浅析人力资源队伍职业化能力

本文从战略型人力资源管理在企业中应该承担的四个角色出发,提出人力资源管理从业人员应该相应具有的素质要求,提出系统的人力资源从业人员职业化能力,并从品性修养、专业技能、资质经历、行业知识四个方面进行了详细的阐述,为人力资源从业人员职业化发展提供依据。     

欧洲各国人力资源经理的培养与教育及对我国的启示

人力资源管理的重要作用在很大程度上依赖于从业人员的素质、所受的教育和培训以及他们的专业技能和水平。本文运用文献研究法,简要回顾了欧洲人力资源管理职业化过程,通过大量的调查数据,对欧洲各国人力资源管理专业人员的教育和培训情况进行了介绍和分析,对从业人员的学历水平、所学专业、在职培训及各种不同组织雇用人力资源管理专业人员的情况作了详细分析。最后,对我国人力资源管理专业人员的培养提出了建议。     

高校辅导员队伍职业化专业化的对策研究

高校辅导员是学生思想政治教育和日常管理的骨干力量,在维护校园稳定及促进大学生健康成才等方面起着主体作用。该文从辅导员队伍职业化、专业化的意义及当前面临的主要问题两方面进行梳理,并从完善培训机制、健全考评机制、优化工作环境等方面对高校辅导员队伍职业化、专业化建设进行了初步探讨。     

管理专业学生的职业化培养

劳动力市场上人力资源管理人员需求很大,但人力资源管理专业毕业的学生却因不够"职业化"而被企业拒之门外,企业需要"职业化"人才。那职业化的标准是什么?职业化对于人力资源管理专业学生的要求是什么?如何培养与塑造他们的职业化?这些是文章解决的主要问题。     

人力资源管理专业构建实践性教学体系的实践与探索

构建实践性教学体系是培养适应社会需求的高级应用型人力资源管理人才的必然要求。人力资源管理专业实践性教学体系的构建应遵循优化人才培养方案、加强师资队伍建设和强化实践教学的思路,从课堂教学、实验教学、实习、毕业论文、职业资格认证等方面形成相对完整的体系。为保障该体系的顺利实施,需要有专业人才培养目标和规格、师资队伍建设、教学改革和教学监控体系等方面的优化措施。     

基于情景分析的未来人力资源经理胜任力研究

本文试图运用情景分析技术来解决未来组织需要什么样的人力资源经理这个难题。预测时间轴选择为五年,有三个关键因素深刻地影响着人力资源经理的胜任力,分别是组织文化的特点、管理职能、组织中所处管理层次的高低。文章从这三方面入手分析了关键外部力量,得到三个不确定轴面,分别是新技术新理论的发展、主体员工的变化、劳动力市场供求关系变化。由此构建了未来五年我国人力资源经理面对的最乐观、最悲观和最可能的情景,分别是黄金时代、萧条时代和丛林时代。然后,测量了在这些情景下人力资源经理胜任特征的重要性程度,相对目前状态下的可能变化,以帮助人们更好地认识未来人力资源经理的胜任特征。研究结论有助于区分出未来导向和非未来导向的人力资源经理胜任力,从而帮助招聘和培训适合未来需要的人力资源经理。     

国际工程项目从业人员素质初探

中国加入WTO、工程承包市场日趋走向国际化的新形势,对工程项目从业人员的素质提出新的要求.培养和选拔适用人员参与国际竞争,是企业人力资源开发的重要问题,关系到项目以至于企业的成败兴衰.作者结合担任海外工程项目经理的经历,提出对国际工程项目从业人员在(1)道德品质;(2)国际交流意识和能力;(3)英语实际应用能力;(4)适应环境生存能力等方面的基本要求.     

构建企业经营者市场体系的基本框架

<正> 在确立社会主义市场经济体制的改革目标之后,按照现代企业制度的要求,构建企业经营者的市场体系,形成职业化的经理阶层,用市场机制来配置企业经营者人力资源,已成为加快国民经济市场化进程的关系所在和摆在我们面前的重要课题。     

高等职业教育与职业资格认证的结合

高等职业教育的发展是不断改革的过程,国家职业资格认证制度的出台为我国高等职业教育的发展指明了新的方向,本文就高等职业教育与职业资格认证相结合的可行性及结合的模式进行了分析。     

高等职业教育与职业资格认证的结合

高等职业教育的发展是不断改革的过程,国家职业资格认证制度的出台为我国高等职业教育的发展指明了新的方向,本文就高等职业教育与职业资格认证相结合的可行性及结合的模式进行了分析.     

A professionalization framework to understand the structuring of work

The notion of professionalization is widely used both by managers and researchers. This use questions the traditional definition of profession. This paper reviews a book published in 1988 – The System of Professions – written by a sociologist, A. Abbott. Though this book had a strong impact in the field of the sociology of professions, it has remained unknown by many researchers in management science. His pragmatic approach to the concepts of profession and professionalization helps achieve better understanding of work structuring and as a consequence can be useful to address issues such as human resources management, organizational control or even the management of information systems.     

