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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.

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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