构建“10＋1”自由贸易区的前沿阵地——泛珠三角在“10＋1”中扮演的角色探讨

泛珠三角处在我国与东盟自由贸易区(10 1)的前沿,要推进自贸区的建设,必须发挥泛珠三角区域的省区与东盟直接、间接接壤的地缘优势,在加快建设自由贸易平台建立自由贸易区突破口,推进境内外交通设施建设,打造便利通道,发挥香港两个扇面作用等方面,发挥各具特点的功能作用,从而构建推进“10 1”自由贸易区的前沿阵地。     

转型期地方大学领导矛盾角色浅析

正确认识地方大学领导的矛盾角色,有利于他们提高自身的洞察力、内省力和行动的技巧,从而提高领导效能.运用角色理论和对立价值框架分析地方大学领导在转型期的矛盾角色得出:地方大学领导转型期的矛盾角色是一种客观现实;地方大学领导应积极地面对矛盾角色的挑战而不是非此即彼或者极力回避实际存在的矛盾角色;地方大学领导扮演好错综复杂的矛盾角色是推进我国高等教育大众化顺利发展的关键.     

人力资源总量配置供需研究——以江苏省南京市地税系统为例

人力资源管理的最终目标是进行人力资源配置。政府部门的人力资源配置有其自身的局限性。文章以江苏省南京市地税系统为例,针对其是否存在人员总量配置矛盾,从人力资源总量供给和需求两个层面进行深入探讨,通过对总量供给及总量需求的比较,确定矛盾的真实存在,进而找出产生矛盾的原因。     

省级政府在农村公共品供给中的地位分析——以山东省为例

在当前“自上而下”的农村公共品供给体制中,文章提出了省级政府的“双角色主体”假说,即省级政府一方面要发挥“接力者”的角色,负责将中央政府有关农村公共品供给的决策与资金安排及时准确地传递给其他地方政府;另一方面,省级政府还要承担“供给者”的责任,不仅要对中央政府的公共品决策进行本地化的修正,还要及时应对本地居民有关农村公共品需求的变化调整。运用山东省的数据资料证明了“双角色主体”可以确保农村公共品充足供给以及在当前“接力者”要优于“供给者”,但未来后者会日渐重要的两个命题。     

浅论内部审计在企业经营管理中的显凸地位及重要作用

内部审计在企业经营管理中的地位和作用越来越明显,是其他审计形式不可替代的,企业应该要充分发挥其在经济活动中的各项职能作用,为企业的经济建设服务。     

Human resource management in multinational and domestic enterprises: A comparative institutional analysis in Southeast Asia

This article looks at the relative impact of context on the role of senior managers. It compares HR directors of domestic enterprises (DEs) with those of multinational enterprises (MNEs), within an emerging market setting, based on a survey of HR directors in Brunei. We found that, with the exception of some aspects of selection and recruitment, HR directors of MNEs accorded a higher priority to strategic tasks but were more reluctant to delegate. This study confirms the importance of MNEs in pioneering more modern and integrated approaches to people management but also demonstrates the limitations to the extent where they might act as evangelists of new practices that are adopted by their local peers. In contrast, local firms were more likely to concentrate their attention on administrative, rather than strategic, issues. We draw out the implications of our findings for theory and practice.     

HRM in dynamic environments: Exploitative,exploratory, and ambidextrous HR architectures

Abstract

The current economic crisis has brought to the fore the need for firms to deal with ambiguity and complexity. Hence, firms need a specific balance between exploration and exploitation in order to keep pace with varying and changing environmental conditions. Hitherto, there is limited research that has examined the nexus of HR architectures, ambidexterity, and environmental dynamics. In this conceptual paper we ask: How do HR architectures serve as a means of balancing exploitative and exploratory learning in different dynamic environments? We explain how exploratory, exploitative, and ambidextrous HR architectures with their embedded HRM systems on the business unit level enable organizations to meet different environmental requirements. Thus, firms in which heterogeneous demands for flexibility and for innovation co-exist need to develop internally differentiated HR architectures. In particular, we elucidate how critical the organization’s ability is to connect different HRM systems to create an ambidextrous HR architecture to find an appropriate balance between exploration and exploitation.     

Top management: the missing stakeholder in the HRM literature

Abstract

Despite the significant influence that top management exerts on different aspects of people management, it remains the missing stakeholder in the HRM literature. In this paper, we take stock of previous research, and conclude that it is scarce and lacks consolidation. On the basis of our findings, but also thinking in terms of what is still missing, we develop a conceptual framework that may guide further research, advocating for the need to consider co-evolutionary approaches in an attempt to integrate selection and adaptation perspectives, as well as multi-level and multi-actor factors. Future work should systematically address and distinguish top management characteristics from top management agency and link these more clearly to a diversity of HRM dimensions. By doing so, scholars will help to firmly incorporate the role of top management in the research agenda of HRM and pursue different avenues that can be scientifically sound as well as practically relevant.     

Mind the channel! An affordance perspective on how digital voice channels encourage or discourage employee voice

We apply an affordance lens on qualitative data from three case organisations using a digital voice channel providing employees with the opportunity to speak up via answering periodic mini‐surveys and making comments in an anonymous mini‐forum. We find that imbrications of material and social agencies (i.e., the voice channel's features and managerial reactions to voice) in the respective organisational contexts culminate in employees perceiving the channel as either affording or constraining voice, leading to perceived voice outcomes that eventually encourage or discourage them to speak up. Whether voice is encouraged or discouraged partly results from the mere interaction between employees and the digital voice channel independent of managerial reactions. Our findings thus challenge the emphasis on managerial behaviour and reactions to voice in explaining voice behaviour and outcomes in extant literature.     

Discretionary HR practices and proactive work behaviour: the mediation role of affective commitment and the moderation roles of PSM and abusive supervision

Proactive work behaviour may drive public employees to proactively improve public service quality. This research seeks an insight into the role of discretionary human resource (HR) practices in fostering proactive work behaviour among public employees through the mediation mechanism of affective commitment. The data for the research variables were harvested from public employees and their direct managers from local governments at the district level in Ho Chi Minh City of Vietnam. The research results shed light on the positive association between discretionary HR practices and public employees’ proactive work behaviour, which was mediated by affective commitment. The research results also supported the role of public service motivation (PSM) as an intensifier and abusive supervision as a negative moderator for the effect of discretionary HR practices on affective commitment and proactive work behaviour. Our research model integrates discretionary HRM and proactive work behaviour research streams into public management literature.