现代企业人力资源管理初探

伴随着信息时代的到来,信息技术和知识经济的迅猛发展已经对我国企业的人力资源管理产生了深远的影响。面对国内企业人力资源管理重管理、轻开发的现象;只强调对员工的开发而忽视对各级管理者素质的提高等问题,企业必须从管理理念、管理制度、管理机制、管理职能、管理手段等多个方面加强和改善人力资源管理工作,使企业在日益激烈的市场竞争中占据主动。     

Strategic human resource management,transformational leadership organizational ambidexterity: evidence from Taiwan

This study integrates theories of transformational leadership (TFL) and organizational ambidexterity in strategic human resource management (SHRM), to examine how TFL at both the unit level and firm level influences unit-level organizational ambidexterity (OA), by transforming the unit-level trust and forming the firm-level trust climate in Taiwanese software firms in an Asia-Pacific context. The results revealed that unit-level TFL was positively related to unit-level OA, and this relationship was moderated by firm-level TFL. Furthermore, firm-level trust climate (TC) partially mediated the relationship between firm-level TFL and unit-level OA. Finally, firm-level TC further moderated the moderating relationship of firm-level TFL between unit-level TFL and unit-level OA.     

Human resource management standardisation and adaptation in franchises

Franchising is synonymous with standardisation and control, to achieve system-wide efficiencies and consistency in the brand image. Scholarly literature on human resource management (HRM) in this context has, to date, been relatively one-dimensional, discussing standardisation of HRM from the franchisor’s perspective with insufficient consideration of the role and experiences of franchisees. This article seeks to extend the concept of core and peripheral franchising components to HRM activities, presenting findings from a three-case study of Australian coffee franchises. The findings suggest reframing HRM in franchises as two separate but potentially overlapping systems managed by franchisor and franchisee, with core and peripheral elements that may or may not align. Subsequent outcomes of misalignment for the franchise relationship are considered, and resulting franchisee HRM behaviours are illustrated in a Franchisee HRM Response Matrix.     

Human resource management: Challenges for graduate education

Despite a recent paradigm shift in many firms from an employee advocate model to a strategic business partner model, human resource (HR) management is still seen by some as not adding value to organizations. This article briefly summarizes a few of the challenges for HR graduate education at both the master's and doctoral degree levels. Emphasis is placed on the ever-increasing need to produce human resource professionals and managers, in general, who recognize and appreciate the value and relevance of HR's contributions to the attainment of strategic organizational outcomes as a strategic business contributor.     

转变人力资源管理理念应对加入世贸组织挑战

加入WTO对我国人力资源管理产生深刻影响与挑战,促使企业人力资源管理职能发生巨大转变和人力资源新导向的形成。科学认识其职能转换和重新定位,全面掌握对企业人力资源经理人的要求,对于改善管理思想和方法,提高管理级次和水平,具有重要的现实意义。     

Change and continuity in management systems and corporate performance: Human resource management,corporate culture,risk management and corporate strategy in South Korea

Embedded traditional management systems can change under the influence of several forces. The 1997 Asian financial crisis was such an event. This paper empirically investigates changes in the human resource management, corporate culture, risk management and competitive strategy parts of management systems in the General Trading Companies of South Korea in terms of internal perceptions of impact on corporate performance. It finds both change and continuity, particularly in corporate culture. This indicates that cultural change in organisations is not an easy task, not least because it is associated with changes in the values, attitudes, expectations, beliefs and behaviour of people. It also shows the importance of disaggregating trends as there can be simultaneously change and continuity.     

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.     

浅谈中国船舶工业核心竞争力与战略性人力资源管理的内在联系

战略性人力资源是船舶工业核心竞争力与持续竞争优势的基础和源泉,而人力资源到核心竞争力的转化过程实际上是战略性人力资源管理改善的过程。只有通过转变观念、长远规划、建立机制、构建学习型组织和推进企业文化创新等措施来加强战略性人力资源管理,才能不断提升核心竞争力,使我国发展成为世界第一造船大国。     

Human resource management, ethical context, and personnel consequences: A commentary essay

In the Journal of Business Research, Koonmee, Singhapakdi, Virakul, and Lee (2010) empirically explore the notion that institutionalized ethics and quality of work life can be utilized in companies to prompt different positive work outcomes. This commentary essay considers the theoretical and practical contributions of this research, as well as the study's virtues and limitations, and offers several suggestions for future inquiry based on the findings. As a whole, the HR field should more fully consider how a variety of positive personnel consequences might be prompted from an ethical context developed through beneficial human resource management practices.     

河南省人力资源发展战略分析

根据河南省人力资源状况和地区经济社会发展需要,探讨了河南省人力资源发展战略的原则和目标,并从＂优化人力资源成长和发展环境、创新人力资源管理模式、加大基础人力资源开发力度、从制度的高度谋求对人力资源的解放＂等四个方面分析了河南省人力资源发展战略的重点。     

Human Capital Management: New Possibilities in People Management

In addition to the traditional personnel and human resource management (HRM), there is a need for a new approach to personnel management, which we will call Human Capital Management (HCM). HCM emphasises an alignment between the individual and the organization and in our view offers the challenge and the key to successful management in the future.     

