传统人力资源管理到战略人力资源管理的职能转变

传统人力资源管理幅度狭窄,工作范围有限,很少涉及组织的高层战略决策,随着企业基础管理模式的不断变革,人力资源管理向战略性转变,人力资源部门成为企业的战略经营伙伴。本文分析了传统人力资源管理到战略人力资源管理的职能转变中,两者在角色定位与管理思想上的区别,并提出了四项完成其职能转变的实施策略。     

战略人力资源管理初探

战略人力资源管理在国内外企业发展中的重要性凸显,但我国企业管理人员对战略人力资源管理的认知尚未清晰。本文从战略人力资源管理研究的多样化视角中,选取战略人力资源管理的涵义和作用机制两大层面进行探索,为我国企业竞争优势的获取与保持、组织绩效的提升提供参考。     

浅论战略人力资源管理的价值原理

企业在发展过程中,人力资源发挥着重要的作用。为此,熟悉了解战略人力资源管理对组织价值创造的贡献原理,在一定程度上有利于组织开展人力资源管理工作。通过获取和保持恰当的人力资源,使之与人力资源管理战略相互匹配,进一步对战略人力资源进行管理,通过激发员工潜能,进而为企业组织创造价值。     

民营企业战略性人力资源管理研究

21世纪是“科技”时代、“大数据人工智能”时代、更是“知识经济”时代。在当今全球化背景下,战略性人力资源管理越发重要,致力于极高人力资源管理的效率和效能,简化人事管理流程,减少不必要办公时间。随着产业竞争加剧,企业管理从主体为物转换为人,企业的未来发展和社会进步在很大程度上依靠人力资源规划,这取决于人力资源的战略性和先导性。     

战略人力资源管理与跨国公司在中国的绩效

通过比较跨国公司在中国两个行业中的人力资源管理实践与相关绩效,本研究验证战略人力资源管理的不同理论观点。笔者分析了取自中国的软饮料产业与电子产业的实证数据,研究的结果验证了一系列有关战略人力资源管理的基本假设,如企业环境、企业战略、企业人力资源实践与企业绩效之间的关系。     

人力资源管理的战略功能研究

本文通过对人力资源管理战略功能的现状进行分析,同时提出人力资源管理战略功能的措施,进而为人力资源管理提供参考依据。     

会计师事务所战略人力资源管理探讨

会计师事务所是典型的人力资源密集型企业,其战略人力资源管理的重点是核心员工,核心员工的战略人力资源管理要求制定战略规划、实施规划、战略制衡和调整评价四项工作并重。     

Strategic Global Human Resource Management: The Role of Inpatriate Managers

The need for highly qualified multicultural managers will increase as more organizations globalize their operations. These global managers may be perceived as organizational resources and, therefore, a resource-based view of human resource management is utilized. At the same time, relational view of human capital provides insight into the value of managers who have unique local market knowledge (i.e., social knowledge). By integrating the two aspects of the resource-based view, one can develop a dynamic capabilities approach to staffing global assignments. Within this integrative theoretical perspective, inpatriate managers (i.e., host or third country managers who are transferred into the home country organization on a semi-permanent to permanent basis) can be explored as a potential pool of uniquely qualified global managers to be utilized in global organizations. It is envisioned that through this unique building of managerial talents, organizations can develop/maintain a distinct competitive advantage in the markets they enter. This article explores inpatriation as an innovative means to develop managers as strategic resources to be used in formulating and implementing a global strategic plan.     

