河南省中小物流企业人力资源战略开发的问题对策分析

河南省中小物流企业的人力资源战略开发（以下简称人力资源战略开发）还处于最初级的阶段,需要进一步的提高。根据人力资源这一开发要素自身的特点,要进行人力资源的战略开发,就要根据科学的开发原则,制定定性与定量相结合的开发指标体系,从而进行科学有效的人力资源战略开发活动,增强企业的人才竞争力。     

基于快乐教学理念面向创新型应用人才培养的企业物流管理课程体系研究

为解决《企业物流管理》目前面临的教学困境,提高学生和教师两个主体的创新精神和实践能力,文中对基于快乐教学理念、面向创新型应用人才培养的《企业物流管理》课程体系问题进行研究,构建了由理论教学体系和实践教学体系两部分组成的课程体系,并总结该课程体系可以采用的教学方法。最后,从对学生和教师两个主体影响的角度分析和梳理了该课程体系的实施效果。     

培养高端IT人才的“项目教学法”的研究

针对目前市场急需的高技能、应用型的高端IT人才的培养,给出了一系列的教育教学改革途径：实例驱动的项目教学法,利用多种教学方法的工学结合的教学模式。突出＂实战＂能力培养,对传统的教育教学方法进行了改进,对提高高端IT人才的应用能力的培养与具体实施具有可行性和可操作性的特点,值得借鉴和推广。     

A comparative study of performance appraisals,incentives and rewards practices in domestic and multinational enterprises in the country of Brunei Darussalam

Very little work in the past has focused on the comparative analysis of human resource management (HRM) practices between domestic and multinational enterprises (MNEs). The majority of the work in this area has instead concentrated on comparing the HRM practices utilised by the subsidiaries of MNEs, and has mostly been conducted in the context of developed countries. In this paper, we examine how the HR practices of appraisals, rewards and incentives are offered, explained and monitored in domestic enterprises (DEs) versus MNEs, and how they are similar or different in nature. This paper is based on primary data collected from a cross-section of firms operating in the country of Brunei Darussalam – a context within which no previous work of this nature has been undertaken. An analysis reveals several interesting results: HR practices are more advanced and better structured in MNEs that conduct performance appraisals (PA) more frequently than DEs, and their feedback system is also rapid; incentives and rewards systems in MNEs follow market ethos and principles; the HR directors and employees of MNEs are more receptive to PA than those in DEs whilst, in contrast to DEs, incentives and rewards systems in MNEs follow market ethos and principles. Furthermore, with regard to size, younger firms are more likely to be following market principles in terms of explaining incentives and rewards systems to their employees, whilst older firms claim that working for them carries social and psychological benefits for employees.     

HRM and organizational performance in northern and southern Europe

This article aims to extend understanding of the firm-level impact of strategic HR practices on organizational performance. Adopting a contingency approach, it develops a structural model that considers direct and indirect influences of market growth, business strategy formalization and HRM centrality and practices on organizational performance in Europe. The study uses a comparative approach, revealing differences between northern and southern Europe. Clear differences appeared between the two clusters in the HR policies and practices correlated with higher performance, thus indicating that the link between HRM and performance may be different in different geographies.     

Coproducing healthcare: individual-level impacts of engaging citizens to develop recommendations for reducing diagnostic error

ABSTRACT

Coproduction has received considerable attention from scholars and practitioners in recent years. While theory and some research suggest that coproduction can have individual-level effects on participating lay actors, few studies have tested such hypothesized effects. This study seeks to add to the evidence base for collective coproduction. Using data from a randomized and controlled research project, it examines whether collective coproduction affects participants’ issue awareness, perceived empowerment, trust in service professionals, and support for coproduction. The results provide empirical evidence that collective coproduction can significantly increase issue awareness, empowerment, and trust. The results for support of coproduction are mixed.     

The gap between research and practice: a replication study on the HR professionals' beliefs about effective human resource practices

In 2002 Rynes, Colbert and Brown asked human resource (HR) professionals to what extent they agreed with various HR research findings. Responses from 959 American participants showed that there are large discrepancies between research findings and practitioners' beliefs about effective human resource practices. The current research is a replication of the Rynes et al. study among 626 Dutch HR professionals. The results show remarkable similarities with the American study: there are large discrepancies between research findings and practitioners' beliefs in some content areas, especially recruitment and selection. Dutch practitioners are somewhat more likely to agree with research findings when there education level is higher, when they read HRM professional journals more frequently and when they have a positive attitude towards the applicability and usefulness of academic research.     

The evolving Portuguese model of HRM

In Europe, despite the process of European integration and the globalization of world markets, considerable differences can still be detected in the way organizations manage people and the role played by the HR function. But, while there has been considerable debate over the introduction of HRM in countries like the UK, less attention has been paid to countries like Portugal where the role of HRM remains under-researched. This paper reports the findings of a project aiming to make sense of the concept of HRM in Portugal. Results from a survey of companies found an extensive use of the HRM label among Portuguese organizations. The function seems to have gained some influence at the top and reached some degree of strategic integration, but there is an apparent reluctance to devolve HR responsibilities to line managers. The HR function appears to be playing the specialist role as a means of overcoming the credibility gap. Based on the findings of the current and previous research, an attempt is made to outline a Portuguese HRM model.     

Emerging managerial competencies of professionals in the Tanzanian construction industry

The managerial competencies required by professionals in the construction industry in Tanzania to operate effectively in a business environment which is changing as a result of a transition from a socialist to a free-enterprise economy, economic liberalization, globalization and regionalization are explored through a qualitative study. The study reveals that local Tanzanian construction firms are finding it difficult to compete with foreign companies for projects. This is mainly because Tanzanian professionals lack the competencies required to compete and manage projects in a liberalized market economy.

The study thus highlights the need for Tanzanian construction professionals to acquire a better grasp of both occupational and organizational competencies. In this respect, it is suggested that they need post-experience training in order to acquire the competencies required to function successfully in a commercial environment.     

Brazilian management gurus as reflexive soft-HRM practitioners: an empirical study

This article is an empirical study of Brazilian management gurus, that is, Portuguese-speaking gurus who practise almost wholly in Brazil. It is based on secondary, and primary elite interview data, and finds that Brazilian gurus are reflexive, national-culturally congruent, soft-HRM practitioners, a collective institution working with companies on the implementation of soft-HRM initiatives. Identifying Brazilian gurus in this way is our first contribution. Our second contribution is to provide an empirical account of the very existence and work of these particular national gurus, distinguished from international gurus (like Tom Peters), and not otherwise mentioned in the literature on gurus or soft-HRM. Our third contribution is to present gurus' own understandings of their practice in this soft-HRM role. This they relate to the Brazilian cultural context, and distinguish from that of business schools and motivational speakers. They also identify personally unique characteristics. Our final contribution, taking these three together, is to explore their implications for understandings of HRM, in Brazil and internationally, particularly in relation to the role management gurus.