Triggers of HR outsourcing decisions – an empirical analysis of German firms

This paper takes an explanatory approach to the triggers of Human Resource (HR) outsourcing decisions and evaluates them empirically. Our data show that many German firms have never explicitly considered outsourcing of HR functions. Obviously, explicit outsourcing decisions do not come into being automatically but have to be triggered. We analyze theoretically and empirically which triggers are relevant. In our definition, HR outsourcing includes a broad range of internal HR functions and the respective, externally procured personnel services (e.g., temporary agency work, payroll accounting, interim management, outplacement services, HR consulting, placement services and others).     

浅析人力资源管理部门绩效考核工作的开展与实施

绩效考核是现代人力资源管理部门的重要工作之一,其在我国的企业中也得到了广泛的应用。但是我国企业的绩效考核工作开展却不尽如人意。这也使得如何能够根据企业的实际情况可学有效的进行绩效考核工作成为了现代企业人力资源管理部门面临的首要问题。本文就人力资源管理部门绩效考核工作的开展与实施进行了简要论述。     

Hard,soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill

Abstract

Ambidexterity at the manager level focuses on the crucial, but underexplored, role of managers’ knowledge, skills, and behaviors to address competing demands and promote organizational ambidexterity. As such, to successfully complete their assigned duties, managers need to employ the appropriate interpersonal style and calibrate their behavior to different contextual demands. This study highlights the role of the individual in the ambidexterity process by introducing the concept of influence tactic ambidexterity, to denote the frequent use of both hard and soft influence and investigating its role on task performance. Drawing on the literature on ambidexterity and HRM, we analyze data from a sample of 172 middle managers and their corresponding 68 supervisors working for multinational organizations, and provide evidence that influence tactic ambidexterity relates to higher levels and less variation in managers’ task performance compared to the sole use of either hard or soft tactics. Our findings also show that political skill positively moderates the relationship between influence tactic ambidexterity and a manager’s task performance. Therefore, this study suggests that influence tactic ambidexterity and political skill can be considered valuable HR assets for managers.     

Call for Papers

Submission deadline: September 30, 2009     

基于改进质量屋的复杂产品需求分析

针对复杂产品需求的不确定性和复杂性的特点,本文结合以往的研究理论,通过对传统质量屋的改进,根据交叉影响法的思想,考虑影响质量屋中功能特性的风险因素,通过确定风险事件之间的相互影响程度,对功能特性的权重进行校正,使其符合实际情况,结合需求方案的检索,最终形成有效的复杂产品需求分析方案。     

Influencing upward: subordinates’ responses to leaders’ (un)awareness of their empowerment expectations

This study investigated when subordinates engage in upward influence behaviors to voice their opinions on empowerment practices to their leaders. Data were collected from 114 pairs of leader–subordinate dyads at a manufacturing firm. Based on cross-level polynomial regression and response surface analyses, the present study found that the less the leaders were aware of subordinates’ empowerment expectations, the more the subordinates engaged in upward influence behaviors, namely rational persuasion and inspirational appeals. Moreover, high leader–subordinate task interdependence and subordinate self-efficacy as moderators amplified the (in)congruent relationships. The results contribute to empowerment literature by providing valuable insight into the bottom-up influence in the empowerment process.     

What Kind of Dialogue Should Paradigm-Dialogues Be?

Paradigm-dialogues are important for several reasons. One reason is to clarify what kind of paradigmatical aspects do have an effect on choosing a qualitative or quantitative research method. To be successful a paradigm-dialogue should have informational quality, self-reflective quality, argumentative quality and communicative quality. The argumentative quality, however, should not be of a persuasive or competitive nature because of the partial a-rationality of paradigms. Paradigm-dialogues should be aimed at self-clarification, mutual understanding and sharing learning processes. That is why communicative quality is important to protect and to promote argumentative quality of a non-persuasive kind. Communicative quality should be understood in terms of striving for a dialogical relationship which is characterized by interactivity, communicative symmetry, openness, multiple hermeneutics, mutual trust and respect. Communicative symmetry is feasible and desirable. An ironic attitude may be helpful.     

基于交互作用理论的民营企业家压力应对机制

基于交互作用理论的分析,文本针对中国创业背景下民营企业家压力源、初级评价、次级评价与应对策略的关系机制进行了探讨。在文献研究的基础上探究了民营企业家创业压力源,初级评价、次级评价与应对策略理论关系模型。     

员工绩效考核方法对组织绩效的影响程度研究

在调查了478家企业的基础上,利用SPSS15.0软件和阶层回归分析方法,探讨了员工绩效考核方法对组织绩效的影响程度,其中员工绩效考核方法分成了三类,分别是特质类方法、行为类方法和结果类方法。研究结果表明,特质类、行为类和结果类绩效考核方法对组织绩效的影响都达到了显著性水平,但其影响程度不同。特质类绩效考核方法对组织绩效的影响程度最大,行为类绩效考核方法的影响程度次之,结果类绩效考核方法的影响程度最小。     

促进有机农业标准一致化和等效性的区域合作策略

在经济全球化和区域一体化的趋势下,有机产品贸易的全球化和区域化发展会促进有机农业法规和标准一致化和等效性的进程。文章分析了我国与亚太地区在有机领域开展区域合作的必要性和可行性,提出在国家、有机认证机构和有机企业3个层面上进行区域合作的策略：政府应该与亚太地区的国家和有机进口国进行谈判并签订等效性协议,成立有机区域合作执行委员会并加强技术和信息方面的合作;有机认证机构与他国认证机构组成认证联盟,进行互访和监督;有机企业要加强自身的诚信建设,与国外企业合作,打造中国的有机产品品牌。有机领域的区域合作会促进亚太地区有机产业的发展,加快有机标准的一致化和等效性的进程,从而促进有机产品国际贸易的健康发展。     

煤矿企业档案管理的地位和作用浅析

煤矿企业管理档案具有历史记载及作为凭证依据的功能,利用企业档案可以维护企业的合法权益。     

Is Ulrich's model useful in understanding HR practitioners' roles in non-western developing countries? An exploratory investigation across private and public sector organizations in the Sultanate Kingdom of Oman

This study set out to explore whether Ulrich's model is useful in understanding HR roles in non-western developing countries such as Oman. The study surveyed a random sample of 780 HR practitioners, line managers and employees from public and private sector organizations. In addition 12 HR practitioners and managers were interviewed to supplement the data collected from the survey. The findings indicate that HR practitioners in Oman perform all the roles. However, ‘strategic partner’ is the least performed role. The findings also indicate that HR practitioners in the private sector are more likely to perform all the five roles to a greater extent than their counterparts in the public sector. We also found partial support for our proposition that HR practitioners in the public sector would play more ‘operational’ roles (e.g. employee advocate or functional expert) than ‘strategic’ roles (i.e. strategic partner or HR leader). The study revealed that Ulrich's model is robust enough to help in the understanding of HR roles in a non-western, developing country context. The findings are discussed within the context of institutional and cultural frameworks. The paper argues for more research to improve the understanding of how socio-economic and cultural factors influence HR roles and how they are performed.