The manufacturing strategy formulation process: Linking multifunctional viewpoints

While there has been considerable research on the content of manufacturing strategy, there is a paucity of literature concerning the process of manufacturing strategy formulation [Ward, P.T., Brickford, D.J., Leong, G.K., 1996. Configuration of manufacturing strategy, business strategy, environment, and structure, J. Manage., 22(4) 597–626; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. Many researchers have highlighted the need to overcome this deficiency by studying the process of developing manufacturing strategy [Adam, E.E., Swamidass, P.M., 1989. Assessing operations management from a strategic perspective, J. Manage., 15(2) 181–203; Anderson et al., 1989; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. To effectively link the manufacturing strategy of a firm to the needs of the marketplace, critical competitive factors or order-winning criteria must be understood and agreed upon both by operations and marketing managers [Hill, T.J., 1983. Manufacturing's strategic role, J. Operational Res. Soc., 34(9) 853–860; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL]. For this study, we created and examined a process of establishing a set of order-winning criteria for a consumer pharmaceuticals firm which involved the participation of sixteen managers from seven functional areas over four months. The foundation of the process was developed by Hill [Hill, T.J., 1989. Manufacturing Strategy—Text and Cases. Irwin, Homewood, IL; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL], however it was soon evident that additional steps were required. The expanded process we developed both exposed significantly differing views among the managers and raised several questions with important managerial and research implications.     

提升企业战略人力资源管理的能力

随着后工业社会的来临,人力资源已经成为企业的战略性资源。战略人力资源管理的实施能力,正是企业应当拥有的一项重要能力。笔者认为,企业应该从组织环境、人力资源管理活动和内部人力资源三个方面来挥发企业的资源优势,提高战略人力资源管理的实施能力。     

股份制企业如何将人才资源转化为人力资本的探讨

文章运用新经济学理论及其分析问题的方法,对影响人力资源转化的主要因素进行研究,针对股份制企业激励制度存在的问题,分别从物质激励的构建、员工参与、管理制度设计、精神激励的构建、员工奖惩制度设计、完善绩效考核制度等6个方面进行了探讨,期望有利于推动股份制企业人才激励制度的建立。     

The interplay between stakeholders,resources and capabilities in climate change strategy: converting barriers into cooperation

This article investigates how organizations deal with drivers and barriers to the adoption of low‐carbon operational (LCO) practices and, accordingly, we propose a framework for relationships with stakeholders to guide organizations in orchestrating stakeholders, resources and capabilities to meet the challenges and opportunities arising from climate change. Data was collected through interviews with experts working within companies participating in the Carbon Disclosure Program and the Brazilian GHG Protocol Program. Our findings show that the level of willingness of stakeholders influences how companies select mechanisms to deal with drivers and barriers to LCO practices. Our results, qualified by stakeholder relationships theory and the natural resource‐based view, introduce an analytical approach called ‘mechanisms of responses’ to understand how organizations deal with drivers and barriers in the context of climate change in order to guide companies to adopt LCO practices, strengthen co‐operation with stakeholders and develop the required organizational capabilities.     

Using competency development tools as a strategy for change in the human resources function: A case study

This case study explores issues in building and implementing competency-based development tools for an HR organization in the midst of fundamental change. The case includes a realistic appraisal of the critical design decisions, marketing strategies, and implementation success factors required for using competencies to articulate and foster understanding of a change effort. © 1996 by John Wiley & Sons, Inc.     

改革、创新环境质量纳入政府绩效考核办法

本文针对目前环境质量纳入政府绩效考核机制中存在问题,提出了改革、创新的考核办法。     

Benefits and barriers of telework: perception differences of human resources managers according to company's operations strategy

Telework as an integration of Information and Telecommunication Technologies with Human Resources management, means a new job organisation paradigm for companies working in the New Economy. However there are very few empirical studies that have analysed the perception differences of telework benefits and barriers in industrial and service companies. This paper contributes with empirical data to the relationship between the use of telework techniques and the implementation of this new work organisation with the company's operations strategy. The paper uses data from Spanish companies to test the relationship between innovation, employee training, and other production strategy performance parameters with the feasibility of telework adoption.     

论党校图书馆数字资源建设策略

网络技术和信息技术高速发展的今天,数字图书阅读方式以其便捷、高效的优势,逐渐超越了传统阅读方式而成为主流。党校图书馆作为干部学习的重要来源,其信息化建设势在必行。     

Redesigning the human resources function at Lafarge

This article describes the detailed process of redesigning and implementing the human resources (HR) function at Lafarge. The article argues that a well‐articulated and integrated approach of (1) recruitment, selection, and induction, (2) retraining and redeployment, (3) a performance appraisal system, (4) a compensation and reward mechanism, and (5) rightsizing and (6) integration is required to be aligned with the overall business strategy of the organization. It also reinforces that the foundation of a value‐added HR function is a business strategy that relies on people as a source of competitive advantage. Key challenges for Lafarge in the future include (1) maintaining the change momentum, (2) fast and effective integration of acquired companies and transfer of “best practices,” and (3) attracting and retaining a diverse workforce through their internationalization program. © 2004 Wiley Periodicals, Inc.     

试论企业人力资源发展规划

文章基于人力资源发展规划的基本内涵,对目前企业在人力资源发展规划中存在的问题进行了探讨,提出了针对性的建议和对策。     

将硅片干法刻蚀技术引入设计性、研究性的普通物理实验

对硅的干法刻蚀技术是现代半导体工业中非常重要的一项工艺。本文介绍了如何将硅片干法刻蚀技术引入到设计性、研究性的普通物理实验教学中.以及在相关实验教学的设计、实验内容的编排和教学方式等方面的一些特点。     

把安全发展纳入企业总体战略

党中央明确提出了安全发展、和谐发展的重要理念,这是贯彻落实以人为本科学发展观和构建社会主义和谐社会的必然要求.     

将创业教育引入大学生思想政治教育的探讨

本文首先分析了将创业教育引入思想政治教育的意义和理念,在此基础上,探讨了创业教育引入思想政治教育的内容和保障机制,力求为创业教育和大学生思想政治教育相结合提供参考。     

Symbolic management of human resources

This article begins with the observation of three recent and interrelated trends in management: corporate advertising, internal marketing, and strategic management of human resources. The basic argument is that these trends indicate a shift in managerial focus, from the management of human resources to the management of symbolic resources. Symbolic resources are here seen as symbols, metaphors, images, etc., which in a condensed form represent complex organizational phenomena, and which can be developed and utilized to guide strategic corporate action. There are four types of “symbolic resources” that seem to be particularly powerful: historical resources (i.e., elements of the corporate saga or epic), basic values and ideologies (as expressed in the corporate policies), particular activities and events (as anniversaries and celebrations), and finally, the company lifestyle (or ethos).