Human Capital Factors Affecting Human Resource (HR) Managers' Commitment to HR and the Mediating Role of Perceived Organizational Value on HR

Human resource (HR) managers’ commitment to their occupation (HR) leads to the proper delivery and implementation of HR practices and, therefore, is deemed as a critical factor for the success of HR practices. Based on sociocognitive, human capital, and signaling theories, this study examines: (a) HR managers’ own and their chief HR officer's (CHRO) HR‐specific human capital as antecedents of their commitment to HR, and (b) the mediating mechanism through which the CHRO’s HR‐specific human capital positively influences HR managers’ commitment to HR. Based on 146 HR managers from 146 organizations in South Korea, the findings of the current study suggest that HR managers with higher levels of HR‐specific human capital and those working with CHROs with higher levels of HR‐specific human capital tend to have higher levels of commitment to HR. In addition, CHROs with higher levels of HR‐specific human capital positively influence HR managers’ commitment to HR by signaling to them that HR and its function are valued and cared about by their organizations. Theoretical and practical implications of this study are discussed along with study limitations and further research directions. © 2015 Wiley Periodicals, Inc.     

Business Strategy,HRM Practices and Organizational Performance: A Study of the Indian Software Industry

ABSTRACT

Human resources and human resources management system create competitive advantage in today's global market economy that provides wider access to technology, finance and other resources. HRM research has set a new trend with its linkage process with business strategy and organizational performance to find a place for the profession and add value to the organization. This paper intends to unveil the business strategic models, HRM practices and organizational performance in Indian software companies. The study has found that there is a significant difference among HR practices in software companies in India based on Miles and Snow's strategic types, viz., prospectors, defenders, analyzers and reactors. Although reactors showed their difference from other strategic types, no significant difference was found among three proactive strategic types, viz. prospector, defender and analyzer. With regard to performance analysis, it was found that prospectors have a comparative advantage over other strategic types in almost all performance parameters. Although incentives and stock options have a greater overall impact on performance parameters, there is a lot of difference among factors that influence organizational effectiveness in three proactive strategic types.     

Variability in HRM implementation among line managers and its effect on performance: a 2-1-2 mediational multilevel approach

Over the last few decades, a substantial body of research has examined the relationship between human resource management (HRM) and performance. However, little attention has been given to the implementation of HRM, although an HR policy can be implemented in various ways within an organization. In addressing recent calls in the literature to examine this issue more closely, we study the role of line managers in implementing HRM and the influence of employees' perceptions of HRM. In a multilevel study of 315 employees and 41 line managers drawn from various work-units of a Dutch municipality, we tested whether HR practices, as implemented by line managers, affect employees' perceptions of HRM and whether these perceptions in turn relate to perceived unit performance. The analysis shows that implemented HR practices differed between work-units. More specifically, our study shows that these differences can be explained by a line manager's leadership style. Moreover, our findings indicate that employees' perceptions of the HR practices implemented mediate the relationship between the HR practices implemented by line managers and perceived unit performance. These findings contribute to our understanding of how HRM affects performance.     

Training and Performance of a Diverse Workforce

The moderating role of work contracts on the relationship between human resource management (HRM) and the self‐reported performance of 1,311 permanent and 924 temporary employees across three sectors was studied using a multilevel design in 103 organizations in three European countries. The HR practice examined was training and its allocation to the different workforce groups. The relationship between training for permanent employees and performance was moderated by work contract as well as country. In the Spanish sample, the performance of temporary employees was more negatively related to training for permanent employees as compared to the Dutch and the Swedish sample. Unexpectedly, in the Dutch sample, training provision was negatively related to the workforce group it was provided for. It is the temporary employees that seemed to be the cause of the interactions, underlining the call for special treatment of this workforce. Results indicate a considerable role of the interplay of job dependence and labor market conditions. © 2014 Wiley Periodicals, Inc.     

