Career survival strategies for materiel managers

The skill sets and attitudes required for materiel management professional survival continue to change. Just as the industry has evolved for calculators and three-part forms, so too must today's managers evolve into facilitators and information-oriented management. While these new skills are being perfected, three focused strategies initiated right now can enhance your chance for survival. First, get to know your customers intimately. Go to their meetings. Tour their departments. Second, assume responsibility and report materiel cost data that has meaning to senior management and customers. Fill rates and inventory turns offer little value to other managers, but supply cost per discharge can be of value. Third, be proactive in competing with outsourcing competitors. Do not wait until they are on your doorstep before developing a strategy to compete.     

The perceived importance of HR duties to Danish line managers

Today, HR scholars widely acknowledge that realising HRM requires the involvement of all managers and that the personal motivation of line managers plays an important role in their successful involvement. Yet, previous research has neglected to study how line managers rate the importance of particular HR duties and how the importance assigned to HR duties varies across managers. Based on a survey of 1,500 Danish managers, we find that ‘motivating others’ is considered the most important HR duty whereas ‘team building’, ‘handling conflicts’ and ‘coaching’ are considered the least important HR duties. Female top managers in the public sector exhibit the greatest interest in HR whereas men at lower managerial levels in the private sector give lowest priority to HR work. We conclude with possible explanations for the observed differences in a Danish context and beyond and provide suggestions for facilitating managerial involvement in HRM. In doing so we are well aware that the Scandinavian model of HRM in general and the Danish implementation in particular may represent a unique frame for the results.     

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.     

Workplace participation and employee influence: a study of managers and shop stewards

This article looks at de facto and de jure participation in decision-making, as well as the degree of direct as opposed to indirect influence wielded by the parties involved. It asks whether the perceptions of those on ‘different sides’ of the industrial fence, such as shop stewards and managers, largely differ and on what issues.     

Causes of inefficiency in Japanese railways: Application of DEA for managers and policymakers

Although railway services have been suffering financially due to modal shifts and aging populations, they have been, and will continue to be, an essential component of nations' basic social infrastructures. Since railway firms generate positive externalities, and are required to operate in pre-determined licensed areas, governmental intervention/support may, in some cases, be justified. Indeed, many types of subsidies are created and offered for railway operations in Japan; while some are meant to cover large investments, others are used as compensation for regional disparities. However, thus far, no attempt has been made to analyze the reasons for the underperformance of Japanese railway services. In other words, it is unclear whether this underperformance can be attributed to exogenous and uncontrollable causes, or endogenous phenomena and, hence, capable of being handled by managers. The optimal degree of intervention is thus not sufficiently known. In the current paper, we propose a method based on data envelopment analysis (DEA) to analyze the causes of inefficiency in Japanese railway operations, and, further, to calculate optimal subsidy levels. The latter are designed to compensate for railways' lack of complete discretion in changing location of their operations and/or increasing/decreasing these operations since they are a regulated service. Our proposed method was applied to 53 Japanese railway operators. In so doing, we identified several key characteristics related to their inefficiencies, and developed optimal subsidies designed to improve performance.     

Gossip in the workplace and the implications for HR management: a study of gossip and its relationship to employee cynicism

Gossip is a common phenomenon in the workplace, but yet relatively little is understood about its influence to employees. This study adopts social information theory and social cognitive theory to interpret the diverse literature on gossip, and to develop and test hypotheses concerning some of the antecedents of gossip, with an aim of developing knowledge of the relationship between gossip and employee behaviour in the workplace. The study analysed survey data in a two-stage process, from 362 employees across a range of industries in Taiwan. The findings revealed that job-related gossip predicted employee cynicism and mediated the relationship between psychological contract violation and cynicism, and that non-job-related gossip showed a similar but weaker effect to employee cynicism. The contribution made by this paper is of value to both the academic subject domain and managers in Human Resources. First, we have identified two constructs of gossip, job-related and non-job-related gossip not previously reported and a validated scale has been created. Second, we have confirmed that these different constructs of gossip impact differently on employee behaviour and therefore HR managers should be cautious about gossip in the workplace, as it can cause cynical behaviour amongst employees.     

The use of biodata for employee selection: Past research and future directions

Although biodata has been shown to be one of the best predictors of employee performance and turnover, a number of important issues remain unresolved (e.g., how broadly or narrowly should biodata be defined?). This paper has three main objectives. The first objective is to provide a selective but representative review of the research that has been conducted on the use of biodata for employee selection. The second objective is to constructively critique this research. This critique is intended to highlight deficiencies of this research that may limit the conclusions that should be drawn. The paper's third objective is to stimulate important future research on biodata that avoids the limitations of past research.     

Determinants of employee willingness to use feedback for performance improvement: cultural and organizational interpretations

This study was designed to identify determinants of employee willingness to use feedback for performance improvement. The proposed determinants included objectives of appraisal, supervisor's knowledge of subordinate's job, agreed plan for performance improvement, trust in supervisor and perceived fairness and accuracy of performance evaluation. Data were collected in two phases. The first phase consisted of a questionnaire survey among 100 Hong Kong Chinese employees working in public and private sector organizations. Regression analysis of questionnaire data indicated that agreed plan for performance improvement and perceived fairness and accuracy of performance evaluation had significant positive effects on employee willingness to use performance feedback. In the second phase, focus group interviews were held to triangulate survey findings. Interview data suggested that Chinese cultural characteristics of paternalism and personalism influenced the underlying dynamics of the evaluation process. Findings are interpreted in the context of employees cultural and organizational background.     

