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HRM: still marching on, or marching out

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... Korea. Contributing authors to this volume were asked to utilise a modified version of Storey's (1995) model. This shortened version of the 25 dimensions provided by Storey (1995) was recommended as not all the dimensions listed were relevant to a comparative analysis nor were appropriate data available. ...
... Contributing authors to this volume were asked to utilise a modified version of Storey's (1995) model. This shortened version of the 25 dimensions provided by Storey (1995) was recommended as not all the dimensions listed were relevant to a comparative analysis nor were appropriate data available. As such only a partial analysis of HRM changes in these countries can be provided. ...
... Data was collected in the period 1995 to 1998 by personal interviews with senior HRM managers and, in the case of Taiwan, a questionnaire survey. The questions asked were designed to measure the extent to which the 12 dimensions, adapted from Storey (1995), have been adopted. A summary of the three levels of HRM in these five countries is presented in Table 1. ...
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The globalization of the field of human resource management (HRM) has led to some common changes in international HRM practices. On the surface, this indicates a degree of convergence. With deeper examination, however, a different picture emerges. Many differences in HRM remain due to a variety of limiting factors, ranging from economic stages of development to business strategies, national culture, and fixed enterprise mindsets. Using evidence from a selection of diverse economies in Asia, this article explores and maps out these patterns and discusses the challenges for research and management practice.
... They have other criteria, such as customer demand, effort sharing, and uniqueness. Story (1995) has defined human capital from resource-based point of view as intangible assets derived from unique configurations of complementary skills and tacit knowledge that comes from the demands of the customers and the internal processes. (Story, 1995) Edwinson and Malone (1997), in addition to the ability, have considered knowledge, skills, innovation and experiences of employees and managers; values, culture and philosophy of the company in defining capital human beings. ...
... Story (1995) has defined human capital from resource-based point of view as intangible assets derived from unique configurations of complementary skills and tacit knowledge that comes from the demands of the customers and the internal processes. (Story, 1995) Edwinson and Malone (1997), in addition to the ability, have considered knowledge, skills, innovation and experiences of employees and managers; values, culture and philosophy of the company in defining capital human beings. Sullivan (2003) describes human capital as a staffing capability for solving customers' problems; collective experience, skills, and the public trick of all individuals in a company. ...
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Today, the role and importance of human resources in the process of production and delivery of services in human societies is recognized as a main factor and is evident in industrial, economic, and service organizations and firms. Human resource management is one of the necessary needs of today's business. Human resource management department has a very important role for supply of the human being to main resources of companies. Human resource management department has fundamental role for personnel recruiting, orientation and performance appraisal and so on. Human resource management issues to be addressed at the highest level in the organization and management of strategic decisions are required. The purpose of current paper is based on a review of 43 refereed article and dissertation that focused on human resource management, scope and affecting factors on human resource management, human resource management functions and relationship between organizational effectiveness and human resources management.
... Pentingnya dukungan manajerial khususnya koordinasi dan kepemimpinan bagi inovasi dan pembelajaran organisasi (Bontis, 1995). Berdasarkan uraian tersebut, maka dirumuskan hipotesis sebagai berikut: H6: Kultur organisasi berpengaruh positif terhadap structural capital Pengaruh intellectual capital terhadap kinerja organisasi Human capital dapat berwujud sebagai aset intangible organisasi seperti keahlian dan tacit knowledge terlibat dalam proses internal organisasi dalam memenuhi keinginan dan kebutuhan konsumen (Storey, 1995). Hal ini diperkuat Kogut and Zander (1992) bahwa kemampuan organisasi memenuhi kebutuhan pasar adalah merupakan wujud kemampuan individu dalam organisasi dalam menyebarkan dan menstransfer pengetahuan, pengambilan keputusan dan inovasi diantara individu dan kelompok dalam organisasi (Crossan et al., 1995). ...
