创新企业战略性绩效管理

当今世界，企业战略管理已成为企业管理的中心。20世纪80年代初，由于人在经济发展和企业竞争中所起的重要作用．西方管理学者，诸如迪奇（N．M．TIchy）等又把人力资源管理提升到一个新的高度，提出了战略性人力资源管理的概念，并认为企业战略、组织结构、人力资源管理是企业有效发挥功能作用的三个核心要素。企业战略性绩效管理就是从企业战略的角度，通过绩效管理，以实现企业战略目标的实现．同时，依靠企业战略性绩效管理，促进员工、部门和整个企业绩效的持续改进，提升企业的核心竞争力，最终推动企业绩效。因此，企业战略性绩效管理已成为企业战略管理控制系统中不可缺少的管理工具和重要手段。     

利用数理分析法对饭店核心员工能力模型有效性的评价研究

饭店由于其特殊性,要求员工素质高,使人力资源管理在组织战略发展中起着越来越重要的作用。如何科学分析和评估核心员工能力素质,利用稳定的管理模式,充分发挥人力资本的价值,成为饭店经营管理者共同关注的问题。本研究以国内高星级饭店为例,借鉴行之有效能力模型构建,用层次分析和模糊评估原理方法分析核心员工能力模型,进而评价饭店管理模式有效性,以帮助组织实现经营战略,有效地搭建人才管理平台,推动组织绩效的提升,进一步帮助饭店提升核心竞争力,实现企业的可持续发展。     

中小企业人力资源管理模式初探

在中小企业战略发展过程中,人力资源管理模式的选择是其决策的核心,而管理模式选择的结果是其经营绩效的直接影响因素。因而,只有积极、科学地探索与企业发展相匹配的人力资源管理模式,才能提高企业绩效,支撑中小企业的可持续发展。当前,基于管理规范化的大型企业的人力资源管理模式的经验研究层出不穷,但其结果较难应用于中小型企业。本文通过分析我国中小企业人力资源管理的特点,结合影响中小企业人力资源管理模式的内外因,提出了中小企业人力资源管理模式选择的基本原则。对于科学、合理选择适应中小企业发展需求的人力资源管理模式,提高其竞争能力与组织绩效,实现自我提升与长期发展具有重要的现实意义。     

员工发展战略的“四个基于”

员工发展战略是一航黎明航空发动机(集团)有限责任公司整体发展战略中的重要组成部分。它为公司经营目标的实现提供着人力资源保证。员工是企业生存和发展的重要动力,是企业的重要财富。我认为.企业的员工发展战略,要在合理组织、有效利用企业人力资源上为企业经营做出长期、科学的安排。其主要内容包括:评估企业现有员工的使用效率.预测未来工作质与量的变化,制定近期和远期的人力资源需求计划;对岗位和个人绩效进行考评,合理分配和使用人力资源;     

绩效薪酬管理对企业财务战略的影响及运用策略探讨

绩效薪酬管理是企业人力资源管理的重要组成部分，科学地实施绩效薪酬管理可以为企业实现财务战略目标营造良好的内部环境，有效提高员工工作积极性，有助于提高员工凝聚力，进而帮助企业实现高质量发展目标。本文以绩效薪酬管理作为切入点，简要叙述了绩效薪酬管理对企业财务战略的影响，并重点探讨了绩效薪酬管理在企业财务战略管理中的运用策略，旨在帮助企业建立高效的绩效薪酬管理体系，使绩效薪酬管理顺利融入企业财务战略管理体系之中，促进企业实现高质量发展。     

浅议企业绩效管理中存在的问题及对策

正一、绩效管理概述(一)绩效管理的概念绩效管理是通过对企业战略的建立、目标分解、业绩评估,并将绩效成绩用于企业日常管理活动中,以激励员工业绩持续改进并最终实现组织战略以及目标的一种正式管理活动。(二)绩效管理的意义绩效管理有助于提升企业的绩效;有助于保证员工行为和企业目标一致;有助于提高员工的满意度;有助于实现人力资源管理决策的科学合理;有助于组织战略目标的实现。(三)绩效管理的重要作用     

克服企业绩效管理中的四个“软肋”

战略是企业为了实现既定的经营目标而制定的在较长时间内奉行的经营路线。优秀企业和一般企业的区别在于能否将既定的战略转化为组织中每位员工的具体行动。反映在绩效管理上,优秀企业在形成绩效计划的时候,能够采用科学的方法将组织战略转化为员工在特定期间的绩效目标,从而将对员工的日常管理和组织战略的执行有效地结合起来。反观大多数成长中的企业,普遍缺乏一个经过深思熟虑、     

创新员工绩效考核的机制

绩效考核是人力资源管理的重要职能,其最重要的目的是将员工的工作活力与组织目标联系起来．将企业员工个人绩效、团队绩效、部门绩效整合到企业的整体绩效中来,以实现企业的发展战略．使企业在发展中壮大。     

