Peer evaluation has recently become popular as an alternative to traditional performance appraisal. Research has described peer evaluation's growing use, its potentially high validity and some of its related psychological mechanisms, but has not developed a framework for measuring or predicting its success. This paper proposes such a framework and examines its elements in a multi-method field study. Several context, design and implementation factors are found to correlate with successful peer evaluation. Based on the findings, a dynamic model is developed, and implications are discussed.
{"title":"Conditions for the success of peer evaluation","authors":"M. Peiperl","doi":"10.1080/095851999340413","DOIUrl":"https://doi.org/10.1080/095851999340413","url":null,"abstract":"Peer evaluation has recently become popular as an alternative to traditional performance appraisal. Research has described peer evaluation's growing use, its potentially high validity and some of its related psychological mechanisms, but has not developed a framework for measuring or predicting its success. This paper proposes such a framework and examines its elements in a multi-method field study. Several context, design and implementation factors are found to correlate with successful peer evaluation. Based on the findings, a dynamic model is developed, and implications are discussed.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"24 1","pages":"429-458"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76303834","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Industrial relations are fraught with latent tensions as the major parties jostle to assert their roles in the organization of production. Consequently, information in this field is jealously guarded by hegemonic powers who seek to maintain their advantaged position within the power structure of society. This is particularly the case under authoritarian regimes, where access to information about subordinate classes is regularly suppressed as part of the attempt to deny the possibilities and potential of their existence.
{"title":"Knowledge regimes and political power: the social construction of knowledge","authors":"H. A. Yun","doi":"10.1080/095851999340080","DOIUrl":"https://doi.org/10.1080/095851999340080","url":null,"abstract":"Industrial relations are fraught with latent tensions as the major parties jostle to assert their roles in the organization of production. Consequently, information in this field is jealously guarded by hegemonic powers who seek to maintain their advantaged position within the power structure of society. This is particularly the case under authoritarian regimes, where access to information about subordinate classes is regularly suppressed as part of the attempt to deny the possibilities and potential of their existence.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"1 1","pages":"996-1005"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77568476","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Introduction to the symposium: doing research in comparative industrial relations","authors":"R. Lansbury, Nick Wailes","doi":"10.1080/095851999340053","DOIUrl":"https://doi.org/10.1080/095851999340053","url":null,"abstract":"","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"59 1","pages":"967-970"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74509978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The dynamics of convergence and divergence in organizations and managerial practices worldwide have attracted attention in a range of management disciplines (e.g. Adler et al ., 1986; Douglas and Wind, 1987; Levitt, 1983; Sparrow et al ., 1994). This paper explores and questions the proposition that organizations are becoming more similar in terms of macro-level variables (convergence), but maintaining their culturally based dissimilarities in terms of micro-level variables (divergence) (Adler et al ., 1986). A conceptual framework and propositions that depict the dynamics of macro-, micro- and meso-level variables and the modes of change associated with these are presented and applied to international human resource management. The framework and propositions are offered as a guide for future research exploring convergence and divergence issues.
