跨国公司战略性人力资源过程控制模型

本文从跨国公司战略性人力资源变革的内在作用机理出发,构建了一个跨国公司战略性人力资源过程控制模型,并在模型中分析了战略性人力资源变革的主要层次、环节和步骤,以及进行过程控制的主要方面,基于此,本文指出了关于跨国公司战略性人力资源过程控制的相关理论背景及其管理理念的演变与发展。     

China as A Growing Strategic Market for German Business

German Companies view China as a more strategically important market, despite their concerns over China's regulatory environment, according to a re-port from the German Chamber of Commerce in China.     

转型期家族企业人力资源管理的优化与创新

中国的家族企业随着规模的扩大,企业的人力资源管理也面临着新的挑战。近年来出现的家族企业接班人危机、"用工荒"导致的招工难的问题更是困扰着中国家族企业的壮大。本文立足于目前家族企业人力资源管理的现实,分析了企业内部管理机制、激励机制、培训机制等方面存在的问题,并给予了一系列对策。     

Implementing Strategic Intent: Human Resource Processes as a Force for Change

This paper describes the crucial impact of linking human resource processes to business strategy. It argues that without this connection we are in danger of failing to move beyond corporate rhetoric, of creating statements of strategic intent that bear little relationship to the behaviours and everyday lives of employees.     

基于内部营销的战略性人力资源管理运行模式研究

内部营销与人力资源管理的关系非常密切。在战略性人力资源管理日益兴起的今天,如何将内部营销管理哲学和管理方法运用于战略性人力资源管理中,如何实现有效的战略性人力资源管理,如何充分挖掘和调动人的潜力,是理论界和实践界面临的现实问题。只有认清内部营销与战略性人力资源管理的契合点及本质区别,才能构建起基于内部营销管理工具的战略性人力资源管理运行模式。     

Human Resource Issues in American Firms in China

ABSTRACT

A survey of human resource practices in American firms-both wholly-owned and joint ventures-in China indicate that these practices tend to change over time as the firm gains experience in the local environment. The types of benefits offered to employees vary by the size of the firm and the length of time the firm has been functioning in China. Human resource practices also differ between wholly-owned firms and joint ventures. Statistical analysis indicates that certain practices are more likely to positively impact on the enterprises' productivity, profitability, strategic goals. The implications of the study for managers in the context of a rapidly changing business environment are discussed.     

Strategic Human Resource Management as Ethical Stewardship

The research about strategic human resource management (SHRM) has suggested that human resource professionals (HRPs) have the opportunity to play a greater role in contributing to organizational success if they are effective in developing systems and policies aligned with the organization??s values, goals, and mission. We suggest that HRPs need to raise the standard of their performance and that the competitive demands of the modern economic environment create implicit ethical duties that HRPs owe to their organizations. We define ethical stewardship as a model of governance that honors obligations due to the many stakeholders and that maximizes long-term organizational wealth creation. We propose that if HRPs adopt an ethical stewardship framework and the qualities of transformative leaders, they will be more aware of their ethical duties to their organizations and more effective in helping their organizations to create increased wealth, achieve desired organizational outcomes, and establish work environments that are more satisfying to employees.     

Formal Human Resource Management Practices in Small Growing Firms*

Using data from micro, small, and medium firms in Australia, the paper exams changes with size toward more enunciated and prescribed practices; (2) the changes in HRM in small and medium‐sized firms begin early in the growth process and proceed at a faster rate than during the latter growth phase; and (3) the adoption of formal HRM practices at the managerial level lags behind that at the operational level at the smaller firm sizes.     

河南省人力资源发展战略分析

根据河南省人力资源状况和地区经济社会发展需要,探讨了河南省人力资源发展战略的原则和目标,并从＂优化人力资源成长和发展环境、创新人力资源管理模式、加大基础人力资源开发力度、从制度的高度谋求对人力资源的解放＂等四个方面分析了河南省人力资源发展战略的重点。     

Strategic and Business Planning Practices of Fast Growth Family Firms

Fast-growth family firms were surveyed about their business and strategic planning practices. Of the 65 fast-growth family firms surveyed, the majority prepare written formal plans. The business plans are in sufficient detail to enable the business to tie planning to actual performance and to adjust management compensation accordingly. The majority of the firms regularly share information with employees regarding comparisons between actual company performance results and goals or planned performance. Further, the majority of the firms describe their business strategy as a high quality producer strategy rather than as a low-cost or time-based strategy. Further, when bringing new products to market, these fast-growth family firms adopt a first mover or early follower strategy. Implications of these findings for growth-oriented family firms are presented.     

基于动态能力的战略人力资源更新

处于动态竞争环境的企业,需要不断地进行企业战略更新及战略人力资源更新,才能处于不败之地。但如何对战略人力资源更新与战略更新的匹配,是当前企业面临的重要问题。对海尔以三次战略更新进行深入分析,基于企业动态能力和战略更新理论,提出海尔战略更新和人力资源匹配模式,揭示两者互动协调的规律。     

商业企业的人力资源外包研究

在经济全球化的背景下 ,竞争压力驱使商业企业聚焦核心能力 ,人力资源外包是商业企业适应外部变化的战略选择。制定最佳的人力资源策略、以最精简人力开展营运 ,已是商业企业成长的重要经营课题     

论战略管理过程中的人力资源管理

企业的战略管理过程包括战略形成和战略执行两个阶段.人力资源管理是企业战略形成的前提,充足的人力资源信息能够帮助企业做出最佳的战略选择;在战略执行过程中,人力资源管理的角色转变为确保企业获得适当数量的雇员;保证雇员具备战略实施所需要的技能,建立起管理系统,以确保雇员的行为有利于推动战略目标的实现.     

民营企业的创业发展与人力资源管理

改革开放以来,民营企业的发展令人瞩目,已成为中国经济的重要组成部分和富有活力的新的增长点。然而,多数民营企业在创业发展过程中,尤其是发展到一定阶段与规模时,其本身所固有的许多问题就会逐渐暴露出来,严重阻碍了民营企业的进一步发展,甚至危及民营企业的生存。在这些诸多问题中,人是关键问题,有效地人力资源管理对民营企业的创业发展有着决定性的影响。     

论战略性人力资源管理的作用和途径

随着企业竞争的日益激烈,人力资源真正成为企业的战略性资源,企业开始从战略的角度考虑人力资源管理问题。战略性人力资源管理的实施有利于促进企业经营效益的提高、推动企业人力资本扩展、指导人力资源管理实践,并使企业获取持续竞争优势。实施战略性人力资源管理必须进行企业战略的匹配与整合以及企业文化的整合,同时也要坚持双层双元原则。     

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。     

提升河北省人力资源服务业产业支撑力策略研究

人力资源服务业是现代生产性服务业的门类之一,对推动企业效率提升和产业转型升级具有重要支撑作用。随着工业转型升级步伐的加快,河北省人力资源的跨企业、跨行业、跨区域乃至跨国流动不断增加,各类型企业对人力资源服务的需求愈加迫切。相对于我国其他省市,河北省人力资源服务业发展相对滞后。河北省应适应产业转型升级需要,把握发展机遇,从产业规划、扶持政策、市场监管、专业化提升、品牌塑造等方面推动人力资源服务业的发展,提升对产业转型升级的支撑作用,促进产业转型升级。