论知识经济条件下人力资源管理

在知识经济中,企业中的人被定义为"人力资源"。人力资源作为一种特殊的资源,它具有不可替代性并可将其看作是高增值性的资本。毫无疑问,21世纪的人力资源管理已成为国家或企业获取竞争优势的途径或手段。     

知识经济时代的图书馆人力资源管理创新

知识经济是以知识为基础的经济的简称,按照OECD(国际经济合作与发展组织)的说法,知识经济是指以现代科学技术为核心的、建立在知识和信息的生产、存储、使用和消费基础上的经济。在知识经济时代,产品的生产,商品价值的提高,企业的成长乃至国家竞争力的增强,都必将更加依赖于知识和掌     

浅谈知识经济时代下的企业人力资源柔性管理

人力资源管理的柔性化是整个企业柔性管理成功实施的关键,柔性化的人力资源管理可以使企业与员工建立合作伙伴关系,增强企业适应外部动态竞争环境的能力.本文从员工和组织两方面分析了企业实施人力资源柔性化管理的途径.     

知识经济时代的人力资源管理

知识经济所带来的全球化、技术的不断进步、智力资本、外部环境的不断变化四大挑战使得企业很难依靠传统的方式来获取优势,而必须依靠自身的速度、反应能力、灵活性、学习能力和高素质的人才队伍等来获取竞争优势。     

浅谈知识经济时代图书馆的人力资源管理

知识经济是指以现代科学技术为核心,信息的生产、存储、使用和消费为基础的经济时代,产品的生产、商品的价值提高,企业的成长、国家竞争力的增强,更加依赖于知识和掌握知识的人力资源。经济的优势取决于丰富的高素质人力资源。国家是这样,作为社会文化力的核心,图书馆更应该是这样。     

知识经济时代的图书馆人力资源管理创新

知识经济是"以知识为基础的经济"的简称,按照0ECD(国际经济合作与发展组织)的说法,知识经济是指以现代科学技术为核心的、建立在知识和信息的生产、存储、使用和消费基础上的经济.     

浅谈知识经济时代企业人力资源管理

<正>知识经济时代,人力资源竞争成为企业之间竞争的关键。我国的人力资源管理面临很多机遇,同时也存在不少问题,只有坚持以人为本,重视人力资源开发,实现人力资源的最佳配置,建立有效的激励机制,才能最大限度地发挥人力资源的效能。一、知识经济时代给我国人力资源管理带来的机遇1.为人力资源结构性调整带来了机遇。按照国际大市场的需要,     

浅谈知识经济时代图书馆人力资源管理及创新

在社会经济高速发展的时代,知识经济也在进行着日新月异的变化。其高速发展给图书馆带来了新的机遇,同时也面临着巨大的压力与挑战。笔者根据自身经验试析图书馆人力资源管理的现状与一些基本的问题,同时也试探讨图书馆人力资源管理的新概念与创新。     

知识经济时代人力资源管理的创新与变化

随着综合国力提升,现阶段我国农业经济与工业经济已经发展到较为成熟的阶段,而我国整体经济发展迈入了知识经济时代。在知识经济时代,尽管社会各界的工作方向与内容都发生了一定程度的改变,社会体系也在不断变动,但人力资源仍然是促进企业发展、进步的第一要素。文章重点研究知识经济时代人力资源管理工作的创新与变化,以期促进人力资源管理行业的进步与发展。     

浅析人力资源管理在知识经济时代下的发展趋势

随着科学技术的发展,我们逐渐进入到了知识经济时代。企业在知识经济时代下的人力资源管理,也必须进行相应的改革创新,以能够适应时代的发展需求,从而促进企业的稳定发展。下面本文就在对人力资源管理和知识经济时代基本认识的基础上,探讨人力资源管理在知识经济时代下的发展趋势。     

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.     

