基于岗位胜任力的某通信服务分公司的中干培训体系构建

为适应公司数字化转型,某通信服务分公司在2019年调整了中干组织结构。调整1年后,高层发现很多中干急缺管理、专业知识等相关知识和技能,这就需要公司构建培训体系来提高中干的整体能力和素质来适应快速的转型。论文通过问卷调研、统计分析、专家咨询法等方法构建了适应通信服务公司转型的中干培训体系,试图为构建完整的通信服务公司中层管理者胜任能力模型评价体系奠定基础。     

Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices

To learn more about the role of line managers in the implementation of HR practices, we propose and test a model of line managers' perceptions of enabling HR practices on the one hand and employee outcomes on the other. In a field study of 89 line managers and 631 employees, we observed that the relationship between line managers' perceptions of enabling HR practices and employees' intrinsic motivation, affective organizational commitment, and turnover intention was mediated by employees' perceived supervisor support. Line managers' perceptions of enabling HR practices, in turn, were predicted by line managers' perceived quality of the HR training they received. Theoretical and practical implications and directions for future research are discussed.     

Driver behaviour and business outcomes: An alternative approach to the psychology of the owner–manager

Previous psychological approaches to the study of owner–managers are reviewed and an alternative model based on the transactional analysis concept of Drivers is put forward. This model is tested out via a series of interviews and observations of 20 owner–managers of small and medium–sized businesses based in the North East of England. The relationship between driver behaviour and business performance is explored and the negative consequences of driver behaviour for the business are identified. Driver behaviour is also viewed as potentially beneficial and the inherent positive aspects of driver behaviour are proposed as the opposite end of a continuum of behaviours which are at the heart of business success. On a methodological level the need for an approach grounded in the owner–managers behaviour is confirmed.     

市场竞争中的营销策略工具研究

随着通信行业全业务市场竞争环境变化与竞争程度加剧,三方对手均面临着巨大的挑战和机遇。为了切实解决运营商集团客户保有和市场拓展问题,促进可持续发展,文章采取营销策划的研究方法,从满足客户需求、增进客户忠诚、提高产品粘性的角度出发,设计针对重点集团客户和中高端客户目标市场的营销策略工具供客户经理使用。     

Human Capital Factors Affecting Human Resource (HR) Managers' Commitment to HR and the Mediating Role of Perceived Organizational Value on HR

Human resource (HR) managers’ commitment to their occupation (HR) leads to the proper delivery and implementation of HR practices and, therefore, is deemed as a critical factor for the success of HR practices. Based on sociocognitive, human capital, and signaling theories, this study examines: (a) HR managers’ own and their chief HR officer's (CHRO) HR‐specific human capital as antecedents of their commitment to HR, and (b) the mediating mechanism through which the CHRO’s HR‐specific human capital positively influences HR managers’ commitment to HR. Based on 146 HR managers from 146 organizations in South Korea, the findings of the current study suggest that HR managers with higher levels of HR‐specific human capital and those working with CHROs with higher levels of HR‐specific human capital tend to have higher levels of commitment to HR. In addition, CHROs with higher levels of HR‐specific human capital positively influence HR managers’ commitment to HR by signaling to them that HR and its function are valued and cared about by their organizations. Theoretical and practical implications of this study are discussed along with study limitations and further research directions. © 2015 Wiley Periodicals, Inc.     

Accidental,unprepared, and unsupported: clinical nurses becoming managers

To what extent have hospitals developed their skilled clinicians to perform the administrative and human resources (HR) manager role of the ward manager? We consider this research question through an analysis of an acute hospital called ‘The Hospital’ where the executive team is aiming to adopt a form of high-performance work system (HPWS). We focus primarily on explanations in terms of conditions, rather than the personalities of individual managers, which are most powerful in shaping their behaviour. There has long been a failure of hospitals (and other employing organisations) to develop fully the skills required by employees before they become line managers. Line managers are a critical link in the high-performance chain and this study illustrates that, despite their rhetoric, hospitals may still have much potential for implementing schemes to develop nurses further to prepare them for line-manager positions and to support them after they move into such roles. We infer from this study that such hospitals may not yet have completed the journey to having HPWS. Hence, there is still much scope for such hospitals to progress and enjoy the benefits that proponents claim for HPWS.     

Connectivity and work dominance: Panacea or pariah?

Does technologically-supported work connectivity help young managers and professionals under the age of 45 deal with the pressing demands of their work, or does the presence of work-connecting technologies exacerbate the tendencies of this talent force to engage in more work and longer working hours? Utilizing both surveys and follow-up focus group interactions, this study found that while work-connecting technologies permitted a greater range of options regarding when and where work was done, this same connectivity provided constant availability to work and often drove expectations that more must be done, thereby increasing the likelihood of longer work hours and—surprisingly—leading to a diminished sense of flexibility. Study participants offer insights regarding the thought processes behind these outcomes. Perspectives on how emerging leaders and their organizations can effectively manage and achieve the potential of enhanced connectivity are provided. A four-phased approach is recommended. First, we discuss key cultural dynamics. Second, the role of organizational expectations and practices is emphasized. Third, we consider a set of responsibilities for organizational leaders, whose actions and cues provide the most vivid clarity for young managers attempting to decide where to draw the work/life balance line. Finally, the challenge and responsibility of personal accountability is presented. Consideration of a work paradigm that reorients our thinking about traditional “face time,” and strives to bridge the gap between the potential and pervasive impact of work-connecting technologies, is also included.     

论现代日本企业经营者的性质与地位—兼评日本的“经营者控制论”

企业所有法人化是战后日本资本关系发展史上的重大变化,在法人所有基础上经营者掌握了公司法人现实资本的控制权,经营者与传统的个人资本家的委托代理关系转变为法人资本的委托代理关系,经营者作为法人的代理人,执行着法人资本的职能,其行为和动机服务从于公司法人,从属于法人资本,是法人化和制度化资本家的人格化的载体和工具,因此,所谓的经营者控制只能是公司法人控制的现象形态。     

退出成本、经理行为与国有企业改革

本文在现有理论的基础上将退出成本引入对经理行为的分析。分析表明,退出成本的存在会使经理采取积极行动以避免退出,经理的努力水平会随着退出成本的增加而提高;通过提高经理的退出成本,所有者以较少的剩余索取权激励使经理提供相同的努力水平。本文认为,退出成本过低是导致当前国有企业效率低下的重要原因之一。国有企业改革应该多管齐下,在当前推行产权改革、治理结构优化和剥离政策性负担、引入竞争机制等一系列改革措施的同时,政府还应该采取措施以提高国有企业经理的退出成本,以避免其他改革措施事倍功半。     

The economic return on education for hotel managers

This paper estimates econometrically the economic return on education among Portuguese hotels managers, based on a survey carried out in 2003. A Mincerian human capital model is estimated. The main findings indicate that the rate of return is in the range 12–15%, signifying that Portuguese hotel managers are better paid than the average population. The results also indicate that in this sector, the return on education does not depend on the number of employees in the hotels in which the individual works, nor on the region where the hotel is situated. Gender has an impact in this labour market. Being a foreign manager has a positive impact on earnings, as is also the case for partners in the hotel company. The research draws the attention of hotel managers to the need to acquire human capital to enable them to perform their tasks effectively in a globalised world. Copyright © 2007 John Wiley & Sons, Ltd.