企业社会责任、人力资源管理与财务绩效的关联性分析

国内关于企业社会责任如何作用于财务绩效的研究仍非常有限,且研究结论也不太一致。于是,有学者开始从人力资源管理、企业创新、竞争优势等角度来分析企业社会责任对财务绩效的影响。但企业社会责任通过人力资源管理作用于财务绩效的路径仍不清晰。本文拟从理论和实证角度来分析企业社会责任、人力资源管理与财务绩效三者之间的关联性。     

我国企业人力资源管理效能衡量模式研究评述

总结我国学者在人力资源管理效能衡量模式研究领域的主要成就,把我国关于企业人力资源管理效能衡量的研究历程界定为:自外而内的“移植”、“引进”、自泛而专的“唤起”、“聚焦”和系统化的“整合”、“创新”阶段。分析目前国内企业人力资源管理效能衡量模式的研究动态,并进一步探讨了企业人力资源管理效能衡量模式研究的发展趋势和研究空间。     

企业组织文化差异的实证研究

目前国内关于企业文化与企业经营绩效关系的研究较多,但对在不同影响因素下的组织文化或企业文化的差异的实证研究很少。在实际企业管理中,有必要对在不同影响因素下企业的文化作一差异分析,以对企业的组织文化建设、人力资源管理提供具有指导意义的研究结果。     

战略人力资源管理与组织绩效关系研究回顾

战略人力资源管理的实践及其与组织绩效的关系一直是理论界和企业所关注的重点。本文主要回顾近年来国内学者基于中国情境下所进行的实证研究情况,梳理战略人力资源管理与企业绩效关系及两者间作用机制的理论基础和研究思路,并提出今后进一步研究的方向。     

中日人力资源管理对比探讨

随着中国加入WTO,国内企业面临着外国企业的巨大竞争。为了在这种竞争狂潮中生存,中国企业必须尽快建立自己的竞争性人力资源管理模式。对中日人力资源管理模式和特点的比较研究可以证明,两国人力资源管理在改革方法,员工素质,员工职业生涯规划,招聘和企业文化等方面存在差异。这就要求中国企业开展文化建设,设计完善的薪酬体系,加强员工培训和绩效管理,有效促进我国人力资源管理的战略发展。     

浅谈企业文化对人力资源管理的促进作用

企业文化作为企业管理中重要组成部分,企业文化和核心主要是以人为本,在企业人力资源管理发挥着非常要的作用。在企业人力资源和管理中,企业文化主要用于激励员工,提高企业员工工作效率,增加企业员工工作质量。本文主要对企业文化和人力资源管理的概念进行阐述,研究企业文化对人力资源管理的促进作用。     

当前国有企业人力资源管理问题及对策

人力资源管理作为舶来品，进入国内企业的历史并不长。国内一些专家学者在促进国内企业提高人力资源管理水平上也做出了不少努力和贡献。然而，由于传统计划经济形成的旧的管理模式的影响和轻程序轻理性的中国文化的积淀，依靠人治的方法和非理性的管理意识，在国内企业中依然很普遍，这也影响了现代人力资源管理的技术与方法在企业中应用。国内企业在人力资源管理理念和操作方式上，均还处于比较初级的层次。因此，对目前大多的国内企业而言，更重要的就是要进行规范化的人力资源管理体系建设。     

虚拟人力资源管理的概念、理论框架及实践

虚拟人力资源管理是适应全球化、网络化企业竞争的一种新型管理方式。国内外学者对虚拟人力资源管理给出了不同的定义,主要认为虚拟人力资源管理是一种战略性人力资源管理,是以信息网络技术为支撑,以伙伴关系为基础,可将其分为组织虚拟和技术虚拟两大类,目的是为了更好的获取、应用、开发和配置智力资本,促进组织发展。根据企业虚拟人力资源管理的动因,对虚拟人力资源管理的实证研究、运行机制、风险及缺陷进行了分析。提出了虚拟人力资源管理研究与实践的未来发展趋势:虚拟人力资源管理的系统化、文化融合、专业人力资源管理服务机构的发展。进而推动组织变革和企业的持续健康发展。     

浅析企业文化与人力资源管理有效匹配

企业文化与人力资源管理有着密切的关系，人力资源管理中自始至终都渗透着文化的影响，企业人力资源管理保障是企业文化的宣贯落实，本文通过分析研究企业文化特有的人力资源管理策略，提出了企业人力资源管理必须充分发挥人力资源优势，促使企业文化与人力资源匹配协调。     

企业文化与人力资源管理分析

企业文化是一个企业无形的宝贵财富,是人力资源管理的客观反映。在企业文化建设和人力资源管理与开发的研究和实践中,企业文化建设和人力资源管理存在着互通共生的效应,两者相互促进,相互补充。加强企业文化建设能够更好激发员工的智力资源,发挥员工主观能动性,是推动人力资源管理的重要一环。同时,健全的人力资源管理体系是促进企业文化建设的可靠保障。     

跨国经营人力资源管理模式的选择

自从实施“走出去”战略以来,中国企业的跨国经营管理活动日益频繁,文章以跨国经营人力资源管理模式为中心,在回顾国内外的相关研究成果的基础上,从组织文化、战略定位、职能管理、资源配置等四个视角归纳了跨国经营中存在的人力资源管理模式,提出了以经营绩效为选择标准、外生因素和内生因素为制约要因的跨国人力资源管理的选择模型。     

International human resource management strategies of Chinese multinationals operating abroad

Strategic international human resource management (SIHRM) is crucial for the effective leveraging of human resources in organizations to achieve the desired business strategies. There is a rich collection of studies on western multinational corporations (MNCs) in China, but few studies that explore the SIHRM of Chinese MNCs operating overseas. This study utilizes cross-level, in-depth interviews to analyse SIHRM of three large Chinese multinationals. The paper contributes to literature by addressing two contextual SIHRM issues, namely the characteristics of the SIHRM for Chinese multinationals and how their SIHRM orientation facilitates their international investment and operation. The findings indicate that organizational transformation is the starting point for latecomers matching their international HRM strategies. Their SIHRM approaches, such as forming learning organizations, reliance on host-country nationals, reconciling both home and host-country effects and promoting ‘best practices’, facilitate their international operations.     