知识经济环境下企业推行人力资源管理会计的几个问题

人力资源是21世纪的战略资源。人力资源管理是对组织成员进行的管理．目的在于更好地开发利用组织。中的人力资源．实现企业的经营目标和企业与员工的共同发展。根据我国人力资源数量丰富、开发潜力巨大的特点，走大力强化人力资源开发的道路．使巨大的人口负担转化为巨大的资源优势，变人口压力为动力，化包袱为财富，这才是我国资源开发战略中最为明智的选择。     

绩效评估方法的研究比较

绩效评估是人力资源管理制度中重要组成部分。绩效评估通常被一个组织用作薪资、晋升等决策的基础。并且为组织建立培训计划和员工长期职业生涯发展规划提供依据。绩效评估的有效性直接影响到人力资源制度的激励效果和组织管理的公平性．并对员工满意度有重要影响。在中国企业越来越重视管理的制度化、规范化，越来越重视员工的激励和员工满意度的今天．如何进行有效的绩效评估．是企业十分关注的话题。因此，在进行绩效评估时，如何选择适当的绩效评估方法就成为企业最关心的问题之一．     

组织变革时期民营企业人力资源管理探析

本文从组织变革时期民营企业人力资源管理面临的主要问题出发,探讨了履行好人力资源管理职能的几个前提,并指出组织变革时期民营企业人力资源管理战略思考,即建立与企业发展战略相匹配的分层分类的战略性人力资源管理体系,以及基于战略思考与管理现状的具体对策。     

Competition

This article examines the adoption of strategic Human Resource Management (HRM) by for-profit and non-profit knowledge-intensive health services (HS) organizations in the Australian context. Survey data collected from senior executives are used to test the relationships between a strategic HRM model and firm performance. Path analysis found that for HS firms, irrespective of whether for-profit or non-profit, adopting strategic HRM could increase organizational performance. Strategic HRM could be achieved through the cultivation of an external orientation to customers' demands and a commitment to employees. Building an external orientation with internal structural dimensions such as commitment to employees, allows HS organizations to develop a strategic HRM approach with human capital-enhancing HRM practices. Public and non-profit organizations in the HS industry facing or undergoing health sector reform need to be aware of both of these orientations in order to adopt strategic HRM and improve their performance.     

Caring human resources management and employee engagement

Research on employee engagement has demonstrated that human resource management (HRM) practices and systems are positively related to employee engagement. However, it is not clear what HRM practices or system of practices is most important for employee engagement or the theoretical mechanisms that intervene and explain the link between HRM and employee engagement. In this paper, I provide answers to these two important questions by developing a model of caring HRM and employee engagement based on the engagement, organizational climate, and strategic HRM literatures. The model indicates that a system of caring HRM practices (job design, training and development, flexible work arrangements, work-life balance, participation in decision making, health and safety, career development, and health and wellness programs) will result in an organizational climate of care and concern for employees that employees will respond to by caring for the organization which they will enact with higher levels of engagement. This model provides many avenues for future research and practice on HRM and employee engagement and introduces the notion of a caring HRM system and an organizational climate of care and concern for employees to the literature on employee engagement.     

An examination of factors associated with the integration of human resource management and strategic decision making

Conceptually, a central aspect of “strategic HRM” is the integration of the HR function with strategic decision making. Little is known, however, about the factors that influence integration or its subsequent effects. Using data from 148 diverse organizations, it was found that strategic type and whether or not top management views employees as strategic resources were associated with integration, but that labor market munificence and organizational growth were not. The results concerning the relationship between integration and performance were surprising; integration was associated with a lower evaluation of the HRM function by top management. © 1998 John Wiley & Sons, Inc.     

Strategic human resources management is irrelevant when it comes to highly skilled professionals in the Canadian new economy

The goal of this paper is to explain the commitment behaviour of highly skilled professionals in Canadian business-to-business (B2B) technology services companies that do not have a formal and explicit managerial commitment strategy and to emphasize the need to take the organizational context into consideration when developing a theory that seeks to account for differences in employee's organizational commitment. Our contribution is to reappraise the relevance of the traditional organizational commitment definition in this organizational context, a new organizational form. We demonstrate that in the companies which are different from the traditional bureaucratic organizational forms and which employ highly qualified professionals, the employment relationship is based on a psychological contract that is not accounted for in the strategic HRM theory.

