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HRM Trends in the 1990s: Should Local Government Buy in?
Abstract
Municipal or local governments worldwide are poorly prepared for
the vast changes taking place in human resource management (HRM). Most
aspects of organizational life are being transformed, and a strategy,
that local governments can follow to avoid becoming a
“backwater”, that will cease to attract the calibre of human
resources needed to maintain effective local economies, is outlined.
... Sektor publik memiliki asas yang sama dengan sektor privat dalam melakukan fungsi manajerial. Sejak lingkungan organisasi berkembang dengan dinamika yang sangat intensif pada dekade 1990-an, fungsi manajerial diarahkan pada pengembangan perilaku individu dengan mengacu pada panduan umum yang oleh Wright & Rudolph (1994) ditekankan pada lima aspek yaitu: (1) Emphasis on people; (2) Participative leadership; (3) Innovative workstyles; (4) Strong client orientation; dan (5) A mindset that seeks optimum performance. Secara alamiah, organisasi diadakan untuk memenuhi kebutuhan manusia. ...
... Prinsip dasar pengelolaan SDM menurut Wright & Rudolph (1994), yaitu: (1 3. Pemantauan dampak atas hasil organisasi: dilakukan untuk memantau dampak proses MSDM terhadap kinerja organisasi melalui monitoring kontribusi MSDM terhadap pencapaian strategi dan tujuan organisasi serta berbagai proses utama lainnya. Sub- proses ini dilakukan secara rinci dengan: (a) monitor impacton business strategy; (b) monitor impact on people satisfaction; (c) monitor impact on manage; (d) monitor impact on operate process; (e) monitor impact on support process. ...
Human resources are an important asset in the entire company operations activity. A human resources management support system should be provided to improve performance in accordance with the company target. The purpose of this study is to design a model of operational and human resource management support systems that can integrate employee performance data, simplify management of employee data, and generate reports in the form of Key Performance Indicator (KPI) and Binusian Level. Methodology used in this study is using literature study, design, and test a model to make operational and human resource management information system. Index Terms - human resources, operational support system, Key Performance Indicator (KPI)
Role of Government Ecology in Increasing Regional Government Policy Competitiveness. Government ecology as a basis for policy making will follow various processes for preparing policy analysis with various resources obtained from both natural resources, artificial resources and human resources. These resources are a reference in the formulation of government policies in building regional competitiveness. This study aims to discuss the role of government ecology in enhancing competitiveness through local government policies to improve services to the public. The method used in this study is library research. Data is collected from a variety of materials in the library such as documents, books, magazines, journals, both offline and online. The results show that local government policies will be more effective when policies are implemented in policy formulation with government-based knowledge or ecology. The Regional Government seeks to have competitiveness that adheres to commitment and is consistent in implementing regional government processes. The process of increasing competitiveness goes hand in hand with increasing knowledge and capabilities of apparatus in public service optimally. Keywords: government ecology, policy, competitiveness.
Paradoxically, the emergence of Human Resource Management (HRM) represents both a challenge and an opportunity to the practice of personnel management. Conventional personnel management is being out‐moded to be superseded by an approach to employees which seemingly promises to put “people issues” at the centre of strategic decision making. The debate about HRM has been confused and confusing because it has failed to clearly identify the distinctive forms of management – as well as personnel – practice to which the term HRM has been applied. This confusion only serves to mask the important moral issues HRM poses for personnel practitioners.
Results from a national survey of membership of the professional body the Australian Human Resources Institute (AHRI) provide clear support that senior HR managers have internalized key features of an HR approach and have largely moved away from the personnel mindset. Results also indicate that recent HR policy initiatives have focused on recruitment and selection, train ing and development and performance appraisal. These policy areas are com plementary, central to strategic HRM and reflect an attempt to develop key HR capabilities. Further HR policy areas that are discussed at the senior manage ment committee level reinforce policy initiatives being taken by HR managers. There is also adequate opportunity for this group of senior HR managers to communicate their ideas directly with the CEO. These findings raise important questions about how this perceived move towards an HR approach will be received and supported elsewhere in the organization. Sector and ownersbip were also taken into account. HR managers in the private sector were more willing to embrace a business focus and greater emphasis is given to training by overseas-owned firms.
Paradoxically, the emergence of Human Resource
Management (HRM) represents both a challenge
and an opportunity to the practice of personnel
management. Conventional personnel management
is being out-moded to be superseded by an
approach to employees which seemingly promises
to put “people issues” at the centre of strategic
decision making. The debate about HRM has
been confused and confusing because it has failed
to clearly identify the distinctive forms of
management – as well as personnel – practice
to which the term HRM has been applied. This
confusion only serves to mask the important moral
issues HRM poses for personnel practitioners.
