Developing leaders for creative efforts: A domain-based approach to leadership development

As we move into the 21st century, innovation, sustained innovation, has become a critical determinant of organizational success and survival. Although we know much about potential influences on innovation, little is known about the actions that should be taken to develop the people who must lead these efforts. In the present paper, we present a model of the capacities and capabilities people need to lead creative efforts. A selection, optimization, and compensation model is used to specify the kind of interventions that might provide a basis for developing these capacities and capabilities. The implications of these observations are discussed with respect to both the relevance of available leadership development techniques and the unique needs of people asked to lead creative efforts.     

Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development

Typically, firms consider leadership development (i.e., training focused on skills required for success in leadership roles) and succession planning (i.e., the creation and implementation of long-term plans that address changes in top leadership roles) as two distinct organizational initiatives. In recent years, however, scholars and practitioners have called for a new, more comprehensive approach that considers the organization as a system. Rather than considering succession planning and leadership development as distinctly different initiatives, organizations should work to create internal leadership pipelines that span entry-level employees to executives. To leverage potential advantages associated with instituting comprehensive leadership pipelines and to address practical concerns associated with risk and talent management, we propose the introduction of incremental investment in organization-wide leadership development programs via distinct, evaluative stages – a real options reasoning (ROR) approach to leadership. We argue that blending ROR with skills-based leadership models diversifies risk associated with investments in talent management and increases the ability for targeted, purposeful investment in potential organizational leaders.     

Networks and leadership development: Building linkages for capacity acquisition and capital accrual

Social networks can aid the leadership development process through facilitating access to important developmental assignments and the acquisition of capabilities to handle associated challenges. Although much of the traditional focus of leadership development has been on building intrapersonal capabilities, functioning effectively as a leader necessitates the development of interpersonal capabilities associated with dyadic ties and relational capabilities associated with patterns of ties within networks. Such capabilities allow aspiring managers to accrue not only human capital, but social and system capital as well. Aspiring managers can tap task, career, and friendship/support networks to aid developmental and career success. Structure factors, including strategic choices, network characteristics, and the technological interface moderate the ability of managers to convert potential network contacts into significant leadership development and capital accrual. Personal factors also influence leadership development prospects. Overall, there are many ways in which network concepts associated with dyadic and relational levels of analysis can facilitate addressing the challenges that are key to leadership development.     

Work stress and leadership development: The role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control

Leaders work in highly stressful environments, yet few leadership development efforts have focused on managing work stress. We posit that self- and shared leadership practices can help leaders manage high job demands and increase long-term job control. We examine the effects of high-strain jobs; identify the outcomes of active jobs, and highlight physical fitness as a key strategy of, and flow as a natural outcome of self- and shared leadership. We argue that self- and shared leadership, and the consequent and entailed fitness and flow benefits, support healthful regeneration and increased engagement and are thus vital to the leader's ability to manage work stress and create an active work environment. Our multi-disciplinary model offers a proactive way for leaders to manage the stressful demands of today's work environments.     

The theory and practice of strategic HRM and participative management: Antecedents in early industrial relations

A diversity of opinion exists about the definition, intellectual boundaries, and major premises of the fields of human resources management (HRM) and industrial relations (IR). To help provide a common frame of reference for discussion and debate on the symposium topic, I endeavor in this paper to flesh out a consensus position on these matters. The method used is largely historical. Based on a review of the origins and evolution of the two fields from the early 20th century to the present day, I show that human resources (HR) up to the early 1960s was typically considered to be a subfield of IR. In more recent years, however, HR has largely severed its links with IR and now is widely regarded as a separate, sometimes competing and sometimes complementary field of study. In the last part of the paper I use this historical analysis, together with a review of the literatures in the two fields and the findings and conclusions of the other papers in this symposium, to identity both the commonalities and differences that distinguish the two fields in terms of their approach to science building (research) and problem solving (policy/practice).     