The design and use of effective employee participation groups: Implications for human resource management

The use of employee participation groups is an increasingly widespread response to unrelenting environmental demands for higher levels of organizational performance. Guidelines for the design of participation groups are suggested, based on a study of participation group programs in nine organizational units of a major corporation. In order to be most effective, participation groups should include or have access to adequate skills and knowledge for systematic problem solving, should use formalized procedures, should be integrated horizontally and vertically with the rest of the organization, and should be a regular part of the organization rather than special entities. The appropriateness of using participation groups as a part of a larger human resource strategy is explored.     

企业缺失社会责任原因探讨

企业能否认真履行社会责任关乎企业的发展、人民的福祉和社会的进步。而现实社会中出现了诸多的因企业不能履行社会责任引发的社会不和谐的现象。文章探讨了企业不履行社会责任的外部环境原因和自身所存在的问题。     

Patterns,ideologies and strategies of non‐statutory employee representation in German private sector companies

Non‐statutory firm level employee representation (NSR), which in contrast to legally based works councils is composed of voluntary patterns, is by now only rarely recognised in German labour relations debate and research. Based on case studies, the article analyses the establishment, modes of operation and participation outcome of NSRs in German private sector companies. While previous NSR research in countries such as Britain and the United States mainly focused on employer‐initiated representation plans, the array of NSRs in German companies appears to be broader: Four types of NSRs are introduced, and a theoretical account is developed, which emphasises cultural–institutional arguments and actors strategies. Hence, it is argued that while NSRs appear to be instruments of management seeking to effectively organise company interest regulation, they strongly reflect cultural conditions and ideologies of non‐statutory employee representation.     

The changing requirements of the HR professional—Implications for the development of HR professionals

This article examines the new competencies that are required in today's human resources (HR) professionals and how one company has gone about the development of those competencies within its human resources community. In addition, the author looks at the role that universities, professional associations, and “best practice” companies play in enhancing the capabilities of the HR talent that will serve companies' growing HR needs. © 1999 John Wiley & Sons, Inc.     

Critical competencies and developmental experiences for top HR executives

This article describes the context and methodology used in formulating and validating a senior-level human resource competency model for professional development. The development and implementation of the architecture for the model, including the provision of various developmental tools and experiences, was undertaken by the Society of Human Resource Management, a professional association dedicated to the advancement of the human resource profession. The purpose of this effort is to specify benchmarks for professional competence building and to reposition the emerging role and processes associated with the human resource function in responding to the changing organizational and competitive challenges facing United States-based, multinational organizations. © 1996 by John Wiley & Sons, Inc.     

Organizational change and survival skills for materiel managers

In an effort to be cost effective and meet changing customer needs, organizations are evolving in their structure. In this environment, leading edge organizations change their culture and create knowledge to continuously improve. Hospital materiel managers need to understand and support their organization's culture changes and respond by adapting or acquiring new skill sets.     

Strategy,core competence,and HR involvement as determinants of HR effectiveness and refinery performance

This study examines the impact of strategy, core competence, and involvement of HR executives in strategic decision making on the refinery managers' evaluation of the effectiveness of HR and on refinery performance among 86 U.S. petrochemical refineries. Survey results indicated that higher involvement of HR in organizational strategy was strongly related to perceptions of HR effectiveness, and that the relationship was strongest to the extent that refineries pursued a product innovation strategy and viewed skilled employees as their core competence. HR involvement was unrelated to refinery performance but was actually negatively related when refineries emphasized efficient production as their core competence. © 1998 John Wiley & Sons, Inc.     

Work context and employee behaviour as antecedents for intrapreneurship

Intrapreneurial employees and intrapreneurial projects are considered to be an important driver of innovation and strategic renewal within companies. While many studies addressed the top-down implementation of innovative projects, analyses of employee initiatives in promoting innovation within companies are scarce. This paper therefore takes a bottom-up approach and focuses on employee behaviour and how it can be stimulated towards intrapreneurship. We propose and test a two-step model where formal and informal work context affects employees’ intrapreneurial behaviour, which then provides the basis for bottom-up initiated intrapreneurial projects. Our empirical data consist of questionnaire responses of 176 employees in six Dutch companies. The results of structural equation model estimations indicate that formal organisational factors (horizontal participation, resource availability) affect employees’ intrapreneurial behaviour, but also highlight informal factors such as trust in the direct manager. We also find that innovativeness and personal initiative, but not risk taking, play a role for an effective translation of employees’ behaviour into intrapreneurial projects.     

企业对人力资源的产权控制与权益分派

本文通过对企业人力资源管理过程中产权控制与权益分派的关系的论述,分析了企业对人力资源产权的控制形式、人力资源权益的界定以及企业对人力资源的权益分派。