企业战略人力资源管理的探析

战略人力资源管理对经济增长和组织绩效都具有重要作用。在实践中，人们认识到了战略人力资源管理对组织绩效的重要作用．但是对于战略人力资源管理对组织绩效的作用方式尚不确定．而且企业的人力资源与企业经营的基本战略不相匹配。为了实现更好的组织绩效，有必要建立科学的战略人力资源管理模式。战略人力资源管理模式构建的实质就是协调人力资源管理战略和企业的经营战略，用科学的人力资源计划为员工提供足够的发展空间，以系统的培训开发人力资源，引导员工最大限度的实现企业战略目标，为企业做出最大贡献。     

Human resource business partner lifecycle model: exploring how the relationship between HRBPs and their line manager partners evolves

The human resources business partner (HRBP) role is advocated as a way for human resource (HR) professionals and the HR profession to become more strategic and less transactional, necessitating the development of different competencies. Few researchers have examined how the HRBP Model plays out in practice, over time, from the perspective of HR professionals and their line manager partners (LMPs). We collected data through interviews and focus groups with both these stakeholders at three UK organisations to understand the dynamics of the individual HRBP–LMP relationship. After analysing the data, we propose an HRBP Lifecycle Model. The model suggests the relationship between the parties is dynamic, complex and dependent upon the organisational culture as well as the skills and competencies of the main stakeholders in the partnership.     

Characterising human resources management practices in Portugal: an empirical analysis

The importance of human resources as a fundamental channel towards the competitiveness and sustainability of firms is now theoretically unchallenged. This article provides an overall characterisation of the main human resources management (HRM) practices implemented in Portugal and compares them with the benchmark models proposed in the literature.

To evaluate the degree to which HRM practices diverge from these benchmark models, this article relies on the analysis of five criteria: i) How do the main HRM practices fit the existing management models (familiar, professional or mixed); ii) How does the HRM conform to a work organisation of the matricial type; iii) To identify whether the role of HRM is essentially administrative or strategic; iv) To identify where the responsibility for HRM lies within the firms operating in Portugal; and v) To characterise the relation between HRM and work organisation in Portugal.

Drawing on a representative sample of firms operating in Portugal, we identify three clusters that allow us to characterise and analyse the stylised HRM practices implemented in Portugal (network-based, familiar-based or bureaucratised). Results show contrasting management patterns, which can be interpreted as different stages of evolution in terms of HRM practices in Portugal.     

Human Resource Management Journal: A look to the past,present, and future of the journal and HRM scholarship

This editorial lays out 30 years of history of Human Resource Management Journal (HRMJ), charting the journal's roots, reflecting on HRM scholarship today and guiding authors on potential contributions to the journal in the future. HRMJ has achieved high recognition and ranking internationally since its conception originally as a UK‐based journal. The journal's broad‐based approach to the study of the management of people at work, means it appeals to scholars from a multitude of disciplines, not least of all management, industrial relations, psychology and organisational behaviour. HRMJ is also highly rigorous in its review process, ensuring reliable, interesting and impactful articles that further our knowledge of theory and practice.     

Don't know,don't care: An exploration of evidence based knowledge and practice in human resource management

Over the past two decades the integrity (alignment of words and deeds) of the Human Resource Management (HRM) profession has been questioned by scholars who have identified a gap between the rhetoric of ‘people are our most important asset’ and the reality of ‘impersonal economic rationalism’. In a more recent, and as yet unconnected, stream of research there has been concern about a research-practice gap in HRM. This article draws on both streams of research to explain why HRM Does not implement evidence based practice. It focuses on research indicating that HRM practitioners are not incentivized to learn about evidence based practice and develops theory proposing that their satisfaction with the status quo reflects a value proposition based on utilitarian instrumentalism. Further to this, it is proposed that management's focus on the short-term drives and obfuscates current approaches. It concludes that neither academia nor HRM practitioners are incentivized to change current practice with negative consequences for employees, organizations, and HRM practitioners. Arguments are supported and illustrated with High Performance Work Practices and solutions are proposed to implement evidence based practice.     

人力资源管理的转变与创新

当今社会,竞争越来越激烈,人力资源已经成为最重要的战略资源之一,而人才的竞争越来越具有决定意义和作用。人力资源管理已经成为实现人才强国战略的关键所在。新的形势对人力资源管理提出了新的要求。应该实现五个转变:传统向现代转变、管理向服务转变、使用向开发转变、刚性向柔性转变、事本向人本转变,力求五个创新:创新人才观念、创新人才环境、创新管理机制、创新引进机制、创新竞争机制。     

PLANNING FOR PERSONNEL?-HUMAN RESOURCE MANAGEMENT RECONSIDERED*

This article provides an in-depth case study of a UK mutual life insurance company with the pseudonym Pensco. The case is presented partly to illustrate some theoretical and empirical weaknesses within the managerialist literatures on human resource management (HRM), and in those academic critiques which perceive it to be all ‘hype’and no substance. Our concern is not with the questin of whether Pensco ‘fits’an HRM model, but with examining changes in management practice, their effects on the nature of management control and the growth of self-discipline throughout the company's hierarchy. Focusing on two management techniques regarding the development of ‘team’spirit among company employees, we see these changes as coinciding with the emergence of a language, if not directly the practice, of HRM which has come to pervade management in this and other contemporary organizations.     

