bluuebunny/crossref_metadata_2025_split huggingface dataset:
Human resource management in action. The paradox of participation: Lessons from the tennessee valley authority
Authors: Nurick Aaron J. 
Published: May 2007

AbstractThe three year Tennessee Valley Authority (TVA) quality of work life experiment was one of eight large scale projects developed by the American Center for Quality of Work Life and assessed by the University of Michigan's Institute for Social Research. The key themes of this research program involved union–management collaboration and employee participation in organizational change. This article presents major outcomes of the experiment, with particular emphasis on the participatory change process that was the central focus at TVA. The implications of participation are discussed in terms of the paradoxes of change, leadership, and process. Based on data from interviews and observation of events throughout the experiment, recommendations are provided for similar quality of work life programs.
Between a dream and a nightmare: On the integration of the human resource management and strategic business planning processes
Authors: Golden Karen A. , Ramanujam Vasudevan 
Published: May 2007

AbstractThe first stage of a two‐stage research project on the relationship between human resource management (HRM) and strategic business planning (SBP) is described. Based on data collected from senior human resource executives in 10 Cleveland area companies, a typology of HRM‐SBP linkages is developed. Factors which appear to influence the extent of HRM‐SBP integration are identified and discussed. An agenda for future research is provided.
Succession systems in large corporations: Characteristics and correlates of performance
Authors: Friedman Stewart D. 
Published: May 2007

AbstractIn this article succession systems in large corporations are characterized in terms of seven dimensions: formalization, control systems, resource allocation, information systems, political criteria, technical criteria, and staff role. Descriptive data drawn from a survey of key informants in 235 firms are presented. Hypothesized relationships between succession system characteristics and organization‐level performance measures (corporate reputation and financial performance), given the effects of contextual conditions, are tested. Results reveal that high and low performing firms differ with respect to how they manifest succession systems. Six implications for how succession systems should be managed are proposed.
Leadership and strategic change
Authors: Edström Anders 
Published: May 2007

AbstractThis article reports on a study of the development and diffision of a new corporate philosophy in three corporate divisions of the Scandinavian Airlines System (SAS). The corporate philosophy, representing strongly held assumptions, beliefs, and values guide the strategic change. Its development and diffusion is found to be directly influenced by the formation of a strategic role constellation in each division. The division managers have personally recruited a constellation which is consistent with their own beliefs and values. Implications of the findings for selection, recruitment, and development of key managers are pinpointed.
Transformational Leadership: The New Challenge for U.S. Unions
Authors: Spector Bert 
Published: May 2007

AbstractThe Tichy and Ulrich (1984) framework for transformational leadership is applied within the setting of a number of U.S. trade unions currently undergoing a realignment of their goals and objectives. That framework will be used to delineate both the transformational role being played by leaders in these unions and the opportunities for transformational leadership that are being underutilized.
Barriers and Constraints to the Recruitment and Mobility of Female Managers in the Japanese Labor Force
Authors: Carney Larry S. , G. O'Kelly Charlotte 
Published: May 2007

AbstractOn the basis of interview materials, this article describes the organizational and attitudinal barriers Japanese women face in respect to recruitment and career mobility in Japanese corporations and the career implications of their roles as wives and mothers. Forces for change in the position of white‐collar and managerial women are also examined, with particular reference to the internationalization of the Japanese economy and society.
Female Managers in Britain – A Comparative Perspective
Authors: Davidson Marilyn J. , Cooper Cary L. 
Published: May 2007

AbstractThe aim of this article is to present the current position of female managers in Britain and examine the similarities and differences between male and female managers. In terms of managerial efficiency and performance per se, the evidence strongly suggests that there are far more similarities than differences between the way men and women ‘manage’. However, there are some major sex differences in relation to demographic profiles, job status and employment factors, career development, occupational stress levels, and attitudes towards female managers compared to their male counterparts. One in nine managers in Britain are women and less than one per cent occupy senior management positions. Women managers tend to have to be more highly qualified than men managers, are more likely to be single or divorced, and encounter more prejudice and discrimination in the work environment. In addition, compared to male managers female managers have to cope with additional stresors stemming both from their work and home lives. It is suggested that many of these differences are hampering the career prospects of women in management and contributing towards the difficulties they have in reaching the higher levels of management compared to men. Finally, recommendations for changes in corporate and legislative policies are also proposed.
Status Report: The Corporation and Trends in Family Issues
Authors: Stautberg Susan S. 
Published: May 2007

