Integrating Human Resource and Technological Capabilities: The Influence of Global Business Strategies on Workplace Strategy Choices

Treating workplace strategies as the integration of human resource and technological capabilities, a typology of workplace strategy emphases is developed. The choice among these alternative workplace strategy emphases is treated as a function of market‐positioning priorities and the multinational scope of firms. Accordingly, a multinomial choice model is specified, which is tested against a sample of firms in the U.S. automotive supplier industry. The model obtains substantial empirical support. Among the findings is evidence consistent with the proposition that due to cross‐border, isomorphic constraints, multinational companies are less likely than national companies to pursue workplace strategies emphasizing human resource capabilities, choosing instead to favor the diffusion of workplace strategies emphasizing technological capabilities.     

战略变革中的三元协同系统研究

战略变革应该从企业全局角度来分析,这其中要涉及到企业的三个基本问题:公司战略、企业文化和人力资源管理。三者关系紧密,相互影响作用,起到协同的效果。本文构建了三者的关系模型,并对战略、文化和人力资源的彼此关系进行了系统分析。     

Management Buyouts and Human Resource Management

This paper reports the findings from a survey of the effects of management buyouts on human resource management (HRM). Buyouts resulted in increased employment, the adoption of new reward systems, and expanded employee involvement. These developments support the resource‐based view that buyouts develop internal assets over agency theory predictions that managers will adopt a cost reduction approach. The type of buyout influences the subsequent development of HRM. Buyouts report more commitment‐orientated employment policies where employees own shares, and where the buyout pursues a ‘buy and build’ corporate strategy and adopts a business strategy of enhancing customer service and developing markets.     

Human Resource Management and International Trade

This article reviews recent developments in international trade theory that relate to issues of human resource management and industrial relations Some trade models with imperfectly competitive goods markets and thir liks to strategic trade and industrial policy and described. These models, results are shown to be sensitive to the incorporation of labor market imperfections. Applications of trade theory to international labor migration and human capital acquisition are also included.     

Corporate Governance and Human Resource Management

This paper investigates the effect of different forms of corporate governance on the structure and nature of stakeholder relationships within organizations and the consequent impact on human resource management (HRM) policy and outcomes. The analysis shows that while performance advantages can be derived from commitment‐based HRM systems, a corporate governance regime that privileges remote stakeholders may operate as a constraint on such systems. The empirical analysis is based on the UK Workplace Employee Relations Survey (WERS98).     

差别化竞争战略与服务增强的内在机理

国内外许多研究者都观察到了制造企业中服务收入占营业收入的比重越来越高、服务的利润贡献越来越大，这一现象即“服务增强”。本文首先将产品界定为既包括有形实体，也包括无形服务的完全产品，然后构造了一个完全信息动态博弈模型来研究这一现象。我们发现，厂商实施服务延伸实体产品差别化的竞争战略，必然导致服务增强的结果，同时，增进厂商利润与消费者总剩余。这一结论，为我国企业通过服务差别化来谋求在全球市场上的可持续竞争优势提供了理论根据。     

Linking of Manufacturing Strategy,Market Requirements and Manufacturing Attributes In Technology Choice: An Expert System Approach

This paper suggests a framework for acquisition of new manufacturing technology that links the manufacturing strategy, market requirements and manufacturing attributes using an expert system approach. This paper takes a closer took at traditional notion of manufacturing-marketing coordination and attempts to find its links with manufacturing capabilities provided by recent evolving new manufacturing technology. For this purpose we deal with different steps involved in the strategic evaluation process beginning with the choice of a suitable competitive strategy by a firm. Then the chosen competitive strategy is linked with the market requirements, system attributes and appropriate manufacturing technology choices. The proposed model is integrated by an expert system approach that includes strategic factors of both a tangible and an intangible nature and is implemented by using the VP-Expert shell.     

