普查数据质量与调查方法——关于将身份证号码纳入普查问卷的探讨

文章通过对第五次和第六次全国人口普查方式的对比,分析人口普查过程中出现的遗漏和重复问题与调查方法之间的联系,认为2000年第五次人口普查常住地登记原则使得大量流动人口被漏登,改进后的2010年第六次人口普查"见人就登"原则则导致了重复登记状况的出现。针对六普存在的重报现象,文章针对用来排除重复数据的识别码问题进行探讨。经过分析我国身份证号码的天然优势,参考国际上对身份证号码及其类似号码的使用情况,建议将身份证号码纳入以后的人口普查问卷。这一方面可以把身份证号码作为简单、易登记的识别码,从根本上解决重报问题;另一方面可通过比对身份证号码数据库,在一定程度上解决漏报问题,从而提高普查数据的质量。     

Technical rationality and professional artistry in HRD practice

Abstract

This paper outlines the limitations of a technical rationalist approach to HRD practice without seeking to negate it. It then offers a complementary view based on Schon's notion of the reflective practitioner which exhorts HRD practitioners to embrace complexity and reflection. We outline, first, a number of dimensions of diversity which confer complexity upon HRD practice, and, second, a series of suggested questions that may aid the framing of practical problems in a more effective way than might be the case with a purely technical rationalist approach. We urge novice (and expert) HRD practitioners to adopt a mind set that is contemplative of the diversities that they may encounter in practice and which is conjectural with regard to how these diversities may impact upon problems and their solutions.     

Management of accounting: The case for an active role

Regulations imposed upon both the external and internal accounting reports of enterprises may evoke a variety of responses from managers ranging from the active to the passive. This paper explores the active, participatory role which managers may choose to adopt in influencing the direction of accounting regulations. Reference is made to a large number of cases arising in Europe and elsewhere which illustrate how managers have provided benefits to their businesses by actively lobbying for constructive changes in the accounting environment.     

Future of European human resource management: A contingent approach

The ability to cope with an increasingly open European Market, enhanced mobility between nation states and the threat of competition from the Far East will be highly prized organisational skills in the third millenium. Many commentators have argued that ‘Europeanisation’ (broadly defined) is an irreversible process and companies will have to cope proactively with this or perish. However, in this article we argue that many of these predictions are based on an uncritical acceptance of the ‘internationalisation’ thesis, and on subjective assessments of possible future trends — rather than on sound empirical research within strong theoretical frameworks. Accordingly, this article takes a critical look at some widely-held assumptions about internationalisation, Europeanisation and the (potential) development of European Human Resource Management (EHRM). It then goes on to suggest a framework of research which will be more able to capture future developments in EHRM and thereby facilitate more robust exchanges on strategic HRM with those companies operating in a European setting.