企业文化、企业培训对组织绩效的影响研究

本文从实证的角度出发,以大陆上海地区、江苏地区以及台湾地区的企业为研究对象,收集244份有效样本,以LISREL结构方程式为分析工具,企图建立企业文化、企业培训与组织绩效等构面完整的理论模型,并运用大量数据进行统计分析,以解释高阶主管支持、企业文化强度对企业培训、组织绩效的影响。     

新生代员工工作价值观、组织支持感与工作绩效关系研究

文章基于我国新生代员工群体分析了工作价值观与工作绩效的关系,结果表明:工作价值观对新生代员工的工作绩效有直接正向影响;组织支持感在工作价值观与工作绩效之间起到一定程度的调节作用。     

HRM and performance—The role of talent management as a transmission mechanism in an emerging market context

This paper investigates the link between HRM practices, talent management (TM), and firm performance and examines the role of HRM/business strategy alignment in an emerging market context. Through survey evidence gathered from 198 respondent firms, this study shows that TM, when focused on a series of practices aimed at developing workforce networks and social capital, is a key transmission mechanism mediating the relationship between HRM and firm performance. HRM strategy and business strategy alignment increases these performance impacts but is not an essential component in the HRM‐TM‐performance link.     

东西部区域市场协调发展研究

区域协调发展是建设和谐社会的重要组成部分。区域市场的不协调发展,将会影响到我国改革开放的深化和社会主义现代化建设的进程。文章着重从东西部市场非均衡发展存在的问题及成因入手,从市场容量、商品市场、流通市场等微观角度进行阐述,并在此基础上提出相应的对策。     

The Impact of September 11 on the IT Sector in Rhode Island: A Partial Assessment of Human Resource Management Practice

The events of September 11 took the world by surprise. This study attempts to measure the impact of these events on hiring practices at information technology related companies. It examines whether the attacks changed the level of trust felt by information technology (IT) executives in their companies' use of job candidate reputation as a selection variable. In addition, it assesses the extent to which IT executives' future hiring expectations were affected by these events. It uses data from a larger survey that was underway at the time of the attacks. Results indicate that September 11 did not have an immediate impact on human resource management practices. Further lines of research are suggested.     

重庆动物园笼舍生态丰容设计与实践

通过对重庆动物园涉禽馆、两爬馆、熊猫馆、金鱼馆等动物笼舍的生态化丰容改造,改善了动物圈养生存的环境质量,提高了其生殖率和适应性等生物学功能,增强了福利水平。是动物笼舍自然化、生态化发展做有益的探索。有助于动物的健康和繁殖,也为游客提供良好的视觉享受,提高展出与观赏效果。具有重要的推广应用价值。     

Understanding the Impact of Green Initiatives and Green Performance on Financial Performance in the US

Sustainable development has received increasing attention in recent literature, driven by increased environmental concerns. We study the influence of green initiatives and green performance on financial performance for the top 500 publicly traded companies in the USA by industry sector. Green initiatives are measured using the concepts Green Pay Link, Sustainability Themed Committee and Audit. Green performance is measured using Energy Productivity, Carbon Productivity, Water Productivity, Waste Productivity and Green Reputation. The results show that green initiatives have a negative impact on Energy Productivity and Green Reputation, and that both green initiatives and green performance have a significant impact on financial performance. These results are mixed and vary by industry sector. The results suggest that companies take a reactive, not proactive, approach in the implementation of green initiatives. In addition, the results suggest that the impact of green performance on financial performance is not immediate, and may take more than a year for companies to observe. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

基于绩效管理的中小企业人力资本提升

随着经济发展,绩效与企业人力资本的关系已经得到人们认可。人力资本为企业带来的核心竞争力是企业长期竞争优势与长期绩效提高的源泉,是企业取得现实及长远良好绩效的根本保证。因此讨论绩效管理中各种因素如人力资源管理者的选拔、战略性绩效管理的实施、领导层的支持以及绩效沟通的效果,对中小企业人力资本提升具有重要的现实意义。     

The influence of strategic HRM and sector on perceived performance in health services organizations

In this study, we examine a variety of management characteristics of for-profit and not-for-profit organizations in the health services (HS) industry. Data collected from Australian senior executives are used to test the relationships between managerial constructs such as employee commitment, customer demandingness, strategic HRM orientation and the adoption of human capital-enhancing human resource (HR) practices and perceived overall performance. Data analysis conducted using the Partial Least Square Modeling show a statistically significant path from commitment to employees, customer demandingness and strategic HRM orientation to the adoption of human capital-enhancing HR practices (such as selective staffing, comprehensive training, and performance appraisal) to perceived organizational performance. The results also show that private sector health service organizations have a higher level of perceived performance.     

