Book Reviews

Books review in this article: Managing Performance Appraisal Systems Gordon C. Anderson The Handbook of Human Resource Management Brian Towers (Editor) Principles of Human Resource Management David Goss Human Resource Management: Key Concepts and Skills P.B. Beaumont Designing Organizations: A Decision Perspective Richard Butler Employment Relations: Industrial Relations and Human Resource Management In Australia Margaret Gardner and Gill Palmer Human Resource Management In Europe Shaun Tyson, Peter Lawrence, Phillipe Poirson, Luigi Manzolini and Ceferi Soler Vicente (Editors) Managing Learning In Organizations D. Casey     

A reexamination of the web‐based job demand for PHR and SPHR certifications in the United States

Over the past decade, the exponential growth in Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR) certifications awarded by the Human Resource Certification Institute substantiates the need to reexamine the base rate of HR job announcements that require or prefer such certification. Based on a sample of Web‐based job announcements in 2002, Aguinis, Michaelis, and Jones (2005) reported that only 1.4 percent required or preferred PHR/SPHR certification. Using a similar design, the current study found that 15.6 percent of job announcements required or preferred PHR/SPHR certification, which is nearly 11 times the rate found in the Aguinis et al. (2005) study. Results also suggested the demand for PHR/SPHR certification was positively related to experience, educational level, and job title level, with the base rate reaching 25.1 percent for managerial HR roles.     

Book Reviews

Books review in this article: Human Resource Strategy: Towards A General Theory of Human Resource Management Shaun Tyson Analysing Learning Needs Malcolm Craig, Phd. Enterprise Without Unions: – Industrial Relations In the Nonunion Firm Ian Mcloughlin and Stephen Gourlay Gender Inequality At Work Jerry A. Jacobs (Ed) The People Side of Project Management Ralph Kliem and Irwin Ludin     

Still in search of strategic human resource management? A review and suggestions for future research with China as an example

Strategic human resource management (SHRM) has been an important strand of research in the HRM field for over three decades, and has attracted heated debates in recent years. One main critique of the state of SHRM research is its increasing detachment from HRM practice, in the pursuit of more theoretical rigor and methodological sophistication. Our review article has two main tasks. First, we review SHRM research published in two leading HRM journals—Human Resource Management and Human Resource Management Journal—in the light of the criticisms on SHRM research and use this as a backdrop of our second task. Second, we critically examine SHRM research conducted in the Chinese context by drawing on a systematic review on extant literature. In doing so, we draw on a wider range of HRM journals such as Human Resource Management Review, The International Journal of Human Resource Management, and so forth. We find that while the trend of psychologization in SHRM research is gathering pace, the range of theoretical perspectives mobilized to inform the studies is actually expanding. We call for SHRM research to be more contextualized and more practical phenomenon‐driven SHRM research. We indicate several avenues for future research, using China as an example.     

Exploring the link between organizational values and human resource certification

We contribute to the discussion of human resource (HR) certification by identifying organizational values as a key antecedent to (1) an organization's use of HR certification and (2) whether organizational members choose to pursue HR certification. Building on research which has looked at the influence of organizational values on the behavior and attitudes of the organization and its employees, we propose that key organizational values will influence the extent to which an organization and its members value HR certification. Specifically, we explore the relationship between the organizational values of innovation, people orientation, and stability and the extent to which an organization uses HR certification for selection purposes. In addition, we propose that these key organizational values will also influence whether the organization's members pursue HR certification. Exploring the link between key organizational values and HR certification is critical to our understanding of an organization's HR practices and the behavior of its employees. By taking a more organization focused perspective, we highlight the top-down effects of organizational values on the value of HR certification and call for additional research on the antecedents of the value of HR certification.     

Who needs MBAs in HR? USC's strategic human resource management MBA concentration

This article describes the MBA concentration in Strategic Human Resource Management offered by the Marshall School of Business at the University of Southern California. Very few MBA programs offer such a concentration. We discuss the genesis of USC's program, its rationale, and its components. Launched in 1996, the program's success derives in large part from its close industry links. © 1999 John Wiley & Sons, Inc.     