Organizational and comparative institutionalism in international HRM: Toward an integrative research agenda

Over the past two decades, a growing body of research on human resource management (HRM) has analyzed the relationship between international HRM and institutions. This work has primarily been informed by two leading streams of theory—organizational institutionalism and comparative institutionalism. However, these two dominant streams have seen much juxtaposition, but little logical integration. Moreover, scholars have paid little attention to the dynamics of contextualization (more specifically, institutional development and evolution), which limits the relevance of extant research. In this article, we review the extant literatures and their intellectual origins and develop an integrative research agenda that emphasizes the multilevel nature of HRM and evolution under external institutional change.     

Interrelationships between human capital,HRM and innovation in Belgian start-ups aiming at an innovation strategy

Research on the impact of human resource management (HRM) on firm performance has increased since the end of the nineties. Despite the pile of studies and results, critical assessments of this literature stream point to several empirical and theoretical gaps. We focus on two empirical gaps. First, there is a lack of attention to innovation as a measure of firm performance outcome. Most articles use financial (e.g., return on assets (ROA)), organisational (e.g., productivity) and employee related (e.g., commitment) performance measures. Yet, Western knowledge economies consider innovation to be a driving force of economic growth, and international competitive advantage. Moreover, innovation is a function of a firm's ability to create, manage and maintain knowledge. Because knowledge is created by and stored within individuals, human resources as well as HRM may play an important role as drivers of innovation. Second, HRM is considered to be a large company phenomenon. Yet, small businesses provide a great environment to study the HRM-performance relationship because of their transparent nature and the small distance between an individual's and a company's performance. Next, human resources and HRM are crucial to small businesses because they have less tolerance for inefficiency. We examine a sample of small start-ups that aim for an innovation strategy, but are not necessarily successful in terms of innovative output. We expect start-ups with superior human resources and HRM to produce more innovative output. The results show that both human capital (of owners/managers and employees) and HRM are important determinants of innovation in start-ups.     

Evolution of the practices of human resource management in France towards a strategic model: rhetoric or reality?

This article analyses the evolution of the human resources management in France. The study attempts to understand the transformation of administrative practices of HRM towards strategic practices of HRM (SHRM) in the French context. It also shows the factors responsible for this change. The results of this study support the development in France of SHRM and the regression of administrative practices of HRM, although a third hybrid model of HRM seems to appear between both practices. This tendency towards SHRM is accentuated in large firms, quoted on the stock exchange, in services and finance sectors with international activities. This study confirms that the SHRM in France is reality rather than rhetoric.     

The dynamic nature of HRM implementation: a structuration perspective

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.     

The changing face of HRM: in search of balance

Current models of HRM suggest that expectations about HR roles are changing as organisations are striving to make the HR function leaner and more ‘strategic’. In our article we explore the changing roles of HRM as they are perceived by different stakeholder groups within the HR profession through the medium of a study examining the diffusion of the concept of ‘the thinking performer’ launched by the Chartered Institute of Personnel and Development in 2002. We explain how the concept of business partnering dominates respondents' talk about HR policy and practice and raise questions about the impact of this in terms of HRM's relationship with employees, employee well‐being and the career paths of HR professionals. We argue that the profession needs to reflect seriously on the consequences of a dominant business/strategic partner framing of HR work, which fails to address the duality that has historically always been inherent in HR practice. We conclude that there is a need for a more balanced HR agenda addressing human and economic concerns in current and future models of HRM.     

Determinants of sales manager job satisfaction. An analysis of Spanish industrial firms

The objective of the current work is to analyse the determining factors of sales manager job satisfaction. In particular, we study the effect of various human resources management (HRM) practices – compensation, promotion, training and job design – on this satisfaction, using a model empirically tested on a sample of Spanish industrial firms. The results of the empirical analysis of the model, which uses data from a postal survey, indicate that human resources practices based on compensation – level and type – as well as on the job design – resources and autonomy – appear to be the fundamental determinants of sales manager job satisfaction. In the research we confirm that there is a growing need for firms to combine economic and non-economic incentives in order to satisfy their executives.     

