楼事件为案例

人力资本已被许多企业高层管理人员视为构成组织核心竞争力的主要元素,是企业重要资产之一,即人的重要程度被提到了一个更高的层面,诸多的管理者都在为如何能有效地开发企业的人力资源而不懈探索。