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What shapes HRM? A multivariate examination The link between business strategy and human resource management (HRM) practices has received considerable attention from researchers. It is generally believed that integrating strategy and HRM will result in positive organizational outcomes. The empirical evidence for the strategy-HRM relationship is, however, still inconclusive. For example, it is still unclear as to how these two variables are linked and what other variables are involved. Therefore, this study sought to test a model of the relationships among competitive strategy, HRM practice, quality management approach, and management orientation. Data from a survey of 108 manufacturing companies were analyzed using path analysis. The results indicated that management orientation predicted quality management approach, competitive strategy, and HRM practice. In addition, quality management approach and competitive strategy mediated the relationship between HRM practice and competitive strategy. Implications of these findings and suggestions for future research are discussed.
Keywords: Quality management, Competitive strategy, Integration, Human resource management
Gaining employee trust after acquisition: Implications for managerial action Acquisitions often have a negative impact on employee behaviour resulting in counter productive practices, absenteeism, low morale and job dissatisfaction. It appears that an important factor affecting the successful outcome of acquisitions is top management's ability to gain employee trust. Explores a number of variables which bear an impact on managerial trustworthiness. Among them, frequent communication before and after acquisition, and the already existing quality of employee relations seem to play the most important role. Therefore, a carefully planned, employee-centered communication programme, together with a good level of employee relations, seem to form the basis for a successful outcome as far as employee relations in the face of acquisitions is concerned.
Keywords: Employee relations, Mergers and acquisitions, Top management
When is a promise a strategic liability? Employers offer pension plans for two main reasons: paternalism and skills market competitiveness. Recent changes in legislation and business practice have prompted the scrutiny of the underpinnings for such a management tradition. Identifies several relevant factors that derive from: field work undertaken by the authors; the Pensions Act 1995; and recent changes to corporations tax. It is argued that what has emerged is a sharply focused trade-off, relating to the asset and liability characteristics of employer-based pension schemes. This questions the sustainability of all types of pension plans, and thereby has a place in strategies affecting financial planning and business development.
Keywords: Pensions, Legislation, Corporation tax, Financial planning, Business development, United Kingdom
Should Western managers be encouraged to adopt JMP's? Over the last 20 years there has been increasing interest by Western companies in Japanese management practices (JMPs). Interest in these methods has grown as a result of the large performance gaps which apparently exist between Japanese manufacturers and their Western counterparts, in terms of both productivity and quality. Looks at a number of studies in an effort to determine whether Japanese practices can be successfully transferred abroad or whether they are culturally bound. This is followed by a look at the conditions under which Japanese management practices have been successfully utilised by Western companies. It is argued that Western managers must avoid just blindly copying Japanese practices and should be encouraged to become aware of why certain Japanese approaches have been successful. Finally, consideration needs to be given to the underlying factors of that success which are necessary and appropriate to their own company's advancement.
Keywords: Japanese management styles, Corporate governance, Convergence
Satisfaction with co-workers' behaviour While several publications exist on the topic of job satisfaction, little is known about satisfaction with co-workers' behaviour. This study investigates satisfaction with co-workers' behaviour amongst UK academics. Using a questionnaire methodology, the study found that about 70 per cent of the respondents were satisfied, very satisfied or extremely satisfied with their co-workers' behaviour. The results of a three-way analysis of variance showed that female academics are about as satisfied with their co-workers' behaviour when compared with their male colleagues. When rank was examined in relation to co-workers' satisfaction, however, readers were most satisfied, followed by professors, senior lecturers and lecturers in that order. The differences in satisfaction levels with rank and co-workers' behaviour are statistically significant at 90 per cent confidence level. When examined, age was statistically significant at 95 per cent confidence level. This means that age explains the level of satisfaction with co-workers' behaviour - older workers deriving more satisfaction compared with younger ones.
Keywords: Job satisfaction, Individual behaviour, Academic staff, Higher education, United Kingdom
Gender differences in company training: the case of Taiwanese high-tech firms Previous studies have examined the impact of gender on training opportunities, but only within the context of Western societies. This study explores the effect of gender on access to company training in Taiwanese high-tech firms. It finds that although males enjoy a slight advantage over females in obtaining training, there are no significant gender-based differences. Females in Taiwan appeared to be more successful in accessing company training than their counterparts in the USA and the UK. Higher labour-market status is offered as a potential reason for such relative success. Consistent with human capital theory, a direct relationship is found to exist between seniority and the probability of receiving training.
Keywords: Training, High technology, Equal opportunities, Taiwan
Manufacturing in China: a UK firm case study This case study narrates the experience of a medium-sized UK manufacturing company in setting up and running a manufacturing plant in Shanghai, People's Republic of China. It details how features of the social organisation of production, the human resource policies and the management practices of the UK parent company were successfully transferred and adapted to the unique labour market and business environment encountered in mainland China. The study concludes by reviewing two major challenges that directly lie ahead for the company.
Keywords: Manufacturing, United Kingdom, People's Republic of China, Organisational structure, Human
resource management, Management techniques
Employee relations in small firms: A micro-business perspective This article draws on a three-year comparative study of employee relations in small, medium-sized and large organisations in Britain. It sets out to identify, record and analyse the nature and extent of employee relations in micro-businesses. The preliminary results that emerged from the study illustrate that owner/managers of micro-businesses tend to exhibit highly personalised and mostly informal management styles. Employee relations strategies in this type of firm appear to follow similar patterns and can be as diverse as the characteristics, personalities and preferences of the owner/managers themselves.
Keywords: Employee relations, Individual behaviour, Interpersonal communications, Management styles, Small-
to medium-sized enterprises, United Kingdom
Recruitment in small firms: Processes, methods and problems The article summarises findings from recent case study research into recruitment in small firms. The research aims to ascertain whether small firms follow the procedures outlined in the prescriptive literature on recruitment, and to what extent they rely on informal recruitment methods. It finds little evidence of the adoption of the recommended systematic procedures and a high use of "tried and trusted" methods including word-of-mouth recruitment and the hiring of "known quantities". The implications of this are examined. While these methods have certain advantages, they may also give rise to a number of problems. The study argues that the adoption of more formal procedures and methods could reduce staff turnover in small firms and its associated costs. However, it concludes that many small employers would remain unconvinced by the case for opening up recruitment channels, and may find their existing approaches more cost effective in the short term.
Keywords: Employment, Recruitment, Small firms, Staff turnover
Empowerment of employees in small and medium-sized service firms The article deals with creation of corporate entrepreneurship as an induced empowerment process. It investigates two issues: how well firms succeed in developing entrepreneurship competences; and the conditions for success. The investigation is based on a case study of a small Danish bank. The theoretical framework consists of three categories: innovation theory; organization theory (competence building and organizational learning); and HRM theory (extended barter). It is possible to develop an innovative, learning organization based on corporate entrepreneurship. The condition is primarily that the extended barter between the firm and the employees is satisfactory for both parties.
Keywords: Competences, Entrepreneuralism, Human resource management, Innovation, Organizational learning As always we have only skimmed the surface of relevant articles this week and only those that are particularly relevant for Asia-Pacific managers. Many other articles are available as well including those focusing on other countries and international perspectives.
HRM in Asia: Any progress? June 2000 |
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