French multinational companies’ strategies and co-ordination mechanisms: the role of human resource management in Europe and Nigeria

The everchanging European context may well lead to the evolution of MNCs’ strategies in Europe and to the evolution of the control mechanisms within their subsidiaries. The author analyses the issue from the angle of human resources management, considered as an informal control tool that is widely recognized by both scholars and managers. This research therefore aims at analysing whether or not and how HRM systems embody a possible integration process in the European economic space. The methodology is based on a case study from a French multinational company belonging to the automobile industry while the investigation, a comparative analysis of the headquarters-subsidiaries relationships in England, Spain and Nigeria, points out the specificity of the European context regarding corporate strategy orientations, subsidiary roles and personnel transfer policies. The major conclusions from such an analysis suggest a framework that gives prominence to the differentiation of the management process between Europe and Nigeria.

These results confirm previous literature on co-ordination mechanisms in complex business organizations.     

Dynamizing human resources: An integrative review of SHRM and dynamic capabilities research

Human resource management (HRM) systems have been extensively analyzed in academic research yet limited attention has been paid to the role of HRM dynamic capabilities (DC) and their impact on resources and practices, employee well-being and firm performance. Our study bridges this gap by defining a new categorization of HRM DC based on their ultimate aims: building knowledge, advancing social integration and developing reconfiguration-enhancing mechanisms. In parallel, we offer an integrative framework to shed light on how strategic human resource management (SHRM) can accelerate HRM DC development. Through this conceptual process model and typology of capabilities, we deepen the discussion around the core components of HRM systems, HRM DC, and their effects on resources and practices, employee well-being and performance. In practical terms, HRM DC represent a promising driver of sustainable long-term organizational growth by enabling firms to boost their strategic agility and capacity to navigate in the presence of environmental dynamism.     

The (potential) demise of HRM?

This article seeks to provoke that human resource management (HRM), both as an academic field of study and as a form of professional practice, is at risk of impoverishment. The main reasoning for this is because of ideological individualism and marketisation with an attendant neglect on wider organisational, employee, and societal concerns. Following a review of the context of financialised capitalism, three contemporary developments in HRM are used to illustrate the argument: reward strategies, talent management, and high performance work systems. Implications for the practice of HRM and the way the subject area is taught in mainstream business schools are considered.     

Managing the well-being of temporary skilled migrants

The war for talent, whereby skilled workers move between countries, continues to remain a global issue. This paper is informed by the human resource management (HRM) literature on global careers of skilled migrants and their cross-cultural adjustment and well-being. These literatures draw on human capital theory to understand skilled migration. In this paper, a case study of Western Australia's answer to addressing skills shortages by employing skilled migrant workers through temporary skilled migration schemes (employer-sponsored) situates the discussion within the role of HRM. Temporary skilled migrants are vulnerable in that they can experience a number of stressors, including long periods of separation from their loved ones, commencing a new job in an alien environment and resettlement tasks. The paper makes a contribution in utilising Al Ariss and Syed's (2011) model of human capital drawing on social, cultural, economic and symbolic forms of currency for temporary skilled migrants. This group is not homogenous in that they all draw on these aspects of human capital in varying ways. By addressing the gaps, HRM can add value in providing assimilation strategies for temporary migrant workers that supports retention and ensures improved worker well-being.     

我国当前人力资源会计研究的几点思考

文章通过对当前人力资源会计的研究现状的回顾,认为当前人力资源会计研究还存在一些问题和缺陷。针对当前研究的不足,提出几点关于未来人力资源会计研究的几点建议,以期对相关的研究有所启示。     

人力资源开发学科:在争议中健康发展

在20世纪90年代,人力资源开发作为一门学科在国际领域内达成共识,人力资源开发专业逐渐壮大。人力资源开发在经历理论的不断的成熟和实践地位的提高,在培育个人专业素质和提升组织绩效方面具有重要作用,逐渐向一门成熟学科迈进。然而,在该学科发展道路中,由于受到学科属性、研究切入点和文化属性影响,人力资源开发学科发展中产生许多争议。当今,人力资源开发的学科身份、本质、理论与实践的关系和未来发展存在的争议,但人力资源开发作为一门独立学科将健康发展。     

支持性人力资源实践与员工工作绩效的关系研究

近年来,随着经济迅速发展,人力资源部开始通过不断尝试实施各种人力资源实践活动来改善并规范企业的管理,人力资源工作人员也逐渐意识到支持性人力资源实践的重要性。支持性人力资源实践包含公平奖惩,员工参与和成长空间三个维度,正能体现组织认同员工贡献、信任员工并对员工进行人力资本投资。本研究以我国珠三角地区企业为主要研究对象,基于339个研究样本,采用文献研究法、问卷调查法,并运用相关分析、探索性因素分析、验证性因素分析和多元回归分析法等,来探讨支持性人力资源实践和工作绩效三者间的关系,并证明了支持性人力资源实践对工作绩效存在显著的正向影响作用。