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1.
    
This paper discusses the 'social' nature of employment management problems in sub-Saharan Africa (SSA). 'Applied' Western HRM is largely based on unitarist conceptions of organizational reality. Where conceptions suggest a 'stakeholder' perspective, they tend to follow orthodox formulations of pluralism. In that regard, notions of 'stakeholding' refer to the divergent internal organizational interests (mainly economic) of labour and management. In the SSA context, however, the broader social and moral issues of the wider community have a decisive influence on the employment relationship. And internal employment relations structures, such as trade unions, do not constitute the main representative channels for employee grievances. Consequently, established Western employment frames of reference do not represent suitable theoretical frameworks for analysing all the relevant social factors that influence the SSA employment relationship. This paper proposes a modified version of Ackers' (2002) 'neo-pluralist' theoretical framework as the basis for understanding and resolving some of issues involved in HRM in SSA. From this analysis, it proposes a model of HRM that attempts to institutionalize some elements of the 'African social system' into formal HRM policies and strategies.  相似文献   

2.
    
HRM appears to both believe that unitarism already exists in employment relationships and, at the same time, sees itself as the means to achieving unitarism through the introduction of systems of ‘high commitment management’ (HCM) in the workplace. The primary goal of HCM is empirical unitarism, achieved by the implementation of a system of practices aimed at aligning the interests and objectives of managers and workers. Not surprisingly these taken-for-granted values and beliefs in HRM about employment relationships have stirred debate in the literature, with many suggesting this is a flawed view of organizational life (Hart, 1993; Keenoy, 1999). This study has attempted to verify empirically these assumptions from a managerial perspective by first identifying the current employment values and beliefs of managerial workers and management and second examining the extent to which these influence, or are influenced by, the adoption of high commitment practices in the workplace. It finds managers do consider employment relationships in general to be pluralist, however, when it comes to employment relationships in their own organizations managers' report these to be unitarist. A relationship is also found to exist between the use of HCM in the workplace and managerial values and beliefs, with increased usage of HCM being associated with unitary values and beliefs.  相似文献   

3.
HRM scholarship is increasingly dominated by ‘scientific’ research characterised by a positivist methodology, complex statistical techniques, correlational theorising and incremental advances in knowledge. While this approach has long been prominent in HRM research, what is new is the almost total dominance of this kind of research, which has largely crowded out alternative approaches, particularly those that are overtly critical in orientation. A variety of institutional factors has contributed to this shift in HRM scholarship, and these place significant obstacles in front of those who seek to reclaim space for critical voices. There is, however, room for greater methodological pluralism, and researchers, academic institutions and journals have roles to play in promoting viable alternatives.  相似文献   

4.
    
As part of this journal's provocation series, John Godard criticised the psychologisation of human resource management and expressed concern with the psychologisation of employment relations. This article uses four explicit frames of reference on the employment relationship to further explicate Godard's concern with the distancing of the field from questions about the structural nature of the employment relationship. This discussion is then extended to consider the magnifying implications of the turn within the field toward organisational behaviour research. Ultimately, the complexity of work and employment means that the field needs to be vigilant in embracing not only multidisciplinary but also multiperspective approaches rather than letting the field become excessively unitary.  相似文献   

5.
白晓君 《价值工程》2013,32(1):140-141
新生代员工是特殊时代背景下成长起来的一代人,当他们成为职场主力军时,管理的变革也相应来临。新生代员工有着独特的人力资源特点,针对这一群体的管理内容和方式应有所侧重,才能发挥员工的积极性、主动性、创造性。  相似文献   

6.
    
Abstract

This paper provides a nuanced insight into the workplace level interactions between a union and HRM systems within a union-management partnership arrangement. Soft outcomes of HRM systems typically suffer from compromised implementation by managers struggling to balance competing operational priorities, but we show how a union limits this poor implementation. Qualitative and documentary data were retrieved from a major UK retailer and a trade union to examine how union activity interacts with HRM delivery. Firstly, union communication systems enhanced or replaced company systems of employee voice. Secondly, union activity policed management implementation of HRM practices to limit their subjugation to short-term productivity increases, improving outcomes for employees and the HRM system for the company. These outcomes were achieved through oppositional engagement within the context of partnership, which points towards a persisting and productive pluralism within the cooperative rhetoric.  相似文献   

7.
    
The current study seeks to answer a number of key questions concerning the strategic management of frontline employees (e.g. individuals who do not occupy an executive, managerial or supervisory role in functions such as production, maintenance, service and clerical functions) and their contributions towards the performance of small- and medium-sized manufacturing firms in Australia. This study adopts a human capital perspective to examine the employee and organisational performance of small and medium enterprises (SMEs) in Australia. We were also interested in seeking to examine the presence of the human resource management (HRM) function of SMEs in Australia and their contribution towards employee and firm performance. Findings from the partial least square analysis identified the antecedents and consequences of a human capital enhancing (HCE) approach for the strategic HRM of frontline employees in Australia's manufacturing industry. Strategic orientations of small- and medium-sized manufacturing firms mediate the contribution of the HRM function in adopting a set of HCE HRM systems. HCE HRM system was found to have a direct and indirect impact on manufacturing performance outcomes. Frontline employees' performance was found to mediate the impact of HCE HRM system on manufacturing performance outcomes. Theoretical and practical implications are discussed in relation to the management of frontline employees in enhancing perceived employee and manufacturing performance.  相似文献   

8.
    