Assessing the value of human resource certification: A call for evidence-based human resource management

We are delighted that our article on the value of human resource (HR) certification (Lengnick-Hall & Aguinis, 2012) has generated so much interest. In this brief response, we identify two key similarities across all of the articles published in this special issue (including our own). First, all commentators care deeply about the field of human resource management (HRM). Second, all commentators believe that additional empirical research is needed to assess the value of HR certification for stakeholders inside and outside of the field of HRM. We offer a concrete course of action. Specifically, we issue the following challenge to the Society for Human Resource Management (SHRM) Foundation: Issue a call for proposals for empirical research on the value of HR certification. Such a call would provide funding so that teams including both researchers and practitioners are encouraged to conduct research on this topic. Moreover, such a collaborative approach involving the SHRM Foundation, the HRM scholarly community, and the HRM practitioner community is likely to elevate the field of HRM and produce valuable knowledge about the value of HR certification for stakeholders inside and outside of the field, which in turn will also help narrow the much-lamented science–practice gap.     

The organization of Human Resource Management in temporary work agencies—towards a comprehensive research agenda on temporary agency work in Germany,the Netherlands and the US

While many studies suggest that companies use temporary agency work only as a short-term instrument to adjust the workforce in line with demand, recent research has pointed to new developments in employers' use of temporary agency work. Studies have highlighted the development of increasing long-term contractual relationships between temporary work agencies and client companies in countries such as Germany, the Netherlands and the US. What is missing in the current debate so far are insights on how temporary work agencies are responding to new expectations by client companies. Therefore, possible strategies are analyzed with special regard to the design of Human Resource Management instruments in temporary work agencies. Although the Human Resource Management is the core competency of temporary work agencies, surprisingly little attention in the academic literature has been paid to the question how Human Resource Management should be structured in order to support the adopted strategies by the agencies. This will be analyzed in the paper with a special focus on the situation in Germany, the Netherlands and the US, developing propositions for further research and a comprehensive research agenda for international comparative studies.     

Paths into the economy: structural barriers and the job hunt for skilled PRC migrants in Canada

Well-educated and trained Chinese professionals immigrating to Canada face barriers in finding jobs. To understand this wastage of human capital, we see entry to the professions as mediated by frameworks. The social construction of careers influences the demand for labour. Human capital is a social construct defined by certification procedures in Canada and by the way Canadian employers perceive appropriate matches of jobs and job applicants. Their demand for people with 'Canadian experience' blocks entry into higher-level jobs. The study interviewed thirty-two couples in 1999-2001 using qualitative methods to learn about their experiences finding jobs in Toronto.     

Editor's note

We are very excited about this issue of the Journal. It inaugurates a new alliance among the University of Michigan, John Wiley & Sons, and the Society for Human Resource Management. For 34 years, the University of Michigan has had editorial responsibility for Human Resource Management; for the last 12 years Michigan and Wiley have partnered in publishing the Journal. Beginning with this issue, the Society for Human Resource Management (SHRM) will join us to edit, publish, and distribute the Journal; Michigan will continue to take editorial leadership. With an outstanding Managing Editor (Gerry Lake); prominent Associate Editors, (Dick Beatty, Sharon Lobel, Craig Schneier, Arthur Yeung, and K. Michele Kacmar), and a world-class Editorial Board, the Journal will continue to push frontiers of HR theory, research, and practice. Wiley will continue to offer publishing expertise, and SHRM brings to this alliance the world's largest association of HR professionals (over 70,000 members). SHRM also, through its foundation, has a commitment to theory and research which further the profession of HR.     

The Strategic Integration of Assessment and Development Practices: Succession Planning and New Manager Development

Christopher Mabey and Paul Iles review various dimensions of the ‘strategic’ integration of human resource policies and explore ways in which such integration might be promoted through a career management focus. the argument is illustrated with reference to the use of development centres in the National and Provincial Building Society and a new management development programme at Rank Xerox respectively. Christopher Mabey is Head of the Centre for Human Resource and Change Management at the Open University Business School and Paul Iles is Professor of Human Resource Development at the Liverpool Business School and Director of its Centre for Human Resource Development.     