AbstractThe two‐paycheck family is making new demands on the corporation. With both parents involved in family and work life, the corporation, if it wants to keep these professionals in the workforce, must consider new, flexible approaches to management. Under review are policies concerning parental leave, child care, flexible work schedules, cafeteria‐style benefits, and a new corporate consideration of the importance of family life. At this time, it appears that the greatest impetus will come from the courts and Congress, with family‐oriented legislations being considered for the presidential year of 1988.
Ethical Analysis and Human Resource Management
Authors: Hosmer LaRue Tone 
Published: May 2007

AbstractEthical problems arise almost continually in human resource management. Human resources are people, and when people suffer some harm or loss for which they are not themselves responsible, as in a plant closing or corporate re‐structuring, then ethical analysis is needed in addition to the more common financial, legal, and behavioral forms of reasoning. Ethical analysis involves an evaluation of the impacts of the proposed managerial action upon the members of the organization and the members of the society, and then justification of those impacts according to one of the first principles or essential values of normative philosophy. None of these first principles or essential values are adequate by themselves to justify a decision in an ethical dilemma, but taken together they do help in arriving at a decision that can be considered to be “right” and “proper” and “just”.
How Selecting and Socializing Newcomers Influences Insiders
Authors: Sutton Robert I. , Louis Meryl Reis 
Published: May 2007

AbstractThe organizational literature on selection and socialization concentrate on what happens to recruits from interview through acculturation. In contrast, little has been written about what happens to “insiders” as they choose new members and help bring them on board. In this paper, we demonstrate how involvement with newcomers can have profound effects on insiders' attitudes, performance, and knowledge. We emphasize how managers can harness these rarely discussed features of selection and socialization to enhance the effectiveness of veteran members and their organizations.
Challenges in the Management of Diversified Companies: The Changin Face of Corporate Labor Relations
Authors: Tatum Christiansen E. 
Published: May 2007

AbstractFor at least twenty‐five years, researchers in general management have maintained that well managed companies succeed in achieving a tight fit between long‐term corporate goals and their policies for marketing, production, and other functions. Rarely is the nature of this fit explored in detail or in breadth, particularly for diversified firms. While it is generally acknowledged that managing a diversified firm is different and more complex than managing a single business, our knowledge has been sketchy regarding ways to achieve this fit between functional policies and corporate strategy in diversified companies. The author presents the results of a two‐part study which investigates how managers in such firms are achieving fit between corporate strategy and the labor relations function. The study throws some light on problems facing firms across the country as they respond to major shifts occurring in U.S. labor markets.
Proactive Human Resource Management
Authors: Meshoulam Ilan , Baird Lloyd 
Published: May 2007

AbstractThis article presents a model for anticipating and responding to the human resource management needs of business. It presents methods for analyzing both external fit (Human Resource Management fits the development state of the organization) and internal fit (the organization components complementing and supporting each other) of human resource management. The model and its application result from research conducted in thirty organizations ranging in size from 2000 to 300,000 employees and varing in industry from financial services to consumer products. To develop and demonstrate the application of the model, we present in‐depth case studies of four organizations. Implications of the model are discussed.
New challenges for Japanese multinationals: Is organization adaptation their achilles heel?
Authors: Bartlett Christopher A. , Yoshihara Hideki 
Published: May 2007

AbstractAs the number, size, and complexity of Japanese multinational companies' (MNCs) overseas operations increase, many of them have begun to realize that they face some fundamental and difficult organizational challenges. Drawing on research undertaken with several large and successful Japanese MNCs, the authors define the nature and source of some of these organizational challenges, and describe some approaches that can be taken to resolving them. The article starts with a brief assessment of the traditional organizational capabilities and existing managerial approaches of Japanese companies, comparing them to the emerging challenges in the international environment. Then, after identifying some constraints and barriers to an effective response to the new demands, the authors propose a series of actions to overcome the problems.
Self‐renewal of the Japanese firm and the human resource strategy
Authors: Nonaka Ikujiro 
Published: May 2007