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The purpose of study was the influence of trust and organizational culture to intellectual capital and its impact to organizational performance. Data was collected from 109 (21,80%) questionnaires were sent to financial managers in bank and financial institution companies at Bali, and analysis conducted by SEM. The results shows that trust and organizational cultures have an effect negatively and positively to intellectual capital elements. Human capital has an effect positively to customer capital and of structural capital. Customer capital has an effect positively to structural capital. Structural capital has an effect positively to organizational performance. Keywords: intellectual capital, trust, organizational culture, organizational performance Abstrak Tujuan penelitian ini adalah untuk menguji pengaruh trust dan budaya organisasi terhadap intellectual capital dan dampaknya terhadap kinerja organisasi. Data dikumpulkan dari 109 (21,80%) kuesioner yang dikirimkan kepada manajer keuangan bank dan lembaga keuangan di Bali, dan analisis menggunakan SEM. Hasil penelitian menunjukan bahwa trust dan budaya organisasi memiliki pengaruh negatif dan positif terhadap elemen intellectual capital. Human capital berpengaruh positif terhadap customer capital dan structural capital. Customer capital berpengaruh positif terhadap structural capital. Structural capital berpengaruh positif terhadap kinerja organisasi. Kata Kunci: intellectual capital, trust, budaya organisasi, kinerja organisasi
... Wright et al. (1994), working from a resource-based perspective, argue that in certain circumstances, sustained competitive advantage can accrue from 'a pool of human capital'. This is achieved through the human capital-adding value, being unique, imperfectly imitable and not substitutable with another resource by competing firms (Storey, 1995), and can be used as a basis and as an aid to implement strategies that can create competitive advantage (Hitt et al., 2001). Thus, firms create value through their selection, development and use of human capital (Lepak and Snell, 1999). ...
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This study examines and compares the spectators' and franchise staffs' perceived effectiveness of the marketing techniques adopted by the Super Basketball League (SBL). Because many marketing strategies of the National Basketball Association (NBA) have been practised in the SBL, the researchers further modifies and translates Dick and Turner's (2005) questionnaire to assess the Taiwanese spectators' perceptions toward the US marketing strategies. The developed questionnaire contains seven fixed-choice and 24 five-point Likert scale items. The factor analysis groups 17 of the 24 items into five categories: (1) Traditional Mass Media (TM), (2) Direct and Electronic Mailing (DEM), (3) Sales Promotion (SP), (4) Gifts and Hospitality (GH) and (5) Strategic Marketing (SM). The participants include 31 (n = 31) staff members and 703 (n = 703) on-site spectators, who were randomly chosen during three competitions. Females (60.5%) and students (72.8%) are the two major groups that comprise the participants. Descriptive analysis shows that more people obtained information about the games from television commercials (49.6%) or by word of mouth (37.9%). SM (M = 3.96, SD = .77) and TM (M = 3.92, SD = .66) were rated as more effective ways to reach the targets. GH and DEM seemed to be less effective. The results also indicate that significant differences exist in the perceived marketing strategies based on various demographic characteristics (p < .05). In general, females under 20 years old tended to rate TM as a more effective means than their male counterparts did. The younger students without a college degree considered DEM more effective. However, the franchise staffs did not value GH as effective as the students or other working adults did. In the meantime, the franchise staffs perceived SM more effective than the younger students did. A disparity was clearly found in the perceived marketing strategies between the franchise staffs and young students. For certain reasons, the use of technology in advertising and promotion was still not highly appreciated, based on the collected responses. In conclusion, the unique cultural aspects of Taiwanese basketball necessitating suggestions for adjusting the existing strategies, along with the limitations and concerns related to the study, will be discussed.
... "This type of resource [human capital] can embody intangible assets such as unique c onfigurations of complementary skills, and tacit knowledge, painstakingly accumulated, of customer wants and internal processes" [122]. ...
