The Importance of Sectoral Differences in the Application of Complementary HRM Practices for Innovation Performance

Recent theoretical and empirical analysis in the field of economic organization has focused almost exclusively on identifying organizational practices and complementarities between such practices, without regard for the type of activity in question. However, organizational theory suggests that more knowledge-intensive production activities often involve higher degrees of strategic uncertainty for firms and performance ambiguity in relation to individual employees. Therefore, the 'organic' or 'clan' form of organization - involving the application of 'new' HRM practices - is expected to perform better within knowledge-intensive sectors of the economy, as compared to other sectors. A sample of 726 Danish firms with more than 50 employees in manufacturing and private services is studied. The results show that HRM practices are more effective in influencing innovation performance when applied together, as compared with situations in which individual practices are applied alone. In other words, organizational complementarities obtain. Moreover, the application of complementary HRM practices is more effective for firms in knowledge-intensive industries ('high' and 'medium' knowledge-intensive industries).     

Professional HRM Practices in Family Owned‐Managed Enterprises*

This study examines determinants of professional human resource management (HRM) practices within a sample of approximately 700 small to medium‐sized firms. Predictions from the agency theory and the resource‐based view of organizations lead to alternate hypotheses regarding the direct and indirect negative effects of family ownership and management on the usage of professional HRM practices. Results support predictions for both direct and indirect effects. These indirect effects occur through intermediary variables that reflect organizational complexity, such as firm size, (the presence of a) formal business plan, and HRM specialization. The findings lend partial support to both theories.     

HRM Under Guided Economic Development: The Singapore Experience

The article begins with the three stages of Singapore's economic development as the context from which the local labour-management relations system emerged. This is followed by a discussion of the institutional framework under which the government managed to attractmulti-national enterprises to provide the necessary capital, technology, management expertise, and access to international markets - conditions required for the attainment of its economic goals. However, while the government did deliver a disciplined, hard-working and trained labour force, it also ensured that workers received a share of the wealth generated in the labour process. In the second part of the article, local employment practices, as well as the trends for future development are discussed.     

人力资源绩效考核分析

随着经济的发展和企业竞争的加剧,人力资源绩效考核作为人力资源管理的中心环节,正面临着新的挑战。为全面分析人力资源绩效考核的整个过程,构建了考核体系并确定了各指标的权重,并对考核数据进行综合分析。在确定各考核指标权重时,引入了群决策方法和聚类分析原理;在综合分析考核数据时,运用模糊评判方法,通过实际数据举例并与定性分析相结合,得到了较好的结果,从而论证了模糊综合评判方法的可行性,为企业人力资源管理决策提供了依据。     

产业发展问题上的几个误区

本文认为,近些年来在产业发展问题上一直存在一些误区.具体包括:刻意发展第三产业的误区;刻意发展高端产业的误区;轻视劳动密集型产业的误区;刻意推进产业转移的误区.实际上,对一个地区来讲,适合发展什么产业,什么产业就好,就应该发展什么产业;不适合发展什么产业,什么产业就不好,就不应该发展什么产业.产业转移和集聚在很大程度上是一个自然、渐进的过程,政府不能刻意推进,更不能操之过急.     

ERP系统中人力资源管理的风险控制研究

将人力资源管理置于企业管理系统,从而可使ERP功能真正扩展到全方位企业管理的范畴。P2I2模型是针对信息安全风险所提出的一种已被实际证明的行之有效的风险管理模型。对ERP系统中的人力资源风险进行有效控制,可将风险的影响降低到最小或可接受的水平。     

我国企业人力资源管理效能衡量模式研究评述

总结我国学者在人力资源管理效能衡量模式研究领域的主要成就,把我国关于企业人力资源管理效能衡量的研究历程界定为:自外而内的“移植”、“引进”、自泛而专的“唤起”、“聚焦”和系统化的“整合”、“创新”阶段。分析目前国内企业人力资源管理效能衡量模式的研究动态,并进一步探讨了企业人力资源管理效能衡量模式研究的发展趋势和研究空间。     

台湾商业会计法的发展及其借鉴

台湾商业会计法在其实施的近60年时间里,对规范会计事务处理程序,赋予会计人员独立的监督地位,依法办理会计事务,保证会计信息质量,促进台湾地区市场经济的发展起到了重要作用。对台湾商业会计法的背景概况、商业会计法的修正与完善、商业会计法的主要内容所作的详细介绍,希望能对大陆会计法的成熟与发展有所裨益。     

台湾地区国际保理业发展的经验借鉴

近年来,我国台湾国际保理业业绩骄人,连续排名亚洲榜首。本文旨在分析我国台湾地区发展国际保理业务独特的经验,如注重国际保理与电子商务相结合;树立为客户服务的品牌意识;加强对国际保理专业人员的素质教育和培养;积极参与国际保理商联合会的组织活动与决策;探索国际保理业务创新等。在此基础上,结合祖国大陆的实际发展状况,提出值得我们借鉴的几方面经验。     

The post-Asian financial crisis: changes in HRM in Taiwanese enterprises

The changes in the macro-economic environment, due to the recent Asian crisis, have been an important stimulus to organizational and human resource management (HRM) changes in Taiwanese enterprises. This essay tackles these responses by looking at individual firms, using a case study approach. The pattern of organizational responses introduced in these companies has exhibited a variety of different characteristics. Most have implemented strategies towards enhancing the individual firms' competitiveness. The situation has changed since Chen's research in 1997, marked by differences between a period of economic boom and a period of economic recession. Consequently, key economic indicators and labour market conditions have changed, so HRM practices have evolved too. Generally speaking, the adoption of international standardized HRM practices is one such move that is now becoming more general in Taiwan.     

