Cognitive style: Some human resource implications for managers

Cognitive style may be defined as an individual’s inherent and consistent way of organizing and processing information. It is independent of cognitive ability and may have an important bearing on individual performance within and across organizational settings, for example in the areas of selection, vocational and occupational preferences, management competence, team composition and performance, occupational-stress training and development and organizational learning. A model is suggested in which it is argued cognitive ability, cognitive style and cognitive strategies are intervening variables between individual/organizational processes and individual/organizational performance. It is suggested that managers and others within organizations who have a responsibility for human resource issues need to consider ways in which a knowledge of style may be integrated into these important areas of activity.     

New models for exhaustible resource development

Minerals sector firms have joined other industries in going green, and some have used the language of sustainable development in the context of the relationship between industry, environment and community. Because of its historical practices of causing severe land disturbance, water pollution and ecosystem disruption, many have thought the concept of ‘sustainable mining’ an oxymoron. Within the context of trying to find the ‘best’ models for minerals development in the fledgling Russian democracy (specifically in Western Siberia), however, we discovered a number of possibilities for creating at least a more sustainable mining sector. This paper presents in summary form some interim results from our work on sustainable development in the extractive hydrocarbon economies of Western Siberia. We identify practices along three dimensions of sustainability – environment, community and labor – and briefly discuss the implications of these practices for Western Siberia.     

The central role of human resource management in the search for sustainable organizations

The aim of this article is to present the main contributions of human resource management to develop sustainable organizations. The relationship between human resources and organizational sustainability, which is based on economical, social and environmental performance, involves some important aspects concerning management such as innovation, cultural diversity and the environment. The integration of items from the triple bottom line approach leads to developing a model based on a strategic and central posture of human resource management. Based on this model, propositions and recommendations for future research on this theme are presented.     

Fostering and facilitating entrepreneurship in organizations: Implications for organization structure and human resource management practices

Two particularly important factors involved in successful corporate entrepreneurship are organization structure and human resource management practices. By selecting and implementing the appropriate structure and practices, human resource professionals can systematically foster and facilitate innovation and entrepreneurship within their organizations. The more that new and different entrepreneurial activities are needed, the more that complete structural arrangements as well as policy and procedure flexibility are needed. In this article, structural practices appropriate for different degrees of entrepreneurial activity are described. But because appropriate structural practices alone are not sufficient for effectiveness, necessary human resource management practices are also described in detail. Throughout, implications for structural and human resource management practices in advancing entrepreneurship are considered.     

Human resource information systems: Information security concerns for organizations

We explore HRIS and e-HR security by presenting information security fundamentals and how they pertain to organizations. With increasing use of enterprise systems such as HRIS and e-HR, security of such systems is an area that is worthy of further exploration. Even then, there is surprisingly little research in this area, albeit that extensive work is present in regard to HRIS privacy. While focusing on HRIS and e-HR security, we introduce aspects of HRIS and e-HR security and how it can be enhanced in organizations. A research model is also presented along with propositions that can guide future research.     

Addressing social-business tensions in hybridized nonprofit organizations: The contribution of strategic human resource management

Nonprofit hybridization represents the adaptive response to a turbulent external and internal environment leading to tensions between contradictory goals (e.g. social and business goals). Although research has provided insights into the strategies for addressing the tensions stemming from hybridization, it has paid less attention to how strategic human resource management (SHRM) may play a role in managing these social-business tensions. Given the increasing complexity nonprofit organizations (NPOs) face, this hybrid context presents a valuable opportunity to examine the concept of SHRM “fit” in terms of different stakeholder demands, diverse and competing goals and resulting tensions. This article aims to conceptualize and contextualize SHRM fit in hybridized NPOs to gain a better understanding of how organizations can orientate their systems and practices to manage competing demands stemming from hybridization. Hereby, we use SHRM fit to illustrate the opportunities for and limitations on practice within a hybrid context. Bringing the nonprofit and hybrid literature together, we develop a typology of nonprofit hybridization that distinguishes NPOs according to their financial and social orientation and specify the tensions and management approaches that dominate these types. Drawing on the concept of SHRM fit, we advance a framework and propositions on how the management approaches in each of the types result in different configurations of vertical and horizontal fit that address social-business tensions. Hereby we extend current debates in the hybridization literature on tensions between opposing goals and research on SHRM approaches in NPOs and contribute to a theoretically-informed understanding of the implications of tension management approaches in variants of hybrid organizations.     

Decision support systems for human resource training and development

Human resource training and development methods and techniques have different qualitative characteristics that require a multicriteria and multiscenario framework for their assessment. This study incorporates the AHP to assess the nine most important human resource training and development methods and techniques, under five criteria and six scenarios. The methods considered are ‘on-the-job training’, ‘mentorship’, ‘apprenticeship’, ‘vestibule training/simulators’, ‘web-based learning’, ‘instructor-led classroom training’, ‘programmed self-instruction’, ‘case studies/role playing’ and ‘systematic job rotations and transfers’. ‘Vestibule training/simulators’ and ‘mentorship’ have the average best scores, and they should be among the first priorities especially when efficiency, the motivation of employees and minimization of the duration of training time are the most important factors. ‘Web-based learning’ is ideal for minimizing training costs or when ease of application is the first priority. ‘On-the-job training’ is a very good alternative when the cost of training should be reduced while the motivation of employees should be increased.     

