组织和团队胜任力模型构建方法研究

胜任力模型的出现和发展,为知识经济时代的人力资源管理提供了新的思路,使人力资源管理得以从以岗位管理的传统模式向以胜任力模型为基础的管理新模式转变。本丈主要介绍组织和团队胜任力模型的构建方法。     

中国最佳雇主人力资源总监胜任力模型研究

在文献回顾、问卷调查、文本分析和统计分析的基础上,以具有良好雇主品牌、较高组织绩效、和谐劳资关系等特征的中国最佳雇主为例,构建了人力资源总监胜任力二阶一因子一阶四因子模型:战略管理胜任力包含组织调整、情绪管理、知识传播、系统监控和概念思考;变革管理胜任力包含分析问题、领导典范、内部顾问和影响他人;职能管理胜任力包含团队合作、主动帮助、扩展知识、专业服务和达成目标;员工关系管理胜任力包含了解他人、关系建立、信息收集和自信.     

基于胜任特征模型的优秀员工的选聘研究

优秀员工是一个组织未来发展的关键性资源,为了提高对优秀员工选聘的效率和质量,运用胜任特征模型可全面考察其岗位胜任力,本文从胜任特征模型对选聘优秀员工的意义入手,分析构建胜任特征模型以及如何应用胜任特征模型对优秀员工的选聘等进行研究,为企业的人力资源管理的整体改进提供了一个可供借鉴的思路和方法。     

胜任力视角下人力资源审计管理体系设计

胜任力视角下的人力资源审计管理体系,是新时代下被企业广为重视的管理体系,可以有效避免人力资源审计管理的局限性。本文以人力资源审计管理的现状为出发点,分别阐述了人力资源审计管理与胜任力的内涵,并在此基础上探究了胜任力与人力资源审计管理体系的关系,以及胜任力模型的构建方法,最后对胜任力视角下人力资源审计管理体系设计进行了分析与建议。     

基于胜任力模型的人力资源管理创新

随着知识经济的时代的到来,经济垒球化信息化和科技化,组织之间的竞争加剧,促使组织必须以不断的创新和变化来适应环境的要求．企业要想在激烈的竞争中脱颖而出,需要具备组织自主拥有的能够为客户提供独特价值,竞争对手在短期无法模仿的企业核心竞争力。而人力资源作为企业核心竞争力的源泉与重要支撑,在现代企业管理中发挥着越来越重要的作用。随着知识经济时代的到来,柔性化组织结构的广泛采用,企业所处内外环境的变化,传统人力资源管理模式固有的局限正日益显现出来,这时基于胜任力的研究应运而生,为现代人力资源管理提供了新的理论依据和技术方法。     

高管胜任特征与战略导向的匹配对企业绩效的影响

"培养和开发与战略导向匹配的高层管理者"一直是战略管理与人力资源管理领域共同关注的重要问题。本文基于权变理论,系统分析了高管胜任特征与战略导向的匹配对企业绩效的影响。研究结果显示:第一,成本导向型、创新导向型和质量导向型3种战略导向类型在我国企业确实存在,且不同类型的战略导向对企业绩效有差异性影响,其中创新导向型企业与质量导向型企业都比成本导向型企业具有较高的财务绩效和人力资源绩效。第二,单维度高管胜任特征与不同战略导向匹配对企业绩效有差异性影响,其中战略意识对各战略导向型企业的绩效均有显著影响,组织建设能力对质量导向型与创新导向型企业的绩效有显著影响,品质素养对质量导向型企业的绩效和创新导向型企业的人力资源绩效有显著影响,而洞察力仅对质量导向型与创新导向型企业的人力资源绩效有显著影响。第三,多维度高管胜任特征与不同战略导向匹配对企业绩效有差异性影响,高管战略意识与成本导向型和质量导向型企业匹配,高管战略意识和组织建设能力与创新导向型企业匹配。基于此,本文对研究结果进行了讨论,并对单维和多维高管胜任特征与战略导向匹配对企业绩效影响的差异进行了拓展分析,同时给出了研究结果的管理启示。通过研究,旨在丰富与扩展高管胜任特征、战略导向与企业绩效之间匹配关系的研究,为理解与解释中国企业的战略决策提供了理论依据与实证支持。     