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esearchers and even more voluminous amounts of past research to draw on. The second implication lies in the notion that something out there exists to be to examined. The debate of whether academics lead or lag the real world has been argued for centuries. The answer, of course, rests with whichgroupyou associate. Finally, academicsmustteach relevant conceptualizations in the classroom. With rising tuition costs and increasing alternatives, students are in a position to carefully scrutinize where their hard-earned money will go. Within the context of the aforementioned implications, this chapter's objective is to frame and advance the field of intellectual capital. In attempting to conceptualize the phenomenon from a variety of perspectives and for different audiences, the intellectual capital field can take stalk of where it has been and where it is going. This is necessary in order for it to continue its trajectory. As the third millennium approaches, how has the burgeoning field of
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The Japanese economy after forty years of growth entered a period of sustained economic decline in the early 1990s. Increased global competition, a rigid employment and business system, and a banking system on the verge of collapse meant that the 1990s would act as a catalyst for change and regeneration. During the latter part of this period, a number of Asian countries became the "victims" of what is now referred to as the Asian financial crisis. This added further pressure for reform of the Japanese economy. How did these events impact on Japanese human-resource management (HRM)? This article addresses this question by reviewing HRM developments since 1990. While it is clear that changes have taken place, it is difficult to separate out the effects of economic forces from the more widespread changes in society and the natural limits of the Japanese business system.
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The last fifteen years has been a period of significant change in Japan brought on by a prolonged period of economic stagnation, increased levels of global competition, the hollowing out of manufacturing, and a variety of social and demographic changes. This paper focuses on the changes taking place in employment and human resource management in Japan. It is concluded that changes in managerial altitudes and strategic alternatives are driving employment and human resource management changes and it is likely that more changes will occur in the future. The most likely outcome is the cost containment models that typify Western firms.
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A number of significant events have impacted on Asian countries over the period since 1997 and the Asian Crisis. This means that much of what we know about Asia is outdated and may well be irrelevant. It is for this reason that this contribution re-examines a number of Asian countries to explore how human resource management (HRM) has changed over this period. A model that can be used for a comparative analysis of HRM, and one that allows the various levels of change to be assessed, is presented. This is followed by an overview of the volume's contents with the common focus being on the changes that have occurred over this period.
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This article uses discourse theory to examine the rhetoric of human resource management (HRM) in shaping organisational change. Built on the assumptions that people actively construct their “organisational world” and that language is central to these processes of social construction, HRM is treated as a discursive resource that can be used by managers to persuade employees to accept a particular world view of organisational change. Drawing upon a private sector case study, the article highlights important implications on the use of HRM rhetoric not addressed by conventional research designs concerned with notions of “strategic fit” and “best practice”. Here organisations are treated as being part of an objective reality that can be “measured” using some kind of statistical analysis. This article challenges assumptions underpinning these designs and examines the potential of discourse theory to develop richer insights into questions about the practicalities and ethics of managing meaning at the workplace.
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Based on evidence from the Cranet survey this paper examines the progress in the practice of HRM in Greek organizations, comparing results from 1992 to those of the 1999 survey round, focusing on various core functions such as training and development, performance management and employee communications. It also compares these developments to the overall European scene. Results show more improvement in training and performance management and less in employee communications. From examination of survey results, it is obvious that Greece follows the EU trends towards an improved, more strategic role of HRM. However, statistical analysis of data from the comparative survey across European countries indicates a slower pace in improvements and some differences, which Greek companies will have to overcome. In this effort, training and development appears to be the most critical factor.
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This paper presents a discourse-analytic approach to the study of human resource management (HRM) and organisational change, which is more sensitive than conventional research designs to the dynamic role of language in shaping processes of change. The prevailing positivism within business and management research is noted, in which language is treated as unproblematic; it simply mirrors or represents an objective “reality” that can be measured in some way. In contrast, discourse-based studies accept that language is not simply reflective of reality, but is significant in constituting reality. The paper moves on to examine the potential of discourse-based studies to offer fresh insights into the role of HRM in producing change. Drawing on the work of Ford and Ford, change is treated as a “shift in conversation” and case-study evidence is presented of the surfacing of a change initiative within a large UK manufacturing firm.
