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В разделе собрана информация о статьях по экономике, социологии и менеджменту. Во многих случаях приводятся полные тексты статей. (подробнее...)

Personnel Review

Опубликовано на портале: 10-01-2003
Chris Dawson, Vanessa Barrett Personnel Review. 1990.  Vol. 19. No. 4.
A discussion is presented of the elements in Human Resource Planning and how they can be incorporated into a common denominator of costs. This is the framework for a report on a study of loss and recruitment of nurses in a typical district general hospital and analysis of the nurse labour market in the light of future developments proposed for the NHS.
Опубликовано на портале: 08-12-2002
R. Caldwell Personnel Review. 2002.  Vol. 31. No. 6 -6. P. 693 - 709. 
The role and significance of people management professionals in managing change has become increasingly important with the growing ascendancy of "HRM" in its various manifestations. Yet there is persistent concern that "traditional personnel managers" may be less willing or able to act in this arena when compared with apparently new style HR specialists. Is it possible that individuals with an HR job title will perceive their role as more proactive or effective in managing change? The survey findings presented here of 98 people management professionals in a sample of 350 major UK companies, explore four key areas of HRM often closely associated with change management interventions. While the findings indicate important areas of agreement between "personnel" and "HR" sub-groups, defined by job title, they also demonstrate significant differences in role perceptions and evaluations of practice in the change management arena. It is concluded that people management professionals with an HR job title appear to identify more strongly with the change-oriented agenda of HRM. However, there were no significant differences between personnel and HR sub-groups in their perceived effectiveness at managing change. The implications of these findings for the future of the personnel job title are then discussed.
Опубликовано на портале: 10-01-2003
Peter Prowse Personnel Review. 1990.  Vol. 19. No. 6.
The rapid growth in part-time and temporary work over the past decade has accounted for most of Britain's large rise in jobs compared with other EC countries. This article analyses the influence of the Institute of Manpower Studies model as an aid for manpower planning and discusses current thinking in research using three case studies to analyse the value for manpower strategy.
Опубликовано на портале: 20-08-2003
Clare Kelliher, Gilly Perrett Personnel Review. 2001.  Vol. 30. No. 4. P. 421 - 437. 
Обсуждается связь между бизнес-стратегией и подходами к HR-менеджменту. Теоретически некоторые подходы к HR-менеджменту лучше согласуются с различными стратегиями бизнеса. Следовательно, новый подход к бизнесу должен бы предполагать и необходимость нового подхода к HR-менеджменту. В статье углубленно изучается эта связь в контексте нового явления на рынке ресторанной индустрии Великобритании - появления так называемых дизайн-ресторанов. В статье приводятся данные о поведении HR-менеджмента на примере изучения трех дизайн-ресторанов. Хотя есть некоторые данные о применении подходов к HR-менеджменту, отличающихся от традиционных (для ресторанной индустрии), результаты не указывают на наличие отчетливой связи между бизнес-стратегией и подходом к HR-менеджменту.
Опубликовано на портале: 09-01-2003
Adrian Thornhill, Mark N.K. Saunders Personnel Review. 1997.  Vol. 26. No. 1. P. 81 - 98. 
Considers the pursuit of high quality, flexibility and employee commitment alongside significant downsizing and delayering initiatives. Examines the impact on surviving employees in downsized and delayered organizations. Proposes that organizations need to be more mindful than they have been in the past of survivor responses and issues. Contends that the espoused aim of many organizations to achieve employee commitment may be dependent largely on the degree of success with which organizations overcome survivor responses which are negatively oriented towards them. Explores the scope for organizational action to address issues which the workforce believes are important, suggesting that this should help organizations to engender positive survivor responses and organizational commitment. Reports how findings from qualitative research have been used to develop a diagnostic tool to help organizations assess their own ability to manage these factors and to influence survivor commitment. Discusses the use and validity of this tool. Concludes by emphasizing the need for organizations to be aware of and to respond to these issues and their effects. Highlights the importance of developing the strategy to rebuild survivors' commitment over a longer term.
