学习型组织的学习能力系统、学习导向人力资源管理系统及其相互关系研究——自然科学基金项目（70272007）回顾和总结

主要回顾了国家自然科学基金项目学习型组织的学习能力系统、学习导向人力资源管理系统及其相互关系研究(70272007)所提出的理论观点和实际应用成果,包括组织学习和学习型组织的概念、模型、组织学习能力测量问卷OLCQ;学习导向人力资源管理系统的概念、维度、测量问卷LOHRMQ;学习导向人力资源管理对组织学习能力的影响;其他与人有关的管理措施对组织学习能力的影响;所提出的组织学习和学习型组织、学习导向人力资源管理的理论在中国企业的应用研究及研究发现。最后,介绍了取得的学术成果和实践成就,指出了未来的发展方向。     

面向中国管理实践的组织与人力资源管理:反思与探索——首届“中国人力资源管理论坛(2012)”观点评述

全球化和知识经济时代动荡复杂的环境,对中国企业的组织形态和人力资源管理模式形成了严峻挑战。同时,近年来主流西方管理理论在中国遭遇的"水土不服",也需要中国管理学界在深刻反思的基础上积极探索中国式管理之路。基于对组织和人力资源管理领域回应现实课题和理论创新的双重要求,2012年5月26～27日在南开大学商学院召开的首届"中国人力资源管理论坛(2012):组织创新与人力资源管理变革"学术研讨会上,与会学者就中国人力资源管理的挑战和学科建设方向、人力资源管理研究的方法论、战略人力资源管理、组织行为与领导力、组织学习与变革等专题进行了深入研讨。鉴于此,在介绍诸多学术观点的基础上,对相关问题进行简要评述。     

积极心理学运动对组织行为学及人力资源管理的影响

积极心理学是21世纪心理学研究的一个新方向,而积极心理学运动(PPM)则在全社会掀起了一场积极运动,其影响是广泛而深远的。文章着重探讨PPM对组织行为学及人力资源管理的影响,研究结论是:PPM促进了积极组织行为学(POB)的形成与发展,推动了积极组织学术(POS)的兴起,同时也改变了人力资源管理实践中关于招聘与选拔、培训与考核的内容和方式。     

Evidence-based human resource management practices in three EU developing member states: Can managers tell truth from fallacy?

Good management practice is assumed to be the product of a good knowledge base and its application, not least in Human Resource Management (HRM). The aim of this study is to assess the extent to which managers adhere to practices of HRM that are more likely to be upheld by research evidence as opposed to beliefs for which research evidence is highly lacking. In addition, it evaluates practitioners’ explanations about adopting HR practices. This study was conducted in three European Union (EU) developing countries (Poland, Croatia and Malta). A mixed-methods approach is adopted, utilising a web-based questionnaire targeting a purposive sample of 300 practitioners occupying managerial positions and directly involved in people management (Study 1), followed by 20 in-depth interviews with similar participants (Study 2). Our study reveals that managers are always fully cognisant of the main body of research evidence related to specific HR practices. Practitioners are more likely to access required knowledge for applications through popular sources rather than more reliable ones due to time constraints, inaccessibility and inability to evaluate evidence. While they appreciate the role of theory, the leap from theory to application is not easy or straightforward, commenting that large gaps between research and practice prevail. These overall trends may imply that practitioners base their decisions on personal experience rather than on evidence-based knowledge or expertise acquired through evidence-grounded applications. Results suggest that future research should focus on closing the gap by evaluating how academics impart the knowledge and how practitioners apply that knowledge.     

以企业能力为中介的联盟类型与技术创新方式关系实证研究

从资源基础观构建联盟类型、企业能力(开发能力和探索能力)和技术创新方式相互关系的模型,以重庆等6个地区500家制造业企业为调研对象,运用结构方程模型对所获数据进行实证分析。结果表明:市场联盟提供的市场资源利于开发能力的提升,技术联盟提供的技术资源利于探索能力的发展;开发能力与渐进创新方式正相关,探索能力与突变创新方式正相关;市场联盟提供的市场资源有助于渐进创新方式,技术联盟提供的技术资源有助于突变创新方式。     

战略人力资源管理的两类角色理论观分析

战略人力资源管理(SHRM)是当前HRM研究的热点领域之一.但相关研究在SHRM的确切定义及SHRM研究的主体领域等方面认识仍然比较模糊.本文依据SHRM在企业战略活动中所扮演的角色,将SHRM的研究概括为两类理论观:基于企业战略性资源与能力构建的SHRM观和基于战略实施行为与活动控制的SHRM观,并据此进行了SHRM研究的分类阐述和对比分析.     