The authors conducted a content analysis of all articles published in the Journal of Applied Psychology and Personnel Psychology from January 1963 to May 2007 (N = 5,780) to identify the relative attention devoted to each of 15 broad topical areas and 50 more specific subareas in the field of industrial and organizational (I-O) psychology. Results revealed that (a) some areas have become more (or less) popular over time, whereas others have not changed much, and (b) there are some lagged relationships between important societal issues that involve people and work settings (i.e., human-capital trends) and I-O psychology research that addresses them. Also, much I-O psychology research does not address human-capital trends. Extrapolating results from the past 45 years to the next decade suggests that the field of I-O psychology is not likely to become more visible or more relevant to society at large or to achieve the lofty goals it has set for itself unless researchers, practitioners, universities, and professional organizations implement significant changes. In the aggregate, the changes address the broad challenge of how to narrow the academic-practitioner divide.
It was suggested over ten years ago that new and different perspectives needed to be applied to the Personnel/Human Resources Management field in an effort to (P /HRM) promote theory and research and expand our understanding of the dynamics underlying P/HRM processes. Both theory and research are emerging which characterize important P/HRM decisions and activities substantially influenced by opportunistic behavior of both subordinates and supervisors. The purpose of the present review is to systematically examine the P/HRM field from a political influence perspective, reviewing existing theory and research and discussing future directions.
Die japanische Auffassung von Qualität gewährleistet sowohl für den Kunden als auch für die Unternehmung eine bessere Bedürfnisbefriedigung und erfordert deshalb ein neues Management-Konzept. Eine so verstandene Qualität führt dazu, daß Qualitätsdenken und Qualitätswesen eine generelle Unternehmensphilosophie verkörpern, die von allen Mitarbeitern getragen werden muß. In Japan hat sich dazu der Begriff des Total Quality Management (TQM) oder auch der Company Wide Quality Control (CWQC) herausgebildet. Dahinter verbirgt sich ein langfristiges, integriertes Konzept, die Qualität von Produkten und Dienstleistungen einer Unternehmung in Entwicklung, Konstruktion, Einkauf, Fertigung und Kundendienst durch die Mitwirkung aller Mitarbeiter termingerecht und zu günstigsten Kosten zu gewährleisten sowie kontinuierlich zu verbessern, um eine optimale Bedürfnisbefriedigung der Konsumenten zu ermöglichen1.
During the past 20 years many firms in the United States have pursued, with government acquiescence, policies of de-unionisation, even where collective bargaining was well established; of active union avoidance so as to remain free of its rigours; or of replacing the old adversarialism by new co-operative relations. These trends, said by some to amount to a transformation of American industrial relations, are much weaker in Canada. Canadian employers have been reluctant to follow suit partly because of tougher union opposition, but mainly because of government insistence that the "rules of the game' established in the 1940's - the Labour Accord common to both countries - be respected. Government behaviour here owes much to the partisan political strategy of the Canadian labour movement. -Author
The study of high-involvement management has been part of the wider human resource management (HRM)-performance research stream. The studies in the stream differ in their foci, measures of practices, and performance measures, as well as in their samples and methods of data collection. The results vary across studies, including across performance measures in the individual studies. This article first introduces the concept of high-involvement management as a form of participation and then the key studies that have directly measured it to show how they have explored it and its links to performance. It then compares the results of these studies with others within the HRM-performance research stream to see if they reveal stronger performance relationships than do these others.
The broad approaches to the acquisition and utilisation of human resources at different phases in the growth of industry are examined. It is concluded that at each stage some relationship exists between business strategy and human resourcing responses made to external labour market conditions, even if the human resource strategy is not always fully integrated with the business strategy. A four‐fold classification of approaches to managing human resources is suggested as a device for organising thinking about these phenomena.
Paradoxically, the emergence of Human Resource Management (HRM) represents both a challenge and an opportunity to the practice of personnel management. Conventional personnel management is being out‐moded to be superseded by an approach to employees which seemingly promises to put “people issues” at the centre of strategic decision making. The debate about HRM has been confused and confusing because it has failed to clearly identify the distinctive forms of management – as well as personnel – practice to which the term HRM has been applied. This confusion only serves to mask the important moral issues HRM poses for personnel practitioners.
This article reviews recent research progress and identifies future research needs relevant to two somewhat different constituencies in HRM: the HR executive, and the operating level HR manager. Issues primarily of concern to the former include attuning HR policies to the organization's strategy, managing human resources in an international context, dealing with mergers and acquisitions, and downsizing. Researchers have just begun to explore these critical problems, and much remains to be done. Daily issues of more concern to operating level HR practitioners include selection, training, compensation, and performance appraisal. These topics have been much more thoroughly researched, though existing knowledge is not being applied as well as it could be.
The concept of human resources could be a significant development for the personnel function, with a change of emphasis with implications as far reaching as the evolution of sales into marketing or of works management into operations management. On the other hand, it could be a simple novelty with only minor ramifications. What seems quite clear at the moment is that there is little consensus about what human resources management (HRM) actually is among either practitioners or academics. A shift in emphasis within and around the personnel function of organisations is clear, with personnel management tending to decline and for human resources management to increase, but this is often no more than changes of labels, and few people have a clear view of what they are doing and of the way in which their situation is changing(p. 178). In the academic world, we now see university chairs in human resources management being established, although no British university ever had a chair in personnel management.