Опубликовано на портале: 19-10-2004
N.S. Forster Personnel Review. 1990.  Vol. 19. No. 6.
There is an ever increasing demand for highly flexible and geographically mobile professional and managerial staff in many UK companies. This means that the effective management of career development, succession planning, job mobility and relocation will be among the major challenges facing industrial and commercial organisations in the 1990s. The article describes the way that two large UK companies currently manage (and mismanage) job mobility and relocation. In 1987 the IMS described the general management of mobility and relocation as "ad hoc and kneejerk". The findings of this study lend some support to this contention. It discusses the implications of these early findings for these companies and other organisations. It concludes by briefly discussing the implications for UK companies and personnel managers, and briefly outlines the future goals of the research project.
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Опубликовано на портале: 08-12-2002
Catherine M. Cassell, Sara J. Nadin Personnel Review. 2002.  Vol. 31. No. 6 -6. P. 671 - 692. 
This paper reports on empirical work recently conducted about the use and effectiveness of HRM practices in small and medium sized enterprises (SMEs). A telephone survey was conducted with 100 senior managers of SMEs to ascertain their use of a range of human resource practices and the extent to which they had found those practices successful in aiding the achievement of company objectives. Additionally in-depth interviews were conducted with senior managers from a further 22 SMEs. Findings suggest that there is considerable diversity amongst SMEs in relation to their use of HR practices. A model is provided that identifies the key criteria that underlie the adoption of HRM practices, and the implications of the model are discussed.
Опубликовано на портале: 08-12-2002
Mandy Doyle Personnel Review. 2002.  Vol. 31. No. 4. P. 465 - 481. 
An increasing number of organisations are experiencing high velocity discontinuous change. To facilitate their adaptation and transformation, many are introducing more empowering structures and cultures. This has led them to disperse change agency to a more diverse "cast of characters" with implications for the way change agents are managed in the future. Draws on the findings of an ongoing empirical study into the experiences of those managers and employees with responsibility for implementing and managing change. Examines the way in which they are trained and developed to make the transition from change "novice" to change "expert". Identifies some of the psycho-social stresses and traumas associated with managing change. Explores the level of organisational support afforded to those who find that change responsibilities are now a significant part of their professional or operational role. Concludes with a discussion of the theoretical and practical implications facing those who have responsibility for "managing the change managers", with a particular focus on HR strategies and policies.
Опубликовано на портале: 16-02-2003
Len Holmes Personnel Review. 1995.  Vol. 24. No. 4.
Несмотря на непрекращающиеся дебаты, понятие "компетенция" уже заняло подобающее место в словаре менеджера по управлению человеческими ресурсами. Статья носит чисто теоретический характер. В ней дается попытка объяснить растущую популярность показателя компетенции при принятии управленческих решений в сферах, связанных как с управлением персоналом, так и предприятием. Индивид рассматривается как общественный субъект, а потому компетенция индивида не мыслится вне группы или команды. Положение автора о том, что неверно изучать состояние и развитие компетенции служащего обособленно вне рассмотрения внешних факторов, спорно. Можно привести немало примеров, когда именно высокая компетентность одиночки позволяла организации достигать ведущего положения на рынке. Статью можно рассматривать как подтверждение известной истины, что абстрактное рассмотрение конкретных вопросов не может дать универсальных практических рекомендаций.
Опубликовано на портале: 09-01-2003
Janet Smithson, Susan Lewis Personnel Review. 2000.  Vol. 29. No. 6. P. 680 - 702. 
The paper examines young adults' perspectives on and experiences of job insecurity, including both objective insecurity and perceived uncertainty, as they emerged in a series of focus groups and interviews. It discusses young adults' changing notions of security and career, effects of insecurity and uncertainty on planning future work and non work lives for people with different levels of occupational skills and qualifications, the gendered effects of insecurity and the impact of insecure employment on attitudes to employers. The impact of perceptions and experiences of job insecurity on young men and women's expectations of work are considered in terms of a changing psychological contract.