中国石油企业战略人力资源管理探究

中国石油企业加强战略人力资源管理对企业持续有效发展起着至关重要的作用。从战略人力资源管理的含义入手,结合石油企业当前人力资源管理现状,分析中国石油企业战略人力资源管理存在的问题,提出当前中国石油企业战略人力资源管理对策。     

战略性国际人力资源管理初论——以A公司为例分析

全球化的趋势促使跨国企业内部的人力资源跨国移转，为能有快速有效的当地反应以达成企业跨国经营的目标，国际人力资源管理必须提升到战略的层次来探讨，并将它与环境因素、国际经营战略结合，才能赢得持久性的胜利。国际人力资源管理是跨国企业海外经营成功的重要保证，它是跨国企业非常值得研究的议题。本文以宝钢为例进行分析，抛砖引玉，以求有所裨益。     

Key Issues In Strategic Human Resource Management: Lessons From the Netherlands

The article gives an overview of key issues in strategic HRM in the Netherlands. the experiences and needs of practitioners act as a starting point for this analysis. Based on an inventory of recent publications in the professional journals and conferences for practitioners the following key issues were identified: linking HRM policies and practices to corporate strategy; from specialist staff to regular line management and external agencies; improving quality; measuring the outcome of HRM activities; and redesigning HRM tools from flows thinking to competency building. the state of the art in each of these areas is outlined and this is followed by an analysis which traces underlying causes and factors. Future perspectives inspired by case study evidence from leading companies in the area of strategic HRM are explored.     

精益人力资源管理研究

精益生产管理在中国正在逐步深入人心,并且在一些公司也取得了显著地成效.然而,许多的公司在学习精益生产的理念时,更多的将注意力放在各种工具的学习和掌握上,而不注重人力资源的管理.着重讨论方面精益团队建设和人力资源管理,说明只有真正以人为本,才有可能实现精益,并将精益生产方式不断保持下去,从而取得更大的成绩.     

湖北省中小企业战略人力资源管理构建研究——基于人力资源管理外包基础上的研究

战略性人力资源管理,是指为企业能够实现目标所进行和所采取的一系列有计划、具有战略性意义的人力资源部署和管理行为(Wright & Mcmanhan,1992).     

战略性人力资源规划模型的研究与应用

一个组织或企业要维持生存和发展,拥有合格、高效的人员结构,就必须进行人力资源规划。人力资源规划处于整个人力资源管理活动的统筹阶段,为下一步的人力资源管理活动制订了目标、原则和方法。人力资源规划的可靠性直接关系着人力资源管理工作整体的成败。所以,制订好人力资源规划是企业人力资源管理部门的一项非常重要和有意义的工作。     

国有建筑企业战略人力资源管理系统构建研究

简要介绍了国有建筑企业人力资源管理存在的问题,并引入了战略人力资源管理理论。在基于企业发展战略的角度,构建了国有建筑企业战略人力资源管理系统模型。重点介绍了国有建筑企业战略人力资源管理系统的四个子系统以及它们之间的内在关系。     

Proactive Human Resource Management

This article presents a model for anticipating and responding to the human resource management needs of business. It presents methods for analyzing both external fit (Human Resource Management fits the development state of the organization) and internal fit (the organization components complementing and supporting each other) of human resource management. The model and its application result from research conducted in thirty organizations ranging in size from 2000 to 300,000 employees and varing in industry from financial services to consumer products. To develop and demonstrate the application of the model, we present in-depth case studies of four organizations. Implications of the model are discussed.     

Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach

This study examines the development and impact of diversity and equality management systems (DEMS). A national sample of human resource managers from 155 Canadian firms responded to surveys about their firm's diversity and equality management (DEM) practices. Cluster analysis and latent class modeling identified three distinct approaches to DEM: classical disparity DEMS showing limited development of DEM‐related practices, institutional DEMS involving complex selection mechanisms and monitoring of employment statistics, and configurational DEMS linking diversity to business strategy. Hypothesis‐testing analyses indicated that both institutional and configurational DEMS were predicted by coverage by the Canadian employment equity program, federal contractor status, and the presence of a diversity expert on staff. Only configurational DEMS was predicted by inclusion of HRM in developing business strategy. Configurational DEMS positively predicted the employment of workers with disabilities and members of visible minority groups as well as ROA. These findings support the proposition based on strategic human resource management (SHRM) theory that DEM practices should be considered as bundles and that vertical linkage to strategy is important for DEM effectiveness. As such, SHRM theory explains how managers can structure strategic responses to institutional pressures that go beyond requirements to achieve strategic goals. © 2015 Wiley Periodicals, Inc.