新的竞争环境中的人力资源管理变革

本文分析了全球化和新技术革命对企业人力资源管理的影响,认为人力资源管理变革是企业在新的竞争环境下获得持续竞争优势的基本需求,其目标是增强企业的内部动态能力和应用IT的能力。文章指出,企业人力资源管理首先要把员工视为专家,企业是通过他们的人力资本而获得利润;其次要形成学习型组织,鼓励一种分享认知的文化,形成共同的价值观;其三要形成一种促进集体创造力发展的企业文化。文章还提出了人力资源管理变革的三个主要措施即从人力资源管理到。人力资本管理,从协调到整合和共享认识,从只重视少数人发明到鼓励每个人都能够创新等。     

Evaluating sponsorship through the lens of the resource-based view: The potential for sustained competitive advantage

The resource-based view (RBV) of the firm has become a prominent management theory that firms can use to analyze resources as potential sources of competitive advantage. Theorists have suggested sponsorship of sport properties as one such resource, yet specific cases of sponsorship's role in a firm's achievement of a sustained advantage over competitors have yet to be explored. This article illuminates the case of Visa's longstanding global sponsorship of the Olympic Games, which was initiated and leveraged to counteract competitor American Express’ advantage with global business travelers. Evidence is presented that supports Visa's achievement of a competitive advantage during the term of the sponsorship. The case is then used to develop a conceptual model based on the RBV to identify the key characteristics of sponsored properties capable of assisting the sponsoring firm in achieving a sustained competitive advantage. From a managerial perspective, the model is designed to assist marketing managers tasked with the identification and evaluation of potential sponsorship properties.     

Market-focused HRM in service organizations: Satisfying internal and external customers

This paper describes how the HRM function can positively influence the satisfaction of both its internal customers, such as, line employees, and external customers. Evidence is cited for how satisfaction levels in these internal and external markets often are correlated in service organizations. The management practices apparently associated with this correlation are described, concentrating on HRM's role in creating satisfied employees who are motivated and able service providers. The importance of customizing HRM practices to fit a specific market segment is emphasized.     

浅议我国服务业的人力资源开发与管理

我国加入世贸组织后,服务业面临着一定的机遇和挑战,加强服务业的人力资源开发与管理是增 强服务业竞争力的根本途径。分析服务业的产品特征和发展趋势,并结合我国的经济形势阐释服务业中 人力资源开发与管理的重要性,并据此提出相应对策。     

论保险公司的人力资源管理

人力资源管理之所以重要是因为人力资源是保险公司获得可持续性竞争优势和财富的源泉 ,是公司核心竞争力的基础。中国入世 ,中国保险业要想在竞争中占居优势地位 ,就应重视人力资源管理 ,根据人力资源的不可效仿性、高度流动性和溢出性 ,通过持续人力资源开发与培训 ,建立市场经济体制下的用人机制 ,采取有效的员工激励机制 ,使员工各尽其能为公司做出最大贡献 ,最终确立保险公司的核心竞争优势 ,实现保险公司的可持续稳定发展。     

我国企业人力资源管理效能衡量模式研究评述

总结我国学者在人力资源管理效能衡量模式研究领域的主要成就,把我国关于企业人力资源管理效能衡量的研究历程界定为:自外而内的“移植”、“引进”、自泛而专的“唤起”、“聚焦”和系统化的“整合”、“创新”阶段。分析目前国内企业人力资源管理效能衡量模式的研究动态,并进一步探讨了企业人力资源管理效能衡量模式研究的发展趋势和研究空间。     

Managerial routines in professional service firms: transforming knowledge into competitive advantages

This paper is about managerial routines in professional service firms (PSFs) and takes a resource-based perspective. It describes how managerial routines can be used to transform capabilities into competitive advantages. The empirical data explore three PSFs facing dilemmas concerning the management of their human resources and their professionals, and show how new managerial routines have been established. It further shows that PSFs' innovations are routine and are mainly reactive. Most routines are directed towards exploration, which is caused by the need to focus on projects for clients who in the daily routines supersede the need for developing HRM routines. Due to the importance of the projects and the markets the PSFs operate in, we will also look at the relations between PSFs and their markets. The concept of managerial routines is seen in relation to exploration and exploitation, which are subsequently used in an empirical analysis. In doing this, the analysis reveals a conflict between external demands from the clients and the internal utilization of the capabilities within the firms.     

Human Capital Management: New Possibilities in People Management

In addition to the traditional personnel and human resource management (HRM), there is a need for a new approach to personnel management, which we will call Human Capital Management (HCM). HCM emphasises an alignment between the individual and the organization and in our view offers the challenge and the key to successful management in the future.     

知识经济时代人力资源管理模式的新趋势——美国、日本人力资源管理模式比较分析

对美国、日本企业的人力资源管理模式进行比较分析 ,揭示不同管理模式的最终决定因素 ,建立人力资源管理定性模型。依据该模型 ,可推断知识经济时代美日管理模式在新的环境因素和新的竞争法则下呈现出交融的必然趋势。     

Building the bottom line by developing the frontline: Career development for service employees

Service firms must remember that the way they treat their employees is exactly how those employees will, in turn, treat customers. As such, taking good care of frontline personnel should be a top management concern. One way that service employees can be shown they are valued members of the organization entails the implementation of thoughtful and organized career development programs, initiatives which help increase employees’ job satisfaction and feelings of empowerment in their customer-facing roles. Before they can become enthusiastic about meeting the needs of their customers, employees have to feel that their own needs are being met within the organization. In this regard, firm investment in frontline employee career development programs will be money well spent: they are capable of reducing employee turnover and increasing customer satisfaction, loyalty, and profitability. This article provides a conceptual model of career development which should prove useful to service managers in evaluating their own career development efforts. Also presented herein is a framework for tying together many disparate areas of career development that have heretofore been handled separately in the services literature.     