基于企业文化的人力资源管理探讨——以青岛啤酒为例

青岛啤酒企业在中国已有百余年的发展历程,创造了很多令人瞩目的成绩,成为国内外的知名品牌。如今,在现代企业管理不断完善的情况下,发展企业文化与人力资源管理两者密不可分。本文主要以青岛啤酒为实例,通过阐述企业文化的功能,并基于企业管理中企业文化与人力资源管理之间的密切关系,提出企业文化在人力资源管理中具体作用。本文着重将企业文化建设与人力资源开发有效结合起来,就实现员工的招聘体系、构建良好的培训机制、员工绩效考核机制三方面与企业文化建设有效结合,并提出相应的对策。     

中小企业如何做好人力资源管理

中小企业,如何借助人力资源管理实现人才战略,实现企业的可持续发展。     

Quality of Work Life and Human Resource Outcomes

This study develops and tests hypotheses regarding the influence of Quality of Work Life (QWL) initiatives on absenteeism, accidents, grievances, and quits, using monthly longitudinal human resource archival data collected at a unionized Midwestern heavy manufacturing firm for the period from 1976 to 1986. The sample size is 129 months (48 months of pre-QWL measures and 81 months of post-QWL measures). Autoregression procedures are utilized to examine the direct impact of QWL on human resource outcomes. QWL is found to significantly reduce absenteeism, minor accidents, grievances, and quits.     

企业信息结构、人力资本专用性与人力资源管理模式的选择

由谁观察信息，观察什么信息，怎样传递信息构成了企业内部的信息结构。一般而言，企业的信息结构分成横向信息结构和纵向信息结构两种。横向信息结构与专用性人力资本，纵向信息结构与通用型人力资本相互匹配。相对应地，企业要形成不同的人力资本必须采取不同的人力资源管理模式。对以纵向信息结构为主的企业应该采取外部化人力资源管理模式，而对以横向信息结构为主的企业应该采取内部化人力资源管理模式。     

Loan Subsidy Valuation: An Alternative Approach

In a recent paper, Jennergren analyzed four loan subsidy valuation methods suggested in authoritative textbooks. He showed that the first three can be derived from a unique formula whose value depends on the nonsubsidized loan amount that is assumed to be replaced by the subsidized loan. When the WACC method is used, this debt replacement must implicitly take into account the target debt-to-value ratio set by the firm. In this article, we suggest an alternative approach that allows us to clearly incorporate the corresponding debt constraint and to determine the resulting adjustment to be made. This adjustment appears to be different from that recommended by Jennergren. More generally, we suggest an alternative view of the consistency of the methods.     

Human Resource Structures: Reducing Discrimination or Raising Rights Awareness?

Using data from 84 hospitals linked to Equal Employment Opportunity Commission discrimination-charge data, we consider how four human resource (HR) structures affect hospitals' receipt of discrimination charges. HR structures that establish accountability (affirmative action plans, EEO units) are marginally related to charges. Structures that moderate bias (management diversity training) reduce the odds of receiving a charge while structures that raise employees' rights awareness (employee diversity training) increase the odds of receiving a charge. Structures relate differently to sexual harassment versus personnel charges.     

Human Resource Management and Performance in UK Call Centres

Using data from a sample of 145 UK call centres, the authors test the core propositions of the strategic human resource management (SHRM) approach that: (a) there are coherent links through the SHRM chain from strategy, through operational requirements, to work design and human resource management, and (b) the fit between the human resource practices and market factors determines organizational performance. Little support for these hypotheses is found as only (a) a few direct relationships between the elements of the SHRM chain are found, and (b) direct relationships, rather than those moderated by market factors, are found between human resource practices and performance. But key operational requirements are linked to work design, which is itself related to a limited number of human resource practices. The direct effects of work design on key performance indicators are more pronounced than those of human resource practices.     

Human Resource Management and Corporate Performance in the UK

The relationship between HRM and performance was explored in 366 UK companies using objective and subjective performance measures and cross‐sectional and longitudinal data. Using objective measures of performance, greater use of HRM is associated with lower labour turnover and higher profit per employee but not higher productivity. After controlling for previous years’ performance, the association ceases to be significant. Using subjective performance estimates, there is a strong association between HRM and both productivity and financial performance. The study therefore confirms the association between HRM and performance but fails to show that HRM causes higher performance.     

The Nature and Causes of Effective Human Resource Management

Abstract : Four models of the causes of effective human resource management were tested using a large sample of national health service (NHS) provider trusts and districts. The four models, labelled organizational integration, policy integration, functional integration and process integration, were operationalized and tested in a regression analysis against a range of qualitative and quantitative measures of HRM effectiveness. The results reveal little or no association between the qualitative and quantitative measures of effectiveness and show that the models are better at explaining qualitative effectiveness. The most strongly supported models are organizational integration, reflected particularly in the formalization by senior management of HRM policy, and process integration, reflected in the quality and efficiency of personnel service and support. There is little support for policy integration — the idea of a coherent policy focus — and none at all for functional integration, that is, the view that a personnel department generously staffed by professional specialists will enhance effectiveness. The theoretical and policy implications of these results are discussed.