ISSN:0090-4848    

DOI:10.1002/hrm.3930290201

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractThis article focuses on how the existing Human Resource Management function in a mature, large corporation can transform itself into a more sophisticated competitive tool to help the corporation's line management achieve superior organizational capability.

ISSN:0090-4848    

DOI:10.1002/hrm.3930290202

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractRecent research has emphasized the strategic focus that human resource management must have in order for an organization to fully utilize its human resources in a competitive market. However, few empirical studies have been done to date regardinghowhuman resource planning should be linked to strategy. An extensive in‐depth study of four large, complex, and very successful companies supports the widespread belief that human resource management can be a powerful tool to enhance competitiveness when policies and practices are logically driven by a firm's strategy and by the key environmental factors it faces. This article describes that study and looks at how the areas of selection, appraisal, reward, and development are handled by these firms. Based on both the specific policies and the actual practices as perceived by middle managers (those that implement the policies), the article presents a contingency framework which offers guidelines as to how certain HRM practices should be implemented to gain competitive advantag

ISSN:0090-4848    

DOI:10.1002/hrm.3930290203

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractThe turnover of management following a merger or acquisition is a significant, yet understudied, human resource issue. We propose that the relevant HR question is not merely how to retain top managers, but of equal importance, whether or not top management retention should be an objective. We present a model that integrates the retention process with the overall integration strategy being pursued by the acquiring firm. The model prompts a discussion of those factors that influence the decision as to whether the top management of the acquired firm should be retained. We conclude by identifying appropriate HR tactics for managing the retention process.

ISSN:0090-4848    

DOI:10.1002/hrm.3930290204

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractThis study analyzes age and leader effectiveness based on empirical research. The study findings support the policy of fair employment and promotional availability regardless of age. There is some evidence to suggest younger supervisors engage in more relationship‐oriented activities than older supervisors, who may have less need for the relationship

ISSN:0090-4848    

DOI:10.1002/hrm.3930290205

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractMany corporations are retraining midcareer managers in order to combat employee obsolescence and boost corporate competitiveness. The receptivity of midcareer managers to retraining is mixed. Those managers who believe they can master new work‐related learning (in the terms of this study, those who have positive self‐efficacy in learning beliefs) are most amenable to retraining. The objective of the present study was to determine the antecedents of positive self‐efficacy beliefs for midcareer managers facing retraining. We discovered that managers' advancement potential and the relevance of their previous training had a profound impact on their self‐efficacy beliefs. These findings have important practical implications. The seeds of receptivity to retraining are planted throughout managers' careers. Hence, retraining should not be viewed on a program‐by‐program basis, but rather should be understood in the broader context of corporate life and individual career history. To prepare for the inevitable corporate evolution and change demanded in a dynamic business environment, senior executives and human resource managers should be proactive in creating those conditions that facilitate the development of positive self‐efficacy in lea

ISSN:0090-4848    

DOI:10.1002/hrm.3930290206

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930290207

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930290208

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930290209

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY