HR的e化对大学人力资源管理教育的影响

本文讨论了e-HR对人力资源管理者的职能、角色的影响,并据此提出大学人力资源管理教育的定位和几点共识,并提出大学人力资源管理教育中应涉及的技能和能力.     

初级HR:最简单的其实最不简单

慎行第一步 最初的人事管理曾经以帮助一线经理搜集备选人员为主要功能之一,由于只是帮助的角色,很少对用人结果和效益负责,所以招聘几乎成了最容易做但也最不容易出彩的一项工作.     

HR professional development: creating the future creators at the University of Michigan Business School

This article focuses on the development of mid‐ to senior‐level HR professionals through a public program offered at the University of Michigan Business School. We suggest that developing HR professionals requires a theory of competencies about what HR professionals must know and do and a development experience based on those competencies. We highlight how we have created a competency model over the last decade and designed our HR executive programs to deliver against this model. We also show the pedagogical techniques used to deliver these competencies. © 1999 John Wiley & Sons, Inc.     

The diffusion of HR practices in unions

Unions, like other service industry and/or nonprofit employers, are uniquely dependent upon the performance of their human resources to ensure organizational success. Consequently, unions have much to gain from adopting a more strategic focus in the management of their vital human talent. While some unions are moving toward greater sophistication in their internal HR practices (Clark and Gray, 2005), as a whole unions have been slow to embrace a strategic outlook on human resources and adopt HR practices that could improve union effectiveness and rejuvenate the union movement. In this paper, I identify and discuss internal organizational characteristics and external environmental factors that may influence the adoption of more sophisticated HR practices by labor unions. It is hoped that the framework that is suggested here can be used to launch research directed at understanding and improving the diffusion of good HR practices among unions that could subsequently improve both the efficiency and effectiveness of unions as institutions.     

Human capital revisited: The role of experience and education when controlling for performance and cognitive skills

Human capital theory predicts that differences in wages arise because of differences in human capital. The latter can be accumulated in two ways: through experience and education. Using matched firm–worker data for the Ghanaian Manufacturing sector we first test whether changes in wages over the life cycle reflect changes in performance, following the methodology of Medoff and Abraham [Medoff, J.L., &; Abraham, K.G. (1980). Experience, Performance, and Earnings. Quarterly Journal of Economics, 95(4), 703-736; Medoff, J.L., &; Abraham, K.G. (1981). Are Those Paid More Really More Productive? The Case of Experience. Journal of Human Resources, 16(2), 186–216]. We find that wage–seniority profiles are independent of performance – a result that holds when controlling for firm fixed effects. Extending the analysis, we include a control for on-the-job-training and find that it does not attenuate the seniority profile, which is also at odds with human capital theory. We do find however that firm characteristics play an important role. Wage–seniority profiles are steeper in large firms, but performance profiles are not, suggesting that the results from Medoff and Abraham are specific to large firms. We then assess the role of education. Our results confirm that education is important for the allocation to job levels. Using data on cognitive ability, we also find that the effect of education on wages is at least partially because it signals cognitive ability. We also find evidence that the returns to education are not related to performance, while the returns to cognitive ability are.     

田浚：“做HR的Google”

在一般人的眼里，40岁之前的田浚是一个典型的“稳妥、踏实而且优秀的男人”     

摩托罗拉HR的三件“暗器”

摩托罗拉的人力资源管理,既能让人体验到先进的技术和行之有效的方式带来的成效,又能让人感受到这家拥有88年历史的老字号的文化内涵,以及其真正尊重人才的魅力     

救火队与HR因果论

一大早刚刚开始一天的工作,突然深圳来电,说有一个重要员工没有交接就离开了,问我如何处置. 　　然后讨论,如何应对离职本身,如何应对当事人,如何应对周边的影响等等……讨论进行了1个小时以后,蓦地我意识到我们进入了两难的死胡同:这位员工在业务上起着重要的作用,但是并没有得到与之相称的重视,只有长期以来一味的过度使用,在薪资奖励和发展计划方面上级也没有付出过任何关注,虽然这样的问题大家一直也知道,但总是“没有时间“和“来不及“作出任何努力……于是才有今天进无可进,退也无路的局面,此时此地,想要“全身而退“、双赢而且没有输家的期望,几乎完全不可能.……     

HR research in the Netherlands: imitation and innovation

In this paper we present an overview of Dutch HRM Research in the last decade, based on a content analysis of academic journals in this area. Also included is a comparison between UK and USA research, on the one hand, and Dutch research, on the other. Looking back, we conclude that HRM research in the Netherlands has had a relatively institutional character and has been less focused on HRM activities in a narrow sense. Dutch HRM researchers have paid less attention to the strategic positioning of HRM, to the redesign of HRM tools in the area of through-flow and performance management (appraisal, reward systems, feedback mechanisms) and to the monitoring of the effects of HRM. In this way HRM research has not reflected the key HRM issues occupying the attention of practitioners. From more recent patterns, however, we expect Dutch HRM research increasingly to reflect managerial concerns. This does not imply full convergence with US patterns, especially given the Dutch traditions in industrial relations and personnel management. The challenge for Dutch research on HRM is to find the right balance between market forces and institutional arrangements, including a fair position for the workers; this will have to do justice to the long established tradition of industrial democracy and consultation practices among the various stakeholders.     

美国依阿华州立大学设计基础教学初探

本文以美国依阿华州立大学(ISU)的设计基础教学为研究对象,主要分析了其中的四个课程单元,即Doorway(入口设计)、Poste(r明信片设计)、Pattern(工具制作与空间建构)、Re-presentation(整合表现)。结合其本科课程设置模式初步总结了其教学特点希望对国内设计基础教学改革有所启发和借鉴。     

The trend toward accountability: What does it mean for HR managers?

The purpose of this paper is to provide an overview of the accountability trend and what this trend means for HR managers. We begin by defining performance measurement and its relationship to performance management and evaluation. We then discuss the legislative incentives behind federal performance measurement, such as the Government Performance and Results Act (GPRA), that are designed to improve the effectiveness, efficiency, and accountability of taxpayer funded programs and how these initiatives affect HR programs. Following this, we review the implications for HR professionals and the fundamental concepts of performance measurement, including common performance measurement methodologies. Finally, we conclude by highlighting the challenges of implementing a performance management system, as well as lessons learned from agencies who have implemented performance measurement or management systems in the past.     

HR Practices,Customer-Focused Outcomes,and OCBO: The POS-Engagement Mediation Chain

Employee Responsibilities and Rights Journal - The mechanisms through which HR practices impact employee-level and organizational-level outcomes continue to intrigue HR academicians and...     

招聘中真实信息的提取与虚假信息的防范

随着市场经济的发展，我国的市场体系在不断地完善。同时，随之而来的就是人力资源流动频率加大。为了能够招用到合适的人才，企业相应的人力资源招聘工作的重要性日益凸显出来。然而，在目前的劳动力要素市场上一些虚假信息大量充斥。[编者按]     

国外高校学生事务管理队伍的建设及启示——以俄亥俄州立大学为例

加强对辅导员队伍长效机制的建设,提高队伍的整体能力和职业素质,保持辅导员队伍建设的可持续发展,是大学生思想政治教育工作永葆活力的重要基础和前提。文章以俄亥俄州立大学为例介绍了国外高校学生事务管理选聘机制、培训培养机制和管理考核机制,希望对于努力开创我国高校辅导员队伍建设工作的新局面,加强和改进大学生思想政治教育的优异成绩具有一定的理论意义与参考价值。     

程式化与人性化：知识经济时代企业人力资源管理战略选择

未来的人力资源管理是一种战略型人力资源管理在任何一个组织中,认识人和管理人都是相辅相成的.就是说,对人有什么样的认识,就有什么样的管理措施.这在人力资源管理的历史中体现得十分明显.沙因在<组织心理学>一书中提出了四种人性假设,在某种意义上可以说,就是认识人与相应管理措施的一种历史演变.     

物管业瓶颈:人"薪"不并重

物管领域突显“人“的问题 　　物业管理行业是劳动力密集型产业,是通过为客户提供无形或有形的服务来实现价值的行业.物业管理的这一特性决定了人(无论是管理的人还是提供服务的人)是这个行业的关键要素,忽略了这个要素而谈论解决行业内的任何问题都是无用功.在物管领域,无论是树立企业品牌还是获得利润最大化,很多问题其实归根结底是人的问题.目前物管行业“人“的基本情况是:……     

The role of strategic HR practices in organisational effectiveness: an empirical investigation in the country of Jordan

This study responds to the call of researchers, and is conducted in a non-western context in the country of Jordan. The study contributes to our understanding of human resource (HR) practices' impact on organisational effectiveness. The empirical analysis is based on theoretical prepositions that motivated employees through good HR practices stay longer and contribute positively to the overall financial performance of organisations. Rigorous statistical testing of the data on the population of financial firms shows that careful recruitment and selection, training and internal career opportunities have a positive impact on reducing employee turnover. Training, in particular, is found to have a strong positive impact on financial performance measured by return on assets and return on equity. Furthermore, the findings provide strong support for the direct approach in strategic HR management–performance research that a group of best HR practices will continuously and directly generate superior performance. Despite such compelling arguments, however, we did not find evidence to support the notion that a bundle of HR practices impact better on financial performance than individual HR practices. It is possible that the optimal configuration may not only be contingent on national context, but could be due to the sector and the specific characteristics of the firm.