值得借鉴的用人标准

UPS(美国联合包裹速递服务公司)创办于1997年，现在已经成为全球速递行业的“四大巨头”之一，清廉是UPS对员工素质的第一要求。为了保证员工具有较高的清廉素质，UPS着重采取了三条措施。首先是在招聘过程中，通过“目测”和“心测”的方法来选人。君子坦荡荡，小人常戚戚，言谈举止是落落大方还是闪烁不安，很容易被经验丰富的人事经理捕捉到。其次是通过试用期选人。     

交大博通

西安交大博通资讯股份有限公司（简称“交大博通”、上交所证券代码：600455）直属西安交通大学产业集团。是国家“规划布局内重点软件企业”、“火炬计划重点高新技术企业”、“企业信息化建设国债项目支持单位”。通过十年不懈努力,成为集大型应用软件开发、自主版权软件推广应用、计算机系统集成于一体的国家高新技术企业,并于2004年在上交所成功上市。     

博通中国:选择的勇气

在连接一切的世界中,选择自己的技术优势领域。IDC预测,全球ICT开支将在2015年增长3.8%,超过3.8万亿美元。从地区的角度来说,新兴市场的ICT开支将增长7.1%,而成熟市场的ICT开支仅增长1.4%。在这样的一个市场环境之下,基础领域的芯片行业也将随之得到成长。博通公司在这样一个“连接一切”的时代中,又如何在中国市场有所作为?本期高端访谈邀请美国博通公司大中华区总裁李廷伟博士对此进行阐释。对于这家以技术为导向的公司来说,在一个变化的市场当中,坚持自己所擅长的,这是一     

用人的艺术

企业任何一项工作．选派不同的人去执行。会得到不同的效果。作为企业管理者,应根据不同时期不同任务特点．选择最合适的人去执行。用人所长．慎勿多苛求。美国管理大师彼得·杜鲁克曾经说过：“倘若所用的人没有短处,其结果至多只是一个平平凡凡的组织者。所谓‘样样都是’。必然一无是处。     

佛祖用人

去过寺庙的人都知道，一进庙门，首先是弥勒佛，笑脸迎客，而在他的北面，则是黑口黑脸的韦驮。但相传在很久以前，他们并不在同一庙里，而分别掌管不同的寺庙。     

博通:立志领跑宽带技术--专访博通宽带通信部资深副总裁兼总经理Daniel Marotta

在日前举行的第十四届中国国际广播电视信息网络展览会(CCBN2006)上,博通公司(Broadcom)展示了一系列先进的宽带技术.毫无疑问,宽带技术对于通过为线缆、xDSL、卫星宽带以及广播接入网提供完全的解决方案从而在家庭中实现宽带服务具有重要的意义,也是实现数字家庭必不可少的技术.博通紧紧抓住未来的市场发展趋势,立志领跑宽带技术.     

惠普的用人原则

惠莱特和普克德做的最多的是,让员工们感受到,惠普的第一个人都是重要性的,第一项工作都是重要的.     

孙权的用人哲学

<正>东汉末年,天下大乱,诸葛亮于隆中躬耕陇亩,后经刘备"三顾茅庐"出山为其所用,其兄诸葛瑾(字子瑜),避乱江东,经孙权妹婿弘咨荐于孙权,受到礼遇。初为长史,后为南郡太守,再后为大将军,领豫州牧。     

种花与用人

笔者上下班必经的途中,有一段路的两旁种满了花卉。每逢夏季,烈日炎炎,经过这一段路时,便常听到有人口吐怨言,抱怨为什么要把花种在路边,抱怨这些花为什么不是树——洒下浓浓绿荫,给人以清凉。闲来想想,对抱怨声有几分同感之余,却也不由得替那些花卉感到委屈。花...     

选人用人五戒

管理就是有效地调动他人合作做事以实现组织目标的过程,选人用人是管理的核心和首要任务,优秀管理者往往把60%以上的精力都用在选人用人上。不高度重视和认真研究并懂得选人用人之道,就不能成为一个优秀的领导者。     

浅议石油企业de人力资源管理

市场竞争的关键在于人才竞争，因此，应站在战略资源管理的高度重新认识石油企业的人力资源管理，通过建立以人为本的管理制度，做到拥有人才，人尽其才，以人为中心，寻求人与工作、人与企业相互适应的契合点，获得人才与企业的共同进步与发展。     

Implementing high performance HR practices in Asia: HR practice consistency,employee roles,and performance

High performance HR (human resources) practices are well understood to positively impact employee behavior and performance. However, much is still not known about the implementation of effective HR practices and their specific impact on employee behaviors. In this regard, this study identifies the significance of HR practice consistency, develops direct measures of that consistency, and examines the impact on employee role performance. This study also explores how consistency affects shared perceptions of procedural justice and employees’ role performance by employing a cross-level research design. The data in the study were collected from 355 employees of 42 companies within the manufacturing and service industries in Taiwan. This study makes theoretical and methodological contributions by identifying the significance of HR practice consistency, and provides empirical evidences for its potential influences. It also offers practical suggestions that can be used as important reference points by organizations, particularly those in Asia seeking to implement high performance HR practices.     

