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Value-based High Impact HR: Drivers and Barriers 基于价值的高影响力人力资源:驱动因素和障碍
POL: Human Resource Management Models (Topic) Pub Date : 2020-09-12 DOI: 10.2139/ssrn.3713793
Hernani Manalo, M. Manalo
{"title":"Value-based High Impact HR: Drivers and Barriers","authors":"Hernani Manalo, M. Manalo","doi":"10.2139/ssrn.3713793","DOIUrl":"https://doi.org/10.2139/ssrn.3713793","url":null,"abstract":"A value-based HR can be a potential driver of the organization’s strategic talent. This is so if the organization is able to control some barriers and can capitalize on various drivers towards becoming a high-impact HR. Numerous studies on High-Impact HR model have been conducted, but the voices of middle managers, who are influential in the success of the organization, have been overlooked. Thus, the study investigates the middle managers’ perspectives on the organizational barriers and drivers and prescribes how to achieve the HR’s transformation. Using the mixed method approach, 42 HR and non-HR middle managers, representing 10 industries in the United Arab Emirates (UAE) were surveyed. The institutional reports, serving as secondary data helped framed the analyses. Findings on the barriers reveal that the HR spends up to 80% of the time on transactional functions preventing it to focus strategically. Poor leadership also poses a problem. Not valuing human capital such as the people’s knowledge, skills, and abilities is another barrier that can hinder effectiveness in the management of its people. The top drivers that promote the HR transformation were identified as advance workforce planning, analyzing HR metrics correctly, and empowering the line managers. If the metrics are used and analyzed carefully, they can serve as a barometer of the HR’s foundation. Thus, outsourcing the HR’s transactional roles and empowering the line managers are strongly recommended. This study is a revelation to the HR practitioners and organizational leaders, and it will usher their organizations’ transformation from the traditional to a Value-based High-Impact HR.","PeriodicalId":236420,"journal":{"name":"POL: Human Resource Management Models (Topic)","volume":"110 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127099037","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
The Impact of Corporate Social Responsibility on Business Performance in India 印度企业社会责任对企业绩效的影响
POL: Human Resource Management Models (Topic) Pub Date : 2017-01-25 DOI: 10.2139/ssrn.3109498
Kalpana. Koneru
{"title":"The Impact of Corporate Social Responsibility on Business Performance in India","authors":"Kalpana. Koneru","doi":"10.2139/ssrn.3109498","DOIUrl":"https://doi.org/10.2139/ssrn.3109498","url":null,"abstract":"This paper examines the question of measurability of the impact of Corporate Social Responsibility on Business Performance. It starts with describing newer trends of measuring business performance, showing that one can observe a shift from the classical short-term analysis with particular focus on indicators like shareholder value, revenue and market share toward taking also into account soft indicators, such as employee and customer satisfaction that contribute to the long-term success of a company. This approach is shown based on the Indian Quality Management (IQM) criteria. The paper goes on to give an overview of latest trends in the field of Corporate Social Responsibility and then offers a possible way to measure its impact on Business Performance on the basis of the stakeholder concept.","PeriodicalId":236420,"journal":{"name":"POL: Human Resource Management Models (Topic)","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-01-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133960145","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Pay Harmony? Social Comparison and Performance Compensation in Multi-Business Firms 和谐支付吗?多元企业的社会比较与绩效补偿
POL: Human Resource Management Models (Topic) Pub Date : 2016-12-22 DOI: 10.2139/ssrn.2419099
Claudine Gartenberg, Julie Wulf
{"title":"Pay Harmony? Social Comparison and Performance Compensation in Multi-Business Firms","authors":"Claudine Gartenberg, Julie Wulf","doi":"10.2139/ssrn.2419099","DOIUrl":"https://doi.org/10.2139/ssrn.2419099","url":null,"abstract":"Our study presents evidence that social comparison influences both the level of pay and the degree of performance sensitivity within firms. We report pay patterns among division managers of large, multibusiness firms over a 14-year period. These patterns are consistent with employees comparing pay against both their peers (horizontal comparison) and the chief executive officer (vertical comparison) within their firm. Horizontal comparison also appears to reduce pay–performance sensitivity, in accord with prior theory proposing that performance pay can lead to perceived pay inequity among employees. Taken together, our evidence suggests that agency costs and social comparison jointly influence pay within firms. The evidence also supports the notion that managers of multibusiness firms are constrained in the degree to which they can incentivize employees, given the firm-imposed reference group.The online appendix is available at https://doi.org/10.1287/orsc.2017.1109 .","PeriodicalId":236420,"journal":{"name":"POL: Human Resource Management Models (Topic)","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116832993","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 15
Romantic Relationships at Work: Why Love Can Hurt 工作中的浪漫关系:为什么爱会受伤
POL: Human Resource Management Models (Topic) Pub Date : 2015-01-01 DOI: 10.1111/ijmr.12034
F. Wilson
