管理干部胜任特征评价方法的初步研究

Competency Assessment Method (CAM) is an important technique of Human Resource Management and Development in theory and practice, especially in personnel selection and training. Based on literatures of related fields, the thesis explored the feasibility of CAM in China. The main results found in this study are as follows: 1. Competencies scored in Behavioral Event Interviews (BEI) are not influenced by length of protocol, by performance in the preceding year. Average level and maximal level of complexity correlate significantly with length of protocol. Total competency frequency of outstanding executives is not significantly different from that of typical executives. These results support McCleland's view. But there is significant correlation between length of protocol and competency frequencies, which which is not agreed by McCleland. We found that competency scores using coding standard of average level and maximal level of complexity show more reliability than that using coding standard of competency frequencies. But this isn't confirmed by McCleland. 2. Inter-rater reliability was studied. The results indicated: total Category Agreement (CA) is 55.45%, over 70 percent of 20 competencies of the inter-rater reliability coefficients based on the classical test theory are significantly correlated. G coefficient based on the generalization theory is 0.85697. 3. Study of criterion sample shows that manager's competencies of China's communication enterprise are as follows: Impact and Influence, Organization Commitment, Information Seeking, Achievement Orientation, Team Leadership, Interpersonal Understanding, Initiative, Market Awareness, Self-confidence, Developing Others. This result in similar to the generic competency model of managers presented in Spencer's book. 4. CAM showed more advantages than the method of experts panel judgement.

国有企业管理者裁员决策特征及其对留岗者心理影响的研究

In China, orgnizational change and downsizing are the primary topics studied in I/O psychology and Human Resource Management. Due to the great need in reality, both theorists and practitioners raised the same questions: Does downsizing increase the organizational performance? What is the relationship between organizational downsizing strategies and survivors' psychological reations? Which factors influence managers' downsizing decision-making most? How can managers manage the process successfully? The purpose of this study is trying to answer these questions, and then to establish the downsizing decision-making model of China's SOE (State owned enterprise) managers. The hypothetical model of SOE managers' downsizing decision-making was put forward, based on a tremendous amount of literature on downsizing decision-making, especially on the downsizing decision-making model built by B. Shaw, and also based on the results of the interviews conducted to the SOE managers who have the downsizing decision-making experiences. In order to test and verify the model, 322 SOE managers were investigated by a questionnaire study. And the statistic results supported the hypothetical downsizing decision-making model. Further, 259 survivors (those who are still working in the SOEs) from 7 downsized SOEs and 1 non-downsizing SOE, were also investigated by a questionnaire study. The statistic results also supported the hypothetical downsizing decision-making model. A subsequent case study was performed upon one downsized SOE; and a deliberate focus group interview study within 6 SOE mangers from another downsized SOE was also conducted. Both fundings from the two studies surported the hypothetical model again. Thus, China's SOE managers' downsizing decision-making model was established. This China's SOE managers' downsizing decision-making model suggests the following: Firstly, the characteristics of managers'downsizing decision-making were the center of the model. Those characteristics displayed during the process of the downsizing decision planning, the participation of downsizing decision-making and the communication concerning downsizing events, were influenced by managers' sense of crisis, controlling factors out of the organization and the managing experience within it. Especially, the latter two factors were more important. Secondly, in downsizing decision-making problems, the perceived crisis of China's SOE managers was mainly influenced by the outer factors, esp. the controlling factors from the government or the high authorities, but not by the inner factors including manufacturing management, HRM skills and organizational competition strategies. Thirdly, survivors'psychological reactions (including job satisfaction, job motivation, team working cooperation, etc) were mainly influenced by the characteristics of the managers' downsizing decision-making, at the same time, also by the outer factors (including controlling and social security factors) and the inner factors (including competition strategy and HRM skills). Finally, according to the model and the results from this study, the conclusions were reached in the followings: The stronger the controlling effort upon the SOE managers, the worse the effect displayed during the downsizing process. And in order to improve the effect and quality of downsizing decision-making, SOE managers need a lot of training to ameliorate their competencies such as competition strategies and HRM skills.

Workplace learning and the employment relationship in the public sector.

Training that is relevant to employers is not necessarily enriching for employees, especially those on the lower salary scales. The authors argue that the analysis of training and development needs to be understood in the context of the employment relationship. Drawing on reasearch evidence from six case studies in the public sector, the article examines the impact of changes in work organisation on workplace learning, managers' and employees' own strategies towards it and the limitations of tools such as appraisal. Since employees' existing qualifications are poorly utilised and their development needs often frustrated, issues concerning job design, occupational progression routes and employee entitlements need to be addressed

Impact of Islamic values on HRM practices: an empirical study of Jordanian universities

Purpose This study aims to present an in-depth theoretical and practical analysis of HRM practice in the light of Islamic values and principles. It looks at the four main HRM functions of recruitment and selection, training and development, performance appraisal, and rewards, from the Islamic perspective. Besides establishing a theoretical base for the influence of Islam on HRM, it analyses the key characteristics of HRM practice as applied in Jordanian universities and analyses the extent to which Islamic values are embedded in that practice. Design/methodology/approach The paper draws on a structured questionnaire distributed to 500 respondents working in four Jordanian universities which sought to elicit the respondents views on the influence of Islamic values within specific HR functions. Findings The findings indicate that there is a diffusion of Islamic values into HRM practice in the participating organisations. The extent of the diffusion varies between the organisations; there is a clear indication that explicitly Islamic values are being practiced, albeit to a limited extent. Originality/value The role of spirituality and/or religion in shaping the working of contemporary organisations is not sufficiently recognised in the literature. This paper is a response to the limited number of research studies assessing the extent of the absorption of religious values into the management of human resources. The study undertaken examines the current status of HRM practice in Jordanian universities and contributes to deepening the contemporary understanding of interactions between Islamic values and the core HR functions.