管理培训生项目培训与开发新解

管理培训生项目在一定程度上实现了企业和员工的双赢。本文主要分析了做好管理培训生项目培训与开发的重要意义,再针对当前企业管理培训生项目的培训与开发存在的问题进行简要的分析并从管理培训生的培训需求、培训计划、培训讲师选择等方面提出新的观念来加强管理培训生项目中的培训与开发。     

中国人力资源管理的发展变革趋势

中国改革开放最大的成功在于人性的解放,中国经济社会持续快速健康发展的根本动力是人力资源开发管理所释放出来的巨大能量。本文从八个方面探讨了中国人力资源管理的发展变革趋势,以及这些变革对中国社会和企业发展带来的变化和影响。     

The challenge of international human resource management: balancing the duality of strategy and practice

Over the last two decades there has been an unprecedented increase in the number of organizations that have internationalized their operations. The international movement of labour that has been concomitant with such expansion of international business has meant that issues associated with the management of human resources across international borders are increasingly important to international human resource managers and academics. The research presented in this paper examines international human resource management (IHRM) pedagogy and practice in Australia. It reports IHRM academicians' and practitioners' understanding of the major issues for teaching and practice in IHRM and elucidates current developments and directions for this field.     

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Leadership and talent retention are critical HR-related components in post-merger and acquisition (M&A) integration, but the extent to which these factors interact with each other and eventually contribute to the success of post-M&A integration is under-explored. The present study investigates the effect of leadership styles on talent retention strategies and on the effectiveness of post-M&A integration in a Chinese context. Based on in-depth examination of an M&A case study, we propose that an authoritative, coaching, task-focused and relationship-focused approach has a positive influence on talent retention and effective post-M&A integration in a Chinese context. As far as talent retention strategies are concerned, authoritative leaders use communication, whereas leaders adopting a coaching style use an incentive structure to positively influence talent retention. Furthermore, task-focused leaders use position and performance in order to identify and retain talented employees. By contrast, relationship-focused leaders emphasize the guanxi network, communication and an incentive structure in their strategies of talent retention.     

高校人力资源管理专业人才培养的问题与对策

现阶段,国内一些高校培养的人力资源管理专业的毕业生实践能力普遍不强,毕业后不能及时高效的胜任人力资源管理岗位,人才培养与社会需求严重脱节。针对现状,笔者对国内高校人力资源管理专业人才培养中出现的问题进行分析与论述。     

Strategic global human resource management research in the twenty-first century: an endorsement of the mixed-method research methodology

Global competition is rapidly becoming the norm in which nearly all business organizations must compete in one fashion or another. The complexity and value of strategic global human resource management (SGHRM) will continue to compound in significance as globalization becomes the predominate form of business. Both practitioners and researchers maintain the grapple with understanding the global phenomena and the resulting impact on the entire human resource management system.

Previously, researchers' maintained research programmes utilizing Western-style theories and methods, which were predominantly quantitative, to explore phenomena that may now be inappropriate. These methods and theories frequently do not capture the ‘fabric’ of global phenomena that include complex interactions of culture, institutions, societal norms and government regulations, among a few concerns.

The mixed methods approach is proposed to add the ‘fabric’ required, illustrating the depth and flexibility needed to explore the SGHRM issues. Mixed methods are a combination of qualitative and quantitative approaches that maintain methodological rigour as well as measures for reliability and validity. This paper explores the current methods, the reasons for their lack of success in portraying the depth of the phenomena and why the mixed methods approach appears to be a superior method for research for the SGHRM field.     

创新人力资源管理 推动企业科学发展

随着经济形势和社会环境进入一个新的发展阶段,人力资源已经成为企业最重要的资源,体现着一个企业的核心竞争力。转变发展观念,创新人力资源管理模式,为企业做大、做强提供强有力的人力资源保障,对实现企业科学可持续发展,具有重要的现实意义。     

Effective Japanese leadership in China: co-operative goals and applying abilities for mutual benefit

In the global marketplace, managers and employees must work together even though they may have suspicions based on their different countries' historical rivalry. Social psychological research suggests that co-operative goals and applying abilities for mutual benefit can strengthen the leader relationship between Japanese managers and their Chinese employees. Working in Japanese enterprises in Shanghai, China, 100 employees in private Japanese companies in China indicated their goal interdependence with their Japanese and Chinese managers, their applying abilities for mutual benefit and their conclusions that their manager had valuable abilities and was an effective leader. Structural equation analysis suggested that applying abilities for mutual benefit mediates the relationship between goal interdependence and leader resourcefulness and effectiveness, especially when the manager is Chinese and less so when their manager is Japanese. These results, coupled with previous research, were interpreted as suggesting that co-operative goals and applying abilities for mutual benefit contribute to effective leadership even when managers and employees have different nationalities.     