Опубликовано на портале: 09-01-2003
Martyn Wright Personnel Review. 2000.  Vol. 29. No. 5. P. 543 - 564. 
Management industrial relations policy and management style are examined in a panel of 50 highly unionised companies between 1979 and 1991. Management policy in panel firms in 1979 was relatively uniform, centred upon collective bargaining and the closed shop. A much broader spectrum of policies was evident in 1991, although collective bargaining was retained as part of the policy-making framework in the large majority of companies. A minority of firms had either a strategic planning or financial control management style, which may be associated with tighter regulation of industrial relations. The majority had a strategic control style, the effects of which were more ambiguous.
Опубликовано на портале: 17-02-2003
Audrey Collin Personnel Review. 1989.  Vol. 18. No. 6.
Идентифицируются и кратко анализируются некоторые познавательные, философские и методологические аспекты, лежащие в основе понятия "компетенция менеджеров". В целом статья носит описательный характер.
Опубликовано на портале: 09-01-2003
Denise Skinner, Christopher Mabey Personnel Review. 1997.  Vol. 26. No. 6. P. 467 - 484. 
Describes an ongoing research project investigating how human resource strategies are conceived, designed and implemented in organizations as perceived by the managers involved. Data has been gathered using questionnaires completed by 723 managers studying the Open University MBA, over a five-year period. The evidence shows most HR changes are organization wide and are intended to enhance organizational performance and support the achievement of primary business objectives. Whereas there is clear board level involvement at the initiation and planning stages, the responsibility for implementation is unclear. This absence of clarity, together with the citing of poor communications as the main reason for the failure of change initiatives, raises a number of questions about leadership, vision and direction, which are considered. The evaluation of the initiative is shown to be a difficult area, often involving inappropriate criteria and is perceived as having few links with the business strategy. From the perspective of their managers, it appears that organizations are still not effective in managing HR change and continue to make the same mistakes, despite the theories and prescription available in the literature.
Опубликовано на портале: 10-01-2003
Alan Cowling, Mike Walters Personnel Review. 1990.  Vol. 19. No. 3.
To what extent have personnel managers recaptured their enthusiasm for manpower planning, especially recruitment planning, in the light of projected demographic change in the 1990s? A survey conducted on behalf of the Institute of Personnel Management explores the issue. Its findings are presented and reviewed in the context of the general state of the art at the present time. Although in the private sector a number of major initiatives have been successfully launched in such areas as training and development and competitive restructuring, other areas of manpower planning find only limited support, and the public sector lags behind the rest of the field. There exist a few examples of comprehensive and systematic manpower planning.
Опубликовано на портале: 17-02-2003
Reva B. Brown Personnel Review. 1993.  Vol. 22. No. 6.
Даже тщательное изучение управленческой компетенции не дает возможности определить ту грань, за которой компетенция переходит в метакомпетенцию. Автор задается вопросом, а могут ли вообще существовать некие объективные критерии, характеризующие такой переход. Распространено мнение, что компетенцию следует определять как способность служащего эффективно выполнять какую-либо работу. Иначе говоря, компетенция представляется лишь в виде внешних проявлений имеющихся знаний и умений. Спорность подобного подхода состоит прежде всего в том, что понятие "компетенция" подразумевает сложный конгломерат из знаний, умений индивида, его психологической устойчивости, а также способности к обучению, адаптации, предвидению, творчеству и т.д. Рассмотренный подход можно изобразить в виде следующего уравнения: Знания + Умения = Компетенция. В таком случае понятие метакомпетенции сводится к некоторой надстройке над типичными знаниями и умениями, выражающейся в интуиции, проницательности и здравом смысле. Такой подход, по мнению автора, не может дать полного описания такого сложного явления, как метакомпетенция.