The influence of innovation orientation in human resource management on new product development: The moderating role of innovation type

Despite substantial prior research on new product success, there are still high failure rates. Why might this be the case? This paper argues that (1) the most important determinants of new product success involve managerial behavior and therefore a need exists to examine the influence of innovation orientation of human resource management (IO-HRM) on these determinants, and (2) these relationships are moderated by the type of innovation, product versus service. Data from 275 product innovation projects suggest that IO-HRM is a significant predictor of not only new product success but also its prime determinants: the proficiency of development activities, product advantage, marketing synergy, and top management support. Further, the linkage between IO-HRM and new product success and marketing synergy is found to be stronger in service than in product innovation projects.     

人力资源管理学科的发展

20世纪80年代以来,人力资源管理学科的研究内容不断丰富,研究方法不断推陈出新,学科体系逐渐健全,日渐成为管理学科领域的重要组成部分。一方面,经济、社会等环境的变化对人力资源提出了更高的要求,从而促进了它的快速发展;另一方面,相关学科理论的渗透大大丰富了人力资源管理学科的理论内容。     

Linking strategic HRM,performance management and organizational effectiveness: perceptions of managers in Singapore

Strategic human resource management (SHRM) theory is predicated on the assumption that effective human resource management (HRM) processes have the capacity to contribute significantly to organizational effectiveness, expressed in terms of productivity, flexibility, effectiveness, efficiency, return on investment, competitiveness, and ultimately, profitability. Earlier research studies have explored the overall value-adding potential of HRM processes as a whole. Few have focused on the links between strategic HRM, performance management systems and organizational effectiveness, and even fewer have examined these relationships in Southeast Asia. This paper addresses this gap in the literature by examining the perceptions of a split sample of senior managers in Singapore. It reveals an interesting gap between their rhetoric and the realities of their performance management systems, and suggests future research directions.     

Multinational companies and human resource management in Ireland during recession: A retrospective from a highly globalized economy

This article provides a retrospective investigation of the impact of the recent “great recession” on human resource management (HRM) in multinational companies (MNCs) in Ireland. Ireland represents a particularly fitting location within which to address this topic given its standing as one of the world's most economically globalized and MNC‐dependent economies and also because the country was very severely impacted by the global financial crisis. Using both primary and secondary data from a variety of sources, our analysis considers the impact of recession on HRM in MNCs, with particular focus on employment, pay and benefits, industrial relations, and the role of the human resource (HR) function. The findings suggest that HR practitioners played a central role in implementing a series of initiatives, many of which were operational in nature, to improve business performance. In so doing, we argue that practitioners in MNCs in Ireland behaved as archetypical “conformist innovators” during the recent recession, delivering operational HR responses to improve their organization's bottom line.     

Strategic human resource practices and innovation performance — The mediating role of knowledge management capacity

This study examines the role of knowledge management capacity in the relationship between strategic human resource practices and innovation performance from the knowledge-based view. This study uses regression analysis to test the hypotheses in a sample of 146 firms. The results indicate that strategic human resource practices are positively related to knowledge management capacity which, in turn, has a positive effect on innovation performance. The findings provide evidence that knowledge management capacity plays a mediating role between strategic human resource practices and innovation performance. Finally, this study discusses managerial implications and highlights future research directions.     

人力资源管理实践:员工承诺管理

员工承诺一直是人力资源管理与组织行为备受关注的领域。对员工承诺的权变效应、承诺类型以及人 力资源管理实践与员工承诺的关系进行总结,在此基础上分析员工承诺研究的发展趋势,使人力资源管理在 员工承诺管理方面发挥作用。     

国有企业人力资源开发与管理中的问题与对策

随着知识经济浪潮的迅速兴起,人力资本正在逐步成为促进经济增长的首要动力。而当前我国国有企业在人才的选拔任用机制上、在人才的开发与培养以及在人才的使用与管理上同国外大公司相比都还存在很大的差距。为了提高国有企业的竞争力,实现人力资源的最优化,国有企业应更新观念,引进灵活的用人机制,制定和推进员工发展计划,建立必要的奖励措施和沟通与反馈机制,以此最大限度地发挥员工的才能和创造力,保证较高的工作绩效。     

略谈企业人力资源管理

人力资源管理对企业取得持续长久的竞争力有重要的意义。国内企业人力资源管理中常出现的一些问题,诸如人力资源管理缺乏专业性、招聘缺乏科学性等。因此应从人力资源管理的观念、招聘、培训以及企业文化建设等方面给出相应的解决对策。     

Ethical human resource management mitigates the positive association between illegitimate tasks and employee unethical behaviour

Drawing on social cognitive theory and social information processing theory, we developed a moderated mediation model in which moral disengagement was theorised as a unique mechanism to explain why employees engage in unethical behaviours after performing illegitimate tasks. Ethical human resource management (HRM) was proposed as a boundary condition that influences this mechanism. We tested the model using time-lagged supervisor–subordinate matched data. The results showed that moral disengagement mediated the relationship between illegitimate tasks and unethical behaviours, and that this relationship was weaker when ethical HRM was perceived to be high level rather than low level. Thus, our hypotheses were supported. The theoretical and practical implications of these findings are discussed.