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Autor
Borkowska Stanisława (University of Lodz, Poland; Institute of Labor and Social Studies)
Tytuł
Quo Vadis HRM?
Źródło
Zarządzanie Zasobami Ludzkimi, 2010, nr 6, s. 11-31, rys., bibliogr. 29 poz.
Human Resource Management
Słowa kluczowe
Zarządzanie zasobami ludzkimi, Strategiczne zarządzanie zasobami ludzkimi, Funkcja personalna, Zmiany organizacyjne, Zatrudnienie
Human Resources Management (HRM), Strategic human resources management, Personal function, Organisational change, Employment
Uwagi
summ.
Abstrakt
Celem artykułu jest prezentacja kierunków dalszego rozwoju SHRM ze względu na takie ich przesłanki, jak zmiany w strukturze zatrudnienia, zmiany organizacyjne i otoczenia organizacji. Znaczenie tych zmian jest zróżnicowane ze względu na ich wpływ na zasoby ludzkie i biznes. Zależy też od stopnia zaawansowania HRM w organizacjach. Pierwsza część artykułu przedstawia przesłanki zmian SHRM i cele opracowania. Następna odnosi się do firm, w których funkcja personalna jeszcze nie uzyskała legitymizacji i koncentruje się na postulowanych w literaturze kierunkach przekształceń warunkujących jej osiągnięcie. Kolejne części kreślą spodziewane kierunki zmian w dojrzałym SHRM (który już osiągnął legitymizację). Podsumowanie rozważań i wnioski z nich wypływające stanowią ostatnią część artykułu. (abstrakt oryginalny)

The objective of this paper is to present directions of further SHRM development in light of such circumstances as changes in employment structure, organizational changes, and changes to the organization's surroundings. The importance of these changes varies due to their impact on human resources and business. They are also dependent on the degree of advancement of HRM in the organization. The first part of this paper presents circumstances for SHRM changes and the objectives of this study. The next relates to companies in which the personnel function has as yet not achieve legitimation and concentrates on directions of change prerequisite to its achieving, as postulated in literature. The successive section drafts changes in direction as expected in mature SHRM (that has already achieved legitimation). The summary considerations and conclusions stemming from them make up the final part of this paper. (original abstract)
Dostępne w
Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie
Biblioteka Szkoły Głównej Handlowej
Biblioteka Główna Uniwersytetu Ekonomicznego w Katowicach
Biblioteka Główna Uniwersytetu Ekonomicznego w Poznaniu
Biblioteka Główna Uniwersytetu Ekonomicznego we Wrocławiu
Bibliografia
Pokaż
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  2. Becker B.E. and Huselid M.A. (1998), "High Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications," Human Resource Management, vol. 16.
  3. Becker B.E. and Huselid M.A. (2009), "Strategic Human Resources Management: Where Do We Go From Here?" The Sage Handbook of Human Resource Management, http://ww.sage-ereference.com/hdbk_humanresourcemgmt/Article_n21.html (downloaded April 23, 2010).
  4. Beer M. and Spector B. (1985), "Corporate Transformation in Human Resource Management," in R.E. Walton and P.R. Lawrence (Editor), HRM Trends and Challenges, Harvard Business School Press, Boston.
  5. Bohdziewicz P. (2010), "Współczesne kariery zawodowe: od modelu biurokratycznego do przedsiębiorczego" [Modern Career Models: From Bureaucracy to Entrepreneurship], Zarządzanie Zasobami Ludzkimi [Human resource management], no. 3-4.
  6. Bowen D.E. and Ostroff C., (2004), "Understanding the HRM-Firm Performance Linkages: The Role of the 'Strength' HRM System," Academy of Management Review, vol. 29, no. 2.
  7. Boxall P., Purcell J., and Wright P., (2008), "Human Resource Management: Scope, Analysis, and Significance," in Boxall P., Purcell J., and Wright P. (Editors), The Oxford Handbook of Human Resource Management, Oxford University Press.
  8. Cordery J. and Parker S.K., (2008), "Work Organization," in P. Boxall, J. Purcell, and P. Wright (Editors) (2008), The Oxford Handbook of Human Resource Management, Oxford University Press.