商业银行风险经理胜任力模型与层级结构研究

本文研究了国内商业银行的风险经理胜任力模型,利用团体焦点访谈法、关键行为事件访谈法,以及多元统计分析方法,对风险经理胜任力模型进行了深入研究。由18省市商业银行得到有效问卷778份,运用探索性因素分析和验证性因素分析,得出商业银行风险经理胜任力结构模型与层级结构。结果表明,风险经理胜任力模型由16个胜任特征构成调查印证、分析判断、风险意识和沟通内控等4大胜任力类群。     

组织成员胜任力研究方法的对比分析

胜任力测试是现代人力资源管理的重要工具,为公司选人、育人、用人等提供了标准。本文通过对胜任能力基本概念的描述,并就国际上流行的胜任力的研究展开予以综述,从理性主义、解释方法以及情景具体性角度对胜任力进行比较分析,对目前胜任能力的最新研究方向开展了有益探讨。     

浅析胜任力模型在企业人力资源招聘体系中的应用

在经济发展的时代,企业的竞争已经成为人力资源的竞争,所以企业人力资源管理面临着一个非常激烈的社会经济发展变化,传统的人力资源管理体系不再适合现代企业对于人力的管理。传统的人力资源管理重点是进行对职位的研究,并非是人力资源胜任力的研究,这种管理模式注定是失败的,胜任力模型则不同,主要是根椐人事岗位的附属,其管理思想主要是根椐岗位的任职资格,对相关的人员进行招聘,加强薪酬与激励,把考核与培训当作是人力资源管理重中之重。     

企业人力资源管理者胜任力研究综述

人力资源是21世纪企业的战略资源,是企业发展的决定性因素和经营管理的核心力量。近几年,胜任力研究已经成为人力资源管理学科研究的热点话题。人力资源管理者的胜任力在很大程度上决定了企业的人力资源管理水平。因此,研究人力资源管理者的胜任力对企业的发展具有重要意义。本文回顾了国内外学者关于企业人力资源管理者胜任力的相关研究,指出其中不足,并提出了未来的研究方向。     

Innovation in Strategic Human Resource Management: Building Capacity in the Age of Globalization

This article addresses innovation as a strategic instrument in human resource management capacity building in the age of globalization. To meet the challenges of globalization—negative as well as positive—capacity building is needed in areas of organization, management, governance, and public administration all over the world. Innovation is defined, strategic innovations and innovative strategies are explained, capacity building is delineated, and over 22 areas or realms of innovation are identified, explained, and emphasized as strategic instruments of capacity building. Viewing human resources as human capital and beyond, the article argues that without human resources nothing can be accomplished, and without a well-trained, well-developed, well-appreciated, and well-managed human resources, modern organizations of government and business cannot meet the challenges of the globalization age, which demands a new generation of future-oriented, anticipatory managers who can develop effective visions and manage organizations by riding the high waves of change in the turbulent world.     

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.     

Internal marketing: A new perspective for HRM

The authors argue that there are trends currently present in industry and management which require human resource (HR) managers to have much higher levels of competence and skills. Concepts and techniques from marketing can provide means by which HR managers can be more effective.It is also pointed out that Chief Executive Officers have failed to recognize the importance of HR managers in their organizations — a weakness for which HR managers must also carry some blame.     

平衡开发式创新和探索式创新一定有利于提升企业绩效吗?

在日益动态的商业环境下,平衡开发式创新和探索式创新是企业兼顾当前和未来竞争所必须重视的问题。现有研究过度强调了同时重视开发式创新和探索式创新的二元平衡的价值,假设二元平衡是对任何企业都普遍适用的,但实证检验的结果却并非如此。本研究注意到资源紧缺条件对企业开发式创新和探索式创新平衡战略的影响,发展了资源紧缺条件下中国企业开发式创新和探索式创新的平衡理论,指出,开发式创新和探索式创新的平衡策略不仅有二元平衡,还有间断平衡,究竟哪种策略有效取决于企业资源约束条件决定的开发式创新和探索式创新之间究竟是正交关系还是竞争关系起主导作用。最后,本研究以新创企业和成熟企业的大规模调查数据的比较性实证研究证实了本文的主要理论假设。     