Employment equity,human resource development and institution building in South Africa

The process of economic and social reconstruction in South Africa (SA) has harnessed capital, organized labour and state agencies in emergent tripartite macro-policy forums; in particular, the National Economic Development and Labour Commission. Public policy on human resource development, affirmative action and diversity issues is increasingly an outcome of negotiations in these structures. However, although significant legislative developments on these issues are envisaged in the near future, institutional adaptation has not been adequately researched. The apartheid state was constructed on the ideological basis of ethnic fragmentation rationalized by ethnic and cultural diversity. At the same time, diversity is a social reality in building common national and organizational goals, symbols and identity.

This paper discusses structural and labour market factors associated with the process of employment equity and diversity management in South African organizations. A research project, the Breakwater Monitor, at the Graduate School of Business, University of Cape Town, has established a national database covering some one million employees, which enables benchmarking of company and sectoral practices in regard to affirmative action, diversity policy, training and development and skills formation. The project has also begun to track diversity representation at all levels across major sectors longitudinally, using a common job evaluation standard for comparability. The project considers both quantitative and qualitative factors in human resource development. Findings from this project are presented and discussed in the context of human resource development.     

浅析人力资源管理系统在企业中的应用与发展

信息化时代的到来,使信息资源管理系统已成为众多企业管理的重要手段。人力资源管理系统的特点是从人力资源管理的角度出发,用集中的数据库将几乎所有与人力资源相关的数据统一管理起来,形成了集成的信息源,友好的用户界面,强有力的报表生成工具、分析工具和信息的共享,使得人力资源管理人员得以摆脱繁重的日常工作,集中精力从战略的角度来考虑企业人力资源规划和政策。     

浅谈人力资源管理从传统性到战略性的开发和转型

企业在发展过程中,人力资源发挥着重要的作用。本文通过阐述人力资源管理的背景,分析构建与实施战略性人力资源管理的理论依据,同时提出相应的政策建议,进而为人力资源的转型提供参考依据。     

充分就业:生态学意义下人力资源开发的语境

中国的经济问题、环境问题和人口问题是现存的主要问题,这三个问题之间有一个交叉点--人与资源配置的失调.这种失调在哲学层面上体现为人的本性需求--劳动能力未充分发挥,在实证科学层面体现为未充分就业.在人类新的价值理想的建构中,劳动作为一种手段,其功能需要从"谋生"转向"乐生",这就是劳动在人的发展中的重要作用.劳动密集型产业的开发和利用是解决现阶段充分就业问题的主要途径之一.     

Market orientation,HRM importance and competency: determinants of strategic HRM in Chinese firms

This study examined three factors leading to a firm's adoption of strategic human resource management (SHRM): market orientation, HRM importance and HRM competency. Using a sample of firms from China, empirical results showed that the three factors are significantly related to a firm's adoption of SHRM. Given the transitional nature of the Chinese economy, the moderating effects of ownership types and firm size were also investigated. However, the moderating effects were not as strong as predicted. Managerial implications and directions for future research of SHRM in an emerging economy context are discussed.     

Assessing public leadership styles for innovation: a comparison of Copenhagen,Rotterdam and Barcelona

This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some of these proved to be more robust than others. Analysis of the three cities reveals a nuanced set of leadership styles, which include a transformational style, and one that is more dedicated to motivating employees, risk-taking and including others in decision-making. This suggests the need for more research on leadership and public-sector innovation.     

浅谈人力资源开发与管理

启动企业人力资源,规范企业管理,建立现代企业制度,开发员工潜能,提升企业核心竞争能力,构建科学高效的、适合企业特点的企业人力资源管理体系,是我国中小企业的当务之急。文章介绍了HRD(人力资源管理)的特点、发展趋势,简述我国中小企业HRD的现状,并且阐述了HRD的理论依据,提出HRD的开发体系。