Всего публикаций в данном разделе: 63829
The HR function in local and overseas firms: Evidence from the PricewaterhouseCoopers-Cranfield HR Project (1999)/Функции управления человеческими ресурсами в локальных и международных фирмах: данные из отчета фирмы ПрайсуотерхаусКуперс (1991) [статья]
Опубликовано на портале: 08-12-2002P. 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.
Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRM. Управление человеческими ресурсами, корпоративная производительность и благополучие сотрудников [статья]
Опубликовано на портале: 08-12-2002David 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.
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.
Опубликовано на портале: 08-12-2002Andrew B. Abel, Janice C. Eberly American Economic Review. 1994. Vol. 84 . No. 1. P. 1369-1384.
This paper extends the theory of investment under uncertainty to incorporate fixed costs of investment, a wedge between the purchase price and sale price of capital, and potential irreversibility of investment. In this extended framework, investment is a non-decreasing function of q, the shadow price of installed capital. There are potentially three investment regimes, which depend on the value of q relative to two critical values. For values of q above the upper critical value, investment is positive and is an increasing function of q, as is standard in the theory branch of the adjustment cost literature. For intermediate values of q, between two critical values, investment is zero. Although this regime features prominently in the irreversibility literature, it is largely ignored in the adjustment cost literature. Finally, if q is below the lower critical value, gross investment is negative, a possibility that is ruled out by assumption in the irreversibility of literature. In general, however, the shadow price q is not directly observable, so we present two examples relating q to observable varieties.
Опубликовано на портале: 04-12-2002Terry J. Fitzgerald Federal Reserve Bank of Cleveland. 1999.
In their efforts to maintain low inflation, policymakers pay little attention to the growth rate of the money supply. Yet many studies have found that money growth and inflation a closely related, at least in the long run. But how long must money growth remain strong before it begins to concern policymakers? That is, what is the shortest period over which money growth seems to be reliably associated with inflation?
Опубликовано на портале: 04-12-2002Michael F. Bryan Federal Reserve Bank of Cleveland. 1997.
A historical look at the origin and uses of the word inflation, arguing that although the term has become nearly synonymous with "price increase," its original meaning--a rise in the general price level caused by an imbalance between the quantity of money and trade needs--is the definition driving many of those who advocate an anti-inflation policy for the Federal Reserve.
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.