المؤلفون: Heilmann, Pia

المصدر: International Journal of Human Resource Management; Jan2011, Vol. 22 Issue 1, p181-196, 16p, 1 Diagram, 1 Chart

مصطلحات موضوعية: EXECUTIVES, CAREER development, PAPER industry, DECISION making, OCCUPATIONAL training, WORK environment

مصطلحات جغرافية: FINLAND

مستخلص: The aim of this study is to examine how boundaryless career relates to competence development of managers in Finnish information and communication business sector (ICT) and paper business sector. The research was qualitative by nature and the used research method was a focused interview. The research group included 15 managers from three ICT companies in the field of software and 15 managers from three paper companies specialising in pulp, paper and paperboard manufacture. Managers were themselves responsible for updating their competence; continuous development of skills and knowledge enabled managers to make their own career decisions and manage their career. Career decisions directed the managers' further training needs. High competence level created shelter and self-confidence to managers. Managers were more committed to their competence related to the business sector than any particular organisation, and they wanted to combine work, family and hobbies in their lives as well. Only two Finnish business sectors were included in this study and the target was in the middle management level in organisations. Therefore, the study is not comprehensive. However, the results of the study give information concerning the relation between boundaryless career research and competence research in changing work environments. [ABSTRACT FROM AUTHOR]

: Copyright of International Journal of Human Resource Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Heywood, John S., Siebert, W.S., Wei, Xiangdong

المصدر: International Journal of Human Resource Management; Sep2010, Vol. 21 Issue 11, p1976-1995, 20p, 4 Charts

مصطلحات موضوعية: WORK environment, PRODUCTIVE life span, INDUSTRIAL management, EMPLOYERS, DECISION making, BUSINESS enterprises

مستخلص: We present evidence on the association between the management practices conventionally identified with high performance workplaces (HPWs) and measures of work-life balance. Our framework identifies those practices associated with workers reporting that their employer makes work-life balance commitments, and separately identifies those practices associated with workers reporting that their employer keeps the commitments they make. Our results do not support a role for HPWs in either the making or the keeping of work-life balance commitments. Rather, they suggest that where workers are interdependent - as in team production - the resulting inflexibility of time scheduling drives down work-life balance commitments. [ABSTRACT FROM AUTHOR]

: Copyright of International Journal of Human Resource Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Styhre, Alexander

المصدر: International Journal of Human Resource Management; Dec2004, Vol. 15 Issue 8, p1445-1462, 18p

مصطلحات موضوعية: PERSONNEL management, EMPLOYEE empowerment, EMPLOYEE participation in management, DECISION making, ORGANIZATIONAL behavior, INDUSTRIAL management, ORGANIZATIONAL change, DECENTRALIZATION in management, WORK environment, OCCUPATIONAL roles

مستخلص: The notion of empowerment has been used in the management discourse since at least the 1980s. As a normative model for the distribution of decision-making mandate and administrative and operative responsibilities, empowerment serves as a new shopfloor model or ideology for decentralized organizations of the new workplace. The practice of empowerment is, however, not very often empirically researched, causing a confusion about what empowerment implies in terms of shopfloor activities. This paper presents an extensive organization development programme at a Swedish telecommunication company. Rather than being an easily implemented model, empowerment appears as a complex, heterogeneous process in which the empowering of employees is embedded in local practices and workplace cultures. [ABSTRACT FROM AUTHOR]

: Copyright of International Journal of Human Resource Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Caligiuri, Paula M., Phillips, Jean M.

المصدر: International Journal of Human Resource Management; Nov2003, Vol. 14 Issue 7, p1102-1116, 15p, 4 Charts

مصطلحات موضوعية: EXPATRIATION, EMPLOYMENT in foreign countries, DECISION making, SELF-efficacy, INTERNATIONAL business enterprises, WORK environment, CAREER development, JOB descriptions, PERSONNEL management, QUALITY of work life, DECISION theory, EXPERIMENTAL design

مستخلص: Using a true experimental design in a field setting, the influence of a self-assessment realistic job preview (RJP) was examined in the context of expatriate candidates' decision-making process in a multinational company. Compared to the control group, participants receiving the RJP reported greater self-efficacy for success on a global assignment and also reported a higher perceived ability to make an informed decision as to whether to accept a global assignment. Interest in a future global assignment was not affected by the self-assessment. [ABSTRACT FROM AUTHOR]

: Copyright of International Journal of Human Resource Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: O'Driscoll, Michael P, Taylor, Paul J.

المصدر: International Journal of Human Resource Management; Dec1992, Vol. 3 Issue 3, p593-603, 11p

مصطلحات موضوعية: TRAINING of executives, OCCUPATIONAL training, SELF-congruence, JOB performance, MANAGEMENT, EMPLOYEE training, ORGANIZATIONAL behavior, WORK environment, QUESTIONNAIRES, DECISION making

مستخلص: Interviews were conducted with the human resource directors of ninety-nine randomly selected medium-large enterprises in New Zealand, to explore the gap between the principal framework of training needs analysis found in the academic literature and the methods actually used by organizations to make management training decisions. Content analyses revealed a lack of congruence between techniques recommended by training theorists and procedures used by organizations to identify their training needs. Most organizations adopted informal, relatively ad hoc approaches to making training decisions. Exploration of the methods used to make training decisions suggested that it would be beneficial to expand the training heeds analysis framework to take into account previously ignored aspects of the decision-making process. Implications for the development and application of prescriptive formulations of training needs analysis are highlighted. [ABSTRACT FROM AUTHOR]

: Copyright of International Journal of Human Resource Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)