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。     

分层分类的高职院校兼职教师队伍建设研究

本文在分析高职院校兼职师资力量现状的基础上,结合战略性人力资源管理关于异质化人力资源管理的四象限原理,提出开展人力资源管理规划,完善师资队伍战略配置,完善基于双层双元原则的培训开发体系,建立以战略为导向的绩效评价机制,建立战略性兼职教师人才激励机制等对策,并进一步提出完善分层分类的战略性高职院校兼职教师队伍建设对策。     

信息资源共享中的版权问题研究

信息资源共享是我国图书馆事业发展的必由之路,也是信息社会的必然选择。探讨了信息资源共享过程中的著作权侵权风险,并介绍了我国关于信息资源共享的版权立法现状,提出改进我国信息资源共享的版权规范的建议。     

知识资本、资源获取对新创企业绩效的影响

在界定知识资本概念的基础上,阐述知识资本、资源获取和新创企业绩效的关系,分析企业创业过程中的关键活动-资源获取对新创企业绩效的作用,结合知识资本对资源获取的影响作用,勾勒出知识资本通过资源获取,实现新创企业绩效的路径。     

Management strategies in the Czech telecommunications sector: a comparative study of Český Telecom and T-Mobile

This article compares employment relations (ER) strategies at the incumbent fixed line Czech telecommunications company (TelCo), ?eský Telecom (?T), and the T-Mobile subsidiary, T-Mobile Czech Republic (TMCZ). It considers the extent to which the firms were able to introduce Western-style HRM practices within the context of three changing dynamics. First, the collapse of communism in the former Czechoslovakia was followed by rapid economic liberalization and privatization in the Czech Republic. Second, telecommunications sectors worldwide were subject to deregulation and the rapid diffusion of new technologies. Third, fixed line and mobile TelCos were subject to differing challenges and opportunities. The article uses path dependency, institutionalist and strategic human resource management (SHRM) related theories to assist in this analysis. It concludes that by 2005 the introduction of Western-style HRM practices into the Czech telecommunications sector appeared less constrained by former institutional and historical constraints. TMCZ's ER policies were further influenced by its parent firm's transnational strategies that sought to coordinate better its subsidiaries and create a ‘global’ brand. Despite the differing circumstances of the fixed line and mobile sectors, by 2005 ER practices and strategies at the two firms were to an extent converging, as ?T continued to cut costs and TMCZ adjusted its strategies to better accommodate a saturated market. Given these changes the article postulates that the Czech telecommunications sector has now shifted towards a mature transformation stage, as ER strategies increasingly reflect Western-based SHRM practices and concepts.     

Characterising human resources management practices in Portugal: an empirical analysis

The importance of human resources as a fundamental channel towards the competitiveness and sustainability of firms is now theoretically unchallenged. This article provides an overall characterisation of the main human resources management (HRM) practices implemented in Portugal and compares them with the benchmark models proposed in the literature.

To evaluate the degree to which HRM practices diverge from these benchmark models, this article relies on the analysis of five criteria: i) How do the main HRM practices fit the existing management models (familiar, professional or mixed); ii) How does the HRM conform to a work organisation of the matricial type; iii) To identify whether the role of HRM is essentially administrative or strategic; iv) To identify where the responsibility for HRM lies within the firms operating in Portugal; and v) To characterise the relation between HRM and work organisation in Portugal.

Drawing on a representative sample of firms operating in Portugal, we identify three clusters that allow us to characterise and analyse the stylised HRM practices implemented in Portugal (network-based, familiar-based or bureaucratised). Results show contrasting management patterns, which can be interpreted as different stages of evolution in terms of HRM practices in Portugal.     

Institutions and human resource practices in European countries

Abstract

Stemming from differences between approaches to new institutionalism, this paper analyses the impact of institutions on the adoption of human resource practices (HRP) in organizations. With this aim in mind, two opposing hypotheses are presented: should configurations of national institutions be related to the actual implementation of HRP by organizations or not? This empirical analysis uses a sample of 29,959 employees who work in organizations established in 27 European countries and takes into account the employees’ perception about the HRP used in their organizations and which affect them. The results support the approach to new institutionalism that emphasizes legitimacy and isomorphism, since these results show empirical regularities when countries are compared. Specifically, a country’s configurations of regulative, normative and cognitive institutions are related to the actual implementation of HRP, such as internal promotion, job participation, job design, work-life balance, job training, assessment and teamwork. These results suggest relevant practical implications for human resource managers and policy-makers.     

The Asian crisis and the implications for human resource management in Vietnam

Vietnam has experienced substantial economic growth since the mid-1980s when economic reform (doi moi) started. However, the Asian crisis had some negative impacts on the Vietnamese economy. Both the external environment and internal competition added more pressure on companies to speed up organizational reform. Transforming the old personnel management into new flexible human resource management system is one of the central reform agendas among companies in order to survive the market competition. This research analyses the nature of the changes in the area of human resource management under the influence of market-oriented reform that puts emphases on flexibility and competitiveness in the new millennium.     

A theory of the firm's demand for HRM practices

Empirical data are presented that reveal a large variation in the pattern of HRM practice adoption across firms. The paper then develops an economics-based theory that explains this pattern. The model broadens the HRM concept; models the linkage between HRM practices and firm performance (the ‘black box’); generates an HRM input demand function and demand curve; formalizes the concept of strategic HRM; suggests a new empirical tool for HRM research; generates new hypotheses and insights on the nature of the HRM–firm performance relationship; suggests that existing theories of the HRM–firm performance relationship are seriously mis-specified; and posits that on theoretical grounds the effect of more HRM on firm performance in long-run competitive equilibrium is not positive but zero.