The complexity of managing human resources in Peru

This article describes how the politics of human resources have changed in Peru, and how this change played an important role in the reforms that occurred throughout the 1990s. Throughout the article, we examine how the size and the type of organization influence the generation of human resource management. For example, some medium-sized businesses have successfully integrated their human resource management with its central competencies, experiencing positive economic and financial business results. Other companies chose to circumvent human resource management issues by outsourcing or using contract workers, relegating the role of human resources to a peripheral role. Transnational organizations bring many methods and selection processes, promotions, evaluations, training and salary determination. The article ends with a comparative analysis between the formal and informal sector of the national economy with respect to human resources practices.     

Concerns of the ceo

Interviews with 26 CEOs across a wide variety of industries reveals their concerns as well as agenda and behavior. The issues discussed have been placed against four intellectual frameworks to get a better picture of CEO concerns. These executives frequently ponder institutional and corporate strategy but very seldom business strategy and competitive markets. The plurality of the concerns deal with issues of management development and human resource management. Where the question is one of changing or redirecting the strategy of the firm, it is often put in the context of looking inside the firm at top managers and organization culture.     

The strategic value of e-HRM: results from an exploratory study in a governmental organization

This paper presents results from an exploratory study in a governmental organization on the strategic value of electronic human resource management (e-HRM). By applying the organizational capabilities approach, and by means of mixed research methods, data were collected on two generally acclaimed strategic advantages of e-HRM: changing the role of the human resource (HR) function towards becoming a business partner; and increasing the time available for strategic HR issues. The findings show that these strategic advantages are not convincingly realized. While HR professionals perceived role changes, line managers and non-managerial employees in general did not. The frequency of e-HRM practise was low, although it was satisfactorily used as intended. Interviewees stated that strategic advantages might arise if certain conditions are met. E-HRM does however provide some unintended benefits. The findings suggest that e-HRM alone is not sufficient to enable the HR function to create dynamic and operational capabilities. Suggestions for further research are provided.     

In search of the changing role of the corporate human resource function in the international firm

There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.     

Perspectives on line managers in human resource management: Hilton International's UK hotels

Although contextual factors act to encourage the devolvement of human resource management to line managers, recent research indicates that there is substantial potential for human resource specialists and line managers to share more effectively responsibility for their organization's human resource activities in business partnerships. The foundation for this is arguably commonality in opinions on the principles and practices of human resource activities. However, line managers and human resource specialists often have dissonant opinions on human resource management.

This paper explores line manager and human resource specialists' perspectives on line manager involvement in human resource management, theoretically and empirically. The primary work comprises a survey of the views of line managers and human resource specialists on devolving a range of human resource activities to line managers in a case organization, Hilton International's UK hotels. Differences between line managers' and human resource specialists' perspectives are found in five aspects: understanding and ownership of the company's service and HR strategy; line manager involvement in and rankings of HR activities; HR specialists' support of line managers; barriers to line managers' involvement in HR activities; and the competence of line managers in HR activities. Importantly, it is found that where there are divergent views across line managers and their HR specialist in their hotel there is poor hotel business performance and, conversely, convergent views are evident in the effectively performing hotels. These findings may have resonance for other organizations in devolving human resource management to the line and developing human resource business partnerships for business performance. It is proposed that three types of line manager buy-in are central to their active involvement in HR, namely: conceptual understanding of the rationale for their involvement; implementation effectiveness through HR role clarity and capability; and affective commitment in believing in the value of their involvement in HR.     

Explaining organizational responsiveness to work‐life balance issues: The role of business strategy and high‐performance work systems

This article applies new insights into business strategies and high‐performance work systems (HPWSs) to examine why organizations adopt work‐life balance programs (WLBPs). Results indicate that a product leadership business strategy is positively related to the likelihood of adopting WLBPs, whereas a cost leadership business strategy is negatively related to the adoption of these programs. Moreover, our analyses establish a mediating role of HPWSs in the relationship between business strategies and the adoption of WLBPs. Our results also demonstrate that different industries vary in adoption of work‐life balance programs. This supports the institutional theory of organizational responsiveness to work‐life balance issues. We tested our hypotheses with two waves of the nationally representative Canadian Workplace and Employee Survey. Implications and specific suggestions for human resource practitioners are discussed. © 2012 Wiley Periodicals, Inc.     