战略人力资源管理的理论模式

本文将战略人力资源管理中关于人力资源管理与企业绩效关系的研究总结为三种不同的理论模式:根据最佳实践模式,一些HRM活动是普遍有效的,组织采用这些最佳的HRM活动就会获得相当好的绩效;在权变模式里,HRM活动的效率是随着企业战略等因素而变化的,组织采用适合于其战略的HRM活动将更有效率;在形态模式里,HRM活动通过内部匹配形成特定的HRM系统形态,HRM系统与组织战略等因素的外部匹配会对组织绩效产生重要影响。     

HRM系统、竞争战略与企业绩效关系的实证研究

战略人力资源管理理论认为人力资源管理(HRM)系统和企业竞争战略之间的匹配关系会对企业绩效产生影响.通过类型学和分类学两条主线归纳并总结了关于 HRM 系统及其与企业绩效关系的研究,提出了 HRM 系统、竞争战略与企业绩效关系的假说,并以133家样本企业为研究对象,对理论假说进行了检验.研究发现,采取内部型 HRM 形态的企业的绩效高于采取市场型 HRM 形态的企业;环境特征(产业技术变革、劳动力市场竞争)对 HRM 系统形态与企业绩效关系的调节效应仅得到部分支持,而企业规模的调节效用没有得到支持;企业的竞争战略对人力资源战略选择的影响很小;HRM 系统与竞争战略匹配企业的绩效高于没有匹配企业的假说没有得到支持.最后,对研究结论进行了讨论,分析了其局限性和未来研究建议.     

知识共享与组织绩效:知识驱动的人力资源管理实践作用研究

本文基于知识观.提出并验证了知识驱动的人力资源管理实践的三维结构及知识相关的组织绩效的两维结构,探讨了知识驱动的人力资源管理实践对知识共享和组织绩效的影响作用.实证研究表明:第一,注重胜任力和学习潜力的人员选拔、多样性的培训与开发对知识共享和知识探索性绩效具有显著的正向影响,多样性的培训与开发对知识拓展性绩效具有显著的正向影响;第二,知识共享具有中介作用;第三,知识驱动的人力资源管理实践与知识共享对知识探索性绩效的影响要强于对知识拓展性绩效的影响.本研究结果从现代知识管理的独特视角,对人力资源管理实践影响组织绩效的"黑箱"(Black Box)进行了一次新的有益探索,揭示了知识驱动的人力资源管理实践的作用机理.     

Re-conceptualising talent management and development within the context of the low paid

Those working in organisations have choices to make associated with not only the goods and services they produce but also their wider social and economic impact. The number of employees in low-skilled/low-paid jobs and the high proportion of companies adopting business strategies based on low-specification goods and services are a concern for many developed and developing economies. Addressing this problem is not traditionally the concern of Human Resource Development; however, we argue that through exploring the role that a wider, more balanced approach to Sustainable Talent Management and Development (S-TMD) may play within the context of the low skilled in the UK provides a crucial link to enhancing an organisation’s performance and responsibility to society. At the heart of this approach lies a shift to appreciate the collective endeavour of work practices, an enhanced role for stakeholders and identification of, and participation in skills ecosystems to support sustainable development. The paper identifies the opportunity for S-TMD to move from a predominantly individualist, managerial and unitarist understanding to one grounded in the value of tacit and embedded development processes undertaken to reflect a pluralist, multi-voiced approach to understanding of a skills ecosystem.     

HRM Practices and Employee Commitment: Possibilities, Pitfalls and Paradoxes

Much recent writing on Human Resources Management (HRM) has emphasized the desirability of a committed workforce and the central role of HRM practices in establishing and maintaining such commitment. Little empirical evidence for such effects has been presented however, and the conceptualization of employee commitment has often been confused, failing to recognize its multi–dimensional nature. Researchers have sought to identify the antecedents of commitment, concentrating on personal/demographic, task, role and supervisory style variables taken from job satisfaction research. With regard to organizational and career commitment, it may be more fruitful to examine the impact of HRM policies and practices. Several studies undertaken by the authors demonstrating the impact on employee commitment of such HRM practices as selection, assessment, induction and training are reviewed, indicating the possibilities for research and practice in this area. Such studies also reveal some pitfalls in the over–simple, uncritical models of commitment often presented, and some paradoxical findings from the authors' own work are used to present a more adequate perspective on the commitment process.     

后疫情时期中国人力资源管理的转型与变革——第9届中国人力资源管理论坛述评

为积极应对后疫情时期中国企业组织与人力资源管理的变革趋势,推动中国人力资源管理及组织行为研究领域的理论创新和实践发展,在安徽大学召开了第9届中国人力资源管理论坛。本届论坛以“应变局·迎挑战·促发展:后疫情时期中国人力资源管理的转型与变革”为主题,与会学者围绕论坛主题就数字经济背景下的领导力与领导行为、远程办公情境下的员工行为干预、应对重大突发事件的组织变革与能力建设、组织韧性与组织免疫力、员工工作行为与绩效等若干热点问题进行了广泛交流,并对后疫情时期我国人力资源管理的转型与变革进行了深入研讨。     

Employees’ reactions to customer mistreatment: The moderating role of human resource management practices

This study examined the moderating roles of human resource management (HRM) practices in employees’ reactions to customer mistreatment. Drawing upon the job demands-resources (JD-R) model and stress appraisal theories, this study hypothesised that training and participation could buffer the negative effect of customer mistreatment on service employees’ work outcomes (i.e. emotional exhaustion and job performance). Data were collected from 730 service representatives and their team leaders at two time points. Results showed that customer mistreatment was less positively related to emotional exhaustion in teams where employees were provided with more participation opportunities, and customer mistreatment was less negatively related to performance in teams where employees received more training. The results suggest that different types of HRM practices could effectively buffer the negative impact of customer mistreatment on different work outcomes for service employees. Theoretically, this study extends the customer mistreatment literature by demonstrating the importance of studying HRM practices in the customer mistreatment context, and supports the integration of JD-R model as an overarching framework and stress appraisal theories as an explanatory theory to understand the role of HRM practices. Practically, the findings provide implications to managers in protecting employees from customer-related interpersonal stressors and maintaining a healthy and productive workforce.     

