‘Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research

We argue that inconclusive findings in the SHRM literature regarding the relationship between HRM systems and organizational performance may result primarily from methodological weaknesses and a failure of researchers to distinguish between HR practices intended by the organizations and those actually implemented. Rather than relying upon a single respondent per organization as is the norm, we contrast reports of both managers and non-managers from inside and outside HR departments to highlight differences between intended and implemented HRM. The findings, arrived at with the help of 195 interviews, 508 questionnaire responses and several company documents, support our expectation: implemented HRM may be substantially different from intended HRM; consistent implementation increases employee satisfaction with HRM, which is positively related to organizational performance. The current study thus highlights new factors that require attention in developing HR–performance analyses and also suggests that a mere imitation of HRM in the hopes of improving organizational performance creates no value. It is crucial that HR departments and managers remain committed and supportive to the development of effective HRM systems by focusing upon actual ‘implementation’ within their organizations.     

技术创新驱动的企业创新绩效:基于有调节的中介效应分析

在技术创新驱动下,以组织韧性为中介变量、组织文化为调节变量对企业创新绩效进行研究。通过引入组织韧性这一中介变量,实现从技术创新到创新绩效的蜕变,有效解决技术创新绩效实现过程中存在的问题。研究表明,技术创新对创新绩效有正向影响,组织韧性在技术创新-创新绩效之间具有显著中介效应,组织文化对技术创新-创新绩效之间的正向关系具有显著的调节效应。可见,组织韧性与组织文化都是企业实现创新绩效的重要资源。因此,企业应重视人力资源开发,为企业提供开放的文化环境;提高组织韧性能力,特别是企业的学习能力和适应能力;通过创造良好的组织文化环境,为实现组织的创新绩效创造条件。     

Declared versus actual organizational culture as indicated by an organization's performance appraisal

This study examines the incompatible aspects of the declared and actual organizational norms as cultural aspects. Data were drawn from a performance evaluation conducted in a large multinational pharmaceutical organization. The selected evaluation dimensions are based on the publicly articulated behavioral norms stated by top level management. The empirical model partially supported the hypothesis. Two predictors, intrinsic normative motivation dimensions and professional behaviors, showed some overlap between the declared and the actual evaluative behavior norms. One implication of this study is that organizations should make a substantial effort to instil their desired vision and norms among their members.     

Pay Dispersion and Organizational Performance in Korea: Curvilinearity and the Moderating Role of Congruence with Organizational Culture

This study examines the curvilinear relationship between pay dispersion and organizational performance. According to the pay dispersion literature, a large pay gap has benefits and drawbacks for organizational performance because employees can feel motivated or demotivated depending on the degree of pay dispersion. We investigate the possibility of nonlinearity in the context of these countervailing forces, and aim to uncover the condition under which the positive effect of high pay dispersion prevails. Our empirical analysis of data from 436 Korean cross-industry firms shows that pay dispersion and organizational performance have an inverted U-shaped relationship. Moreover, when a pay scheme matches current organizational culture, the positive relationship between pay dispersion and organizational performance is more pronounced. We discuss the implications for future compensation research and practice.     

基于我国组织文化背景的关联绩效提高

组织文化与关联绩效是企业经营管理的两个重要方面,本文以中国的文化为背景,着重从人际和谐与集体主义两方面探讨了组织文化与关联绩效的结合,希望能为以后关联绩效在中国的研究与发展提供一些帮助。     

The Role of Culture in Shaping Perceptions of Discrimination among Active Duty and Reserve Forces in the US Military

Organizational culture allows workers in an organization to develop a shared understanding about events that occur within the organization. The US Army has developed its own culture, which allows it to pursue a variety of challenges that it must face. Today’s US Army relies heavily on citizen soldiers, consisting of the Army Reserve and the National Guard. These soldiers come from a different background than the active component soldiers, and as a result, interpret actions taken by the organization and its leaders differently, based on the subculture from which these soldiers come. The present paper examines the effects that culture and status have on perceptions of discrimination and fairness during a recent US military operation. An historical frame of reference of similar experiences in previous military operations is provided, and implications for organizations that employ both permanent and temporary workers are discussed.     

企业文化测评研究进展与未来研究重点

文章从中国企业文化测评体系的构建、测评方法的选择等方面,对近年来相关研究成果进行了梳理,并探讨了该领域亟待解决的问题和未来研究方向。     

FAHP Sensitivity Analysis for Measurement Nonprofit Organizational Performance

An approach of nonprofit organizational performance measurement and its computing algorithm is proposed in this paper. In this study, we propose the organizational performance measurement. Importantly, the proposed can assist the administrators to assess the organizational performance, making it highly applicable for academia and commercial purposes.     

变革型领导对组织文化演进的作用研究——以《中国企业家》杂志社的发展历程为例

本文以《中国企业家》杂志社的发展历程为研究对象,系统地研究和阐述了变革型领导在组织建设过程中对组织文化建设与发展产生的作用,详细地解释了领导者如何在不同的企业发展阶段,运用权变性奖酬、鼓舞式激励、智力性刺激、理想化影响、个性化关怀以及综合变革型领导的特点来促进企业市场式文化、发展式文化、部落式文化、层级式文化等不同导向的组织文化的产生和发展。与此同时,本文基于交互作用视角发现企业内外部环境中的组织认同与组织形象这两大重要因素是推动变革型领导对组织文化演进影响作用所不可或缺的。基于以上发现,本文构建出变革型领导对组织文化演进作用的跨阶段模型。本文的研究成果对中国企业尤其是媒体企业构建组织文化具有重要的参考意义。     

基于组织文化隐喻视角的网站建设评估框架

网站建设的评估有多种视角,但很少有人从组织管理的角度去研究。本文的目的是以组织文化的隐喻视角,分析评估网站建设。本文通过学习六种组织文化分析理论,将网站系统建设视为一类特殊的组织建设进行评估,并构建了一个以组织成员和网站组织系统的关系为基础的网站建设的评估框架,以期更客观更全面的评估网站建设,为网站系统建设评估提供一个评价参考。     

In search of management development in Europe: from self-fulfilling prophecies to organizational competence

This paper gives an overview and a critical analysis of the concept of High Flyer programmes in management development. Based on a discussion of the need for management development in modern knowledge- and service-based organizations, strengths and weaknesses of traditional management development programmes are discussed. In particular, the so-called ‘fast-track’programmes for high-potential employees are presented. This analysis shows that, although management development is supposed to be a vital contributor to organizational competence, learning, and change, High Flyer Programmes are (still) mainly an instrument for individual and personal career development. An alternative interpretation of management development is presented which emphasizes the match between personal growth and organizational learning and which links career, organization development and competitive advantage of the organization. In conclusion, implications for practice and research are discussed.

Quantitative results from the most recent Cranfield Network on European HRM Survey are presented and analysed.