对国有企业绩效评估的探究

在现代企业组织中,人力资源管理对一个组织的成功具有十分重要的作用。而绩效评估是企业进行人力资源管理的关键环节之一。绩效评估目的是为人员配置、培训开发、薪酬管理等方面提供合法的依据,有助于使企业达到更合理地用人以提高效率。本文针对我国国有企业绩效评估工作中存在的问题和缺陷,提出从注重绩效评估中"考核者"重要性的角度出发,对构建适合我国国有企业的绩效评估体系进行了探讨。     

人力资源柔性研究现状及其在中国商业银行实践新思考

通过理论基础、维度与测量、影响因素、组织绩效影响等4个方面对人力资源柔性研究现状做文献研究述评,并基于此提出研究与实践新方向,提出本土国情下中国商业银行人力资源柔性、创新能力以及创新实践的测量体系,探讨人力资源柔性与创新能力以及创新实践之间的影响关系,充分考虑外部环境对上述关系的影响,提出中国商业银行业务创新实践的概念模型。该模型有助于拓展人力资源柔性理论的实证研究,并基于研究成果深入剖析适合中国商业银行发展的人力资源柔性管理模式。     

Mentoring dual-career expatriates: a sense-making and sense-giving social support process

The crucial role of adoption of innovation in strategic human resource management is becoming increasingly prevalent in both business and academic literature. However, few such studies have been undertaken in a liberalizing country scenario such as that of India. This article attempts to understand the adoption of innovative strategic human resource practices (SHRM) practices in the Indian context. It identifies, analyses and tries to underline the drivers of adoption of innovative strategic human resource SHRM practices in Indian organizations. This study is of critical importance against the backdrop of the liberalization of the Indian economy. Although the liberalization process started in 1991, the effect of the process took a decade for Indian organization to respond to such a structural adjustment. Drawing from SHRM literature, this research report discusses five main propositions of adoption of innovative SHRM practices in Indian organizations. The generalizability, applicability, acceptability and diffusion of practices are discussed.     

人力资源管理对地质经济发展的作用

21世纪是经济快速发展的时代,科技的发展使企业之间的竞争力越来越大。人才是企业竞争的核心,为了适应新时代经济发展的需要,企业越来越重视人力资源管理工作,人力资源在各行各业中都发挥着重大的作用。地质行业对职工的技术操作能力要求随着经济社会的影响越来越高,企业发展的速度与人力资源素质的高低有着直接的关系。本文从地质行业人力资源管理的现状入手,对人力资源管理对地质经济的作用作了简单分析。     

Human resource management strategies in declining industries

The conceptualization presented in this article suggests that top management should take into account the role of the human resource function in formulating and implementing strategic responses to decline. Such responses must be formulated within the context of the skills and knowledge available to the organization and according to the type of environmental conditions encountered. These influences will force the human resource manager to focus on sharpening competencies existing within the organization, consolidating competencies so that only those currently required by the organization are retained, adding new competencies, or replacing existing competencies so that the organization can move to a new domain activity. The emphasis on human resource processes such as recruitment and termination, training and development, and evaluation, reward, and retention for purposes of development and maintenance of the competencies needed to implement strategic responses to decline will vary according to the nature of the environmental conditions encountered.     

基于人力资源培训的竞争优势——中国企业集团人力资源培训的动因及实证分析

作为企业获取持续竞争优势的工具,人力资源管理在新经济时代面临着诸如经济全球化、社会知识化、信息网络化、人口城市化以及企业管理广泛变革等方面的挑战,从而使得战略性人力资源管理、全球化企业人力资源管理的趋势愈加明显,并引起了一些新的人力资源管理问题。我们清楚地看到:越来越多的企业重视人力资源管理,并开始全面提升企业的人力资源能力。本文通过问卷调查采集了31家企业集团的人力资源培训方面的数据,从人力资源培训政策、预算、培训时间、优先程度和培训原因、考核方法等方面分析了中国企业集团人力资源管理的现状。在此基础上,应用主因子分析方法对影响人力资源培训与开发的动因进行了研究,揭示了战略人力资源培训在中国企业集团成长中的作用和进一步发展的方向。     

Metrics: HRM's Holy Grail? A New Zealand case study

What gets measured in business is noticed and acted on. The importance of human resource management (HRM) to be noticed as a vital key to business success has been argued profusely by the HRM profession over the last three decades. While the importance of human resource (HR) measurement is not disputed by business managers, the search for meaningful generic HR metrics is like HRM's Holy Grail. The purpose of this research is to investigate the issues confronting a sample of business organisations concerning measurement issues. It examines the current measurement practices used and their HR measurement needs. Developing appropriate HR measures, in terms of adding value, allows organisations to refocus their resources for leverage. Inappropriate measures simply encourage inappropriate behaviours not in the long‐term interests of the business. We know that HRM is less prepared than other business functions (like finance or management information systems) to quantify its impact on business performance. Our results suggest that HR metrics as the Holy Grail of HRM remain elusive. This research signals the importance of developing relevant and meaningful HR measurement models, while acknowledging that the actual metrics used (unlike accounting measures) may vary from business to business.     