Paradoxically, the emergence of Human Resource
Management (HRM) represents both a challenge
and an opportunity to the practice of personnel
management. Conventional personnel management
is being out-moded to be superseded by an
approach to employees which seemingly promises
to put “people issues” at the centre of strategic
decision making. The debate about HRM has
been confused and confusing because it has failed
to clearly identify the distinctive forms of
management – as well as personnel – practice
to which the term HRM has been applied. This
confusion only serves to mask the important moral
issues HRM poses for personnel practitioners.
The decade has witnessed unprecedented interest in what has been
seen as a radically new direction in the management of people in
organisations: human resource management (HRM). HRM has, however, been
bedevilled by controversy and ambiguity to the extent of being regarded
as just another “flavour of the month” management rhetoric.
There is little consensus about what HRM means and what it entails in
practice. Conceptual clarity is sought by adopting a multiparadigmatic
approach to analyse HRM, which is classified into “hard” and
“soft” variants. The use of paradigmatic
“frames” or “lenses” enriches our understanding
of them, and should enhance our appreciation of the implications of
different approaches in the management of employees.
Examines the broad approaches to the acquisition and utilization of
human resources at different phases in the growth of industry. Concludes
that at each stage some relationship exists between business strategy
and human resourcing responses made to external labour market
conditions, even if the human resource strategy is not always fully
integrated with the business strategy. Suggests a four-fold
classification of approaches to managing human resources as a device for
organizing thinking about these phenomena.
Considers the concept of Human Resource Management (HRM), noting
particularly its origin in the USA and critiques of the concept in
Europe. Data from a major European research project are examined.
Differences between various European countries in their approach to HRM
are identified and differences between HRM in Europe and the United
States are suggested. It is argued that there is a need for the
development of a model which relates more closely than the American
literature to European HRM; and some tentative thoughts about such a
model are proposed.
Even though small firms are the most fertile institutions in terms of job creation and also comprise the larger part of the manufacturing base of most countries, small firms have been generally quite slow in adapting computer-integrated manufacturing (CIM) technology. This is especially problematic in taday's consumer-oriented market-place, where global competitive pressures are forcing firms to develop highly integrated information systems. In this paper, we will discuss the main reasons for this state of affairs and the steps needed for the implementation of such new methodology. In addition, we explore the advantages of establishing a CIM system as it relates primarily to two areas of operation; logistics planning, and human competence engineering.
This paper provides a European perspective on Human Resource Management (HRM). It explores these issues by examining the growing field of comparative HRM; exploring some of the conceptual approaches to the topic and the different explanations for national differences that they espouse; considering some of the issues that make HRM in Europe distinctive; examining the notion of Europe itself and the variations within it; and considering whether the differences within Europe are reducing over time as a result of globalisation. The paper argues that Europe offers a wider ranging and more critical concept of HRM. UK. He had substantial practitioner experience before becoming an academic 20 years ago. He has conducted extensive research in the field of international and comparative HRM and published over 20 books and more than 100 papers. In 2002, he was awarded the Georges Petitpas Memorial Award by the practitioner body, the World Federation of Personnel Management Associations, in recognition of his outstanding contribution to international human resource management.
Development of a firm's core competencies is identified as the key for global leadership and competitiveness in the 1990s. NEC, Honda, and Canon are used as exemplars of firms that conceive of themselves in terms of core competencies. Core competencies are the organization's collective learning and ability to coordinate and integrate multiple production skills and technology streams; they are also about the organization of work and delivery of value in services and manufacturing. A firm must conceive of itself as a portfolios of competencies, instead of a portfolio of strategic business units (SBUs). The latter limit the ability of firms to exploit their technological capabilities; they are often dependent on external resources. The real source of advantage lies in management's ability to consolidate corporate-wide technologies and production skills into competencies, which will allow individual businesses to adapt to emerging opportunities. Cultivating core competencies does not mean outspending rivals on RD (2) they significantly contribute to the customer benefits of the end-product; and (3) they should be difficult for competitors to imitate. Cultivating core competencies also means benefiting from alliances and establishing competencies that are evolving in existing businesses. The tangible links between core competencies and end products are core products, which embody one or more core competencies. Companies must maximize their world manufacturing share in core products. Global leadership is won by core competence, core products, and end products; global brands are built by proliferating products out of core competencies. Firms must avoid the tyranny of the SBU, the costs of which are (1) under investment in developing core competencies and core products, (2) imprisoned resources, and (3) bounded innovation. Top management must add value to a firm by developing strategic architecture, which will avoid fragmenting core competencies, establish objectives for competence building, make resource allocation priorities transparent and consistent, ensure competencies are corporate resources, reward competence carriers (personnel who embody core competencies), and focus strategy at the corporate level. A firm must be conceived of as a hierarchy of core competences, core products, and market-focused business units. Obsession with competence building will mark the global winners of the 1990s. (TNM)
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