道家“无为而治”思想及其在现代企业人力资源管理中的应用研究

在阐明道家"无为而治"传统释义的基础上,利用现代语境从系统论的角度分析"无为而治"思想中的全息性和自组织性,以此推出"无为而治"在现代企业人力资源管理中的应用。     

组织学习、技术合作与跨国公司在华突破性创新

考察了组织学习和技术合作对跨国公司在华突破性创新的驱动机制,基于165家在华跨国公司中高层管理者填写的调查问卷,采用因子分析、路径分析和结构方程模型对研究假设进行检验。结果表明,组织学习同时促进了跨国公司在华的突破性产品创新和过程创新;技术合作则对创新绩效产生了负向影响;过程创新对产品创新具有正向驱动效应。     

过程导向的可持续竞争优势因果关系链分析

对可持续竞争优势的外生性分析是基于企业同质性假设,把企业看成黑箱。以资源基础论为主流的内生性分析基于企业异质性假设,突破了企业黑箱,但由于提出了过分宽泛的资源概念,而且专注于对可持续竞争优势的条件特征的讨论和分析,客观上形成了"过程黑箱",影响到该理论的深入发展和管理学应用前景。本论文将能力概念从广义的资源概念中分离出来,在基于能力的新战略观基础上,将"资源-战略-绩效"架构具体化,构造了一个过程导向的可持续竞争优势因果关系链模型。     

Workplace learning strategies,barriers, facilitators and outcomes: a qualitative study among human resource management practitioners

Recently the role of human resource management (HRM) practitioners has become more professionalized and more strategic. Consequently, HRM practitioners have had to develop new competencies in areas such as change management, influence and technology. Workplace learning, which is important for professional development, is examined for 13 HRM practitioners in government, healthcare, post-secondary education and business organizations in the Halifax Regional Municipality area. Of particular interest were learning strategies, barriers to and facilitators of learning and outcomes of learning. To obtain rich data, practitioners were interviewed face to face using an interview guide. Results indicated that these practitioners are mostly similar to other professional groups in terms of workplace learning, with a few key differences. The similarities and differences are presented, and implications of these findings for HRM practitioners and future directions for research are discussed.     

The psychological contract: A critical review

Literature on the psychological contract has blossomed progressively over the last ten years to the extent that it is now firmly located within the lexicon of the Human Resource Management (HRM) discipline. Yet as this review indicates, the theoretical assumptions that seem to pervade the psychological contract literature are not without major deficiencies, which in turn pose serious questions around the continued sustainability of the construct as currently constituted. This paper addresses some of the central problems presently confronting the theoretical side of the psychological contract literature. In seeking to advance knowledge and understanding, this review calls for an alternative approach to studying the psychological contract on the basis of a more critical and discursive literature analysis. From this, the authors unpick the construct of the psychological contract as portrayed in much of the extant literature and argue that, in its present form, it symbolizes an ideologically biased formula designed for a particular managerialist interpretation of contemporary work and employment.     

Examining the Ability,Motivation and Opportunity (AMO) framework in HRM research: Conceptualization,measurement and interactions

Despite the increasing popularity of the Ability, Motivation, Opportunity (AMO) framework in the Human Resource Management (HRM) field, AMO research is at a crossroads in theoretical and empirical development. This is due to (a) a lack of clarity about the conceptualisation and measurement of AMO variables, (b) the construction of AMO articles that do not distinguish between AMO differences and AMO-enhancing HRM practices and fail to integrate them, (c) a lack of understanding about how AMO variables at the individual and organizational levels interact to generate individual and organizational performance, and (d) a lack of consideration of the process (mediators and moderators) through which AMO generates performance gains. Based on the analysis of 104 quantitative HRM articles published between 1997 and 2022, this study helps to draw clearer distinctions among AMO variables and levels of analysis. The review of the empirical literature shows that there is excessive heterogeneity with regard to the conceptualization and utilisation of AMO variables, which in turn leads to scale proliferation. We find that research on AMO-enhancing HRM practices and AMO differences is rarely combined and tends to be tested at a single level rather than more logical cross-level effects between AMO-enhancing HRM practices, AMO differences and performance. We also found that whereas Ability and Motivation differences mediate the relationship between AMO-enhancing HRM practices and performance, opportunity appears to be a boundary condition in the relationship between Ability and Motivation with performance outcomes. The paper concludes with relevant avenues for future AMO research suggested for the field of HRM.