HR的角色定位

对于HR的角色定位,我想引出国际人力资源管理研究院(IHRI)的一个关于人力资源经理的胜任素质模型,其中把人力资源经理定义为六大胜任角色:人事管理专家、业务伙伴、变革管理者、文化管理者、正直诚信笃行者、战略绩效管理者。应该客观地讲,这是对HR经理人在企业中的角色来定义的一个理想的、完美的素质模型。     

告诉你真实的中层

中层经理是企业的核心人才，是能够推动企业发展的重要力量。不仅如此，中层经理人员还是人力资源的直接使用者和企业文化的直接传播者，中层经理将直接影响到人力资源的使用效率，影响到企业文化的传播。     

人力资源经理绩效考评指标体系设计研究

人力资源管理是保证企业生存发展和保持竞争优势的重要因素,人力资源经理作为企业人力资源管理的核心人员,其工作绩效在很大程度上决定了企业人力资源管理的整体绩效。因此,遵循一定的原则,采用科学的方法和程序,设计出一套科学合理的人力资源经理绩效考评指标体系,是保证企业人力资源管理整体绩效考评工作顺利实施的重要前提,也是推动企业目标实现的重要因素。     

企业人力资源管理有效性研究

本文通过分析企业中人力资源经理和直线经理对人力资源管理实践的相关问题的认知评价,研究了中国本土企业的人力资源管理实践有效性的问题。研究数据表明,目前企业中直线经理和人力资源经理对于人力资源管理各功能的重要性认知相同,但在人力资源管理对于企业内部客户服务的有效性的认知和评价标准存在显著差异。本研究的意义在于帮助企业从人力资源管理职能的角度,加强人力资源管理系统与企业战略目标实现的匹配,为改善企业业绩的“捆绑性”的实践提供实证依据。     

探讨中小企业人力资源经理必备特质

通过对人力资源经理所应当具备的特质进行分析、评价,以既定范围企业的人力资源经理岗位职责为依据,对人力资源经理所应当具备的能力和个性特质作分析、测量,用于甄选、培训、选拔等,帮助企业预测人力资源经理在企业中未来工作的绩效表现情况,作为企业人事决策的可靠信息来源。     

人力资源经理绩效考核指标体系的构建

人力资源经理绩效考核指标体系的构建,对选聘、培养和考核人力资源经理,对管理好企业的人力资源都有着重要的意义。基于企业的战略目标确定人力资源经理的职位目标,运用职位分析,把人力资源经理的职位目标分解成8个一级指标及22个二级指标,设定权重并进行一致性检验。通过对绩效考核指标的计量、标准化,突出了可操作性。通过试测、反馈、循环完善,最终形成符合企业实际需要的人力资源经理绩效考核指标体系。     

企业非人力资源经理的人力资源管理职责

有效地进行人力资源管理是现代企业管理成功的基石,企业非人力资源经理对人力资源管理的思想意识、技能运用及与人力资源经理的有效配合是实现管理目标的基础。     

工作与素质基础上的人力资源管理模式研究

当代企业越来越重视人力资源的重要性,而且人力资源逐渐成为企业发展的重要生产因素。因此,人力资源管理模式的创新与进步是企业适应市场经济的必然选择,在工作与素质基础上的人力资源管理更注重人与职位、组织的匹配程度。本文从工作和素质在人力资源管理中的作用入手,对人力资源管理模式进行了探讨,以期企业能够结合自身实际情况,来构建基于工作和素质的人力资源管理模式,促进企业的健康稳定发展。     

直线经理的人力资源管理职能研究述评及其启示

直线经理承担人力资源管理职能,长期以来一直是组织的人力资源管理中一个引人关注却又模糊混乱的角落。文章从影响人力资源管理的外部环境变化、人力资源管理责任向直线经理转移的优点和缺点以及人力资源专业人员与直线经理的人力资源管理责任分工等角度回顾了相关文献,总结了20世纪80年代以来该领域研究视点的演化并进行了简要的评论,最后指出了该此研究对我国企业人力资源管理实践的启示:在直线经理和人力资源专业人员之间达成人力资源管理共识和形成心理契约、加强对直线经理的人力资源管理技能培训。     

并购无法回避的HR难题

不同阶段，不同问题 经过调查后我们发现：中国企业的并购在不同阶段所面临的人力资源管理问题有所不同企业直线经理和人力资源经理对并购中人力资源管理问题的看法也有所不同。     

五大修炼成就优秀人力资源管理者

人力资源管理作为现代企业管理的核心和战略职能,越来越受到的企业管理者重视。要想较好地完成企业赋予的使命和责任,真正发挥人力资源管理在企业管理中的作用,为企业锻造一个卓越的员工团队,确保企业战略规划的有效实施和战略目标的根本实现,需要优秀的人力资源管理者作为支撑。文章从发展战略高度和实际需求出发,阐述了成为企业优秀人力资源管理者需要做好的五大修行练志,并提出了具体做法。     

The creation of company cultures: The role of stories and human resource systems

This article shows how informally told stories and human resource systems help create strong company cultures which can support a corporate strategy. It explains why stories are so powerful in creating company culture. It also suggests how managers can deal with negative stories and encourage the telling of positive stories both through their personal behavior and through the human resource systems they manage.     

