International Journal of Manpower
Опубликовано на портале: 10-01-2003
John O. Burdett
International Journal of Manpower.
1993.
Vol. 14.
No. 8.
Describes the approach to replacement and succession planning successfully used by
the human resource function of a Canadian packaging group. The approach is based
on the evaluation of seven essential behavioural characteristics for managers as
criteria separately for replacement (today) and succession (three to five years on).
Advocates the development of both generic and job-focused behavioural competences
and the institutionalization of succession/replacement planning.

Опубликовано на портале: 10-01-2003
Kenneth Ojo
International Journal of Manpower.
1989.
Vol. 10.
No. 6.
One of the most serious obstacles to the development of effective health services
is inadequate supply of trained health manpower. An overview is presented of the
current numbers and types of health personnel, their roles and trends over time,
their geographical distribution across Nigeria and efforts to influence it. It is
indicated that in Nigeria the geographical distribution of medical personnel is extremely
uneven and that there is a need for fundamental changes in health manpower policy.

Опубликовано на портале: 10-01-2003
Brian Parker, David Caine
International Journal of Manpower.
1996.
Vol. 17.
No. 8.
P. 30 - 45.
Gives the background to human resource planning (HRP) and argues that HRP tools are
still an essential management requirement. Looks, therefore, to HRP tools that are
not so mathematically complex as to be of little use to the average practitioner.
Provides an approach which harnesses modern spreadsheet technology to implement the
previously esoteric tools of analysis - "holonic modelling". Holonic modelling recognizes
that computer power and the flexibility of software packages allow problems to be
structured in a flexible manner. Goes on to demonstrate the use of holonic modelling
in the context of HRP.

HRM consequences of going public.
Влияние начала предложения бумаг на рынке на HR-менеджмент [статья]
Опубликовано на портале: 20-08-2003
A.H. van der Zwaan, J.H. von Eije, M.C. de Witte
International Journal of Manpower.
2002.
Vol. 23.
No. 2.
P. 126-136.
На примере выборки из 28 голландских IPO-фирм авторы статьи отследили организационные и HR-изменения,
сопровождавшие преобразование из частной фирмы в публичную. Во большинстве случаев, как и предполагалось в недавних публикациях, наблюдались
растущая эффективность и стремление к подотчетности, а также зависимость между финансовым
участием и продуктивностью. Это указывает,
что HR связывает с IPO императив прозрачности и подотчетности, присущий IPO-фирмам.
В отличие от других исследований IPO-фирм, в Голландии в среднем случае
в первые годы после начала котировок наблюдался рост, а не снижение производительности.

Опубликовано на портале: 19-10-2004
R. Dickens, Stephen Machin, Alan Manning
International Journal of Manpower.
1994.
Vol. 15.
No. 2.
P. 26-48.
Presents a theoretical approach to analysing the effects of minimum wages on employment
which is intended to conform more with the functioning of actual labour markets than
do other popular models traditionally used to analyse the likely effects of minimum
wages on employment. The model has the desirable property of not only allowing for
the negative effect predicted by conventional models, but also permitting a non-negative
impact, which is consistent with several recent empirical pieces of work. Examines
the employment effects of the industry-level system of minimum wages, which operated
in the UK until September 1993. Results reported are not in line with the orthodox
model as they suggest a neutral or positive impact of Wages Council minimum wages
on employment between 1978 and 1990.


Опубликовано на портале: 09-01-2003
Patricia Crifo-Tillet, Marie-Claire Villeval
International Journal of Manpower.
2001.
Vol. 22.
No. 1.
P. 83 - 98.
In relation to the analysis of inequality and skill-bias innovation, this article
develops a theoretical model for determining the influence of work organisation on
incentives and earnings. In a linear agency model, which explains innovative work
organisation practices from an incentive perspective, we show that the static impact
of organisational forms on expected earnings can be decomposed into two effects (a
risk premium effect and a task complementarity effect originated in learning and
information diffusion). Such effects drive productivity and expected pay-offs upward,
as observed in many recent empirical studies. Thus, the development of new work practices
based on a greater degree of delegation contributes to the increase of earnings inequality.
In a dynamic perspective, the model shows that knowledge dissemination will in general
sustain the same trend. However, when initial efforts and productivity are relatively
high, output and pay-offs will decline during the transition to the steady-state.
The overall impact of organisational forms on earnings and inequality may therefore
be ambiguous, depending on the importance of learning.

