试论西方人力资源管理思维方式的沿革——从线性思维到复杂性思维

从古希腊到近代,西方社会在对人的管理思想方面,其间虽不乏系统的、有机的思想,但线性思维方式一直居于统治地位.今天,复杂性思维方式已逐渐融入西方企业人力资源管理理论与实践之中,而这—切,均与同时代自然科学思维方式密切相关.     

浅谈哲学的思维方式价值

哲学的本质，其实就是对人的思想方式的思考，是所有科学的基础。因为任何科学都是人思考的结果，那么思维方式自然是科学形成与发展之奠基，本文从本体论的角度将思维方式纳入到哲学的原始基点上，并结合东西方人思维方式的历史社会异同，重点思考现代思维方式和现代哲学的发展出路。     

中西方思维方式与管理比较分析研究——兼论现代管理创新

思维、文化与管理三者是紧密联系的。思维方式的差异是造成管理差异的根源。本文拟从中西方文化的深层面比较剖析中西方思维方式 ,进一步分析中西方思维方式对管理的影响 ,从而探寻中西方思维方式与现代企业管理的契合之处 ,提出构建协同管理这一现代管理创新模式     

论共性思维、个性思维与数学教学

一、共性思维与个性思维我们知道,人的思想形式分为三类,即：形象思维、逻辑思维与灵感。具体到逻辑思维,它有许多特征,就其特征又有求共思维、求异思维、单维性思维、多维性思维、聚敛式思维、发散式思维等思维方式。为了揭示逻辑思维的另外一个特点以及由这个特点所反映的学生认识事物的一般规律，我们在这里探讨一下共性思维与个性思维。     

论共性思维、个性思维与数学教学

一、共性思维与个性思维我们知道,人的思想形式分为三类,即:形象思维、逻辑思维与灵感。具体到逻辑思维,它有许多特征,就其特征又有求共思维、求异思维、单维性思维、多维性思维、聚敛式思维、发散式思维等思维方式。为了揭示逻辑思维的另外一个特点以及由这个特点所反映的学生认识事物的一般规     

论人力资源开发的柔性思维创新

为了提高人的潜能的发挥，应当确立柔性思维与模糊思维的观念。并将这两种思维应用于人力资源开发与管理的实践中。柔性思维方式与模糊思维方式是一种有效的人力资源开发方式和领导艺术，只要运用得当，定会收到事半功倍的功效。     

从中庸之道来看中西传统思维方式差异

中庸乃中国传统文化中所特有的一种理念和思维方式,在儒学风靡古今中外的今天,中庸文化尤其影响了如今的国人,成为一道独有的民族特色。然而,中西方社会的主流文化差异使中国人和西方人的思维方式存在明显差别。前者推崇整体统一、经验判断、中庸调和,后者注重个人独立、理性分析、矛盾斗争。这些差异对中西方各自的社会发展进程具有显著影响。     

浅析中西方文化在思维方式上的对立统一

不同的文化孕育着不同的且带有自己文化特色的思维方式,各种文化群体在各自文化氛围中会形成的各具特色的思维习惯和方式、方法。本文结合前人的研究成果,以马克思主义矛盾观对中西方思维方式进行比较分析,认知在文化背景下中西方思维方式上的对立统一,以便我们更好的跨文化交流,同时使我们更好地认识世界和改造世界。     

科学思维：学习宣传贯彻党的十八大精神的思维范式

学习宣传贯彻党的十八大精神从根本上说是一个哲学思维方式的变革问题。学习宣传贯彻党的十八大精神,迫切需要科学的思维方式与价值取向。务必要确立和坚持人本思维、全面思维、和谐思维和交融思维的全新思维方式,在新的历史阶段坚持和发展中国特色社会主义,切实解决好关乎发展全局的诸多重大问题。     

全媒体时代领导者行政思维和业务思维相互转换的技巧

全媒体时代推动了行政治理迎接政府网上形象建设、领导治理能力提升、政务服务形式创新的发展新机遇,同时也促动领导者熟练转换行政思维与业务思维。领导者应将思维场景由线下转为线上、思维时效由缓冲转为实时、思维对象由实体转为虚拟、思维内容由散点转为体系。领导者在行政思维和业务思维转换中要做到领导治理思维的根本目标不变,思维转换操作方式要变,评价监督反馈机制多变,领导人才队伍选拔与培养方法常变。     

Strategic human resource management: where have we come from and where should we be going?

Strategic human resource management (SHRM) implies a concern with the ways in which HRM is critical to organizational effectiveness. This straightforward assertion is examined in theory and through research evidence to reveal high levels of complexity in relation to how, when and why the interconnection between HRM and organizational outcomes is achieved. The two dominant normative models of 'best fit' and 'best practice' are considered. The paper concludes that the HR strategies of firms are heavily shaped by contextual contingencies, including national, sectoral and organizational factors. However, such a conclusion does not invalidate all 'best-practice' thinking. Although constrained in certain ways, underpinning principles of labour management still have relevance to practice as essential attributes of a firm's ability to compete in its chosen markets. The paper then considers the resource-based view (RBV) of the firm and asks whether this provides a better basis for the development of theory in SHRM and in understanding the contribution of HRM to the achievement of sustained competitive advantage. While limits to the utility of RBV in respect of SHRM theory are identified, important implications for research are signalled. Trends in the RBV literature are pushing all those interested in strategy towards studies of intellectual capital, learning processes and organizational adaptability. Researchers in HRM could, if they wished, play a central role in these developments because questions of how to attract, motivate and develop workers with critical and scarce abilities, and develop effective processes of work organization, must be fundamental to any model of knowledge-based competition. Greater progress will be made when organizations are studied in a much more interdisciplinary or systemic way.     