Something Old,Something New?: Competing Logics and the Hybrid Nature of New Corporate Professions

The professionalization of certain management occupations, such as project management and human resource management, has been neglected in recent debates on professions, which instead focus upon the deregulation of collegial professions or the failure or unwillingness of new expert occupations to professionalize. Project management represents one of a handful of ‘management professions’ which confound this interpretation, explicitly pursuing a ‘corporate professionalization’ project with some degree of success. This paper focuses on the strategic activities of the principal British professional association in this field, the Association for Project Management (APM), as it negotiates a path between exploiting established sources of legitimacy and exploring a novel conception of professionalism. In the process, the association manipulates collegial and corporate logics of professionalism, in terms of its relationships with key stakeholders, its global orientation, its knowledge base and strategies of occupational closure. Drawing on interviews with APM officials and broader documentary analysis, we analyse the conditions which have produced this hybrid model of professionalism, highlighting the pragmatic management of tensions through the combination of distinct, even contradictory, professionalization logics.     

Selecting managers for cross-border assignments: building value into the process

Selecting cross-border managers simply by relying on an assessment of technical competence, isolated and domestic management success as well as perceived commitment to the organization has become inadequate. Multiple value orientations associated with cross-cultural business performance need to be examined as an integral part of the selection process. Value orientations associated with cultural identity, cross-border business focus and personal and professional development, are missing from and need to be taken into consideration when selecting managers for cross-border assignments.
A cross-cultural manager typology is developed, which identifies four cross-border manager 'types'. These 'types' are described as (1) transnationalist, (2) internationalist, (3) ethnocentrist and (4) transitionalist. The implications of these 'types' for the selection of cross-border managers are then explored within the context of, and interplay between, three value orientations. First, how and why managers value their cultural identity. Secondly, how and why managers value involvement in cross-border business activity. Finally, how these two value orientations are better understood based upon personal and professional development.     

Trends and challenges of developing human capital in Singapore: an analysis of current practices and future potentials

As one of the most vibrant nations of Asia, Singapore is well known for its dynamic and innovative human capital development initiatives. These are driven mainly by the government policies, with inputs from public sector organizations and large local companies. Human resource development (HRD) related legislations, financial incentives, infra-structural support and deployment of management and info-communication technologies (ICT) help to sustain the national HRD initiatives. This paper presents an analysis of the current practices and future trends and challenges faced by organizations in Singapore. Some of these challenges are: ageing workforce, talent retention and development, rapid technological changes and cross-cultural skills development for working in the emerging markets. Eight trends and challenges identified here are expected to significantly impact the HRD profession in future. Implications of the trends and challenges are also discussed for future research and professional practice.     

The management of managers: A review and conceptual framework

The management of managers is an important contemporary concern, but the literature on the issue is not well integrated. This paper reviews key sources on the topic across organizational economics, human resource development and strategic human resource management. It presents a novel interdisciplinary framework for analysing how firms manage senior managers and for guiding future research, arguing that firms adopt different styles to attract–defend, develop–renew and motivate–harvest their senior managerial resource, depending on their contexts and choices that are made in the firm over time. The notion that some styles draw on early identification of élites while others treat management identification as more of an emergent problem is central to the typology. Within each of the styles identified, effectiveness in the management of managers hinges on recognizing and handling certain strategic tensions and problems.     

The physician executive and the future.

In summary, physician managers have a bright future. They are working on one of the most exciting professional interfaces--medicine and management. The future of medicine is both high-tech and low-tech. It will challenge all physician executives. For a few years, health care organizations will experience turbulence and stress. The name of the game for physician managers will be organizational survival. The nation will then move into an era of abundance in medical care, and the management game will switch from survival to thrival. Managers are key players in the world of tomorrow. The physician executive is a manager and therefore a key player. One of the best things about the future of the physician is that he has one.     

Coaching auf dem Weg zur Profession? Eine professionssoziologische Einordnung

Following a historical and sociological introduction into the special subject of profession the contribution discusses the niveau of the professionalization of coaching. While the development of the expertise and the organisational level has achieved obvious progress the definition of jurisdiction remains still unclear. A look at the development of coaching in the context of the New Capitalisms shows a connection between the de-professionalization in many working areas and a complementary differentiation and professionalization of extra-functional competences. The professionalization of Coaching and other new forms of reflexive counselling are linked to this development. Although the classical model of profession has become weaker the clarifying of jurisdiction and the autonomy are still remaining the decisive challenges of professional work. As to both aspects the contribution provides an outlook.     

EH&S preparation-meeting the needs of hiring managers

Sound environmental management systems add value to business by reducing liability and fines for non-compliance. Increasingly, these systems are being used to address sustainable enterprise challenges of the next century. The well-prepared professional environmental manager is critical to advancing the state of environmental protection and leading the organization to create greater stewardship. Carol Singer Neuvelt, Executive Director of the National Association for Environmental Management, describes a business/education survey and subsequent Summit on understanding how business and environmental management education schools view these critical skills.