服务业人力资源经理胜任素质模型研究——基于双视角人力资源管理的构想

互联网快速融入服务业提升了信息传递的速度与效率,推动着服务型企业人力资源管理的升级,人力资源管理者的角色重心已从职能专家转为业务部门的支持者,但是常常因为其对相应业务工作不理解,难以为业务工作提供必要的支持。本文从"管理主体"和"管理对象"视角提出双视角人力资源管理构想,通过文献法、专家讨论法对服务业的人力资源经理胜任素质进行分析,并试图对解决该问题进行有效的尝试:基于理论分析提出17项人力资源经理胜任素质假设,结合双视角人力资源管理构想,对现有的研究补充了企业管理知识、心理学知识、管理信息系统知识;选取服务业人力资源经理为访谈对象,通过行为访谈法进行验证,删除了未经过检验的"诚信"一项,得到双视角下服务业人力资源经理胜任素质模型;通过问卷调查对模型中包含的19个要素的重要性进行测量,根据各要素的重要性对人力资源管理主体的开发提出改进意见。本文旨在从整体上提升人力资源管理人才素质,推进人力资源管理升级。     

新经济时代人力资源管理中的经济管理方法研究

在网络化、信息化飞速发展的今天,世界经济展现出全球一体化的趋势。各国当前已经把国家发展重点放在了经济建设上,我国也步入了一个全新的经济时代。高新科技知识开始对社会的发展起到重要作用,经济步入全球化、市场化、信息化管理时代。为了顺应市场需求,企业内的人力资源管理也需要摒弃传统模式,走向网络化、信息化,合理分配企业资源,调动员工主观积极性与能动性,充分挖掘出员工的潜能,以达到物尽其用、人尽其才的管理目标。通过加强对企业的宏观管理,对企业的资源加以科学化管理,达到企业内部优化的目的,以更好地促进企业发展。     

创建学习型团队:我国NGO人力资源管理新思路

学习型团队是学习型组织理论运用到NGO人力资源管理中的一种开拓性模式,它具有学习性、融合性和现代性三个特征。我国NGO引入学习型团队具有多方面的契合性,国外NGO实施学习型团队积累了许多优秀的做法。在我国NGO人力资源管理中创建学习型团队主要有五条基本进路:加强学习型文化建设,改善管理主体的心智模式;建立激励学习的机制,缔造组织员工的共同愿景;建立志愿活动流程,实现志愿者的系统化管理;建立团队的学习评估机制,实现员工的职业生涯规划;建立自主管理机制,加强团队人力资源开发。     

转型背景中人力资源管理的新视角

在经济转型的时代背景下,中国企业的人力资源管理模式面临许多新的挑战,必须进行创新和变革。根据复杂多变的环境和时代要求,企业应在选人、育人、用人和留人四大系统为人力资源管理提供新的管理内容。在选人上,应呈现人才选拔过程的多元化;育人的关键是要转变员工的培训观念并促进培训效果的良好转化;在用人上,要运用心理契约,同时重视岗位轮换与工作设计;留人的重点是管理者应多关注员工心理健康并运用情感管理。     

新经济时代人力资源管理的创新及发展

新经济时代下,企业要想更好发展,就要从内部做好创新工作,重点围绕人力资源管理进行创新。新经济时代,企业对人才有了更多需求,需要有创新和有个性的人才。在新经济时代下国家的相关企业应该根据人力资源管理的实际,结合新时期人才发展的特点做出调整,这样才能帮助企业更好地适应当前社会发展的需要。围绕着新经济时代人力资源管理和创新及发展展开分析,可以帮助企业更好适应新的时代需求。     

浅析家族企业人力资源管理现状

家族企业在我国经济发展的过程中发挥着重要的作用,不但为税收做出了贡献,而且解决了社会剩余劳动力的就业问题,更有优秀的家族企业在科技创新方面做出卓越贡献．然而随着企业的发展家族企业的不足也逐渐暴露,侧重表现在人力资源管理观念、员工招聘和激励措施等方面的不足及产生严重的人才流失。本文从人力资源管理角度分析了家族企业发展道路中的障碍,提出了人力资源管理优化之路．     

The Concept and Application of Managerial Competence in Developed and Developing Economies: A Two Country Analysis

Abstract

This paper reviews the concept of managerial competence as applied in transportation management in developing and developed economies, using Boyatzis' (1982) model of effective job performance. Boyatzis postulated that effective performance of a job is the attainment of specific results or outcomes required by the job through specific actions while maintaining or being consistent with policies, procedures, and conditions of the organizational environment. Literature search and interviews with managers with extensive experience in Nigeria and the United Kingdom reveal that Boyatzis' constructs are valid within the developed economies. However, within the developing economies, it is found that modifications are required to accommodate cultural and socio-political realities and to match the skills of individuals with their current and future roles in an organization. The study also found that there are similarities in competency requirements between the two countries. It is concluded with a recommendation that management methods be adapted rather than adopted, via such strategies as the community concept approach which emphasizes, for example, on the job training with formal theoretical reinforcement at later stages, and that practical universality of management strategies may be a myth.     

Culture as grand theory in East Asian employment relations

Considerable emphasis has often been placed on cultural factors in explaining the peculiarities of East Asian employment relations. By comparison with workplace relations in the West, East Asian employment relations are characterized by low rates of unionization and collective bargaining, and a relative absence of industrial disputation. A critique of notions of culture found in employment-relations scholarship is presented which draws on long-established conceptualizations developed in historical, post-colonial, anthropological and cultural studies. Most of the peculiarities of East Asian workplace relations can be adequately accounted for through manners other than invoking a grand theory of culture.