Gestão integrada de recursos humanos em farmácia comunitária e seus fundamentos

Projeto de Pós-Graduação/Dissertação apresentado à Universidade Fernando Pessoa como parte dos requisitos para obtenção do grau de Mestre em Ciências Farmacêuticas

The senior female international managerial career move: a qualitative study in a European context

Research investigating the position of women in management has, largely, been confined within national boundaries. Over the last fifteen years, empirical studies of women in international management have been undertaken, predominantly in North America. In this research field, many questions remain unanswered or have been only partially addressed. The particular focus of this study is on the senior female international managerial career move in Europe — a relatively unexplored area. Fifty senior female expatriate managers were interviewed, representing a wide range of industry and service sectors. The study, for the first time, assesses an exclusively senior sample of female managers who have made at least one international career move. This study of senior females in international management makes a theoretical contribution, not only to the analysis of gender and international human resource management, but also to wider debates within the contemporary women in management and career theory literatures. The aims of the study were to develop an understanding of the senior female international career move in a European context in order to more fully understand both the covert and overt barriers that may limit women’s international career opportunities. The results of the study show that the senior international career move has largely been developed along a linear male model of career progression, a development which, taken together with gender disparity both in organisations and family responsibilities, frequently prevents women employees from reaching senior managerial positions. The study proposes a model of the senior female international managerial career move, thereby contributing primarily to the international human resource management literature. The implications of the study for research literatures in women in management and career theory are also explored and a future research agenda developed.

Getting to the Real Story: What Vietnamese business people wish foreigners understood about doing business in emerging and transition countries like Vietnam – BEFORE they start

Knowledge sharing typically examines organizational transfer of knowledge, often from headquarters to subsidiaries, from developed country sites to emerging country sites, or from host to local employees. Yes, recent research, such as Prahalad’s Bottom of the Pyramid, raises the question of reverse transfer of knowledge, or whether knowledge could and should be transferred from local sites to home country sites within an organization. As several emerging economies build their capabilities in knowledge, research and development, marketing, and the like, it only makes sense to consider what type of knowledge and how to transfer it in reverse or bi-directional manners. This paper takes one step back in the process. Rather than focusing on what knowledge transfer may make sense within an organization, we consider what types of knowledge are important for foreigners to know at the initial stages of engagement abroad as they consider whether to do business in an emerging country.

Continuing Professional Development: rhetoric and practice in the NHS

This article explores the experience of Continuing Professional Development (CPD) by supervisory-level clinical staff in the National Health Service. Four main themes are highlighted in the literature, namely the nature and experience of CPD, its relationship with human resource management practices and in particular in career development and planning. These themes are examined utilising sources of (triangulated) empirical data based on a 2500 sample survey conducted across five NHS Trusts. A key finding was that responsibility for learning and development was perceived as belonging to the individual rather than the organisation. Other findings concern a lack of resource-based commitment by the organisation to CPD for clinical staff undertaking supervisory-level roles and evidence of 'credentialism' with its emphasis on seeking certificated qualifications. The findings raise concerns about the potential for clinical staff to become disillusioned and to perceive a potential breach in their psychological contract because of problems in reconciling their own interests with those of their professional body, and that of their employer in relation to CPD.

A review of climate change and the implementation of marine biodiversity legislation in the United Kingdom

1. Marine legislation, the key means by which the conservation of marine biodiversity is achieved, has been developing since the 1960s. In recent decades, an increasing focus on ‘holistic’ policy development is evident, compared with earlier ‘piecemeal’ sectoral approaches. Important marine legislative tools being used in the United Kingdom, and internationally, include the designation of marine protected areas and the Marine Strategy Framework Directive (MSFD) with its aim of meeting ‘Good Environmental Status’ (GES) for European seas by 2020. 2. There is growing evidence of climate change impacts on marine biodiversity, which may compromise the effectiveness of any legislation intended to promote sustainable marine resource management. 3. A review of key marine biodiversity legislation relevant to the UK shows climate change was not considered in the drafting of much early legislation. Despite the huge increase in knowledge of climate change impacts in recent decades, legislation is still limited in how it takes these impacts into account. There is scope, however, to account for climate change in implementing much of the legislation through (a) existing references to environmental variability; (b) review cycles; and (c) secondary legislation and complementary policy development. 4. For legislation relating to marine protected areas (e.g. the EC Habitats and Birds Directives), climate change has generally not been considered in the site-designation process, or for ongoing management, with the exception of the Marine (Scotland) Act. Given that changing environmental conditions (e.g. rising temperatures and ocean acidification) directly affect the habitats and species that sites are designated for, how this legislation is used to protect marine biodiversity in a changing climate requires further consideration. 5. Accounting for climate change impacts on marine biodiversity in the development and implementation of legislation is vital to enable timely, adaptive management responses. Marine modelling can play an important role in informing management decisions.