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Toulson Paul K., Defryn Meredith K.
The Development of HRM in New Zealand
Rozwój ZZL w Nowej Zelandii
Zarządzanie Zasobami Ludzkimi, 2006, nr 6, s. 75-103, bibliogr. 73 poz.
Słowa kluczowe
Kapitał ludzki, Zarządzanie zasobami ludzkimi, Kapitał intelektualny, Zarządzanie kapitałem ludzkim, Zasoby rynku pracy
Human capital, Human Resources Management (HRM), Intellectual capital, Human Capital Management, Labour market resources
Nowa Zelandia
New Zealand
Pracownicy i menedżerowie zarządzanie zasobami ludzkimi walczyli i nadal walczą, by ich praca stała się uznanym zawodem w dzisiejszym świecie biznesu. W artykule przedstawiono rozwój profesji ZZL w Nowej Zelandii, od czasów wczesnego kształtowania stosunków pracy w latach 50. XX wieku, poprzez ich rozwój, aż do dnia dzisiejszego. Scharakteryzowano także historię zarządzania siłą roboczą, ustawodawstwo oraz wpływ II wojny światowej na zapotrzebowanie na „bohatera pracownika” w Nowej Zelandii. Omówiono historię i ewolucję roli podjętej przez zawodowców ZZL w kraju, w którym większość przedsiębiorstw uważana jest za małe, i w którym dwadzieścia lat temu rząd przeprowadził deregulację gospodarki. Artykuł zawiera także komentarz historyczny i futurystyczny dotyczący stanu ZZL w Nowej Zelandii. (abstrakt oryginalny)

Human Resource Management has been and continues to struggle to be recognized as a legitimate profession in the business world today. This paper examines the human resource profession in New Zealand, covering both its development from early labor relations to the various contexts that have impacted the advancement of HRM over the last fifty years. The antecedents to the development of HRM in New Zealand are examined in detail, including the history of labor management, legislation, and the impact of the Second World War on the need for an "employee champion". The paradox of role ambiguity faced by HR practitioners is also discussed, as is the history of that role undertaken by HR professionals in a country where the majority of businesses are classified as small and influenced by the deregulation of the economy by the New Zealand government some two decades ago. The contribution that HRM can make, given the correct contexts, is also examined, with a detailed look at the state of HR outsourcing in the New Zealand business environment. This paper has both a historical and futuristic commentary, and seeks to enlighten the reader on the state of HRM in New Zealand since its establishment half a century ago. (original abstract)
Dostępne w
Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie
Biblioteka Szkoły Głównej Handlowej w Warszawie
Biblioteka Główna Uniwersytetu Ekonomicznego w Katowicach
Biblioteka Główna Uniwersytetu Ekonomicznego w Poznaniu
Biblioteka Główna Uniwersytetu Ekonomicznego we Wrocławiu
Pełny tekst
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