某水库工程地质问题浅析

水库存在坝体填筑质量差,坝基处理不彻底,大坝心墙防渗体及坝基存在渗漏等工程地质问题,经过对大坝进行防渗加固处理,大坝目前运行良好。     

浅析如何做好煤矿企业核心员工流失工作

随着经济的高速发展,煤矿企业人员流动频繁,尤其是核心员工容易流失。使企业在一定时期内造成人才空缺,给煤矿生产经营带来十分不利的影响。本文从核心员工的特征分析、流失的原因出发,探讨解决煤矿企业人力资源管理实践中的难题。     

A decision model for outsourcing training functions: distinguishing between generic and firm-job-specific training content

Employee training plays a crucial role in the success of most organizations. Due to its developmental aspect, training is closely linked to core competencies and strategic focus. However, it is also one of the most widely outsourced HR functions in most Western economies.

This article attempts to illustrate and propose a decision model for the factors that shape the expected benefits and subsequently the extent of outsourcing training functions. A distinction is made among generic training (for the development of competencies) and job- or company- specific training (for example, induction training, job specialization, etc.).

Two decision models are extracted with structural equation modelling. Asset specificity, market availability, in-house development of training and firm size are discussed. The factors shaping the decision to outsource, as well as the perceived benefits from outsourcing employee training, are different for each of the two types of training (generic and specific). The reasons underlying those differences are discussed. For both types of training service it is proposed that the expected quality benefits, not cost ones, induce companies to outsource training.

Thus, this study attempts to offer a useful insight into the factors shaping the extent and the expected benefits from outsourcing training services. The outcomes can further assist HRM professionals (managers and providers of HRM services), as well as academics to gain a better understanding of the nature of HRM outsourcing decisions in general, and a ‘basic’ HRM outsourcing practice – training – in particular.     

财务核心能力研究

财务核心能力是财务活动中能够为企业不断创造价值、提供持续竞争优势的财务能力的集合体,主要包括CFO才能和制度安排、财务战略管理能力、财务运营管理能力、财务应变能力和财务创新能力。本文在回顾现有文献的基础上,提出了财务核心能力的概念,分析了财务核心能力的构成要素,并提出了培育和提升企业财务核心能力的具体措施。     

基于资源、知识与能力关系的组织核心能力内涵新界定

本文首先界定了资源、知识和能力的含义;然后分析了资源、知识和能力三者之间的关系;最后以此为基础重新界定了组织核心能力的内涵。     

论企业核心人才的界定与管理

现代企业间的竞争实质上是人才的竞争,特别是核心人才的竞争。企业发展中核心人才是促进企业发展和创新的动力,核心人才的挖掘和管理直接影响企业的命脉,因此,企业必须要加强对核心人才的界定和管理,明确哪些人才为核心人才,并采取针对性的管理方式,才能促进企业的健康发展。论文主要对企业核心人才的界定进行分析,并探究核心人才的管理策略。     

对跨国公司人才“本土化”战略的思考

跨国公司人才“本土化”战略,对中国的优秀人才形成了掠夺态势。认真研究在开放市场经济条件 下,人力资源开发、管理的措施和办法;加快人才市场的培育,建立有竞争力的人才机制;提高我国企业国际 竞争力是十分重要的课题。     

城市经营核心竞争力研究

城市在区域间的竞争有重要的作用,无论是城市品牌的建立还是城市营销的开展,都以城市的核心竞争力为基础。文章以北京为例,对城市核心竞争力的特点以及如何培育核心竞争力进行研究。     

高职物流管理专业人才需求现状与专业建设的探讨——以太仓地区为例

物流产业是国民经济的朝阳产业,但目前物流专业人才短缺的状况已成为制约我国物流产业发展的瓶颈。因此,加快我国物流专业人才培养是十分必要的。对地区物流人才的需求状况进行了分析．并提出了物流管理专业建设的人才培养模式,这对加快我国应用型物流人才的培养具有积极意义。     

Green technology innovation: Anatomy of exploration processes from a learning perspective

This paper examines how established firms use their core competences to diversify their business by exploring and ultimately developing green technologies. In contrast to start‐ups dedicated to a green mission, diversifying into green markets by developing new products based on existing core competences has proven to be challenging. This is because the exploration processes to find a match between green technology opportunities and internal competences is complex and new to most established firms. This paper gains insights into exploration processes for green technologies and the learning modes and outcomes linked to these processes. We examined exploration processes at the microlevel in an embedded case study of an engineering firm using a combination of the “fireworks” innovation process model and organizational learning theory. First, we found that developing green technologies involves a long‐term exploratory process without guarantee of (quick) success and likely involves many exploration failures. Second, as exploration unfolds along multiple technology trajectories, learning occurs in individual exploration paths (on‐path), when new paths are pursued (path‐initiation), and when knowledge from one path is spilled over to subsequent paths (across‐paths). Third, to increase their chances for success, firms can increase the efficiency of exploration by fostering a failure‐friendly organizational culture, deliberately experimenting, and purposefully learning from failures.