Showing papers in "Human Resource Management in 1986"
TL;DR: In this article, the authors examined hierarchical governance in a particular brand of geocentric companies and showed that the main dividing line between exploiting competitive advantages derived from a home country base on the one hand and actively seeking advantages originating in the global spread of the firm on other.
Abstract: The hypermodern multinational corporation (MNC) is meant to convey the suspicion that some crucial aspects of developments of and in MNCs cannot be grasped by notions in the merely 'modern' schools of thought. The heterarchical MNC covers a particular brand of geocentric company, which differs significantly from a version that is likely to develop more rapidly in immediate future. Ethnocentric, companies are managed by home country people, and with time there is a lot of rotations between headquarter (HQ) and subsidiaries. The control style will vary in accordance with practice in the parent company and parent country. This chapter examines 'hierarchy' as one governance mode in geocentric firms. The heterarchical MNC differs from standard geocentric one both in terms of strategy and in terms of structure. Strategically, the main dividing line is between exploiting competitive advantages derived from a home country base on the one hand, and actively seeking advantages originating in the global spread of the firm on other.
1,319 citations
TL;DR: In this article, the strategic trade-offs involved in having customers on-site, and the HRM practices that can influence the satisfaction and performance of customers within the organization, are described.
Abstract: On-site service encounters blur the organizational boundary between employees and customers. The strategic trade-offs involved in having customers on-site, and the HRM practices that can influence the satisfaction and performance of customers within the organization, are described. Central points include the HRM practices that foster a climate for service and that provide customers the role clarity, ability, and motivation they require to contribute to service production and delivery.
510 citations
504 citations
220 citations
TL;DR: In this paper, structural and human resource management practices appropriate for different degrees of entrepreneurial activity are described, and implications for structural and HR management practices in advancing entrepreneurship are considered. But because appropriate structural practices alone are not sufficient for effectiveness, necessary human resources management practices are also described in detail.
Abstract: Two particularly important factors involved in successful corporate entrepreneurship are organization structure and human resource management practices. By selecting and implementing the appropriate structure and practices, human resource professionals can systematically foster and facilitate innovation and entrepreneurship within their organizations. The more that new and different entrepreneurial activities are needed, the more that complete structural arrangements as well as policy and procedure flexibility are needed. In this article, structural practices appropriate for different degrees of entrepreneurial activity are described. But because appropriate structural practices alone are not sufficient for effectiveness, necessary human resource management practices are also described in detail. Throughout, implications for structural and human resource management practices in advancing entrepreneurship are considered.
201 citations
175 citations
TL;DR: In this paper, the authors examine the issue of linking the selection of top-level executives with the development of these people, and make recommendations for enhancing personal learning for executives and integrating this learning with the strategic succession planning of the organization.
Abstract: This paper examines the issue of linking the selection of top-level executives with the development of these people. It first describes three stages in an organization's development of a succession system which promotes the attainment of a firm's objectives: 1) oneposition staffing, 2) replacement planning, and 3) succession planning. Then we examine the other piece to be connected to succession planning: executive learning. It is argued that most planned executive development is aimed at task learning, not personal learning. Consistent with this condition, most executive education activities overstress classroomstyle receptive methods, while neglecting active learning. Reasons for this state of affairs are proposed. The paper concludes with recommendations for enhancing personal learning for executives and for better integrating this learning with the strategic succession planning of the organization. This sort of strategic approach to executive succession is seen as the “acid test” in a firm's strategic planning process.
117 citations
TL;DR: In this paper, the use of subordinates for managerial performance appraisal is discussed and the advantages and disadvantages of using subordinates for performance appraisal have been discussed and a set of prescriptions for implementation is provided.
Abstract: The use of subordinates for managerial performance appraisal is discussed and the advantages and disadvantages are presented. While the empirical data is limited, that which does exist supports the use of subordinates for both feedback purposes and personnel decisions. A set of prescriptions is provided for implementation.
113 citations
105 citations
TL;DR: In this paper, the authors characterized succession systems in large corporations in terms of seven dimensions: formalization, control systems, resource allocation, information systems, political criteria, technical criteria, and staff role.
Abstract: In 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.
104 citations
TL;DR: The authors examines one organization in depth in order to illustrate how its human resources professionals acted in ways that unintentionally reinforced the very defensive routines that they were trying to reduce, resulting in lack of effective line leadership and increasing difficulty for management development, organizational development, education, organizational diagnosis, and compensation to achieve their objectives.
Abstract: Although human resources professionals are against the proliferation of defensive routines, they often design programs that reinforce them. This paper examines one organization in depth in order to illustrate how its human resources professionals acted in ways that unintentionally reinforced the very defensive routines that they were trying to reduce. Organizational defensive routines organized into self-reinforcing loops can result in lack of effective line leadership and increasing difficulty for management development, organizational development, education, organizational diagnosis, and compensation to achieve their objectives.
TL;DR: In this article, the authors examined human resource practices in three industries that experienced decline, and investigated the relationship of organizational performance with effective human resource management, and found that organizational performance was positively associated with HR performance.
Abstract: Unstable economic conditions, in conjunction with other external and internal influences, have prompted attempts to understand the nature of organizational decline. While a number of issues have been carefully considered in recent theory and research, little effort has been made to consider the implications of human resource management practices for firms in declining industries. The present study examined human resource practices in three industries that experienced decline, and investigated the relationship of organizational performance with effective human resource management.