AbstractTraditional “Japanese personnel management” that has long been considered as the key for Japan's competitive success now needs fundamental restructuring in order to meet the challenges of a stagnant economy, matured domestic market, and the rise of NICs (Newly Industrialized Countries) in international markets. The self‐renewal of Japanese firms can be achieved by a paradigm shift at the corporate strategy level: from a production orientation to a product orientation. In accordance with this paradigm shift, leading Japanese firms have started reforming their Human Resource Management (HRM) function from a productivity‐centered to a creativity‐centered one— creative HRM. Creative HRM has three pillars: (1) the creation of the strategic vision through commitment of the employees, (2) an entrepreneurial middle management as a key strategic node, and (3) multi‐dimensional personnel management. Creation and realization of the strategic vision through the active commitment of an entrepreneurial middle management is necessary for the self‐renewal of the firm. “Japanese Personnel Management” that might have been overadapted to the traditional strategic paradigm is now transforming itself from a “group‐centered” personnel administration to an “individual‐centered” one. While Western companies have been adopting Japanese “groupism” to reconstruct their production systems, Japanese companies have started introducing Western “individualism” to encourage creative self‐transformation. But no system or technique is truly effective without human commitment, and this requires a fundamental paradigm shift for Japanese firms.
Expatriate reduction and strategic control in American multinational corporations
Authors: Kobrin Stephen J. 
Published: May 2007

AbstractThe significant reduction in the use of home country expatriates abroad by American multinationals is generally taken positively, reflecting internationalization, the environmental competence of host country nationals, equity, and the cost of maintaining Americans abroad. In this article I dissent, arguing that the phase‐out of expatriates has gone too far, much further in fact than European or Japanese competition and that the dominant reason for the cutback is the difficulty Americans have in adapting to overseas assignments and the high failure rate they have experienced. I conclude that expatriate reduction has significant consequences for the strategic management of multinational corporations: reduced identification with the worldwide organization and its objectives, difficulty exercising control through personnel, and a lack of opportunities for Americans to gain international expertise through assignments abroad. Although I do not advocate returning to the ineffective and inequitable over‐reliance on home country nationals, I argue that a corps of expatriates performs a function valuable to the MNC and that a means must be found to develop a group of managers who identify with the organization as a whole and provide overseas experience to home country managers.
Downsizing: Practices in manufacturing firms
Authors: McCune Joseph T. , Beatty Richard W. , Montagno Raymond V. 
Published: May 2007

AbstractDownsizing is a competitive strategy which many organizations use, yet little is known about organizational policies related to downsizings. A survey of mid‐western personnel directors in manufacturing firms was conducted to capture organizational policies and assess perceptions and attitudes regarding downsizing. Seniority was cited as the overwhelming criterion used to determine layoffs. Nonunion firms considered performance significantly more than did unionized organizations in determining layoffs. Few alternatives to layoffs were actually considered, which is not surprising because 94% of the HR managers had less than two months to plan and implement the downsizing. Implications for white collar employees, prescriptions for HR practice, and future research are discussed.
Career development and participation at work: Time for mating?
Authors: Arthur Michael B. 
Published: May 2007

AbstractBoth career development and participation at work activities have emphasized a “prospecting” approach to inquiry. Although jointly inspired by the humanistic ethic, the two ventures have grown as separate streams of inquiry through their distinct responses to economic, hierarchical, technological, reductionist, and systems imperatives about work. A contrasting “mating” approach to inquiry is proposed, with the various imperatives becoming redefined as shared objects for further study. The proposal is supported by a set of diagnostic questions, and illustrated by a comparison between separate “Knowledge for Pay” and “Pay for Knowledge” human resource management initiatives. The possibility of broader application of the mating principle to other human resource management efforts is briefly considered.
The transfer of human resource management technology in Sino‐U.S. cooperative ventures: Problems and solutions
Authors: Von Glinow Mary Ann , Teagarden Mary B. 
Published: May 2007

AbstractDifferences between Chinese and U.S. human resource management systems are described with respect to fundamental organization and work‐related assumptions about people and performance, rewards, training and development, and educational background of HR practitioners. We identify key differences that present impediments to the modernization of HRM practices in Sino‐U.S. cooperative ventures, and then, present a normative framework for the introduction of modem HRM practices into these ventures. We conclude with implications for both research and practice that focus primarily on integrating individuals and the enterprise, as well as integrating the enterprise with social and economic goals.
National vs. corporate culture: Implications for human resource management
Authors: Schneider Susan C. 
Published: May 2007

AbstractCorporate culture has been described as the “glue” that holds organizations together by providing cohesiveness and coherence among the parts. Multinational companies are increasingly interested in promoting corporate culture to improve control, coordination, and integration of their subsidiaries. Yet these subsidiaries are embedded in local national cultures wherein the underlying basic assumptions about people and the world may differ from that of the national and corporate culture of the multinational. These differences may hinder the acceptance and implementation of human resource practices, such as career planning, appraisal and compensation systems, and selection and socialization. This article discusses the assumptions about people and about the world underlying these HRM practices as they may differ from those of the national culture of the subsidiary. Finally, issues concerning the use of corporate culture as a mechanism for globalization will be raised.
Chinese women managers: A comparison with their U.S. and asian counterparts
Authors: Hildebrandt Herbert W. , Liu Jinyun 
Published: May 2007