The role of training in the development of human resource management in Australian organisations

This paper analyses the impact that nationally recognised training has had on the practice of human resource management in Australian organisations. Since the late 1980s, the Australian vocational education and training system has undergone major reforms. These reforms have been aimed at making training more relevant to the needs of Australian business. A key development in training reform has been the emergence of Training Packages, sets of occupational competency standards, qualifications and assessment guidelines covering most jobs in the economy. The research reported in this paper shows how nationally recognised training in the form of Training Package qualifications has been taken up by Australian employers and has begun to re-shape not only training practices but also broader approaches to human resource management. Many employers are now using the competency standards contained in Training Packages to underpin other human resource management practices such as recruitment and selection, performance management and management development. The use of consistent national standards to underpin these activities has led to better alignment and integration of human resource management in some organisations, as predicted by theories of bundling in the strategic human resource management literature.     

Modelling the impact of performance management practices on firm performance: interaction with human resource management practices

The paper draws on resource orchestration theory to investigate whether and how performance management (PM) practices interact with human resource management (HRM) practices in organisations as well as how this interaction affects firm performance. The proposed theoretical model was tested through a survey of 192 UK firms using Partial Least Squares approach for structural equations modelling. The findings show that the effect of PM practices on firm performance is better explained when the interaction between these practices and other organisational practices is considered. In particular, we examine the extent to which the interaction between PM practices and commitment-based HRM practices affects performance. We find that when HRM practices and PM practices are misaligned, their effect on performance can be negative. This is the first paper in the PM literature that establishes the relationship between PM and HRM practices in organisations and demonstrates the effect of this relationship on firm performance.     

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.     

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.     

Ethics and human resource management and development in a global context: case study of an Indian multinational

A firm's orientation to ethics is influenced largely by its national and organizational culture. Research shows that a growing number of Indian firms place a distinct emphasis on long-term orientation to business strategy with a social mission, underpinned by firm commitment to core organizational values, employee development and welfare. Through a case study of a large Indian multinational conglomerate, this article provides preliminary evidence of how some emerging economy firms are successfully mixing and matching indigenous business and people management strategies with the Western emphasis on meritocracy and professionalism to compete in the contemporary global economy. It further shows how the human resource development (HRD) discipline can play a pro-active role in embedding ethics and values throughout the organizational and HR architecture. The HRD professionals in the case study firm also face several structural and cultural challenges in discharging their ethics-driven HR mandate, such as management's ethnocentric attitude to global staffing and clash of work cultures.     

组织支持对人力资源措施和员工绩效的影响

通过两项研究,对中国企业情境下员工感知到的组织支持、人力资源管理措施和个人绩效的关系进行了探讨.采用因子分析和回归分析等方法对来自合资,国有,私有等企业的员工及其主管的问卷调查结果进行了数据分析.结果表明:这些企业的人力资源管理措施可以分为保健措施和激励措施两大类.保健措施包括:员工福利、工作环境改善、工作保障、员工薪酬、员工关怀计划;激励措施包括员工培训、职业发展规划.保健措施和激励措施与感知到的组织支持存在交互作用,共同影响员工个人绩效.保健措施对员工绩效的正向影响作用在低水平感知到的组织支持下更显著,激励措施则在高水平感知到的组织支持下具有更显著的正向影响.     

Short-term international assignments. Military perspectives and implications for international human resource management

Short-term international assignments have been under-explored in international human resource management (IHRM) literature and research. Equally, there is a dearth of studies on international mobility beyond multinational corporations. Drawing on an exploratory study of short-term international assignments in the Irish Defence Forces, this paper considers the implications for IHRM.     

The role of international human resource in leading a company from a domestic to a global corporate culture

One of the biggest challenges facing HR is to help a company move from a domestic corporate orientation to working in a global business environment. Using the international human resource department as an example of where this transformation must occur first, the global paradigm shift is explored from the theoretical (international human resource management models) and practical (global HR competencies) perspectives. The discussion is supplemented with a cross-cultural HR development plan necessary to accomplish this cultural transformation.