村级企业的人力资源管理

我国村级企业尚处于刚起步状态,主要表现在观念差异,信息滞后和制度不完善等方面。对于如何加强村级企业中的人力资源管理,文章将对这个问题进行初步的探讨。     

村级企业的人力资源管理

我国村级企业尚处于刚起步状态,主要表现在观念差异,信息滞后和制度不完善等方面。对于如何加强村级企业中的人力资源管理,文章将对这个问题进行初步的探讨。     

Shared leadership in enterprise resource planning and human resource management system implementation

Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance and human resources. ERP implementation projects frequently have high failure rates; although research has investigated a number of factors for success and failure rates, limited attention has been directed toward the implementation teams, and how to make these more effective. In this paper we argue that shared leadership represents an appropriate approach to improving the functioning of ERP implementation teams. Shared leadership represents a form of team leadership where the team members, rather than only a single team leader, engage in leadership behaviors. While shared leadership has received increased research attention during the past decade, it has not been applied to ERP implementation teams and therefore that is the purpose of this article. Toward this end, we describe issues related to ERP and HRMS implementation, teams, and the concept of shared leadership, review theoretical and empirical literature, present an integrative framework, and describe the application of shared leadership to ERP and HRMS implementation.     

对人本理念下企业人力资源管理策略的几点探讨

文章对企业人力资源管理进行了概述,说明人本理念的理论基础,并以实际案例说明了人本理念下企业人力资源管理策略的实施过程。笔者认为,人本理念在企业人力资源管理中的应用,可以用人本管理进行概括,人本管理的具体策略,不仅应该体现在企业环境和企业文化建设方面,更应该重视员工个人管理和员工个人价值观的建设。希望能够为我国企业人力资源管理工作的进一步发展提供帮助和建议。     

浅谈传统企业人力资源管理效率的提高

随着我国社会主义市场经济的发展,人力资源已经成为知识经济时代的重要资源,科学管理人力资源是企业发展的当务之急。文章首先阐述了传统企业人力资源管理系统的缺陷,然后,提出了关于提高人力资源管理效率的几点看法和建议。这对如何实现企业人力资源管理高效率有一定的参考价值。     

Implementation of enterprise resource planning in China

ERP implementation is a ‘Triple Play’ that combines people, technology, and processes. It embodies a complex implementation process, especially in developing countries like China, often taking several years, huge amount of fund and involving a major business process reengineering exercise. In this paper, an attempt has been made to identify some Chinese-specific difficulties in the implementation process and provide solutions to implement ERP system successfully through questionnaire survey, interviews, and secondary data. On the basis of analysis of questionnaire results, some common difficulties have been explored by authors, such as support of top management, costly and time-consuming, cultural differences, technical complexity, lack of professional personnel, and inner resistance. The difficulties are largely due to the nature of enterprise's ownership and size. Suggested solutions to overcome these difficulties: ERP software packages selection, ERP implementation team, BPR, Training, and Outsourcing-Application Service Provider. These solutions can effectively solve ERP difficulties.     

Strategic human resource management and inertia in the corporate entrepreneurship of a multinational enterprise

Abstract

Corporate entrepreneurship (CE) supports sustained competitive advantage through the continuous exploration and exploitation of new sources of knowledge. With an emphasis on combining knowledge in new configurations, strategic human resource management (HRM) activities are core to these entrepreneurial endeavours. We explore how strategic HRM activities may facilitate and impede CE through a rich, qualitative case study of three local entities within a business unit of a large multinational enterprise facing business stagnation and low levels of corporate entrepreneurship. Responding to a call for more empirical research that probes the subtle and complex interactions between HRM activities and other organisational factors affecting CE, we identify a configuration of inter-dependent factors that mutually reinforce each other and sustain inertia in corporate entrepreneurship. We also make two novel contributions to theory by (1) elaborating the links between organisational process-orientation, strategic HRM and CE; and (2) refining to our current understanding of human competencies for CE.     

Thirty-two years of development of human resource management in China: Review and prospects

Focusing on the theoretical developments and practical applications of human resource management, this paper reviews the transition of human resource management in China from planned labor and personnel management to modern human resource management in three distinct time periods since China's reform and opening-up. Next the paper discusses the challenges of human resource management research and its practices from the perspectives of internationalization, corporate culture, and organizational innovation during China's economic transition. Finally, it presents the prospects and trends in the future development of human resource management in China.     