Опубликовано на портале: 10-01-2003
John P. Kohl, Alan N. Miller
International Journal of Manpower.
1992.
Vol. 13.
No. 1.
AIDS (Acquired Immune Deficiency Syndrome) has received extensive coverage in both
the popular press and academic journals during the past five years. Research has
focused on medical knowledge regarding the disease and statistical estimates of its
present and future impact on society. A second area of research has focused on probable
and/or legal protections of individuals with AIDS under US federal, state, and local
laws. Little information has been reported regarding what organizations in the US
are doing to deal with this growing crisis. Reviews the relevant medical and legal
literature to date, and reports the results of a recent survey of personnel professionals
regarding their organizations' present and planned AIDS policies. Offers recommendations
for future actions by business firms.

Опубликовано на портале: 10-01-2003
Rachid Zeffane, Geoffrey Mayo
International Journal of Manpower.
1994.
Vol. 15.
No. 6.
Today, human resource managers do not have the luxury of operating and performing
in a stable, predictable environment as political, social and economic changes are
affecting all organizations and their human resource management activities. In particular,
the dominant environmental uncertainties combined with recent trends/changes in the
socio-economic climate are having considerable effects on the place and role of human
resource planning (HRP). Outlines some of the major issues surrounding the HRP function
in the face of the above uncertainties and changes. An operational HRP model designed
to incorporate these is proposed and outlined. Suggestions for implementing the model
by means of simple spreadsheets or a basic (object oriented) computerized decision
support system are also made. A preliminary computerized decision support system,
based on the proposed model, can easily be developed. This would prove of great assistance
to human resource managers, planners and professionals in the challenging task of
personnel planning in the 1990s. Also outlines the various scenarios and procedures
required in building the operational model.

Опубликовано на портале: 10-01-2003
Tung-Chun Huang
International Journal of Manpower.
2001.
Vol. 22.
No. 8.
P. 736 - 747.
Succession planning concerns the selection of talented employees to replace senior
managers who leave the firm because of retirement, reassignment, or other reasons.
Effective succession planning emphasizes minimizing disruption and dislocation arising
from such personnel changes, with a view to implementing business strategy and achieving
organizational goals in a smooth and continuous manner. Although succession planning
is an essential requirement for the long-term development and success of business
enterprises, previous studies have rarely investigated the empirical relationship
between succession programs and human resource outcomes. This study employs empirical
data collected from business firms in Taiwan to address that question.

Опубликовано на портале: 10-01-2003
Christopher Orpen
International Journal of Manpower.
1994.
Vol. 15.
No. 1.
Examines the effects of organizational and individual career management on the career
success of 120 supervisory managers. A special 35-item Organization Career Management
Scale was developed from a workshop held with ten personnel managers from organizations
employing the participants. Significant correlations were obtained between organization
career management, as perceived by the subjects, and indicators of career success.
The correlations between individual career planning and tactics, and the same indicators
of career success, were also significant. Finally, individual career planning and
tactics added significantly to the amount of variation in career success explained
by organization career management, supporting a "joint responsibility" perspective
of career management in organizations. Develops implications of these findings for
practice.

Опубликовано на портале: 20-08-2003
Adnane Belout, Simon L. Dolan, Tania Saba
International Journal of Manpower.
2001.
Vol. 22.
No. 3.
P. 207 - 215.
Рассматриваются новые направления HR-менеджмента в Канаде: возникновение новых
ролей для HR; новые формы партнерства, особенно в управлении трудовыми отношениями;
глобализация в ежедневных операциях с HR; вопросы рабочей жизни; программы, связанные
с меняющейся демографией; стремление к сокращению и работа со слияниями и приобретениями.

Опубликовано на портале: 13-02-2003
Carolyn Wiley
International Journal of Manpower.
1997.
Vol. 18.
No. 3.
P. 263 -- 280 .
В историко-сравнительной перспективе по данным 4-х исследований мотивации, проводившихся в 1946, 1980, 1986
и 1992 гг., рассматриваются взгляды служащих на мотивационные
факторы, связанные с работой. Сравнительный анализ показал, что мотивационные предпочтения служащих подвержены изменениям. Результаты последнего по времени проведения исследования (1992 г.) свидетельсвуют, что мотиватия
современных рабочих в большей степени связана с внешними факторами, чем прежде. Большинство опрошенных отметили
позицию "высокая заработная плата" в качестве сильнейшего мотивационного стимула.
Выдвигается мнение, что оценивать этот тип мотивации только как внешний недостаточно, поскольку
денежно-кредитные вознаграждения косвенно содержат информацию о ценностях компании и
эмоциональном, семейном благополучии служащих.