胜任力模型在人力资源管理实践中应用的研究

企业核心竞争力的持续构建来源于企业中的人力资源,来自于对员工胜任力的管理。本文提出了人力资源管理与胜任力模型的关系并介绍了胜任力的提出与发展,重点讲述了胜任力在人力资源管理实务中的具体应用并在此基础上提出了胜任力应用的发展趋势以及可待研究的方向。     

Human Capital Theory: Implications for HR Managers

This paper reviews some of the contributions of and challenges to human capital theory. It focuses on the alleged link between earings and education and experience and on competing explanations for observed earning differentis by race and by gender. The review concludes that while human capital theory provides some central insights about the supply side of the labor market, the challenges to this theory suggest that the demand side od the market, i.e., the actions of human resource managers, also play a key role in detemining earnings and employment. Moreover, these challenges suggest that government policies can be instrmental in effecting a more efficient and equitable use of human resources.     

钢铁设计企业过冬人才战略

2009年国家对钢铁产业的发展进行宏观调控,对钢铁产鼍和新建钢厂等项目都做出了严格的限制,由此,钢铁产业的发展从黄金期进入严冬.国家对钢铁产业的调控对钢铁设计企业也产生了巨大影响.在这样的环境下,如何继续企业与员工同步发展的约定,如何充分调动员工积极性,如何逆经济背景构筑以人为本的企业氛围,均要求企业根据自身特点,制定适用于特殊时期的人才战略,在选人、用人、育人、留人等方面采取一系列的措施.     

The strategic and cultural legitimacy of HR professionalization in Hong Kong

In Hong Kong, human resources (HR) practice has reached a point of professionalization not yet apparent in other parts of China creating opportunities for best practice diffusion across rapidly developing cities, provinces, and regions. The aim of this paper is to ascertain the strategic and cultural legitimacy of human resource management (HRM) in Hong Kong from the perspective of the occupation’s status as an emerging profession. Combining established theory on professions with documented insights from normative associational ideals, this paper derives four major sources of HR professionalization, which it entitles strategy, communication, administration, and discipline. Assuming that tasks performed by the most senior, qualified and experienced practitioners hold greatest empirical sway over the prospect of occupational association, this study finds that a combination of strategic and communication practices emerge as the two most likely routes to HR professionalization. Based on survey responses from a representative sample of 172 certified practitioners, the findings support the notion of HR as a strategic asset, raising important implications for the professional status of the occupation within an Asian management context.     

关于人才强企战略的几点思考

随着经济全球化不断深入以及科学技术的迅猛发展，人才竞争日趋激烈，人才状况在国力较量和企业竞争中越来越具有决定性作用。许多企业领导人都认识到“人才资源是第一资源、人才资本是第一资本、人才要素是第一要素、人才战略是第一战略”这个真理。人们也越来越懂得国力的竞争、企业的竞争，说到底就是人才的竞争。谁拥有人才，谁就能在竞争中掌握主动权；谁拥有人才，谁就能在竞争中求得发展。     

Strategic Dilemmas: How Managers Use HR Practices to Meet Multiple Goals

Contrary to the classic assumptions in the business and human resource (HR) strategy literatures, real‐world organizations often pursue multiple and potentially contradictory performance goals. They may adopt ‘hybrid’ strategies to maximize both differentiation and low cost — leading middle managers to face dilemmas in how to achieve different goals using the same HR practices. We link employee‐level surveys of HR practices to establishment‐level data on service quality, labour efficiency and profitability to examine the effects of HR practices on these outcomes. We find that establishments with greater use of high involvement practices have significantly higher service quality, which mediates the relationship between HR practices and profitability. Findings for labour efficiency are positive, but generally not significant. These findings also have implications for the quality of jobs.     

Licensing a technology standard

I examine the optimal licensing strategy of the owner of a proprietary technology standard in a monopolistically competitive industry. The standard owner can be either an outsider inventor or a joint venture of downstream firms. I find that (1) a simple revenue royalty replicates the integrated monopoly outcome; (2) a patent pool cannot do better than adopting a non-discriminatory licensing policy that offers higher royalty rates to pool members than to nonmembers; (3) if the standard owner also sells a complementary good, then it may choose a decentralized marketplace as a commitment not to maximize licensing revenue. Implications to the use of RAND pricing in standard settings are discussed.