Guanxi and OCB: The Chinese Cases

Studies of human resource and cross-cultural management are gaining greater attention in international markets. In response to this trend, for multinational enterprises, understanding of the culture and values of other countries as well as their organizational citizenship behavior (OCB), which focuses on members’ positive interactions for better achievements in organization, has gained importance. This study aims to explore the effects of national culture and guanxi on the OCB in Chinese society including mainland China and Taiwan. The results reveal that national culture and guanxi have significant impacts on the OCB, and people in mainland China and Taiwan have different cultures and OCB of their own.     

人力资源管理与传统文化

管理的对象是人,社会文化背景的不同,人们的生活方式和行为方式也不一样。不同的民族文化传统,会使人力资源管理模式带上鲜明的民族特征。从传统文化的角度,分析了美国、日本、新加坡三国的人力资源管理模式特点,以期对我国人力资源管理有所启迪。     

The Impact of Human Resource Management on Environmental Performance: An Employee-Level Study

This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the relationship between strategic human resource management and environmental performance, and that internal environmental concern moderates the effect of strategic human resource management on organizational citizenship behavior for the environment.     

集体主义人力资源管理与员工积极、消极互惠：组织认同与关系认同的中介差异

积极互惠与消极互惠是互惠行为中概念相对的重要组成,文章从集体主义人力资源管理出发,比较其对两种互惠行为的影响,并以组织认同、关系认同作为中介变量研究其中介差异。研究结果显示,集体主义人力资源管理可以提升员工的积极互惠,降低员工的消极互惠,而积极互惠与消极互惠也并非负相关。此外,尽管组织认同、关系认同分别发挥了中介作用,但当整体考虑时,在集体主义人力资源管理与积极互惠间,由组织认同发挥中介作用,为部分中介;而在集体主义人力资源管理与消极互惠间,由关系认同发挥中介作用,为完全中介。说明同属互惠行为,积极互惠、消极互惠存在不同的前因机制;同属认同,组织认同、关系认同存在不同的影响机制。本研究对于集体主义下的管理实践,尤其是对组织内互惠行为、认同现象的整体性思考有重要意义。     

Developing an Integrative International Human Resource Model: The contribution of Chinese Multinational Enterprises

This study develops an integrative international human resource IHRM framework in Chinese MNEs mainly by examining the relationship between the intervening factors and IHRM policies and practices. It confirms that IHRM is associated with a variety of contextual and firm-specific factors, including political, legal, economic, socio-cultural factors, international strategy, organizational structure, organizational culture, stage and mode of internationalization, type and niche of industry, international experience, size of international operation, the reliance on international markets and top management perceptions of home HRM systems. These factors have differentiated impact and are changing over time. It also explores the impact of IHRM policy and practice on each other, arguing that there is interplay between IHRM policies and practices.     

The value of human resource management for organizational performance

All executives would like to see their organizations perform better, and most search for tools that can help make this happen. For decades, human resource managers have believed that their function enhances performance. This contention has been met with skepticism on the part of executives, who wonder whether funds allocated to the human resource function are good investments. Dozens of studies have examined this issue, but their inconsistent results have provided no conclusions. To resolve a long-standing and controversial question – does human resource management matter for organizational performance? – we take stock of the available evidence. Based on data from over 19,000 organizations, we conclude that human resource management adds significant value for organizations. In addition, the value added is strongest when human resource systems are emphasized rather than individual practices, when human resource management decisions are tied to strategy, and among manufacturing firms.     

Personal attributes,organizational conditions,and ethical attitudes: a social cognitive approach

This paper investigates the impact of personal attributes and organizational conditions on attitudes toward corporate misdeeds. On the basis of social cognitive theory, we develop hypotheses that are tested against data collected from 215 German employees using an online survey. Our findings suggest that personal attributes (i.e. gender, age, Big five personality traits) have a much greater impact on ethical attitudes than organizational conditions (i.e. organizational culture). Further, a moderating effect of control‐oriented culture on the relationship between personality traits (i.e. conscientiousness, extraversion) and attitudes toward corporate misdeeds is found. We derive implications for human resource management and further theory development.     

Managing organizational culture in a Japanese organization in Hong Kong

The issue of how MNCs manage the organizational culture in their overseas subsidiaries is one of the central questions for managing overseas employees. The study explores how a Japanese MNC in Hong Kong manages its organizational culture across cultures. The results imply that a company will not be effective if it uses artifacts only, such as ceremonies to convey the desired culture to the local employees. The more important mechanism is the human resource management system which is considered as the statement of the company's values, beliefs and assumptions. Since the case company uses a dual human resource management system and a dual control practice for the Japanese and local employees, these practices send out mixed messages and signals to the local employees who cannot project the desired state culture. Furthermore, because local employees bring along with them their values derived from national culture, they tend to adhere to these values rather than those of the company.