The Value of CEO Mobility: Contextual Factors That Shape the Impact of Prior CEO Experience on Market Performance and CEO Compensation

This study examines the value that prior CEO experience has for the companies that hire such CEOs—as reflected in the firms’ subsequent market‐based performance—as well as its value for the CEO that possesses this experience—as reflected in his or her initial compensation. While we suggest that shareholders tend not to benefit from firms hiring experienced CEOs, we also argue that particular firm and industry contextual factors that shaped the prior CEO experience help ameliorate this detrimental effect. Regardless, we also suggest that prior CEO experience generally stands to benefit the CEOs, in that it brings them a compensation premium over those CEOs without such prior experience. We tested our hypotheses on a sample of 654 US CEO succession events that occurred between 2001 and 2004 and found broad support for our hypotheses. We close with a discussion of the implications of our findings for future research as well as what they mean for firms hiring experienced CEOs and for CEO careers more generally. © 2015 Wiley Periodicals, Inc.     

The globalization of operations in Eastern and Western countries: Unpacking the relationship between national and organizational culture and its impact on manufacturing performance

Understanding national and organizational culture becomes increasingly important in the era of transnational manufacturing. As the world becomes flat and boundaries break down, manufacturers need to understand the proper role of culture in order to obtain competitive advantage. Thus, the current study conducts a multilevel investigation of the impact of eight national and organizational culture dimensions (according to GLOBE framework) on manufacturing performance. An ANOVA comparison of 189 manufacturing plants between Eastern (Japan and South Korea) and Western (Germany, United States, Finland, and Sweden) countries indicates that organizational culture inside plants differs in three dimensions (power distance, future orientation, and performance orientation). Hierarchical Linear Modeling analysis further suggests that organizational culture has more of an effect on manufacturing performance than national culture or the fit between them. In addition, Country Developmental Indexes, both Economic and Infrastructural, do not impact manufacturing performance, reinforcing our conclusion about the weak influence of the national level factors on manufacturing performance. In an era of globalization, these results have practical implications for organizations expanding across national boundaries by developing an internal organizational culture consistent with high performance manufacturing.     

房地产开发用地招拍挂制度的市场绩效研究

我国的土地出让招拍挂制度是具有重大意义的市场竞争性交易制度和社会资源配王方式.论文运用拍卖理论简要回顾了土地招拍挂制度影响市场绩效的经济学原理,对全国(2003-2005)和北京(2005-2007)城市土地有偿出让市场进行了分类统计,并以此数据为基础对招标、拍卖和挂牌三种不同出让方式的市场绩效进行了对比分析,得出了我国土地出让市场中存在理论和实践并不一致的结论,并指出了造成该问题的原因是政府对招拍挂制度的干预,最后提出了提高招拍挂制度绩效的建议.     

Why Complementary HRM Practices Impact Performance: The Case of Rewards,Job Design,and Work Climate in a Knowledge‐Sharing Context

The strategic HRM literature suggests that HRM influences employees in combinations of practices that “fit” each other rather than as stand‐alone practices; however, it pays little attention to the underlying individual‐level mechanisms. In contrast, the HRM literature on knowledge sharing examines the influence of single practices on individual‐level knowledge sharing, but fails to include the influence of combinations of practices. We link the idea of fit between practices to employee motivation for knowledge sharing by arguing that rewards may be ambiguous and difficult to interpret, but that such ambiguity may be reduced if rewards are combined with other aligned HRM practices, notably job design and work climate. Thus, fit is established through the ambiguity‐reducing effect of combining specific HRM practices. Accordingly, we test for complementarities among rewards, job design, and work climate in the form of a three‐way interaction among these variables with respect to their impact on knowledge‐sharing motivation. Our analysis of 1,523 employees in five knowledge‐intensive firms shows that employees who are exposed to knowledge‐sharing rewards experience higher levels of autonomous motivation to share when they are simultaneously exposed to a noncontrolling job design and work climate that support knowledge sharing. © 2014 Wiley Periodicals, Inc.