Mergers and Acquisitions, Human Resource Issues and Outcomes: A Review and Suggested Typology*

The article has three aims. First, it reviews recent research on corporate mergers and acquisitions and their impact on human resource issues. Second, it proposes a framework for classifying mergers and acquisitions. Finally, it provides some research questions for examining merger types, human resource management issues and major outcomes.     

可持续人力资源管理研究:实践体系与理论模型

可持续人力资源管理突破传统战略人力资源管理以组织为中心的视角,致力于平衡组织经济效应和可持续发展之间的分歧,成为新的研究动向.现有关于可持续人力资源管理的内涵、实践构成及系统化理论模型尚未明确.本文在梳理相关文献基础上,从雇主和股东的经济利益、员工职业发展、员工家庭与工作平衡、政府税收和扩大就业需求、环保生态稳定等五方面提炼出可持续人力资源管理的实践体系,推导出包含前因变量、过程变量和结果变量在内的理论模型,启示企业以可持续发展理念有效地管理人力资源,以期获得持续竞争优势,实现经济、社会、环境和个人的协调发展.     

Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management

abstract    Both researchers and managers are increasingly interested in how firms can pursue ambidextrous learning; that is, simultaneously exploring new knowledge domains while exploiting current ones. Ambidextrous learning is derived from intellectual capital architectures that underlie unique configurations of human, social, and organizational capital. We identified two distinctive architectures of intellectual capital that facilitate ambidextrous learning. Refined interpolation is an architecture comprised of specialist human capital supplemented by cooperative social capital, and complemented by organic organizational capital. Disciplined extrapolation is an architecture comprised of generalist human capital, supplemented by entrepreneurial social capital, and complemented by mechanistic organizational capital. As organization contexts to support these architectures, we have also identified two alternative HR configurations that facilitate ambidextrous learning. One HR configuration combines job or function-based development, ILM-based employee relations, and error embracing performance/control systems to support refined interpolation. The other HR configuration combines skill-based development, market-based employee relations, and error avoiding performance/control systems to support disciplined extrapolation. Our framework may provide valuable theoretical implications for HRM systems regarding the issues of internal fits and best configurations.     

企业公益行为及其在人力资源管理中的作用

日益加剧的内外部压力使“企业的社会责任观”和“企业公民观”引起人们的关注，公益行为作为践行企业社会责任的主要途径之一逐渐成为企业的普遍做法。本主要阐述了企业公益行为的背景、概念、内涵和表现形式，并详细论述了企业公益行为在人力资源管理中的作用——吸引人才、开发人才和激励人才。     

战略性国际人力资源管理初论——以A公司为例分析

全球化的趋势促使跨国企业内部的人力资源跨国移转,为能有快速有效的当地反应以达成企业跨国经营的目标,国际人力资源管理必须提升到战略的层次来探讨,并将它与环境因素、国际经营战略结合,才能赢得持久性的胜利。国际人力资源管理是跨国企业海外经营成功的重要保证,它是跨国企业非常值得研究的议题。本文以宝钢为例进行分析,抛砖引玉,以求有所裨益。     

精益人力资源管理研究

精益生产管理在中国正在逐步深入人心,并且在一些公司也取得了显著地成效.然而,许多的公司在学习精益生产的理念时,更多的将注意力放在各种工具的学习和掌握上,而不注重人力资源的管理.着重讨论方面精益团队建设和人力资源管理,说明只有真正以人为本,才有可能实现精益,并将精益生产方式不断保持下去,从而取得更大的成绩.     

Soft and Hard Models of Human Resource Management: A Reappraisal

Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management. Eight in-depth case-studies were carried out, involving questionnaires, interviews and focus groups in order to find out whether organizations were practising either form of HRM. We found that no pure examples of either form existed. The paper concludes that the rhetoric adopted by the companies frequently embraces the tenets of the soft, commitment model, while the reality experienced by employees is more concerned with strategic control, similar to the hard model. This distinction between rhetoric and reality needs to be taken into account in conceptualizations of human resource management.     

人力资源管理强度的研究回顾及在中国情境下的理论框架建构

人力资源管理强度能够从整体上反映企业人力资源管理的效果,在组织管理实践中具有重要的指导作用.但以往关于人力资源管理强度的探讨主要集中于西方情境,这极大地限制了其在中国情境下的发展.因此,本文立足于中国情境,在对现有人力资源管理强度进行理论回顾的基础上,构建了中国情境下人力资源管理强度的研究框架,并从维度、测量与实证研究三个方面进行了未来展望.     

企业虚拟人力资源管理：一个理论框架

随着现代信息技术和经济全球化的不断发展，企业之间的竞争日益加剧。企业为了应对激烈的竞争，虚拟组织和资源外包等不断发展，随之，在人力资源管理中出现了虚拟人力资源管理的新挑战。论文围绕企业虚拟人力资源管理，首先论述了虚拟人力资源管理的基本概念；然后分析和研究了企业虚拟人力资源管理活动系统；最后，论文就企业虚拟人力资源管理活动系统的有效运作提出了几点建议。     

Defining the Activities and Effectiveness of the Human Resource Department: A Multiple Constituency Approach

Human resource strategy research has focused primarily on the effects of business objectives and other organizational contingencies on organizational-wide human resource systems and policies. Relatively little attention has been paid to the human resource function at the business implementation level. The multiple constituency approach was proposed to be a meaningful conceptual basis for analyzing the activities and effectiveness of the human resource department at the firm's operating level. A research project involving three separate studies found support on the validity of the multiple constituency approach. Constituency perspectives differed in both the activities desired of the human resource department and criteria meaningful for evaluating its effectiveness. The largest discrepancy was between constituencies with a strategic focus and constituencies with an operational orientation. Implications of the research findings and of the multiple constituency approach for strategic human resource management research and practice are discussed.     

Multinational Management Strategy and Human Resource Decision Making In the Single European Market*

There has been considerable academic interest in the consequences of European integration for multinational companies and their subsidiaries, and the co-ordination and control of human resource decision making. Against the backdrop of this debate, this paper examines the impact of European integration on management organization and human resource decision making in 13 British multinational companies. Although there were partial moves towards the development of European managers, a European-wide approach to human resource matters was not yet a conspicuous feature of this sample of multinationals. the global preoccupations of the companies, as well as the persistence of national variations in consumer markets and modes of product regulation, were clearly major constraints on the emergence of European forms of corporate organization and underpinned the lack of enthusiasm for distinctively European approaches to employee management.