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International Journal of Human resources management

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Опубликовано на портале: 03-10-2003
Stephen T.T. Teo International Journal of Human resources management. 2002.  Vol. 13. No. 1. P. 89 - 107. 
Обсуждается эффективность функции управления HR, исполняемой корпоративным отделением по человеческим ресурсам одного предприятия австралийского государственного сектора до и после его корпоратизации. Для сбора данных использовались многие методы, включая опросы старших менеджеров и полуструктурированные интервью. Несмотря на улучшение общего уровня стратегической интеграции между HR-менеджментом и стратегическим менеджментом, стратегическая эффективность роли HR-менеджмента оставалась низкой. Результаты показывают, что стратегическая функция HRM как корпоративного штаба была эффективнее в его административной роли, чем в роли добавления стоимости. Трудность сочетания двух ролей корпоративного штаба вместе с трудной задачей стать стратегическим бизнес-партнером линейных менеджеров оказалась главным препятствием эффективного стратегического HR-менеджмента.
Опубликовано на портале: 08-12-2002
Jan A.P. Hoogervorst, Siem Jan Koopman International Journal of Human resources management. 2002.  Vol. 13. No. 8. P. 1245 - 1265. 
The influence of technology developments on the content and arrangement of work is a recurring theme in many publications. Advances in information and communication technology (ICT) are reshaping internal organizational design and necessitate new types of employee capabilities and behaviour. As will be illustrated, ICT developments create a heightened level of business and market dynamics. Arguably, these dynamics affect the required capabilities and behaviour of employees even more strongly. Similarly, the way businesses are operating, and customer, supplier and business partner relationships are formed, is also affected by the rapid ICT progress. Key drivers shaping the new business context will be addressed. This paper argues that the trends and developments illustrated necessitate revision of traditionally held beliefs and paradigms. Said revision has important implications for the strategy and management of human resources, whereby the focus on employee behaviour is crucial. Two key aspects of a human resource strategy will be discussed, identified as HR alignment and HR enablement. With the focus on employee behaviour, attention should be given to the organizational context, since this context determines employee behaviour. Said context is defined by organizational culture, management practices and various organizational structures and systems. In view of the necessary organizational change associated with the developments illustrated, the importance of consistency and coherence between the elements of the organizational context is stressed. Establishing change under conditions of consistency and coherence is therefore identified as a crucial organizational competence.
Опубликовано на портале: 08-12-2002
Ken Kamoche International Journal of Human resources management. 2002.  Vol. 13. No. 7. P. 993 - 997. 
This article introduces the special issue that seeks to spur the debate on the challenges of managing people in organizations in Africa. The debate on HRM in Africa has proceeded with tentative steps and now clearly needs to be located firmly within the international management context. It is not the purpose of this special issue to discover or develop an over-arching model of HRM. That has been attempted elsewhere. Our purpose is to bring together the various threads that characterize the on-going debate and hopefully move towards a more specific research agenda which captures the complexity of managing on the African continent. Some of these threads include the formulation of new perspectives on HR research, finding common ground with diverse disciplines and tackling enduring problems like ethnicity and discrimination.