{"title":"Romantic Relationships at Work: Why Love Can Hurt","authors":"F. Wilson","doi":"10.1111/ijmr.12034","DOIUrl":"https://doi.org/10.1111/ijmr.12034","url":null,"abstract":"The academic community, practitioner literature and newspapers have all taken an interest in workplace romance. This paper aims to review the literature on workplace romance and to argue that the issue of power is key to understanding the negative consequences for individuals and organizations, linking workplace romance with theories or explanatory models of power. The paper first examines definitions of workplace romance, presents evidence of its prevalence, distinguishes between different types of workplace romance, and then looks at the main issues that managers and organizations face when considering the issue. The approaches taken by research in management, law, psychology and sociology are contrasted. The motivations for romance and the place of culture are described. Secrecy, gender differences and the negative and positive outcomes for men and women are discussed. The link between romance and harassment is explored. The paper looks at what organizations have done to manage romance. The research methods that have been used are reviewed, as are the gaps and weaknesses in order to make recommendations for future research. The review synthesizes accumulated knowledge in both research and practice, ending by identifying recommendations for managers.","PeriodicalId":236420,"journal":{"name":"POL: Human Resource Management Models (Topic)","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126562067","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 25
Optimal Corporate Pension Policy: A Unified Framework 最优企业养老金政策:一个统一的框架
POL: Human Resource Management Models (Topic) Pub Date : 2011-09-30 DOI: 10.2139/ssrn.1937186
Katarzyna Romaniuk
{"title":"Optimal Corporate Pension Policy: A Unified Framework","authors":"Katarzyna Romaniuk","doi":"10.2139/ssrn.1937186","DOIUrl":"https://doi.org/10.2139/ssrn.1937186","url":null,"abstract":"This paper develops a general continuous-time framework for defining optimal corporate pension policy. Interactions between the firm's optimal investment and financing policies and the defined benefit pension plan optimal portfolio strategy are studied. We prove that the three decision rules are driven by speculation and hedging motives, the latter concerning in each case both the pension plan and firm variables. We emphasize that in normal times the optimal pension portfolio rule from the equity holders' perspective is acceptable to both the participants and PBGC. Yet it is no longer the case when the firm approaches financial distress. The PBGC should then exert a much stronger control than today exerted on the sponsoring company to prevent the further deterioration of the Corporation's financial status.","PeriodicalId":236420,"journal":{"name":"POL: Human Resource Management Models (Topic)","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123940336","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 1
Management Accountants’ Participation in Strategic Management Processes: A Cross-Industry Comparison 管理会计师在战略管理过程中的参与:跨行业比较
POL: Human Resource Management Models (Topic) Pub Date : 2009-04-28 DOI: 10.5771/0949-6181-2009-3-310
B. Aver, Simon Cadez
{"title":"Management Accountants’ Participation in Strategic Management Processes: A Cross-Industry Comparison","authors":"B. Aver, Simon Cadez","doi":"10.5771/0949-6181-2009-3-310","DOIUrl":"https://doi.org/10.5771/0949-6181-2009-3-310","url":null,"abstract":"While the role of management accountants has traditionally been limited to the provision of useful information to decision-makers, recent studies show that contemporary management accountants have become an integral part of strategic decision-making processes. The findings based on a survey of 193 large Slovenian companies reveal that Slovenian accountants are relatively strongly involved in strategic management processes, although the level of participation varies intensely across industries. Participation is relatively high in contemporary manufacturing industries, the trade sector, and tourism and hospitality services, whereas it is relatively low in public services and utilities, construction, and logistics sectors.","PeriodicalId":236420,"journal":{"name":"POL: Human Resource Management Models (Topic)","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134102802","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 56
Both Market and Hierarchy: An Incentive-System Theory of Hybrid Governance Forms 市场与等级:混合治理形式的激励制度理论
POL: Human Resource Management Models (Topic) Pub Date : 2009-04-01 DOI: 10.5465/AMR.2009.36982628
Richard Makadok, R. Coff
{"title":"Both Market and Hierarchy: An Incentive-System Theory of Hybrid Governance Forms","authors":"Richard Makadok, R. Coff","doi":"10.5465/AMR.2009.36982628","DOIUrl":"https://doi.org/10.5465/AMR.2009.36982628","url":null,"abstract":"We create a taxonomy of hybrid governance forms and develop a formal theory that predicts when a given hybrid form will be efficient. Our model is unique in that we consider cross-task synergies in a multitask principal-agent model, where hybrid forms result as principals try to motivate cooperation among agents indirectly through incentives, ownership, and formal authority. We conclude with a discussion of other mechanisms that might also help us understand and predict hybrid governance forms.","PeriodicalId":236420,"journal":{"name":"POL: Human Resource Management Models (Topic)","volume":"87 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131464383","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 184
&Apos;Outside&Apos; Intervention in Japanese Companies: its Determinants and Implications for Mangers &Apos; Outside&Apos;日本企业干预的决定因素及其对管理者的启示
POL: Human Resource Management Models (Topic) Pub Date : 1993-02-01 DOI: 10.3386/W4276
S. Kaplan, Bernadette A. Minton
{"title":"&Apos;Outside&Apos; Intervention in Japanese Companies: its Determinants and Implications for Mangers","authors":"S. Kaplan, Bernadette A. Minton","doi":"10.3386/W4276","DOIUrl":"https://doi.org/10.3386/W4276","url":null,"abstract":"This paper estimates the determinants of appointments of 'outsiders' -- directors previously employed by banks or other non-financial firms -- to the boards of large (non-financial) Japanese companies. Appointments of both types of 'outsiders' increase with poor stock performance; those of bank outsiders also increase with negative current income. Appointments of bank outsiders are related to firm debt levels; those of corporate outsiders, to shareholder concentration and group affiliation, Both types of outsider appointments appear to be disciplinary -- top executive turnover increase substantially in the same year. Additional evidence on subsequent firm performance suggests that \"bank\" directors are appointed in financially distressed or contracting firms, while \"corporate\" directors are appointed in firms with temporary problems.","PeriodicalId":236420,"journal":{"name":"POL: Human Resource Management Models (Topic)","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129606502","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 24
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