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Revisits the literature on strategic human resource development (SHRD) in the context of Garavan’s work on the characteristics of SHRD. A conceptual framework is constructed that redefines SHRD stressing a shaping rather than supporting role for HRD in relation to corporate strategy. The concept of strategic maturity in HRD is examined linking the work of Garavan; Lee and McCracken; and Wallace. The resulting model of strategic maturity is then analysed empirically using data from a major questionnaire and interview survey. A new model of strategic partnerships in HRD is then proposed.
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Reviews the literature on strategic human resource development (SHRD) and explores the concept specifically in the context of the work of Garavan (1991), which highlighted nine key characteristics of SHRD. Garavan’s seminal paper is used as a starting point from which to examine the development of the concept of SHRD. By examining and reviewing the literature, the nine characteristics are redefined and enhanced, thus moving towards a new model and definition of SHRD. Concludes by defining SHRD as the creation of a learning culture, within which a range of training, development and learning strategies both respond to corporate strategy and also help to shape and influence it. It is the reciprocal, mutually enhancing, nature of the relationship between HRD and corporate strategy which lies at the heart of SHRD and at the heart of the development of a learning culture.
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Purpose – The discourse of human resource management (HRM) is increasingly dominated by a normative, consensus‐oriented perspective on managing the employment relationship. This paper aims to explore the potential of critical discourse analysis (CDA) to provide new and different understandings of HRM and processes of organisational change, and which highlights the creative role of language in the shaping of organisation and management practice. Design/methodology/approach – A case study analysis of managers' experiences of introducing change in a large catering firm is drawn upon to highlight the inherent tensions in people management, which stem from the need for employers to motivate and control labour in order to remain profitable. This is illustrated in a change programme aimed at increasing organisational efficiency and achieving a “results driven culture” that exhorted managers to think and behave as “entrepreneurs” and to “comply” with stringent new rules on managing their staff. Findings – It is concluded that conflict and resistance is an inevitable feature of HRM‐based initiatives and that CDA offers a powerful lens for exploring this dynamic. Importantly, it provides a less restrictive view of management decision making than that found in conventional understandings of HRM, which tend to treat management as a more or less culturally unified body, and ignores the subjectivity of managers. In contrast, the empirical evidence presented here provides an example of how the deployment of CDA can provide rich insights into the dynamics of HRM‐based change rooted in a complex shifting network of alliances (and related discourses). Originality/value – Focus is placed on how concepts, objects and subject positions are constituted through language and embedded in power relations.
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Les actes du 16e congrès de l'AGRH sont librement consultables sur le site de l'AGRH à l'adresse suivante : http://www.reims-ms.fr/agrh/03-publications/01-actes-congres.html oui
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There has been increased attention and focus on the importance of intellectual capital disclosure. Several Scandinavian companies have ventured forward by publishing intellectual capital statements. However, despite the global appeal and changing beliefs surrounding the value of intellectual capital, it continues to be excluded from Canadian corporate annual reports. This paper outlines a study in which content analysis was conducted on the annual reports of 10,000 Canadian corporations. A list of intellectual capital related terms was searched within the annual reports yielding a significantly small number of instances in which intellectual capital disclosure took place. A major recommendation for corporations that are concerned with their relationship with the capital markets is to develop strategic and tactical initiatives that provide for voluntary disclosure of intellectual capital. These initiatives may initially be used for internal management purposes only; however, an external stakeholder-focus report will more than likely be the ultimate goal. Copyright 2002, Bontis. Version: April 14, 2002. All rights reserved. This paper is open for comment and is targeted for publication in the Journal of Human Resource Costing & Accounting.
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