Effects of Budgetary Constraints on HR Reforms in Central Public Administrations and the Importance of Institutional Context

A standard criticism toward New Public Management has been its focus on efficiency and cost saving. As a consequence, other important reform objective aspects and administrative values such as quality, fairness, engagement, trust, and sustainability would be neglected. In the field of HRM, this again would result in many (un-)intentional reform effects, such as more demotivation, less engagement, and less trust of the workforce in leadership. Unfortunately, many of these claims have not been tested empirically.Especially in the field of HRM, there is very little comparative evidence on how costs are being cut on a grand scale in different institutional contexts, Human Resource Management policies, with regard to different HR instruments and how these cuts impact on Human Resource Management.This study investigates the current HR reforms in central public administration in 32 OECD countries. Using recent OECD data (OECD Data Set, 2015), the study analyses the impact of budgetary constraints with regard to 40 HR issues and HR instruments. These issues were grouped into different HR bundles. The analysis reveals a strong correlation between budgetary constraints and cost-cutting measures. As a consequence, HRM as such is changing dramatically in some countries. Whereas the past reform trends in most OECD countries were characterized by a move away from the classical bureaucratic model, the present focus is on the implementation of ad hoc reforms in order to save resources. Neither is there a common trend toward one alternative high-work performance model nor a reformed universal “bureaucracy-lite mode.” Overall, data show that HR management is not seen as a strategic factor in the reform process in many countries. In fact, most countries have focused on cost reductions and downsizing and not on responsible restructuring.     

HRM: Performance Relationship: Need for Further Development?

The last decade of empirical research on the HRM value additions, also known as the “HRM and performance” debate, demonstrates evidence that HRM does matter (Huselid, 1995 Huselid, M. 1995. The impact of human resource management on turnover, productivity and corporate financial performance. Academy of Management Journal, 38(3): 635–672. [Crossref], [Web of Science ®] , [Google Scholar]; Guest et al., 2003 Guest, D.E., Michie, J., Conway, N. and Sheehan, M. 2003. Human resource management and corporate performance in the UK. British Journal of Industrial Relations, 41(2): 291–314. [Crossref], [Web of Science ®] , [Google Scholar]; Wright et al., 2003 Wright, P., Gardner, M. and Moynihan, L. 2003. The impact of HR practices on the performance of business units. Human Resources Management Journal, 13(4): 21–36.  [Google Scholar]; Rehman et al., 2010). Unfortunately, the relationships are often statistically weak and the results ambiguous. This article reviews and attempts to extend the theoretical and methodological issues in this debate. Its aim is to build an agenda for future research in this area. A brief overview of achievements to date is followed by the theoretical and methodological issues related to what constitutes HRM, what is meant by the concept of performance, and the nature of the link between these two. In the final section, it is argued that research designs should start from a multi-dimensional concept of performance, including the perceptions of employees, and build on the premise of HR systems as an enabling device for a whole range of strategic options. This implies a reversal of the strategy-HRM linkage.     

公司治理结构的完善必须体现人力资本产权的特征

人力资本所有权天然属于其本人,但它对其自身的人力资本并不具有不可分离的所有权和控制权;由于人力资本天然属于其个人的特性使之可在其产权残缺时以迥然于物质资本的方式回应,通过关闭人力资本达到效用享用的均衡。企业人力资本的使用和投资过程是同步合一的。我国公司治理结构完善的方向和途径应该是:建立和健全人力资本所有者与非人力资本所有者共同分享企业剩余的分配机制;建立与健全确保人力资本所有者拥有企业剩余控制权的人事管理制度创新;实现我国公司治理结构完善和创新。     

马来西亚人力资源市场的现状及其特点

1987年以来,马来西亚经济持续高速发展,第二产业和第三产业的迅速发展为该国国民提供了广阔的就业市场,农村城镇化的成功又使得绝大多数的劳动力进入到人力资源市场,加之政府积极的就业政策、网络、报刊杂志、职业中介机构等的推动力量,这些都促成了马来西亚统一的人力资源市场的形成。然而,种族思想与大量外劳的存在使得其人力资源市场在供求机制、竞争机制、人力资源开发等方面不同程度地存在着不足。     

Dimensions of American SHRM＂ Human Capital, HR Systems and Firm Performance

American scholars identify strategic human resource management （SHRM） with human resources （HR） system and firm performance. Major definition of SHRM is human resource management （HRM）-firm performance relation. HR system is important to set HRM-performance link, because HR system includes interrelated HRM practices. Most prominent set of SHRM is interrelated HRM practices, because it establishes the link between individual performance and firm performance. There is a debate in SHRM theory what factors set relationship between HRM and performance. This study argues that individual performance is a moderator between HR and performance. Interrelated HRM practices are important to enhance individual performance. Therefore, interrelated HRM practices are crucial to SHRM. Finally, American scholars view that HR system is important in SHRM, because it establishes high performance work system （HPWS）, and HPWS is expected to increase individual performance and then firm performance. Therefore, American model of SHRM might be HPWS, individual performance, and firm performance. HR systems establish HPWS. Therefore, scholars tend to system approach in SHRM, because it includes interrelated HRM practices in SHRM.     

Where Have All The Workers Gone? Exploring Public Sector Workforce Planning

Governments undertake extensive planning of many services and functions, but tend to neglect planning of public service workforces. Disruptions to public service delivery, such as shortages of nurses and doctors, have rejuvenated interest in workforce planning, but many organisations struggle to do it effectively. This historical study examines the capacity of central personnel agencies to predict workforce risks and support workforce planning, using a study of the Queensland public service. It identifies lack of workforce data as a barrier to effective workforce planning, as a result of factors such as changes in the direction of the central personnel agency, lack of appreciation for the value of comprehensive central workforce data, and limited agency human resource (HR) skills or capacity.     

和谐社会视阈下人力资源开发利用体系框架的构建

随着知识经济的发展与和谐社会构建的深入推进,人力资源开发利用体系的构建也置于和谐社会理念的框架之下。人力资源开发与利用的主体内容与和谐社会理念的核心思想具有高度的一致性,现有的人力资源开发利用体系中的一些不和谐的因素,在一定程度上制约着和谐社会构建的进程。建立以普及完善教育制度、实施科学就业战略为主要内容的宏观人力资源开发利用体系尤为重要。     

酒店工作环境对员工边缘化和离职倾向的影响研究 —— 基于长沙某五星级酒店的研究

酒店服务工作环境对员工在心理上的边缘化和行为上的离职倾向有显著负影响。员工在性别、婚姻、学历和工作年限上的差异对员工边缘化和离职倾向也影响显著,而年龄、职位等方面则对边缘化和离职倾向影响不明显。应从打造工休皆宜的硬件环境、构建公正合理制度环境、营造和谐关爱的人文环境和建设愉悦向上的心理环境等方面提升酒店服务工作环境的建设,以期通过对酒店服务工作环境的改善来防范员工边缘化和离职倾向的产生,从而为酒店维持员工队伍的稳定进行新的探索。     

HR,从边缘化到企业核心

企业管理的实质与核心就是人才管理，人才是企业的灵魂，崇尚个人目标与企业目标共同发展，建一流企业，一流用人机制与制度，是企业发展的核心。因为任何事物的运做都得通人完成，管理好人就如同管理好任何事情。要转变以物质资源作为第一资源的传统老旧模式，将人力资源视为组织核心依托，唯才是举，用当其才，人尽其用。