世界范围内组织和管理实践的趋同和分歧的动态已经引起了一系列管理学科的注意(例如Adler等人，1986;道格拉斯和温德，1987;莱维特,1983;Sparrow et al .， 1994)。本文探讨并质疑组织在宏观层面变量(趋同)方面变得越来越相似，但在微观层面变量(分歧)方面保持其基于文化的差异性(Adler et al .， 1986)。提出并应用于国际人力资源管理的概念框架和命题，描述宏观、微观和中观层次变量的动态以及与这些变量相关的变化模式。本文提出的框架和命题为未来研究趋同与发散问题提供了指导。
{"title":"Reassessment of convergence and divergence dynamics: implications for international HRM","authors":"S. McGaughey, H. Cieri","doi":"10.1080/095851999340530","DOIUrl":"https://doi.org/10.1080/095851999340530","url":null,"abstract":"The dynamics of convergence and divergence in organizations and managerial practices worldwide have attracted attention in a range of management disciplines (e.g. Adler et al ., 1986; Douglas and Wind, 1987; Levitt, 1983; Sparrow et al ., 1994). This paper explores and questions the proposition that organizations are becoming more similar in terms of macro-level variables (convergence), but maintaining their culturally based dissimilarities in terms of micro-level variables (divergence) (Adler et al ., 1986). A conceptual framework and propositions that depict the dynamics of macro-, micro- and meso-level variables and the modes of change associated with these are presented and applied to international human resource management. The framework and propositions are offered as a guide for future research exploring convergence and divergence issues.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"124 1","pages":"235-250"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79494198","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Much of the existing literature on the co-ordination and control of HRM in MNEs is written from the perspective of the 'view from above' that often ignores or plays down the politics and changing nature of the relationships between the centre and its subsidiaries. In this paper, we take a 'view from below' in exploring the politics of change in CASHCO, a well-known US MNE. The case study documents the motivation and ability of a UK subsidiary of CASHCO to respond positively to the centralized control of HRM through the near-constant transfer of US 'best practice' over a period of two decades. During this time, the UK subsidiary transformed itself from a loss-making, resource-dependent manufacturer to one that is a world leader in its particular field. In doing so, it had much less incentive to follow the lead of its less successful US headquarters and responded accordingly to ethnocentric control from the US through a range of political strategems. We conclude, first, that different strategies of HRM cont...
{"title":"Co-ordination and control of human resource management in multinational firms: the case of CASHCO","authors":"G. Martin, P. Beaumont","doi":"10.1080/095851999340611","DOIUrl":"https://doi.org/10.1080/095851999340611","url":null,"abstract":"Much of the existing literature on the co-ordination and control of HRM in MNEs is written from the perspective of the 'view from above' that often ignores or plays down the politics and changing nature of the relationships between the centre and its subsidiaries. In this paper, we take a 'view from below' in exploring the politics of change in CASHCO, a well-known US MNE. The case study documents the motivation and ability of a UK subsidiary of CASHCO to respond positively to the centralized control of HRM through the near-constant transfer of US 'best practice' over a period of two decades. During this time, the UK subsidiary transformed itself from a loss-making, resource-dependent manufacturer to one that is a world leader in its particular field. In doing so, it had much less incentive to follow the lead of its less successful US headquarters and responded accordingly to ethnocentric control from the US through a range of political strategems. We conclude, first, that different strategies of HRM cont...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"30 2 1","pages":"21-42"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90580141","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article explores the effects on employees of co-operation and conflict the workplace, outlining six workplace types. A survey of union representatives UK steel industry reveals evidence of co-operative industrial relations linked to superior terms and conditions, employee involvement and health and safety outcomes. However, it fails to find evidence that co-operative industrial relations are associated a broader HRM package of workplace restructuring, high performance work teams security provisions. Nor is any association revealed between co-operation and a greater role for trade unions. These findings suggest workplace co-operation in this industry remains part of a traditional gainsharing package and an 'alliance of insiders' than an HRM partnership or union incorporation. This raises broader questions the ability of co-operation to deliver important aspects of organizational competitive advantage.
{"title":"Co-operation and conflict in industrial relations: what are the implications for employees and trade unions?","authors":"Nicolas Bacon, P. Blyton","doi":"10.1080/095851999340314","DOIUrl":"https://doi.org/10.1080/095851999340314","url":null,"abstract":"This article explores the effects on employees of co-operation and conflict the workplace, outlining six workplace types. A survey of union representatives UK steel industry reveals evidence of co-operative industrial relations linked to superior terms and conditions, employee involvement and health and safety outcomes. However, it fails to find evidence that co-operative industrial relations are associated a broader HRM package of workplace restructuring, high performance work teams security provisions. Nor is any association revealed between co-operation and a greater role for trade unions. These findings suggest workplace co-operation in this industry remains part of a traditional gainsharing package and an 'alliance of insiders' than an HRM partnership or union incorporation. This raises broader questions the ability of co-operation to deliver important aspects of organizational competitive advantage.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"8 1","pages":"638-654"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88127261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Michael G. Harvey, M. Buckley, M. Novicevic, Danielle S. Wiese
The increasing complexity of expatriate assignments and the increasing rate of failure of expatriated managers would appear to necessitate heightened attention to socializing and mentoring the expatriate while overseas. It is proposed in this paper that a multi-stage global mentoring programme could help to provide effective socialization of expatriates and could facilitate adjustment during their overseas assignments. The need for mentors may be particularly acute for expatriate dual-career couples where the international relocation has a significant impact on the trailing spouse. The theoretical foundation for global mentoring which seems to be most applicable is a sense-making and sense-giving perspective.