Indeed, the basic principles of strategic HRM dictate that an organization's most valuable asset is its employees; it is therefore incumbent on management to do whatever is necessary to retain its workforce, readily described as a key resource, and to use human resources management (HRM) practices as tools to elicit commitment. In a study of highly skilled workers in Canadian business-to-business (B2B) technology services companies belonging to the so-called ‘new economy’, we observed that although the competitive advantage enjoyed by these companies depends to a large degree on the creativity and innovativeness of their workforce, these companies barely have any official HRM policies, and the HR department plays a very unobtrusive role. Yet, no one could say that the employees in these firms are not committed – on the contrary! This situation has several implications in terms of career for these professionals, in terms of HR practices for the employers.

Nevertheless, until now, existing theoretical models of organizational commitment have shown little interest in highly skilled workers in general and even less in new economy professionals.     

Business Strategy,HRM Practices and Organizational Performance: A Study of the Indian Software Industry

ABSTRACT

Human resources and human resources management system create competitive advantage in today's global market economy that provides wider access to technology, finance and other resources. HRM research has set a new trend with its linkage process with business strategy and organizational performance to find a place for the profession and add value to the organization. This paper intends to unveil the business strategic models, HRM practices and organizational performance in Indian software companies. The study has found that there is a significant difference among HR practices in software companies in India based on Miles and Snow's strategic types, viz., prospectors, defenders, analyzers and reactors. Although reactors showed their difference from other strategic types, no significant difference was found among three proactive strategic types, viz. prospector, defender and analyzer. With regard to performance analysis, it was found that prospectors have a comparative advantage over other strategic types in almost all performance parameters. Although incentives and stock options have a greater overall impact on performance parameters, there is a lot of difference among factors that influence organizational effectiveness in three proactive strategic types.     

The organizational choice of human resource management practices: a study of Chinese enterprises in three cities in the PRC

This study examined the effects of an organization's contextual variables on the choice of human resource management (HRM) practices to secure, nurture, reward and retain managerial employees. The contextual variables included organizational characteristics (ownership, age and size), on the one hand, and its competitive strategies (innovation, quality and cost) and the strategic role of the human resource function, on the other. Data were collected through a questionnaire survey of general managers and human resource directors from 326 joint ventures and state-owned enterprises located in Shanghai, Nanjing and Guangzhou, three major cities in China. Using structural equation analysis, we examined both the direct and indirect effects of the contextual variables on HRM practices. The indirect effects were measured through the strategic role of the human resource function. Results indicated that ownership and the strategic role of the human resource function were key variables in explaining an organization's choice of HRM practices. Age and size of the organization had limited effects. Compared with cost and quality strategies, the innovation strategy affected HRM practices, both directly and indirectly, indicating the increasing dynamism of the Chinese economy in its move towards a market orientation.     

A problematic transition to a strategic role: human resource management in industrial enterprises in China

The Chinese government has launched extensive reforms to encourage integration with the global economy. Our research investigates the implications for human resource management practices of the changing business environment in China, ownership of organizations, organizational strategies and strategic integration of the HR function. We conducted two surveys in major Chinese cities in 1994/5 and 2001/2, with managers of state-owned, privately owned, collectively owned and foreign-invested enterprises.

Regression analyses showed that organizational strategy and organizational ownership, in contrast with earlier research, were not found to be strong predictors of HRM practices. The changing business environment in China and participation by the HR function in strategic decision-making were the strongest predictors of HRM practices. Overall, a strategic role for the HR function and implementation of ‘Western’ HRM practices are becoming more prevalent in China, although the legacy of traditional practices endures and new challenges are emerging.     

Dynamizing human resources: An integrative review of SHRM and dynamic capabilities research

Human resource management (HRM) systems have been extensively analyzed in academic research yet limited attention has been paid to the role of HRM dynamic capabilities (DC) and their impact on resources and practices, employee well-being and firm performance. Our study bridges this gap by defining a new categorization of HRM DC based on their ultimate aims: building knowledge, advancing social integration and developing reconfiguration-enhancing mechanisms. In parallel, we offer an integrative framework to shed light on how strategic human resource management (SHRM) can accelerate HRM DC development. Through this conceptual process model and typology of capabilities, we deepen the discussion around the core components of HRM systems, HRM DC, and their effects on resources and practices, employee well-being and performance. In practical terms, HRM DC represent a promising driver of sustainable long-term organizational growth by enabling firms to boost their strategic agility and capacity to navigate in the presence of environmental dynamism.     

我国物流企业管理人员胜任力模型探析

物流企业的不可模仿的核心竞争力的形成将来自于员工的胜任能力,尤其是那些具有高技能管理人员能力的管理。因此,如何构建基于胜任力的HRM成为一项重要工作。旨在通过采用战略导向与行为事件访谈法构建我国物流企业管理人员胜任力模型,以作为物流企业人力资源管理与开发的基础,通过运用胜任力模型可以更好地招聘适合企业的高绩效员工,优化企业的人力资源配置,促进绩效、薪酬的管理体系的改革,更有效地规划员工的职业生涯,在企业与员工之间建立一种互惠共赢的模式。