The devolution of HR to the line: Implications for perceptions of people management effectiveness

The devolution of human resource responsibilities from human resource managers to line managers is both a growing and global trend. A number of authors has suggested that there are positive as well as negative consequences of devolution. The current study conducted a survey of US human resource managers to explore the effect of devolution on human resource managers' perceptions of people management effectiveness in their organizations. Results revealed a positive effect of devolution on perceived people management effectiveness. However, this effect was qualified by an interaction between devolution and line support. Contrary to expectation, this interaction revealed that providing line managers with training and support for their human resource responsibilities had a greater positive impact on perceived effectiveness in organizations that had not devolved (non devolvers) compared to those that had (devolvers).     

Perspectives on line managers in human resource management: Hilton International's UK hotels

Although contextual factors act to encourage the devolvement of human resource management to line managers, recent research indicates that there is substantial potential for human resource specialists and line managers to share more effectively responsibility for their organization's human resource activities in business partnerships. The foundation for this is arguably commonality in opinions on the principles and practices of human resource activities. However, line managers and human resource specialists often have dissonant opinions on human resource management.

This paper explores line manager and human resource specialists' perspectives on line manager involvement in human resource management, theoretically and empirically. The primary work comprises a survey of the views of line managers and human resource specialists on devolving a range of human resource activities to line managers in a case organization, Hilton International's UK hotels. Differences between line managers' and human resource specialists' perspectives are found in five aspects: understanding and ownership of the company's service and HR strategy; line manager involvement in and rankings of HR activities; HR specialists' support of line managers; barriers to line managers' involvement in HR activities; and the competence of line managers in HR activities. Importantly, it is found that where there are divergent views across line managers and their HR specialist in their hotel there is poor hotel business performance and, conversely, convergent views are evident in the effectively performing hotels. These findings may have resonance for other organizations in devolving human resource management to the line and developing human resource business partnerships for business performance. It is proposed that three types of line manager buy-in are central to their active involvement in HR, namely: conceptual understanding of the rationale for their involvement; implementation effectiveness through HR role clarity and capability; and affective commitment in believing in the value of their involvement in HR.     

企业实施ERP后的人力资源管理

ERP企业人力资源计划系统是在运用信息技术的前提下,将系统化管理思想运用于企业运行和决策,协助企业管理者或员工进行决策和管理的平台。这种现代化的企业运行模式综合运用现代化管理思想及先进的信息科学技术,充分体现了社会发展对企业资源合理调配,以确保企业利益最大化,企业要想发展,必须借助于人力资源系统。     

论公共部门人力资源管理者职业化的现状与路径

公共部门人力资源管理者的素质高低对公共部门形象和职能的实现以及人民群众生活质量有着重要影响,因而提高公共部门人力资源管理者的素质,就必须走职业化道路;我国目前公共部门人力资源管理者的素质和现状已经不适应我国由人力资源大国向人力资源强国转变的需要;必须通过建立健全职业资格认证制度,加强职业道德塑造良好的职业形象,注重自身职业生涯的开发与管理等途径实现。     

Integrating human resource management and corporate strategy: A preview of the 3M story

This article describes the initial stages of an endeavor to bring about an integration of strategic management and human resource management in a major manufacturing organization—3M. The focus is on the agenda of the organization's Vice President of Human Resources for bringing about the innovation through a systematic program of cultural analysis, professional development of line managers and human resource specialists, restructuring of the human resource management organization, and creation of a new partnership between line and human resource managers.     

Stemming the exodus of women managers

Survey findings based on a national sample of CEOs and human resource managers indicate that over 50% of organizations have experienced moderate to great difficulty attracting and retaining women managers and professionals. Respondents perceived that the most serious career problems encountered by women revolve around organizational politics, career development opportunities, and family conflicts. Existing and needed human resource management policies in response to these problems are reported. A series of additional analyses highlight differences across industries, and according to company size and stage in the corporate life cycle. Based on survey findings, recommendations are discussed for human resource management practitioners concerned with increasing their companies' abilities to actively compete for and retain women managers.     

关于我国中小企业国际化的人力资源管理思考

随着改革开放的不断深化,我国已经有不少中小企业走上了国际化发展道路,然而,人力资源的匮乏,尤其是国际经营人才的严重不足已经成为中小企业进一步国际化的障碍。本文试图分析我国中小企业的人力资源现状,并结合本人对中小型国际企业的访谈资料,提出加强我国中小企业国际化人力资源管理的思考。