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。     

基于BP网络的人力资源管理风险预警模型

基于现有研究成果的局限性,本文将BP网络引入企业的人力资源管理风险预警的研究之中.首先从BP网络本身的特点和我国企业薄弱的基础管理水平两个方面,阐述了将BP网络引入企业人力资源管理风险预警研究的可行性;然后依据对人力资源管理风险内涵的界定、国内外专家的实证研究结果和意见等,将企业人力资源管理风险进行了分类;在此基础上,建立了企业人力资源管理风险预警指标体系,构建了基于BP网络的企业人力资源管理风险预警模型,并对模型进行了训练和测试;最后将其运用到某企业人力资源管理风险预警之中,指出其在判断企业人力资源管理风险状况、分析企业人力资源管理风险的主要来源、提出企业规避人力资源管理风险的对策方面有较大的应用价值.     

电信运营企业人力资源管理系统与组织绩效关系研究

根据对广东省116家电信运营企业人力资源实践状况的调查结果,分析了人力资源管理实践与组织绩效的关系。基于人力资源实践的组合,划分了高低水平人力资源实践组并对其进行了比较。通过相关分析和回归分析,揭示了内部发展型人力资源管理系统与组织绩效的影响关系。研究发现,中国背景下的电信运营企业采用偏向内部发展型的人力资源管理系统,因其组织绩效较高。     

From Customer‐Oriented Strategy to Organizational Financial Performance: The Role of Human Resource Management and Customer‐Linking Capability

Drawing on the organizational capabilities literature, the authors developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer‐oriented strategy. Customer‐linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer‐oriented strategy. Data collected from two emerging economies – China and Hungary – established that supportive HRM partially mediated the relationship between customer‐oriented strategy and customer‐linking capability. Customer‐linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer‐oriented strategy for HRM and reveals the importance of HRM in strategy implementation. It also sheds some light on the ‘black box’ between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications.     

United we stand: HR and line managers’ shared views on HR strategic integration

Based on strategic consensus literature and the strategic integration of HRM, this study hypothesizes that HR and line managers’ shared views on HR strategic integration (i.e., strategic congruence) lead to beneficial organizational outcomes. Drawing on a dyadic sample of 102 organizations, we examine the strategic congruence of line management (LM) and HRM, its joint impact on HRM value, and, in turn, the influence on internal efficiency. In this context, HRM value refers to the perceived importance of the HR function to the organization. Structural equation modeling, polynomial regressions, and response surface methodology show that there is, in fact, a non-linear relationship between strategic congruence and HRM value. Thus, only when the views of the line managers and HR managers are congruent (i.e., in agreement) does the HRM value increase, which, in turn, mediates the effect on internal efficiency. Thereby, we offer new insights into the mechanisms of strategic congruence, the mediating role of HRM value, and firm-level outcomes. Implications for theory and practice are discussed.     

Manufacturing flexibility and advanced human resource management practices

This article analyses the connection between the use of advanced human resource management (HRM) practices, individually and as a system, with manufacturing flexibility. The results show a positive relationship between the implementation of advanced HRM practices and manufacturing flexibility. While most of the advanced HRM practices analysed show higher levels of implementation in flexible firms, no differences are observed in training efforts. Flexible firms are more prone to implement systems of advanced HRM practices.     

Human resource management in the just-in-time environment

Successful just-in-time (JIT) implementation requires a multiskilled group-oriented and self-disciplined workforce with good quantitative skills. Little discussion exists in the JIT literature concerning the development of such a workforce. The human resource management (HRM) literature deals with employee issues but does not identify strategies for achieving a JIT workforce. In order to identify appropriate HRM strategies for a JIT environment, a comprehensive model is presented to show the critical linkage between JIT and HRM. Interactions between legal issues, management and union, and human input are examined. The impact of US labour laws on HRM practices is discussed and contrasted with Japanese practices. The literature review of HRM-related JIT articles suggests that HRM practices in the areas of staffing, training and development, compensation, and employee retention can be used to develop an effective JIT workforce. The article will help production managers to understand the impact of specific HRM strategies that are appropriate for developing a JIT workforce.     

The relationship between HRM practices and organizational commitment of knowledge workers. Facts obtained from Swiss SMEs

This paper explores the effects of human resource management (HRM) practices in Swiss small-to-medium enterprises (SMEs). More specifically, the main objective of this study is to assess the impacts of HRM practices developed in Swiss SMEs upon the commitment of knowledge workers. Using data from a survey of over 198 knowledge workers, this study shows the importance of looking closer at HRM practices and, furthermore, to really investigate the impacts of the different HRM practices on employees' commitment. Results show, for example, that organizational support, procedural justice and the reputation of the organization may clearly influence knowledge workers' commitment, whereas other HRM practices such as involvement in decision-making, skills management or even the degree of satisfaction with pay do not have any impact on knowledge workers' commitment.     

International HRM in South African multinational companies

With the paucity of published research on human resource management (HRM) policy and practice in the BRICS countries (Brazil, Russia, India, China and South Africa), the rationale for this article is to evaluate the nature of HRM practices, their development, application and diffusion in South African MNCs. It provides an exploratory analysis in a systematic literature review referring to qualitative case study research and research survey literature to better understand HRM strategies and practices developed and diffused by growing emerging market MNCs from South Africa.The findings underline significant challenges of human resource development and controversies regarding host country issues alongside a degree of ‘sophistication’ in the HRM practices of firms analysed. An aim of the article is to identify areas for further research on business and HRM models of Emerging Market MNCs (EMMNCs) in the African context and develop a set of seven research propositions.