The nature of learning being facilitated by frontline managers

This article, which is based on research conducted at five Australian organizations, explores the role frontline managers play in promoting and facilitating learning at work, an area in the field of workplace learning and human resource development that has not been extensively researched. This article provides a brief review of the literature, outlines the theoretical framework and research methodology and design utilized and presents the research findings and a brief discussion. The results of this study suggest that frontline managers, who were considered leaders of learning within their respective organizations, take an instrumental approach to leading employee learning, that is, learning is seen largely as a mechanism for getting work done. Additional evidence suggests that some frontline managers provide a more expansive learning environment through the purposeful creation of conditions for learning for their employees, beyond the immediate focus on learning, simply for the purpose of getting the work done. A further finding is that much of what frontline managers do in the promotion and facilitation of employee learning is deeply embedded in the idea and practice of being an effective manager. It is hoped that the findings will provide guidance to human resource development and frontline managers in shaping learning at work.     

Equity sharing in international joint ventures: an empirical analysis of strategic and environmental determinants

Equity sharing in international joint ventures (IJVs) is a critical issue with implications for risk sharing, resource allocation, knowledge commitment, and organizational control. As a departure from previous research, this study aims to explore strategic antecedents and environmental dimensions underlying sharing arrangements. It argues that the structure of equity sharing controls the ex post degree of economic exposure or risk propensity, and boosts risk-adjusted returns earned from strategic resources or global integration. Analysis of data collected from IJVs in China suggests that strategic orientation, resource dependence, knowledge protection, and global integration as sought by MNEs are important antecedents of equity sharing. Equity sharing is an inverse function of host-country environmental complexity and hostility as perceived by MNE managers.     

Managing workplace stress: A Canadian Delphi study among human resource managers

The human and finacial costs of stress in the workplace have been extensively documented in the literature. The present study used a two-round Delphi methodology with 17 human resource managers from 17 medium-sized and large Canadian organizations. The main purposes of the study were to predict future policy and programme directions as well as expected benefits and constraints on organizations during the 1990s. This panel of experts predicated even greater stress in the workplace in large part due to greater (global) competition and greater resource constraints on organizations for programmes and services for their employees as well as management resistance to such directions. Organization will be challenged to identify cost effective means to prevent or, at least, to amelorate stress. Several practical ideas were generated by the panel for organizations to consider.     

Corporate expatriate career development

Western business expatriates assigned to Hong Kong responded to a mail survey regarding availability and usage of corporate career development activities. Despite the strategic need for expatriation, it was found that corporate development activities had a low availability indicating little interest on the part of parent organizations to assist in the development of expatriate careers. Large-size parent organizations, with substantial interests in international business operations, generally provide more expatriate career development assistance as opposed to small and medium-sized enterprises with fewer resources and little experience to cater to such needs. Experienced expatriate managers generally use more career development activities than less experienced managers, which could pose a problem for the procurement and advancement of new generations of expatriate managers. Implications of these findings for managers and their employers are discussed in detail.     

The impact of emerging markets on staffing the global organization:: A knowledge-based view

As organizations become more global in their strategic orientation, the need for developing global managers becomes imperative. One of the distinguishing features of global organizations is to effectively manage global operations in a consistent manner but at the same time allow flexibility at the country level to effectively compete. Acquisition and sharing of tacit social knowledge necessary to work globally but with a contextual understanding of local markets require a unique set of management skills. The process of inpatriating host and third country nationals into the home country organization appears to hold significant potential in developing a pool of future global managers. This article presents a theoretical perspective to analyze the contextual factors influencing the staffing choice when to utilize expatriate and inpatriate managers in global organizations.     

Work & stress: Information

Abstract

The human and finacial costs of stress in the workplace have been extensively documented in the literature. The present study used a two-round Delphi methodology with 17 human resource managers from 17 medium-sized and large Canadian organizations. The main purposes of the study were to predict future policy and programme directions as well as expected benefits and constraints on organizations during the 1990s. This panel of experts predicated even greater stress in the workplace in large part due to greater (global) competition and greater resource constraints on organizations for programmes and services for their employees as well as management resistance to such directions. Organization will be challenged to identify cost effective means to prevent or, at least, to amelorate stress. Several practical ideas were generated by the panel for organizations to consider.