This paper reports on findings from research conducted in South African service organizations that frontline employees' perceptions of HRM practices have a direct influence on their service behaviour. Specific HRM practices have more impact than others and this was attributed to the influence of external factors such as the socio-political situation and national culture and to internal factors linked to the way managers implemented the HRM practices in the organization. Organizational commitment was found to play a mediating role in the relationship between frontline employees' perceptions of HRM and their service behaviour.  相似文献   

9.
    
We measure whether, in a developing country, existence of a ‘hard’ strategic human resource management (SHRM) strategy developed at high organizational levels or one designed to enhance employee knowledge inputs and thereby promote employer–employee interdependence (EEIN) is a stronger antecedent of direct communication to employees. We use data from a comprehensive survey of HR practices in Mauritius, one of Africa's most open and successful economies. We find that both SHRM and EEIN are antecedents, but that the latter is stronger in public organizations and in smaller and older companies. We conclude that EEIN is a significant analytic category for explaining management practices especially in a historic sense in this and possibly other developing country contexts.  相似文献   

10.
    
Within the Australian context of a shortage of skilled professionals, this article uses the Harvard model of human resources management (HRM) to conceptualise how changes in stakeholder interests coupled with changes to situational factors affect public sector HRM policy choices that in turn affect HRM outcomes for different types of public sector employees. The findings obtained using path analysis suggest that the proposed model explained almost 50% for nurses and less than 14% for police officers. In the case of nurses, the strong significant relationship between HRM inputs and outputs may provide a further plausible explanation for one of the long-term consequences of new public management – namely, the inability to retain skilled employees (especially those in the health sector) across numerous OECD countries. The implication of these findings is that the present public sector HRM policy choice should be re-examined because of its impact on HRM outcomes. Moreover, public sector employees should not be regarded as one uniform group that responds alike to the same policy. Whilst the merits of pursuing a strong auditing focus may have benefited organisations financially, the benefits can only remain if public sector employees, including professionals, are prepared to work under those conditions. The inability to retain nurses in numerous countries, coupled with past studies that have identified (poor) management as a contributing factor, suggests that past HRM policy choices may have to be replaced by new HRM policy choices that focus on employees' perceptions of well-being. However, more studies using different types of professionals are required to confirm the generalisability of these findings.  相似文献   

11.
    
The aim of this paper is to report on current developments in the area of human resource management (HRM) in Australia. The study analyses 1372 on‐line responses to a survey of Australian Human Resources Institute (AHRI) members. Results of the research indicate that although human resources (HR) has strengthened its strategic positioning, HR professionals face several challenges including: the potential narrowing of their career base; the need for improved HRM metrics; and a broader commitment to attraction and retention initiatives. Results also reveal that expectations of a more strategic business focus for HR are developing in the context of an industrial relations climate that has increased HR's responsibility for employee relations in the workplace. In the face of these complex expectations, Australian HR professionals report positive reactions to the changes that have occurred within the HR function; they remain optimistic about their future and their capacity to manage the shifting ground that HRM occupies.  相似文献   

12.
    
The findings from a detailed study of human resource management (HRM) practitioners in the metals mining industry indicate strong support for the view that significant changes to workplace practices and the management of human resources have taken place in the mining sector in recent years and that these changes have led to high organisational productivity and the evolution of workplace and organisational cultures amenable to productive change. The results reveal that a key element of the change process has been the introduction and development of workplace agreements, and this industrial regime has been instrumental in facilitating the type of workplace reform which is beneficial to the achievement of organisational goals and objectives. A flow‐on effect of this workplace reform has been the diminution in importance of the traditional industrial relations component in the HR role, and the trend towards the decentralisation of some of the traditional HR functions to line managers. However, evidence of a major shift in the importance of HR managers and comprehensive moves to integrate HRM strategically is not overwhelming, although most HR practitioners surveyed agreed that the status and influence of HR professionals have generally increased over recent years. The results of this study raise important questions about the positioning of HRM as a strategic element in organisational and business planning and activities, and its role within management systems which reflect a largely unitarist interpretation of organisational life.  相似文献   

13.
    
Abstract

The present research examines the relationships between progressive HRM practices and the organizational citizenship behaviors (OCB) of professional employees. Drawing on recent HRM literature, our research model includes a perceived organizational support (POS)-commitment mediation hypothesis. Taking into account previous studies on professional employees, a job satisfaction-commitment pathway is also integrated. We tested both mediational pathways as part of a single structural equation model using a sample of 329 professional employees. Our results show that the relationship between recognition and OCB is mediated by the POS-commitment pathway, while the relationships between fairness of rewards, skills development and OCB are mediated by the job satisfaction-commitment pathway. The specificities of the HRM of professional employees related to their multiple cognitive orientations are discussed.  相似文献   

14.
The participation of ‘new generation’ employees in management and their satisfaction in the workplace, respectively, remain more than ever important issues in the Chinese societal context in particular, as well as having wider implications for human resource management in general. This study accordingly explores the influence of employee participation mechanisms on the satisfaction of this new generation of employees – by carrying out empirical research in the manufacturing industry in China. The main theoretical contribution aims to show that the participation of such new generation employees in management, supervision and decision-making has a significantly positive impact on their work satisfaction. Furthermore, the employees' willingness to participate (participation intention) appears to play a moderating role between actual participation on the one hand, and satisfaction on the other. Such findings, we argue, potentially apply not only in the societal context of China but might also resonate more widely across other countries in the global economy.  相似文献   

15.
    