MNC responses to the legal environment of international human resource management

Comparative management studies have not examined the complex regulatory forces that govern transnational employment relationships nor assessed their potential impact on multinational companies (MNCs). A model is presented to assess the effects that indigenous law, transnational law and organizational policies will have on the human resource management (HRM) function in MNCs. Several propositions are developed as well to guide future research in this area.     

Introduction: human resource management in Africa

This article introduces the special issue that seeks to spur the debate on the challenges of managing people in organizations in Africa. The debate on HRM in Africa has proceeded with tentative steps and now clearly needs to be located firmly within the international management context. It is not the purpose of this special issue to discover or develop an over-arching model of HRM. That has been attempted elsewhere. Our purpose is to bring together the various threads that characterize the on-going debate and hopefully move towards a more specific research agenda which captures the complexity of managing on the African continent. Some of these threads include the formulation of new perspectives on HR research, finding common ground with diverse disciplines and tackling enduring problems like ethnicity and discrimination.     

Human resource management in China revisited: introduction

This introduction attempts to provide an overview of the Special Issue of the IJHRM on ‘Human Resource Management in China Revisited’. It deals first with the economic background of the recent changes in the PRC from 1978 to the present day, exploring the change from a command economy to a more market-led one, as well as the demise of ‘iron rice bowl’ policy dominated by a model to Soviet-inspired personnel management in favour of one gradually being characterized by possibly Japanese-/Western-influenced human resource management (HRM), albeit with ‘Chinese characteristics’. It then introduces the main debates in the field before summing up, at some length, the empirical contributions based on ‘state of the art’ field research contained in the papers submitted. Last, it deals with the comparative setting of the contributions on China vis-à-vis the national HRM systems of Japan and South Korea.     

论劳动标准体系对企业人力资源管理的影响

文章在详细论述劳动标准体系理论的基础上,探讨了劳动标准体系对企业人力资源管理的影响。     

Local complexities and global uncertainties: a study of foreign ownership and human resource management in China

Drawing on qualitative data, this paper examines developments in human resource and employment policies and practices among a sample of joint venture and wholly owned foreign enterprises operating in China. The research reveals that the effects of parent company nationality and ownership form were most visible in the areas of remuneration, worker representation and aspects of employee selection. There was, however, little overt involvement of multinational parent companies in the management of human resources of their Chinese operations. The trend was towards indirect reporting relationships with regional sub-units of multinational companies rather than direct links with the parent headquarters. Overall, these intermediate sub-units were playing an important role in the integration of Chinese business units in the global management systems of multinational companies.     

Assessing the value of human resource certification: A call for evidence-based human resource management

We are delighted that our article on the value of human resource (HR) certification (Lengnick-Hall & Aguinis, 2012) has generated so much interest. In this brief response, we identify two key similarities across all of the articles published in this special issue (including our own). First, all commentators care deeply about the field of human resource management (HRM). Second, all commentators believe that additional empirical research is needed to assess the value of HR certification for stakeholders inside and outside of the field of HRM. We offer a concrete course of action. Specifically, we issue the following challenge to the Society for Human Resource Management (SHRM) Foundation: Issue a call for proposals for empirical research on the value of HR certification. Such a call would provide funding so that teams including both researchers and practitioners are encouraged to conduct research on this topic. Moreover, such a collaborative approach involving the SHRM Foundation, the HRM scholarly community, and the HRM practitioner community is likely to elevate the field of HRM and produce valuable knowledge about the value of HR certification for stakeholders inside and outside of the field, which in turn will also help narrow the much-lamented science–practice gap.     

Clarifying the construct of human resource systems: Relating human resource management to employee performance

Strategic human resource management researchers have strongly advocated a system perspective and provided considerable evidence that certain systems of human resource practices have a significant impact on individual and organizational performance. Yet, challenges of understanding the construct of human resource systems still remain in the literature. Specifically, few efforts have been made to explicate the internal fit in human resource systems referring to how the practices in human resource systems work together. For the purpose of clarifying human resource systems construct, we review the components of human resource systems and delineate how the parts of human resource systems work together to influence employee performance. Theoretical and empirical implications for future research are also discussed.