TL;DR: In this paper, the authors present a point-counterpoint "debate" on the subject of matching general managers to strategies, based on a review of the relvant literature, logical reasoning, and some case evidence.
Abstract: In recent years, an emerging and increasingly popular theme in the strategic management literature has been that the selection of general managers should be tied directly to the strategies of business units they will oversee. Because different strategies imply different priorities and the need for different skills, such a proposition has obvious intuitive appeal. Beyond intuitive appeal and supporting conceptual arguments, recent empirical research on whether matching general managers to strategies “pays off” in terms of more effective strategy implementation has also yielded positive results. Despite this evidence, several arguments exist for why it may not always be feasible, necessary, or desirable to match general managers to strategies. Thus, there is need for a point-counterpoint “debate” on the subject of matching general managers to strategies. Based on a review of the relvant literature, logical reasoning, as well as some case evidence, this paper is intended to be such a debate undertaken by the author with himself. It is hoped that such a dialectical analysis will open up new avenues for productive research and also enable corporate executives to make better “managerial selection” decisions.
TL;DR: In this article, the authors observe three recent and interrelated trends in management: corporate advertising, internal marketing, and strategic management of human resources, and propose a new approach to deal with them.
Abstract: This article begins with the observation of three recent and interrelated trends in management: corporate advertising, internal marketing, and strategic management of human resources. The basic arg ...
TL;DR: In this paper, the authors explored the implementation of manufacturing process innovations through a case study that focuses on the steps taken to develop and implement a successful proprietary, computer-based parts planning process by a firm in the aerospace industry.
Abstract: The implementation of manufacturing process innovations is explored through a case study that focuses on the steps taken to develop and implement a successful proprietary, computer-based parts planning process by a firm in the aerospace industry. The issues of the case are analyzed using a conceptual framework that considers successful implementation to be a function of the nature of the innovation, the appropriate configuration of organizational structure, and the existence of a constellation of critical staffing roles. Implications for human resource management are discussed as well.
TL;DR: In this article, three core dimensions of leaders' retirement are discussed and a large-scale research project on 200 retiring leaders is presented. But the authors admit that they know little about the dynamics of leader's retirement.
Abstract: The exit and legacy of leaders can have an impact which rivals the reign of a leader. While leaders' retirement is important to us all, we know little about its dynamics. This article is part of a large research project on 200 retiring leaders. Three core dimensions of leaders' retirement are discussed.
TL;DR: The authors report the views of a national sample of 897 executives on work and retirement, and their responses have important implications for revising human resource policies in the years ahead, and propose incentives to delay retirmeent.
Abstract: As we rapidly approach the 21st century, current human resource management policies emphasizing early retirement may prove shortsighted. Changing demographics and projected labor shortages in certain critical occupations may require a reversal of present early retirement policies. This article reports the views of a national sample of 897 executives on work and retirement. We report their reactions to pressures for early retirement, their responses to proposed incentives to delay retirmeent, and finally, their planned post retirement activities. Their responses have important implications for revising human resource policies in the years ahead.
TL;DR: In this article, a study of the development and diffision of a new corporate philosophy in three corporate divisions of the Scandinavian Airlines System (SAS) is presented, where the corporate philosophy, representing strongly held assumptions, beliefs, and values guide the strategic change.
Abstract: This 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.
TL;DR: In this article, the dynamic context related to the organizational life cycle, evolutionary and planned change, and cultural transformation is described, and roles that provide guidance for executive assessment and development, and especially for selection are explicated.
Abstract: Given the increasing changefulness of organizational circumstances, the change and transition role of executives takes on increasing prominence. This essay describes the dynamic context related to the organizational life cycle, evolutionary and planned change, and cultural transformation. Executive roles that provide guidance for executive assessment and development, and especially for selection, are explicated.
TL;DR: In this paper, a model of the cycle of participative management is introduced, which outlines the stages of organization maturity and the appropriate management roles for each stage, and the manager acts as a Leader, Facilitator, Enabler and Coach.
Abstract: Although participative management supposedly cures the ills of low morale and productivity, managers in these organizations are often frustrated with their jobs. Part of this frustration may come from not understanding their changing roles in participative work systems. In this paper I introduce a model of the cycle of participative management which outlines the stages of organization maturity and the appropriate management roles for each stage. I also discuss how the manager acts as a Leader, Facilitator, Enabler, and Coach. My purpose is to help Human Resource Managers understand how management roles will change as the organization evolves to a mature participative work system and to show how they can support this challenging transformation.
[...]
TL;DR: In this article, interviews with 26 CEOs across a wide variety of industries reveal their concerns as well as agenda and behavior. The issues discussed have been placed against four intellectual frameworks to get a better picture of CEO concerns.
Abstract: Interviews with 26 CEOs across a wide variety of industries reveals their concerns as well as agenda and behavior The issues discussed have been placed against four intellectual frameworks to get a better picture of CEO concerns These executives frequently ponder institutional and corporate strategy but very seldom business strategy and competitive markets The plurality of the concerns deal with issues of management development and human resource management Where the question is one of changing or redirecting the strategy of the firm, it is often put in the context of looking inside the firm at top managers and organization culture