Drawing on institutionalism and path dependency theory, this paper provides a conceptual framework to identify and explain the nature and transformation of Chinese human resource management (HRM). The framework is applied to case studies of three enterprises that are either state-owned or state-controlled. The paper groups HRM in contemporary China into three categories: Paternalistic; Transactional; and Differentiated with the last one involving a mix of paternalistic and transactional HRM policies and practices. The paper argues that, as China's economy has evolved from paternalistic socialism to market socialism in recent decades, Chinese HRM has responded, moving along the continuum from paternalistic to transactional HRM. The case studies reveal the impact on HRM practice of both the legacy of paternalistic socialism and three decades of marketization. The case study evidence clearly indicates that paternalistic HRM, common in state-owned enterprises in the pre-reform era, has evolved towards either transactional or differentiated HRM. Among the changes in HRM practice is a decline in the welfare benefits and employment security of workers, the former ‘masters of society’.  相似文献   

16.
    
In the literature, it is often assumed that traditional, control‐oriented HRM systems are increasingly being replaced by commitment‐based HRM systems because the latter generally result in higher firm performance. However, an HRM system's effectiveness may depend on an organisation's external and internal context, and neither control nor commitment HR systems are without disadvantages. Thus, the empirical validity of this claim is not clear ex ante. This paper analyses the empirical diffusion and determinants of control and commitment HRM systems in Germany as well as their impact on HRM outcomes and firm performance. The findings indicate that between the two extreme forms of high‐control and high‐commitment HRM systems, there are two hybrid forms (long‐term‐oriented control system and regulated commitment system) that combine elements of both ‘pure’ systems. Commitment HRM systems outperform the high‐control HRM system concerning many HRM outcomes and firm performance measures. However, in direct comparison, the high and the regulated commitment HRM systems do not show substantially different outcomes, indicating that there is no one best way.  相似文献   

17.
    
Using an institutional lens, we investigate the isomorphic effects of both external and internal contexts on human resource management (HRM) systems. Our analysis uses data from 4768 organizations across 34 countries to focus on the similarities in HRM systems. By employing distance matrices, a commonly adopted method in geographic science, we find that both external and internal contexts affect (dis)similarities in HRM systems. Organizations in similar environments exhibit more similar HRM systems. Furthermore, we find that the devolvement of HRM activities from HRM to line management reduces the similarity of HRM systems across organizations. By contrast, a strong strategic position of HRM does not yield a comparable effect. Our study's main contributions include elucidating the multifaceted relationship between context and HRM, highlighting the HRM department's role in this relationship, clarifying the context–HRM connection via the concept of isomorphic pressures, and illustrating the use of distance matrices as tool with great explanatory power for the analysis of similarities among HRM phenomena.  相似文献   

18.
    
Abstract

Over the past decades, scholars have dedicated substantial attention to the process of HRM implementation. Most progress has been made with debates on HRM system strength, roles of organisational actors in HRM implementation, and intended, actual and perceived HRM. In this paper, we challenge the current view on HRM implementation as being too static and one-directional. By building on structuration theory, we show that the process of HRM implementation is less straightforward than has been previously assumed. After their initial introduction, HRM practices evolve through turbulent developments. Furthermore, instead of neatly distributed roles following meticulously scheduled planning, HRM practices are influenced by various organisational actors. For successful implementation, HRM practices need to become inscribed into the interpretive schemes of organisational actors, resources have to be distributed, the HRM practice has to gain legitimacy. We develop a comprehensive framework that assists in understanding the process of HRM implementation.  相似文献   

19.
    
This study takes a contextualized approach to examine the structures, measures and predictive value of four human resource management (HRM) systems in China. Synthesizing the established concepts in the Western literature with the indigenous practices in the Chinese workplace, we contextually adapt the conceptual components of commitment-based, collaboration-based, controlled-based and contract-based HRM systems. Using data from 224 organizations, we found a pluralistic structure of the HRM systems, consisting of two discriminant dimensions within each HRM system, and a high-order model encompassing all HRM systems. In addition, we found different predictive value of the HRM systems firm innovation, cost reduction and bottom-line performance. Ideas for future research and practical implications are also discussed.  相似文献   

20.
从分析西方企业人力资源管理的经验及借鉴入手,探讨了以中国企业人力资源管理的制度建设与相应策略,包括:构建人力资源的管理制度体系,掌握核心人力资源管理技术,把握人力资源管理技巧。  相似文献   

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