Bimonthly "Human Resource Management" (HRM)
Table of Contents - 6/2006 (english version)
From the Editor - Stanisława Borkowska
ARTICLES
Janusz Strużyna The Doubts of a Proponent of Human Resource Management
The field of HRM has been subject to development by many researchers and practitioners for many years. A considerable number of studies is being created and thousands of research questions are being undertaken, as is reported by web sites and publications. In spite of such achievements, the supporters of HRM ideas have had many doubts. The choice of questions discussed below is subjective in character, but efforts were made to arrange them into five issues of basic importance to scientific research. In the case of every issue, attempts were made at proceeding in the following manner: Firstly, a brief review of literature was carried out, where the views of different authors were compared; secondly, profound analysis of the literature was conducted; finally, efforts were made to fish out possible doubts and to present propositions for clarifying such doubts. The paper ends with an overview of a model of change in the field of HR. Work on it will also make it possible to identify further research directions.
Randall Schuler and Ibraiz Tarique Issues, Challenges, and Concerns in Four Contemporary Themes in International Human Resource Management
Multinational enterprises recognize that international human resources management plays an important role in gaining and retaining competitive advantage in today's highly competitive global business environment. The field of international human resource management is about understanding, researching, applying, and revising all human resource activities in their internal and external contexts as they impact the processes of managing human resources in multinational enterprises throughout the global environment to enhance the experience of multiple stakeholders. The pur-pose of international human resource management is to enable the
firm-the multinational enterprise—to be globally successful. In this article, we update and summarize findings from our research related to four important and contemporary themes that have emerged in recent years in the field of international human resource management: 1) Global Staffing; 2) Composing a Multinational Workforce; 3) Developing a Multinational Workforce; and 4) Cross-Border Alliances.
Stanisława Borkowska Corporate Social Responsibility: A New HRM Dimension
One of the new directions in the development of strategic HRM is its extension to include a new field. The question is whether or not corporate social responsibility based on the organization taking into account the good of its stakeholders in realizing its own aims is also an extension of HRM. One of the three pillars of corporate social responsibility-apart from company responsibility in business-to-business relations and its environmental responsibility-is the social responsibility of the organization in terms of the local community and its employees. This entire pillar fits into the broad concept of HRM, while in the case of a narrower understanding it involves only social responsibility in terms of organization employees. It is this which is the subject of further consideration. The objective of this article is a discussion on the needs, opportunities, and dilemmas tied with the development of corporate social responsibility within the framework of HRM.
Chris Brewster HRM in the UK: Issues and Trends
Overall, HRM in the UK remains as fixed in its environment as HRM in any other country. It shares some aspects with the USA and some with Europe, but it remains distinctive. The basic HRM functions and the basic situation of HRM appear to change much more slowly than many of the specialists and commentators, especially the large consultancies, would have us believe. There are some new issues that seem to be absorbing a lot of energy of HR specialists at the moment-e-HRM, dealing with an aging workforce, and talent management and coaching-and it will be interesting to see whether they become embedded in the scene or turn out to be passing fads.
Paul K. Toulson, and Meredith K. Defryn The Development of HRM in New Zealand
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.
LEADERS' FORUM
Bogusława Urbaniak and Aleksy Pocztowski
Trends in Human Resource Management in Light of the Experiences of Companies Taking Part in the Human Resource Management Leader Competition
COMMUNIQUES
Artur Kazmierczak and Katarzyna Sowińska-Bonder 2007 HR Trends in Poland: Current State and Development Plans of the HR Function in Poland
This autumn, Deloitte and Nowoczesna Firma co-authored a second edition of the "HR Trends in Poland" report. It presents the key initiatives and strategic directions of the HR function in Polish enterprises and institutions in 2007. The report was prepared on the basis of research conducted among more than one hundred HR directors in Polish organizations. The dramatic change of the job market conditions that took place in 2006 verified the aspirations and plans of HR departments, which they shared in 2005. Faced with a time of crisis, high employee turnover, pressure on salary growth, and a dearth of candidates to fill vacancies, it turned out that HR departments were unarmed and taken completely aback. At this point, it became clear that lack of HR strategic planning and insufficient insight into the job market left most of the organizations incapable of achieving their ambitious, well thought-out business strategies.
PORTFOLIO OF METHODS AND TOOLS
Mascha Nagel and Tjerk-Jan Adema
HRM Maturity: How Perfect Do You Want To Be?
In recent years, HR directors have been challenged to fully align HRM to corporate business objectives and become a business partner for management. This implies that HRM needs to focus on providing added value to the company. That means grading up internal customer satisfaction by improving the quality of the service delivered as well as to make HR performance and its contributions to the business transparent. This article focuses on the use of an HR process maturity model contributing to being able to decide how perfect one wants to be, or in other words, how to make HRM-especially its processes-"fit for purpose".
REVIEWS. DISCUSSIONS
Ronald J. Burke and Cary L. Cooper, Reinventing Human Resource Management: Challenges and New Directions
- Janusz Strużyna
Aleksy Pocztowski, Zarządzanie Zasobami Ludzkimi [Human resource management] - Marta Juchnowicz
FROM THE PUBLISHER'S SHOWCASE
HRM Trends (A Selection of Polish and English Literature from the Years
2003-2006) - Alina Kulesza
CHRONICLES. INFORMATION
5th Edition of the Investor in People Certification Program -
Jolanta Suchlabowicz
IVth HR Congress - On The Right Way - Monika Nowacka-Sahin
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