机器学习在人力资源管理领域中的应用研究

本研究关注的是机器学习在人力资源管理领域的应用,通过目前已有研究的梳理,以了解在人力资源管理领域中人工智能/机器学习的应用程度和研究热点。同时,基于管理实践,本研究提出了人力资源管理者如何利用算法,以有价值的方式处理和解释数据,将其真正应用于人力资源管理的六大模块工作中,以降低管理成本,提供不断增长的优势和潜力。最后,在现有学术研究和管理实践的基础上,本研究列举了机器学习在人力资源管理领域应用可能面临的挑战,以及未来的研究方向,以期为后续的研究提供一定的参考。     

人力资源弹性研究综述

对国外与台湾、大陆的人力资源弹性(柔性)(HumanResourceFlexibility)研究进行了综述,分析了人力资源弹性(柔性)的涵义,指出国外与台湾、大陆的研究属于两种不同的研究思路。前者从人力资源管理实践出发,注重实证研究;后者则从柔性管理理论出发,试图建立人力资源弹性管理(柔性管理)模式。论述了这两种研究思路的各方面内容,并进行了比较评价。最后还就研究现状提出了可以作为后续研究的问题与方向。     

Human resource strategy: a process for managing the contribution of HRM to organizational performance

This paper describes human resource strategy as a management process, as part of emergent strategy formation. A framework is proposed to describe the different levels of analysis, societal, organisational and individual, which managers seek to integrate so that the meanings organisation members bring to their work are managed. The consequences of taking this approach as opposed to the rational view of HR strategy are outlined and the benefits of a processual, interpretationist perspective to the study of strategy for example by studying symbols and the processes of meaning construction are discussed.     

企业人力资产确认及其计量模型改进

本文认为,企业人力资产的确认与计量应与人力资源管理紧密结合,同时应将“区别考评制度”引入对企业人力资产的确认及对人力资源价值的计量中,并对原有个体和整体人力资源价值的计量模型进行了改进。     

Pre-expatriation: the role of HR factors in the early stages of internationalization

While there has been considerable research on the early stages of internationaIization, HRM aspects have not generally been part of this work, even though many of the important variables revolve around the key people involved and such aspects as their knowledge and networks. In this article, the somewhat neglected area of HRM and internationalization before full-scale expatriation is examined. From the limited available research, it would appear that, within companies, many of the emerging HR issues in early internationalization are dealt with as and when they arise, in a relatively ad hoc manner, often through the marketing department. It is argued that there is potential for a more substantial role to be played by HR staff, but this may well depend on the development of more internationally oriented HR staff as a starting point.     

Correlates and consequences of high involvement work practices: the role of competitive strategy

Illustrative of world-wide trends, New Zealand has undergone drastic product and labour market reforms in an attempt to stimulate economic growth and national competitiveness. Towards this goal, firms have been urged to emphasize differentiation strategies in their approach to their markets and also to become more progressive in their management of human resources. This study finds that whereas more intensive use of high involvement work practices promotes firm effectiveness, this effect depends on the competitive strategy being pursued. The use of high involvement work practices is positively associated with performance in firms competing on the basis of differentiation and shows no relationship in firms pursuing a strategy of cost leadership.     

Could HRM support organizational innovation?

Nowadays, it has become clear that the capacity of organizations to innovate and manage their human resources can be sources of competitive advantage. Recently, literature also asserts a positive relationship between human resource management and innovation. However, very little empirical research has specifically addressed those relationships. Using structural equations modelling with data collected from 173 Spanish firms, this study analyses them. Our findings show that innovation contributes positively to business performance and that human resource management enhances innovation. Implications for both academics and managers as well as future research lines are discussed.     

Human resource management in the public sector

This article charts the currents in public sector reform and examines how contemporary HRM articulates to the change agenda pursued in the public sector. It notes the differences between the traditional bureaucratic model and the new management approach of public sector operation and activity. It explores how the institutional, policy and organizational changes delivered a new paradigm of managing members of public service organizations.     

In search of the changing role of the corporate human resource function in the international firm

There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.     

