Effects of Diversity on Performance: The Effects of Task Type

Diversity has long been assumed to have positive effects on organizational and group performance. Empirical evidence to date fails to support this assumption. The present paper provides a preliminary examination of the effects of diversity on a group task. The data are part of an ongoing study, where individual demographic information and task performance of groups have been collected. Diversity indices for racial and gender diversity are examined to determine the effects they might have on task performance. The instructions of the task, however, vary. In one situation, 2 groups are instructed to compete with one another. In the other situation, 2 groups are instructed to cooperate with one another. T-test ANOVA, and ANCOVA results consistently indicate that task-type influences changes in group-based outcomes. The implications of these preliminary results and future directions of research are discussed.     

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

Invoking strategic human resource management (SHRM) theory and tenets of the resource‐based view of the firm, we explore how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks. By considering the conceptualization of DEM practices and the moderating role of firm size, our study disentangles subtle nuances in the DEM practices–racial diversity in managerial ranks relationship. Based on a sample of 137 Fortune 1,000 firms over a two‐year period, our results suggest that minority opportunity‐based DEM practices and manager accountability DEM practices positively relate to racial diversity in managerial ranks, and these relationships are stronger in smaller companies than large ones. Theoretical and practical implications for a strategic perspective on future diversity management research are elaborated.     

知识经济时代知识型员工的有效管理

知识经济时代,知识型员工是企业的核心员工,对知识型员工的管理是企业的核心管理内容。与非知识型员工相比。知识型员工在个人需求、心理特征、能力特征及工作方式等方面有着诸多的特殊性。因此,要有效管理知识型员工,应采取充分发挥员工自主性和创新性、积极为员工创造个体发展空间、让员工参与管理企业、创造良好的软环境等措施。     

Think talent – think male? A comparative case study analysis of gender inclusion in talent management practices in the German media industry

This paper contributes to our knowledge on talent management (TM) by conceptually and empirically investigating the peculiarities of TM and gender inclusion in talent development in the German context, as well as by analyzing whether TM is an inclusive HRM practice with respect to gender. Thus, we add an interdisciplinary perspective to the study of TM by linking it to important findings of gender and HRM studies with a specific focus on inclusion. A conceptualization of inclusive TM is suggested, and as a result of a comprehensive literature review, we identify five TM elements (talent definition, underlying career orientation, the content of talent development programs, the TM approach, and the talent selection process) which – depending on their design and characteristics – have an impact on the degree of gender bias and the discriminatory risk of TM. Respective propositions are suggested, and based on a qualitative comparative case study analysis, this paper provides empirical evidence from the German media industry, which shows important differences between cases in the identified TM elements and indicators concerning the gender inclusion of TM practices.     

技术专家管理知识团队面临的问题研究

随着知识经济的发展,团队已成为一种重要的组织运作形式,越来越多的技术专家正在成为团队的管理者。如何管理好知识团队,是当前需解决的重要问题。文章列举了技术专家在管理知识团队时容易出现的6类错误,即忽视团队成员的动机和态度、过于理性、追求标准答案、事必躬亲或放任自流、忽视顾客以及试图维持技术权威性等。指出造成这些问题一个重要原因是团队的管理者没有能够将心态技术专家调整为管理。为正确处理这些问题提出了思路。     

德美两国企业参与管理的对比研究

参与式管理是当代资本主义企业的重要管理方式之一,其兴起的原因包括三个方面:一是企业生产组织形式由福特制到大规模定制的转换;二是知识工人地位的提高;三是劳动力管理思想的转变。参与式管理提高了工人的满意度和生产效率,缓和了劳资之间的矛盾。德国的参与式管理建立在国家立法基础上,而美国则以非正式制度和个人主义为特征。     

浅谈知识经济时代勘察企业人力资源管理

知识经济条件下,人力资源已成为企业发展的关键性战略资源.文中在分析了知识经济时代人力资源的内涵基础上阐述了人力资源管理的特征和意义,然后以勘察企业为例,探索加快企业后备力量的培养、已有人力资源的配置、完善企业激励机制及营造一个优质高效企业团队.     

FPC公司的管理培训模式

FPC公司是一家管理培训公司,经过10多年的发展,已经是中国最负盛名的管理培训公司之一。本文从FPC管理培训公司的背景入手,分析了其独特的课程培训体系、讲师团队的建立以及客户导向的营销方式。通过介绍FPC在公司发展上的探索,总结了知识型服务企业的管理培训模式。     

现代企业实施人本管理的有效途径

对人的管理是现代企业管理的核心与灵魂,也是现实人性背景的需要,还有利于实现个人、企业和社会的三赢。要真正实施人本管理,企业必须树立现代人本管理的理念,改革完善企业的组织机构,为真正的人本管理提供组织保证,注重员工整体素质的提升,助推员工自我价值的实现,创建独具特色的企业文化管理氛围,建立开放有效的沟通渠道,实现民主管理和自我管理。     

What helps? Women engineers' accounts of staying on

We have considerable understanding of the obstacles that women engineers encounter and the reasons that they leave the field, but we know less about what enables them to remain. Adopting an interpretivist approach, this article examines how a group of British women engineers in two FTSE 100 companies account for “staying on” in their male‐dominated work settings. We delineate four specific forms of help that facilitate women's retention in the field. We argue that exposure to help leads to women developing a habitus that enables them to continue working in engineering. To conclude, we draw on our findings to outline HR practices that will facilitate supportive relationships in the workplace and pave the way towards developing more positive organisational climates.