When reputation management is people management: Implications for employee voice

This article explores the relationship between internal reputation management, HRM, and employee voice. Drawing on qualitative data from 25 medium-size and large Norwegian organizations, we find that organizations pursue a desired reputation through a single, official corporate voice by discouraging prohibitive employee voice through technocratic control and coercive HRM practices. The emphasis on technocratic control and coercive HRM occurs despite the widely held belief in reputation and branding literatures that employees should be committed corporate ambassadors who enthusiastically promote their organization's desired reputation and deeply believe in the images they convey to internal and external stakeholders. The findings contribute to studies on reputation management by linking internal reputation management, HRM, and employee voice, pointing out “people management” aspects of reputation management and highlighting important organizational and employee-based consequences.     

HRM and radical innovation: A dual approach with exploration as a mediator

Radical innovation is crucial for a firm’s success, and organisations should promote it. Prior research has argued that human capital is essential for a company’s innovation. However, the direct and indirect effects of Human Resource Management (HRM) on radical innovation have not yet been determined. Therefore, the present paper aims to explore the direct impact of HRM on radical innovation with a content approach and a process approach. It will also examine the mediating effect that learning through an exploration process has on HRM and radical innovation. Using data from 200 medium-sized Spanish industrial firms, our results demonstrate that Strategic Human Resource Management (SHRM) has a positive and direct effect on radical innovation. We also find that an HRM system directed toward change and creativity and SHRM positively support the process of exploration learning, and that competence exploration has a favourable impact on radical innovation. These results indicate that competence exploration mediates the effect HRM systems and SHRM have on radical innovation.     

Challenges Facing Public Sector Management in an Era of Downsizing,Devolution, Dispersion and Empowerment—and Accountability?

Agencies at all levels of government are facing strong ideological pressures to downsize, devolve, dispense, and empower both employees and recipients of services. These ideological pressures provide many performance advantages, but collectively they threaten historic notions of achieving economy, efficiency, and effectiveness, along with accountability. It has been widely assumed in recent years that advancements in information technology and performance measurement provide adequate replacements for the historic notion that accountability flows up-the-hierarchy to elected officials and the sovereignty. These technologies, however, are not yet able to ensure responsible administration or accountability in many areas of domestic government services. Today's public managers can play leading roles in developing alternative approaches for achieving accountability if they are supported by forward-looking human resources management (HRM) agencies.     

邯郸市民营企业人力资源管理状况探析

文章采用问卷调查与个别访谈相结合的调查方法,对邯郸市民营企业人力资源管理状况进行了调查,并在此基础上从政府和企业两个层面提出了相关对策与建议,以期有助于邯郸市民营企业的健康发展。     

邯郸市民营企业人力资源管理状况探析

文章采用问卷调查与个别访谈相结合的调查方法，对邯郸市民营企业人力资源管理状况进行了调查，并在此基础上从政府和企业两个层面提出了相关对策与建议，以期有助于邯郸市民营企业的健康发展。     

基于HRM的金融时间序列预测

由于金融时间序列具有复杂、非线性、非平稳性、含噪声等特点,许多传统的线性及非线性方法难以对其进行有效的预测。为此,文章提出将HRM(A Hessian Regularized Nonlinear TimeSeries Model)应用于金融时间序列领域。实验结果表明,HRM具有较好的模型构建能力,拥有较快的计算速率,并且得到了较好的预测结果。     

浅议人力资源能力建设

在阐述人力资源能力建设的涵义的基础上 ,分析了我国人力资源能力的现状 ,提出加快人力资源能力建设的几点对策。     

人力资源管理理论研究综述

20世纪 80年代以来,适应人力资源管理实践的发展,国内外管理研究文献对人力资源管理的内涵作了不同的解释,对其理论进行了多角度的研究,并预测了发展趋势,这促进了人力资源管理理论的发展和完善。     

民营企业人力资源管理制度再造探讨

在民营企业人力资源管理制度建设情况调查研究的基础上,对其存在的共性问题进行了分析,并针对性地提出了再造民营企业人力资源管理制度的五点对策。     

以人为本的现代人力资源管理研究

本文从多个视角分析了企业的长远财富--人力资源,指出要实现以人为本的现代人力资源管理,应从树立现代企业人力资源管理观念、逐渐转变企业人力资源管理职能、优化现代企业人力资源管理环境、建立有序、高效的人才管理机制做起.