Creating and sustaining a strategic partnership: A model for human resource development

Human resource development (HRD) leaders have been challenged to become strategic business partners in order to link people, strategy, and performance. In spite of a critical need, there has not been an empirically testable systemic framework that pulls together the wide variety of strategic imperatives that have been suggested. This article presents a conceptual model identifying the essential system elements that provide a framework for how HRD might create and then sustain its full leadership potential as a strategic partner.     

Why organizations adopt some human resource management practices and reject others: An exploration of rationales

This article explores reasons why organizations adopt or reject human resource practices. Four theoretical approaches are brought to bear on this issue. According to the economic approach, organizations adopt HR practices that are economically beneficial to them. Similarly, the alignment approach views firms as adopting HR practices if these practices are aligned with strategic objectives. In contrast, the decision‐making approach invokes a constrained‐ra‐tionality model of managerial judgment, and the diffusion approach attributes the adoption/rejection decision to institutional pressures that encourage imitation. Literature in these areas is reviewed and the implications for HR research and practice are discussed. © 2006 Wiley Periodicals, Inc.     

充分就业:生态学意义下人力资源开发的语境

中国的经济问题、环境问题和人口问题是现存的主要问题,这三个问题之间有一个交叉点--人与资源配置的失调.这种失调在哲学层面上体现为人的本性需求--劳动能力未充分发挥,在实证科学层面体现为未充分就业.在人类新的价值理想的建构中,劳动作为一种手段,其功能需要从"谋生"转向"乐生",这就是劳动在人的发展中的重要作用.劳动密集型产业的开发和利用是解决现阶段充分就业问题的主要途径之一.     

Technology transfer organizations: Services and business models

Knowledge and technology transfer organizations (KTTOs) are crucial nodes connecting suppliers and users of knowledge that support the endogenous potential of innovation in firms. Prior studies on the services provided to firms by KTTOs tend to have weak theoretical foundations, to rely on case study approaches, and to focus attention on one service or a few services provided by a single organization. This study extends and integrates elements from a conceptual knowledge value chain and business model frameworks. The value chain perspective allows integrating the services offered by KTTOs in the value chain of firms. As for the business model perspective, it allows developing hypotheses about how KTTOs create and deliver value for client firms. To test these hypotheses, we collected and analyzed a data set of 281 publicly supported KTTOs located in Canada. The empirical results show that different types of KTTOs tend to specialize in the provision of services at different stages of the value chain of firms, and to benefit from complementarity effects between service offerings. Our analysis also shows that different types of KTTOs devise different types of business models that are centered on services linked to different stages of the value chain. Overall, these results suggest that managers of KTTOs could improve their business models and increase value to client firms by increasing the degree of customization of solutions offered to clients which, in turn, would also increase revenues from clients, and hence reduce KTTOs′ vulnerability to reductions in government funding.     

An integrative model for competency development in organizations: the Flemish case

The prominent role of competency development in enhancing the success of employees and organizations has drawn the attention of practitioners leading them to introduce competency development as a central part of their human resource practices. Unfortunately, this strong managerial interest has not been fully translated into the academic world, creating a gap between theory and practice. The main purpose of this study is to fill this gap by exploring the nature of competency development in 22 Flemish organizations through a longitudinal multiple case study design. By using a grounded theory approach, a framework has emerged mapping out the different steps of competency development in the participating organizations. As such, this study can be an important first step toward closing the gap between practice and theory concerning competency development in organizations.     

Assessing the value of human resource certification: A call for evidence-based human resource management

We are delighted that our article on the value of human resource (HR) certification (Lengnick-Hall & Aguinis, 2012) has generated so much interest. In this brief response, we identify two key similarities across all of the articles published in this special issue (including our own). First, all commentators care deeply about the field of human resource management (HRM). Second, all commentators believe that additional empirical research is needed to assess the value of HR certification for stakeholders inside and outside of the field of HRM. We offer a concrete course of action. Specifically, we issue the following challenge to the Society for Human Resource Management (SHRM) Foundation: Issue a call for proposals for empirical research on the value of HR certification. Such a call would provide funding so that teams including both researchers and practitioners are encouraged to conduct research on this topic. Moreover, such a collaborative approach involving the SHRM Foundation, the HRM scholarly community, and the HRM practitioner community is likely to elevate the field of HRM and produce valuable knowledge about the value of HR certification for stakeholders inside and outside of the field, which in turn will also help narrow the much-lamented science–practice gap.     

Thirty-two years of development of human resource management in China: Review and prospects

Focusing on the theoretical developments and practical applications of human resource management, this paper reviews the transition of human resource management in China from planned labor and personnel management to modern human resource management in three distinct time periods since China's reform and opening-up. Next the paper discusses the challenges of human resource management research and its practices from the perspectives of internationalization, corporate culture, and organizational innovation during China's economic transition. Finally, it presents the prospects and trends in the future development of human resource management in China.