基于风险机制的旅游地复合系统的收益模型分析

旅游地复合系统中很多企业在采用相互合作的形式,广泛地采用了基于投资额的分配方法。该方法简单易于操作,但是却没有考虑到各个主体所承担的风险的大小。本文将分析系统中各主体的承担的风险大小,建立相关的数学模型,就系统的收益风险进行实证研究。     

电子商务项目的人力资源管理刍议

"十二五"期间,电子商务已成为助推国家经济转型与变革,提升国家创新和可持续发展能力的重点产业。随着电子商务产业的快速发展,电子商务项目管理也提到了重要的议事日程,其中的人力资源管理成为项目成功的制约因素。本文在阐述电子商务项目管理和传统项目管理之区别的基础上,总结了其特性及目前存在的问题,并结合企业实践,提出了加强和提升电子商务项目人力资源管理的建议和对策,以期对电子商务项目管理实践有所启迪。     

现代人力资源管理的新工具——文化审计

人力资源部门对于企业组织最好的建设就是营造一个适合企业生存的文化氛围,最终对企业业绩做出很大的贡献。然而,如何衡量人力资源部门对组织的绩效贡献,人力资源部门对组织战略的贯彻结果起到如何作用,如何来评判人力资源部门经理的业绩,这些都是困扰职业经理们很久的问题。本文通过采用一个创新的审计手段来进行企业人力资源管理的业绩分析,从另外一个角度对这些软性指标进行量化分析,从而实现人力资源部门对整个组织绩效的贡献度的衡量。另外,本文还具体介绍了“文化审计”的步骤、内容和工作程序。     

企业人力资源管理有效性研究

本文通过分析企业中人力资源经理和直线经理对人力资源管理实践的相关问题的认知评价,研究了中国本土企业的人力资源管理实践有效性的问题。研究数据表明,目前企业中直线经理和人力资源经理对于人力资源管理各功能的重要性认知相同,但在人力资源管理对于企业内部客户服务的有效性的认知和评价标准存在显著差异。本研究的意义在于帮助企业从人力资源管理职能的角度,加强人力资源管理系统与企业战略目标实现的匹配,为改善企业业绩的“捆绑性”的实践提供实证依据。     

基于成本效益分析的公共人力资本绩效考核研究——兼论公共服务部门人力资源管理会计的构建

在建设"服务型政府"的背景下,充分利用会计准则改革的新契机,构建公共服务部门的人力资源管理会计,通过将公共人力资本产生的绩效与之所发生的成本进行成本-收益分析,有利于正确全面地考核公共服务部门的工作效益,为顺利实施绩效工资为起点的事业单位改革提供科学、客观的信息和依据,同时为社会公众提供公共服务部门履行社会责任情况的信息.     

A comparative analysis of certification in human resource management

This comparative analysis explores the certification process in three leading organizations in the USA, Canada and the UK. The findings show considerable similarity across countries concerning the major stakeholders and certification criteria. Conversely, they reveal major differences with respect to the basic assumptions underlying the programmes, the standards and qualifications, the programmes' complexity and the programmes' integration with the government, industry and academia. Dissimilarity also exists in the certification process. Hence, certification programme models for each organization are advanced to illustrate the process. Moreover, an overall strategic programme framework is developed for all the agencies collectively. Finally, suggestions for future research are provided.     

企业虚拟人力资源管理：一个理论框架

随着现代信息技术和经济全球化的不断发展，企业之间的竞争日益加剧。企业为了应对激烈的竞争，虚拟组织和资源外包等不断发展，随之，在人力资源管理中出现了虚拟人力资源管理的新挑战。论文围绕企业虚拟人力资源管理，首先论述了虚拟人力资源管理的基本概念；然后分析和研究了企业虚拟人力资源管理活动系统；最后，论文就企业虚拟人力资源管理活动系统的有效运作提出了几点建议。     

Farewell to HRM? Personnel practices in Japanese manufacturing plants in the UK

While Japanese manufacturing investment burgeoned in the UK in the 1980s and 1990s, its relative size remained small. Nevertheless, its impact was greater than its size. At its extreme it was championed by the 'new right' as the way forward for industrial practices, while manufacturing organizations in the UK were quick to attempt to emulate Japanese management practices. Core to these practices was the management of human resources. Coincidentally in the 1980s a new model of personnel management was being championed, namely human resource management (HRM). This was eagerly embraced by UK academics and was translated into two distinct forms, 'hard and soft'. Despite appearing mutually incompatible, the hard and soft forms were forged into a unified model. This paper, drawing on an empirical analysis of personnel practices in Japanese manufacturing plants in the UK, searches for a conjuncture between the HRM model and 'Japanese' models. It concludes that, while there are similarities between the two, there are also distinct differences. Moreover, where similarities exist they are with the hard variety of HRM.