HRM in Thailand: Eroding Traditions

This study explores the changing HRM practices in Thailand, especially over the past decade, during which the country has undergone substantial economic growth. It begins by examining the employment practices of traditional family-owned enterprises, which differ substantially from what have become thought of as ‘best practice’ in Western firms. It then analyzes the professionalization of employment practices in large-scale, publicly held Thai corporations. The final sections of the consider the nature of employment practices in the subsidiaries of multinational firms, which play a major role in the Thai economy.     

HRM in Chinese privately owned enterprises

Using an in‐depth case study approach, this study investigates human resource management (HRM) practices in Chinese privately owned enterprises (POEs). While HRM practices in POEs are marketoriented, there is a lack of HR planning, commitment to training and development, and employee involvement and participation. The pragmatic HRM practices in POEs contribute to greater efficiency and rapid expansion of the private enterprise economy, but at the same time are associated with low employee job satisfaction, employees' organizational commitment, and their experience of disadvantages. These are issues that are all likely to cause labor disputes to occur. The findings of this study have significant implications for practitioners and further research. © 2008 Wiley Periodicals, Inc.     

Current Ethical Issues in Polish HRM

Contemporary HRM was introduced into Poland by the arrival of international corporations with their professional systems of Human Resource Management, which emphasizes ethical personnel management. This research is based on data collected from a questionnaire and interview of 40 women and men professional graduates of the 2004 Weekend MBA Program at Poznan University of Economics eliciting their perceptions of ethical issues in Polish HRM. The present Polish economic situation, with 19% unemployment, precipitates many ethical challenges. The questionnaire and interviews resulted in 217 observations and specific examples of ethical HRM issues. Examples fall in two broad categories and five specific Human Resource areas. The broad external categories are: (1) History and cultural attitudes and (2) Exploitation of the current unemployment situation. Historical and cultural attitudes influence attitudes toward work; company discipline; property and ownership; law and social expectations at work. The history of personnel departments in Socialistic Poland explains many of these attitudes. The five specific categories are: (1) Ethical issues in recruitment; (2) Ethical issues in hiring (Discrimination issues); (3) Ethical issues in performance appraisals and promotions; (4) Abuse of authority (including sexual harassment), and (5) “Mobbing”. Ethical issues in these categories include correlation with appropriate Polish Labor and Penal Laws. This research reveals some HRM ethical challenges unique to Polish HRM. The research emphasizes professional HRM and ethical expectations, which are now being recognized and accepted as a strategic component of Polish management Brother Leo V. Ryan, CSV is Professor of Management – Emeritus and former Dean, College of Commerce, De Paul University. He is a Fellow, St. Edmund’s College, Cambridge, holds honorary degrees from Seton Hall University and Illinois Benedictine University and was a Fulbright Professor in Poland (1993–1995). He is past president, Society for Business Ethics. He is co-author or co-editor of Human Action in Business (1996); Etyka Biznesu (1997); From Autarcy to Market – Polish Economics and Politics (1998); Students Focus on Ethics (2000); Praxiology and Pragmatism (2002) and Poland: A Transformational Analysis (2003). He has been an annual Visiting Professor, Poznan University of Economics, Poznan, Poland since November 1999.     

HRM in Hong Kong since 1997

A diverse set of human resource management (HRM) practices became institutionalized during Hong Kong's industrialization from the 1950s through the 1970s within the context of an open economy, a government disinclined to intervene in business decisions or the labour market and a weak trade union movement. Economic restructuring, labour market changes and rising labour costs during the 1980s and 1990s pressured employers to find more effective ways of using their human resources. We focus on how the economic downturn following the Asian Financial Crisis has impacted on employment practices including employment security, compensation, skill formation, work reorganization and employment relations. We discuss changes in the public as well as private sector and argue that reforms in the former are loosening the rigidities of its highly structured internal labour market system. Public sector employment practices are thus likely to converge increasingly with the ‘best practices’ of private sector and overseas government HRM systems.     

The research on HRM model of geosciences engineering perambulation enterprise

Firstly,this paper defines the definition of geosciences engineering perambulation enterprise,which belongs to the knowledgeable enterprise;then,it summarizes the general HRM model presented by other researchers,based on those models,this paper builds a new HRM model of geosciences engineering perambulation enterprise.     

温州对接台湾加快经济发展思路研究

中国内地和中国台湾地区双边贸易发展快速,利益共同点广泛,签署两岸经济合作框架协议(ECFA)有利于双边经济社会发展。签署ECFA之后,中国内地企业进入中国台湾地区的壁垒会大为降低。本文通过ECFA对温州经济发展带来的影响分析和预测,指出新形势下温州对接台湾,加快发展的战略措施。     

HRM in Singapore: change and continuity

This essay traces the development of human resource management (HRM) in Singapore from the mid 1990s until the present day, with particular reference to the impact of the 1997 Asian financial crisis. In particular, it explores the changes in employment relations since the publication of Yuen (1997). National HRM concerns and strategies to maximize human capital as Singapore transforms itself and the knowledge economy is highlighted. The issue of convergence versus divergence in the management of human resources (HRs) will be touched upon. Current and future HR challenges that are most likely to impact on the country's competitiveness and economic performance are also explored.