Continuity and change in the evolution of work and human resource management

This essay is a brief review of the evolution of work and human resource management, an evolution that parallels the development of civilization. Both continuity and change are apparent in the role of work in society and in its management. There has been continuity and change down through the centuries in motivation to work, in the sense of equity, and in how work is organized. For instance, early on much of work was self-service; it is moving in that direction again. Tradition and sentiment shaped the work organization. Gradually, tradition and sentiment were replaced by rationality. Currently, we see in the sociotechnical design of work the continuity as well as a coming together of both the rational and the socioemotional aspects of work in organizations. Looking at the past may help human resource managers to frame the issues involved and the expectations of future developments.     

Waiting for innovation in the human resources department: Godot implements a human resource information system

The implementation of a new human resource information system (HRIS) represents a major form of planned organizational change for the Human Resource function, yet little research has been conducted on this issue. This article presents a longitudinal case study of the reactions of the Human Resource community in a large energy company to the planned implementation of a new corporate HRIS. Implementing an HRIS to enhance strategic and business decision-making has important organizational development implications. A new HRIS (1) represents an attempt to enable Human Resources to become more of a business partner, (2) changes the nature of HR work to encompass a greater information broker and decision support role, and (3) alters power dynamics and communication patterns involving Human Resources. Varying levels of resistance and ambivalence were found regarding the extent to which human resource information systems skills were valued as a critical competency. While there is a trend, toward attitudinal convergence within the human resource community, over time, the results suggest that user skill level may be more strongly related to variance in attitudes toward the value of a new HRIS than to hierarchical level or business unit affiliation. The study also found that face-to-face seminars were a significantly more effective intervention than was written communication in influencing favorable intention to use the HRIS.     

电信企业转型中的组织与人力资源机制创新研究

电信企业转型是一个从市场转型到服务与技术转型再到企业管理转型的多种内容并存、全方位、相互交叉的过程,而管理转型中的一个关键问题是组织与人力资源机制创新问题。通过对当前电信企业转型中组织与人力资源机制创新的必然性和基本内涵的阐述,研究了电信企业组织人力资源机制创新的主要措施,即以市场化导向创新组织架构、以岗位和职务通道分类管理创新用人机制、以多渠道吸纳新兴业务人才创新用工机制和以市场与客户价值为导向创新分配机制。     

Human resource management practice in China: A future perspective

In response to cultural and economic changes, human resource practitioners can potentially play a role of balancing tensions in the organization. A future perspective of new roles and structures for HRM is considered in the Chinese context. Possible directions for research are outlined.     

Matchmaking: community and business unit racial/ethnic diversity and business unit performance

Past studies examining how the match between organization and community racial/ethnic proportions influences performance have relied on the social categorization perspective on diversity, but have not offered strong significant results. However, the information and decision-making perspective on diversity suggests that organizational diversity fit based on variety, rather than a match of demographic proportions, leads to greater performance. This study considered both perspectives to test how both racial/ethnic proportions matching and diversity fit influence business unit financial performance. This was tested on a sample of 51 business units of a restaurant chain in the USA. The results show that business unit diversity was associated with higher performance in diverse communities but not in homogeneous communities. This suggests that racial/ethnic diversity is a valuable human resource conducive to greater performance but this is contingent upon community diversity. Implications for organizational diversity research and human resource management are discussed.     

Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help?

The race to gain competitive advantage through the formulation of a sustainable business strategy is key for the survival in the global business sphere. Even more importantly is the quest to deploy an effective green strategy to combat the numerous negative impact industrialization has on the environment. Researches pointed out the role of leaders and stakeholder's engagement in bringing about reform. This research focuses on how to build a robust psychological capital within an organization through the leader's transformative ability in combating environmental issues. This is necessary because research related to green transformational leadership and the effect on green team resilience has not been considered in literature. Drawing from the combination of three theories; broaden-and-build theory, job demand–resource theory, and conservation of resource theory, this study contributes to the extant literature by testing the effect of green transformational leadership via the mediating role of green work engagement to green team resilience. Using Amos 20 version to analyze 351 questionnaires that were collected from employees in four and five star hotels in Turkey, the result reviews that green transformational leadership has a positive effect on green work engagement and green team resilience, and green work engagement fully mediates the relationship between the variables. The theoretical and practical implications are discussed.