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  10. Guest D.E. (1997), "Human Resource Management and Performance: A Review and Research Agenda," International Journal of Human Resource Management, no. 8(3).
  11. Guest D.E., (2008), "HRM and the Worker: Towards a New Psychological Contract?" in P. Boxall, J. Purcell, and P. Wright (Editors), The Oxford Handbook of Human Resource of Management, Oxford University Press.
  12. Guthrie J.P., Liu W., Flood P.C., and MacCurtain S. (2008), "High Performance Work Systems, Workforce Productivity, and Innovation: A Comparison of MNCs and Indigenous Firms," LINK Working Paper Series, no. 04-08.
  13. Guthrie J.P. (2001), "High-Involvement Work Practices - Turnover, and Productivity: Evidence from New Zealand," Academy of Management Journal, vol. 44, no. 1.
  14. Haggerty J.J. and Wright P.M., (2009), Strong Situations and Firm Performance: A Proposed Re-Conceptualization of the Role of the HR Function.
  15. Ichniowski C., Shaw K., and Prenushi G. (1997), "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines," American Economic Review, vol. 87.
  16. Ichniowski C., Kochan T., Levine D.I., Olson C., and Strauss G. (2000), "What Works at Work: Overview and Assessment," in C. Ichniowski, D.I. Levine, C. Olson, and G. Strauss, The American Workplace: Skills, Compensation and Employee Involvement, Cambridge University Press, Cambridge.
  17. Kinnie N., Stuart J., Rayton B., Hutchinson S., and Purcell J., (2004), "HR Policy and Performance: An Occupational Analysis," IIRA HRM Study Group Working Papers in Human Resource Management, no. 2.
  18. Lepak K. and Snell S., (1999), "The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development," Academy of Management Review, vol. 19, no. 1.
  19. MacDuffie J. (1995), "Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry," Industrial & Labor Relations.
  20. MacDuffie J.P. and Pil F.K. (1996), "The Adoption of High-Involvement Work Practices," Working Papers of the Reginald H. Jones Center, The Wharton School University of Pennsylvania, Philadelphia, January, http://knowledge.wharton.upenn.edu/papers/508.pdf
  21. Marchington M., Cooke F.L., and Hebson G. (2009), "Human Resource Management across Organizational Boundaries," The Sage Handbook of Human Resource Management, SAGE Publications, April 23, 2010, http://www.sage-ereference.com/hdbk_humanresourcemgmt/Article_n27.html
  22. Oldham G.R. (1996), "Job Design," in C.L. Cooper and I.T. Roberstson (Editors), International Review of Industrial and Organizational Psychology, vol. XI, John Wiley, New York.
  23. Pfeffer J. (1994), Competitive Advantage through People: Unleashing the Power of the Work Force, Harvard Business School Press, Boston.
  24. Pfeffer J. (1998), The Human Equation: Building Profits by Putting People First, Harvard Business School Press, Boston.
  25. Pil F.K. and MacDuffie J.P. (1996), "The Adoption of High-Involvement Work Practices," Industrial Relations, vol. 35, no. 3.
  26. Purcell J. and Kinnie N. (2008), "HRM and Business Performance," in P. Boxall, J. Purcell, and P. Wright (Editors), The Oxford Handbook of Human Resource Management, Oxford University Press.
  27. Strużyna J. (2010), "Ewolucja strategicznego zarządzania zasobami ludzkimi" [The evolution of strategic human resource management], Zarządzanie Zasobami Ludzkimi [Human resource management], no. 3-4.
  28. Strużyna J. (2010), "The Evolution of Strategic Human Resource Management," Human Resource Management, no. 3/4.
  29. Walton R.E. (1985), "Towards a Strategy of Eliciting Employee Commitment Based on Policies of Mutuality," in R.E. Walton and P.R. Lawrence (Editors), HRM Trends and Challenges, Harvard Business School Press, Boston.
Cytowane przez
Pokaż
ISSN
1641-0874
Język
eng
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