AbstractQuestionnaire and interview data were gathered on 150 People's Republic of China female managers who were contrasted with their counterparts in the U.S. and Southeast Asia. Chinese female managers have little job mobility, pursue careers appraised by the Party and influenced by central government planning, work the most hours per week, and recommend the political/ideology path as the fastest route to the top. They are comparatively less educated, progress under a patrilineal tradition, recommend business courses as a means of preparation for managerial responsibilities, and slowly are gaming opportunities in fob selection.
Plant closings: Lessons from the maine experience
Authors: Baker Andrew M. 
Published: May 2007

AbstractThis paper discusses the economics behind plant closings, suggests a possible role for public policy to ameliorate the effects of closings in some situations, and reviews Maine's experience with mandatory advance notice of closings and severance payments. The possibility of a less flexible labor market in Maine is noted, as are areas for future research. Finally, the economic and political history of Maine's experience with plant closing legislation is discussed in terms of its implications for similar legislation at the federal level.
From surface to deep corporate entrepreneurship
Authors: Sathe Vijay 
Published: May 2007

AbstractThis article will first describe and analyze two very different patterns of entrepreneurship found in large American companies studied by the author. “Surface entrepreneurship” denotes the pattern of entrepreneurial activity found in companies where entrepreneurship was seen as an important business objective that management was trying to promote and accomplish. In contrast, “deep entrepreneurship” denotes the pattern found in companies where entrepreneurship was an important shared value. European firms currently being studied combine elements from these two patterns. These studies suggest the fundamental questions that must be addressed to promote entrepreneurship. Some answers in the form of recommendations to management are presented.
How top management and the organization itself can block effective executive succession
Authors: Hall Douglas T. 
Published: May 2007

AbstractSome organizations are able to do effective succession planning that is linked to corporate objectives, while others fail. This article examines the culture, strategy, structure, and other design features of two companies in order to elucidate the barriers to and facilitators of effective succession. An organization‐centered approach that integrates the succession system with the organization's design can add value both to succession activities and overall business functioning.
Emerging organizational regimes in high technology firms: The bi‐modal form
Authors: Bahrami Homa , Evans Stuart 
Published: May 2007

AbstractOrganizational regimes of high technology firms need to accommodate a range of seemingly‐paradoxical imperatives–such as creativity vis‐a‐vis discipline, and flexibility vis‐a‐vis cohesion–each requiring a different structural emphasis. This has resulted in the emergence of “bi‐modal” organizational forms, defined as structures which are simultaneously centralized and decentralized. Based on a five‐year field study of 33 firms in “Silicon Valley”, this paper describes the structural configurations of high technology firms at various stages of development, and examines organizational mechanisms deployed to achieve bi‐modality.
From political praise to stock options: Reforming compensation systems in the people's republic of China
Authors: Shenkar Oded , Chow Irene Hau‐Siu 
Published: May 2007

AbstractThe recent reforms in the People's Republic of China have brought into focus the system of compensation in Chinese enterprises. This paper examines the evolution of compensation schemes in China, with a special emphasis on the reforms of recent years, the obstacles they face, and the prospects for the future.
Human resources management and organizational effectiveness: High technology entrepreneurial startup firms in israel
Authors: Bamberger Peter , Bacharach Samuel , Dyer Lee 
Published: May 2007

AbstractHuman Resource (HR) researchers have a tendency to generalize their results and prescriptions across a wide range of organizations without regard to possible contingencies. This can be dangerous. This article demonstrates the nature of the difficulties that can arise in two ways. First, by comparing hypotheses concerning the relationships between HR policies and practices and firm performance derived from the high‐tech and entrepreneurial literatures, and highlighting the inconsistencies. Second, by testing the applicability of these hypotheses to a hybrid form of organization, namely, the high‐tech entrepreneurial startup firm. The results show some support for the high‐tech model, and more limited support for the entrepreneurial model, suggesting the need for more contingency‐based notions of HR strategy. Implications are drawn for both research and practice.
Age and leadership effectiveness: From the perceptions of the follower
Authors: Gilbert G. Ronald , Collins Ronald W. , Brenner Randal 
Published: May 2007

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 relationships.