Всего публикаций в данном разделе: 27989
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: 08-12-2002
Mario Raich
Journal of European Industrial Training.
2002.
Vol. 26.
No. 6.
P. 269 - 273.
There is a clear shift in human resource management from a "service provider" to
a "business partner"; however, the new requirements and needs can also be met by
the line management or external parties. For this reason, the new development is
at the same time an immense opportunity and a threat for the HR managers. We are
convinced that the HR function in the future will be very different from that in
the past. The companies that do not see this and do not act accordingly will have
a serious problem with the core assets of the "new economy": the knowledge workers
and the knowledge professionals.
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.
Опубликовано на портале: 08-12-2002
P. McGraw
Asia Pacific Journal of Human Resources.
2002.
Vol. 40.
No. 2.
P. 205 - 227.
Multinational companies (MNCs) employ a significant proportion of the Australian
workforce and are influential in shaping local human resource management (HRM) practices.
Notwithstanding this influence, there have been few studies of Australian HRM comparing
local companies with MNCs. This study systematically compares the nature of the HRM
function in local and overseas firms using data from the 1999 PricewaterhouseCoopers-Cranfield
Project on HR in Australia. The study makes these comparisons against the backdrop
of theoretical arguments for overseas companies to either adapt to the local HR environment
or adopt HR practices from other parts of their overseas networks.The main conclusions
are that while overseas companies as a group differ from locals in some important
ways, particularly in having higher levels of representation on company boards and
being more influential in overall decision on HR matters, in terms of formal HR policies
the two groups are substantially similar. The main differences between the three
main overseas groups are that UK companies report a lower level of influence and
representation than their US or European counterparts.
Опубликовано на портале: 08-12-2002
David E. Guest
Journal of Industrial Relations.
2002.
Vol. 44.
No. 3.
P. 335 - 358.
Two main approaches to human resource management (HRM)are identified: one
focusing on the organisational concern for the relationship between HRM and performance,
the other mounting a critique of HRM. It is argued that both pay lip service to,
but largely neglect worker reactions to HRM. The case is made for building the worker
into the analysis of HRM, on the one hand,by incorporating worker attitudes and behaviour
in the study of the HRMperformance relationship,and on the other, by paying serious
attention to the association between HRM and workerrelated outcomes. Evidence is
presented to suggest that worker attitudes and behaviour mediate the HRMperformance
relationship and that certain HR practices are associated with higher work and life
satisfaction. These practices include job design, direct participation and information
provision that are associated with higher performance; but work satisfaction is also
associated with equal opportunities, familyfriendly and antiharassment practices.
It is suggested that a more workerfriendly HRM can best be applied in the context
of a partnership or mutual gains framework.
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
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: 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.
Лидер и его команда [статья]
Опубликовано на портале: 13-11-2002
Евгений Борисович Моргунов
Существуют две традиции рассмотрения командообразования. Первая ориентирована на
сам процесс развития взаимодействия членов команды. Вторая более ориентиована на
изначальный отбор и совместимость членов команды. Данная статья скорее рассмаривает
принципы отбра членов команды и их расстановку. Введены два новых принципа - принцип
компетентности и принцип предпочтения, которые позволяют осущсьвлять расстановку
членов команды более осмысленно.
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