Labour inclusion of people with disabilities in Spain: the effect of policies and human resource management systems

Abstract

This research answered the question of which elements, linked to HR management, facilitate the labour inclusion of people with disabilities. We analysed the existence of policies in different organizations, and the interaction between these policies and the adaptation of the human resource management systems in order to archive effective labour inclusion. Spanish Human Resource managers answered a questionnaire theoretically based on the Human System Audit model. Results showed that the existence of a strategic plan for the normalization of disability in the work environment effectively leads to high levels of inclusion. This is especially relevant for those organizations that have not adapted the systems of training, professional development and internal communication to people with disabilities. The added value and newness of this research lies in bringing empirical evidence on the role of a strategic plan to normalize disability in the work environment, a policy with an internal- and external-focus, as a diversity strategy roadmap in the framework of an inclusive culture.     

Training at IBM's human resource service center: linking people,technology, and HR processes

IBM's Human Resource Service Center (HRSC) delivers centralized human resource operational support to over 500,000 IBM employees and retirees (including spouses and dependents). Its success is attributed to a skilled workforce focused on technology and end‐to‐end HR program support. Technology allows the Center to handle high volumes of customer requests while offering self‐service options and tiered support. Training is key to delivering quality service center support. This article describes the HRSC's methods to train customer service representatives and program specialists as well as the training challenges. © 1999 John Wiley & Sons, Inc.     

Book reviews

Book review in this article: International Human Resource Management Derek Torrington Policy and Practice in European Human Resource Management C. Brewster and A. Hegewisch (eds) The Volvo Experience–alternatives to lean production in the Swedish auto industry Christian Berggren Enriching Production–perspectives on Volvo's Uddevalla Plant as an alternative to lean production Ake Sandberg (Ed.) The Economics of the Trade Union Alison L. Booth The Economics of the Trade Union Alison L. Booth The Dynamics of Workplace Trade Unionism–Shop Stewards' Trade Unions in Britain (2nd edition) John McIlroy     

高校薪酬制度的国际比较及其对我国研究型高校薪酬制度改革的启示

随着我国高等教育体制特别是高校人事制度的深化改革,研究型高校的薪酬制度再设计颇受各方关注。本文首先剖析了当前我国高校薪酬制度存在的主要问题,然后通过对美国、法国、德国、印度等国家高校薪酬体系的比较分析,提出我国研究型高校薪酬制度改革的若干建议。     

Implications for the design of human resource management—Education,training, and certification

The articles in this issue suggest that Human Resource Management (HRM) educators need to seriously consider questions of what to teach, when to teach it, who should teach it, and to whom. The discussion in this article focuses on these questions and concludes that HRM education can and should address varied content areas, assist HR professionals in effectively interacting with the broader environment, occur at multiple points in individuals' careers, and be delivered by a variety of sources. No single approach to HRM education is likely to meet the varied needs of today's HRM professional. © 1999 John Wiley & Sons, Inc.     

Executive perceptions of adopting an environmental certification program

Environmental certification is playing an increasingly important role in the strategies of many businesses. This is due in large part to consumer demand for environmentally friendly products. Little is known, however, about why executives adopt environmental certification for a product or process, or how they view the benefits and challenges of certification. This paper seeks to advance our knowledge in this area by exploring executives' perceptions of benefits and challenges associated with adopting an environmental certification program. We surveyed executives in the kitchen cabinet industry about a second party certification scheme initiated for producers in that industry. Results suggest that perceptions of the benefits and challenges of environmental certification differ significantly based on whether the company had or had not adopted the certification scheme in question. The paper considers the implications for companies considering adopting environmental certification as well as for organizations providing certification schemes. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.     

一种改进的人力资源价值计量方法

人力资源价值计量问题是人力资源会计的一个难点。对已有的人力资源价值计量方法进行了简单的评述,并在考虑非货币因素的基础上,对未来工资报酬折现法进行了改进,使得新的计量方法更具有合理性。     

Book Reviews

Aileen McColgan, Just Wages For Women Sandra Fredman, Women and the Law Paul Blyton and Peter Turnbull, The Dynamics of Employee Relations Christopher Mabey, Denise Skinner and Timothy Clark, Experiencing Human Resource Management C. Rowley, Human Resource Management in the Asia Pacific Region: Convergence Questioned Michael Poole and Malcolm Warner, The Handbook of Human Resource Management