Всего публикаций в данном разделе: 1104
Exploring human resource management practices in small and medium sized enterprises. Практика управления человеческими ресурсами в малых и средних предприятиях. [статья]
Опубликовано на портале: 08-12-2002Catherine 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.
A change of name or a change of identity?: Do job titles influence people management professionals' perceptions of their role in managing change? Смена имени или изменение идентичности? Влияют ли титулы на восприятие менежерами по персоналу их роли в смене стиля управления? [статья]
Опубликовано на портале: 08-12-2002R. 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: 08-12-2002Jan 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: 13-11-2002Евгений 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.