Using competencies in human resource management : case studies in Australian companies

This study investigated the use of competencies for human resource management in seven Australian companies. Despite advocacy for the use of competencies by Government Committees and Task Forces (For example Carmichael (1992), Mayer, (1992) and Karpin, 1995), and the existence of competency standards for eighty per cent of the Australian workforce, the competency approach has not been widely adopted. A review of the literature indicated that the term competency had several meanings with different implications for its use depending on the meaning. The study looked at how individuals have defined the term and applied the approach to human resource management practices. Interviews were conducted with Human Resource and Training managers, and operative staff in companies using competencies. How they defined the term, described the rationale for using competencies, and applied competencies to selection, training, performance appraisal and remuneration were determined. Case studies were written for each company to describe their particular application of competencies. Competencies were found to be defined in several ways by those interviewed. Some advantages of using competencies in human resource management applications were found. The amount of work involved in introducing the competency approach was described as a reason why competencies have not been more widely adopted.

Human resource management and performance : a study of Australian joint-ventures in Malaysia

Examines human resource management and performance of successful Australian-Malaysian joint ventures. The findings suggest that each phase of joint venture development has its own pattern of human resource practices. Also discussed are human resource problems in joint ventures, strategies to overcome them and factors associated with success.

Climate change research & responses on the Eyre Peninsula : Weaving natural resources management with community resilience planning

In the last 10 years climate change risk assessment has come to a head as a matter of discussion at all levels of governance. In an attempt to gain a co-ordinated appreciation, measure of scope and impact likelihood, and to better guide a holistic natural resources management strategy, the Eyre Peninsula Natural Resources Management Board has taken a comprehensive exclusive and coordinated approach at a regional level to this issue.

Water, agricultural sustainability, biodiversity enrichment and stabilisation, and community resilience planning are all integral features in this 'program' of research and engagement. The clear intent is to creatively drive change and socio-economic growth without compromising the significant aesthetic and biodiversity attributes of the landscape and its primary role as a dryland wheat producer. The 'program' involves clear practice-based research as to fact, fiction and perception, and the provision of scenarios as to vulnerability and resilience building to cater for climate change over the next 30 years but also to sensitively respond to propective mining growth for the Peninsula.

This paper reviews this 'program', the research and findings undertaken, the co-ordinated actions being taken, the importance of community engagement and resilence building, and the orchestration and propective execution of this 'program' by the Board.

The 'program' represents important case model in successful regional planning.

Enabling organisational cultural change using systemic strategic human resource management - a longitudinal study

The paper reports on a longitudinal assessment of sustained organizational cultural change in the Australian Taxation Office. Results from a major action research change project are provided. A clear finding from this research is that the cultural change had been sustained through the systemic application of strategic human resource management.

Human resource management studies in mainland China : mainstream or alternative research?

Our paper presents a summary of the existing literature on human resource management (HRM) studies in mainland China published in the 25 leading international journals over the last 30 years. The aim is to take stock of what is known and what is yet to be known about HRM in China. We argue that what is known is comparative rather than definitive, with HRM in China treated as a subset of international HRM, rather than as a mainstream issue. With a quarter of the world’s population affected by an understanding of what constitutes better HRM in China, we call for a more inclusive, collaborative approach by researchers inside and outside China.

A critical review of human resource management studies (1978-2007) in the People's Republic of China

The study reviews the empirical studies on human resource management (HRM) practices in mainland China published in 26 leading international journals across the span of 30 years in the period 1978-2007. We intend to achieve three aims in this review: (1) to take an inventory of what have been done so far in the field of HRM studies in China; (2) to critically evaluate the development of Chinese HRM practices in the past 30 years; and (3) to identify research gaps for what needs to be done in the future. Along with this critical review, we also examine which research methods have been used in the empirical inquiries; where the research has been published; and who has made the most contribution in the field of Chinese HRM studies. We conclude that what is known is comparative rather than definitive, with HRM in China treated as a subset of international HRM, rather than as a mainstream issue. With a quarter of the world's population affected by an understanding of what constitutes better HRM in China, we call for a more inclusive, collaborative approach to further theorising and substantiating HRM studies by researchers inside and outside China.

Piecing together the puzzle of graduate employment : factors that shape the graduate work expectations of human resource management students

Providing graduates with a set of skills and attributes relevant to their future employment remains a key topic in both higher education policy and research. This paper reports findings from a pilot study of human resource management (HRM) students' perceptions of the graduate work experience. Specifically, it focuses on how these perceptions are shaped, driven by a concern for the uncertainty - and even fear - expressed by the study's participants in relation to their future workplace experiences. The influences of three key factors in shaping participants' expectations are discussed: the graduate recruitment experience, previous work experiences and 'graduate work folklore' from the stories of family and friends. With these influences not always providing students with a realistic picture of their future work experience, we conclude that educators need to improve the opportunities for practical experience and industry knowledge through work placements, stronger links with industry and increased exposure to the practicalities of work within the curriculum.

Human resource management activities on the front line : a nursing perspective

Objective: To identify the practical human resource management (HRM) issues that may impact on job satisfaction, nurse retention and ultimately quality of patient care of the nurse unit manager's (NUM) role.
Background: NUMs are in the unique position within the healthcare industry to impact upon and effect large numbers of people, including nurses, doctors, patients and their families, and processes on a daily basis. More effective HRM practices could improve performance in terms of staff satisfaction, positive patient outcomes and the cost effectiveness of staff retention.
Method: Two focus groups, one group of nine NUMs and one group of five staff nurses, were conducted at an Australia public hospital. A descriptive phenomenological approach informed data generation and data analysis.
Results: The NUMs reported that they were not adequately trained in the skills required to effectively manage staff conflict such as manipulation and bitterness, requiring disciplinary intervention on an ongoing basis. The consequences included reduced staff morale, decreased staff satisfaction, increased stress to the NUM and ultimately retention issues for both the NUM and Unit staff.
Conclusion: This study highlights the potential impact of inadequate implementation and understanding of HRM policy and practice by NUMS on the front line. Further research is required to understand why this phenomenon exists and how it can be remedied.