{"title":"Mentoring dual-career expatriates: a sense-making and sense-giving social support process","authors":"Michael G. Harvey, M. Buckley, M. Novicevic, Danielle S. Wiese","doi":"10.1080/095851999340161","DOIUrl":"https://doi.org/10.1080/095851999340161","url":null,"abstract":"The increasing complexity of expatriate assignments and the increasing rate of failure of expatriated managers would appear to necessitate heightened attention to socializing and mentoring the expatriate while overseas. It is proposed in this paper that a multi-stage global mentoring programme could help to provide effective socialization of expatriates and could facilitate adjustment during their overseas assignments. The need for mentors may be particularly acute for expatriate dual-career couples where the international relocation has a significant impact on the trailing spouse. The theoretical foundation for global mentoring which seems to be most applicable is a sense-making and sense-giving perspective.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"25 1","pages":"808-827"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83394646","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In Australia, as elsewhere, much research in the field of vocational education and training has focused on the supply side of the training market. Research has been driven by the perceived need to reform the public provision of training to create a more highly skilled national workforce upon which enterprises can draw to improve their competitiveness. Little, however, is known about the demand side. In particular, the processes of training within the enterprise, while often maligned publicly as being low in quantity and quality, have remained relatively unexplored. This paper reports the results from a two-year study of the determinants of training in a range of Australian privatesector enterprises. Forty-two case studies of enterprises from five industry sectors were undertaken and a national survey of 1,760 enterprises. The resulting data set is a unique record of the training arrangements that exist within contemporary Australian enterprises.
{"title":"What drives enterprise training? Evidence from Australia","authors":"Andrew M. Smith, G. Hayton","doi":"10.1080/095851999340549","DOIUrl":"https://doi.org/10.1080/095851999340549","url":null,"abstract":"In Australia, as elsewhere, much research in the field of vocational education and training has focused on the supply side of the training market. Research has been driven by the perceived need to reform the public provision of training to create a more highly skilled national workforce upon which enterprises can draw to improve their competitiveness. Little, however, is known about the demand side. In particular, the processes of training within the enterprise, while often maligned publicly as being low in quantity and quality, have remained relatively unexplored. This paper reports the results from a two-year study of the determinants of training in a range of Australian privatesector enterprises. Forty-two case studies of enterprises from five industry sectors were undertaken and a national survey of 1,760 enterprises. The resulting data set is a unique record of the training arrangements that exist within contemporary Australian enterprises.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"12 1","pages":"251-272"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84381372","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ulrich's recent influential claim is that the personnel function needs to be seen in terms of its multiple roles. This paper aims to deepen this kind of analysis in two ways: by focusing on specific areas of personnel work and by looking at the processes - in particular, the relationships with other organizational actors - through which these roles are assumed. A case study of the personnel function in a UK health service trust examines three areas: local pay, competence-based recruitment and skill mix. In looking at the development of the function's role in each of these, the analysis concentrates on its relationship with middle-level operational managers. The case reveals differences in perception between the personnel function and the middle managers, and shows how the relationship between the two groups shapes the role the function takes on in each of the areas examined.
{"title":"The role of the personnel function: roles, perceptions and processes in an NHS trust","authors":"S. Procter, G. Currie","doi":"10.1080/095851999340134","DOIUrl":"https://doi.org/10.1080/095851999340134","url":null,"abstract":"Ulrich's recent influential claim is that the personnel function needs to be seen in terms of its multiple roles. This paper aims to deepen this kind of analysis in two ways: by focusing on specific areas of personnel work and by looking at the processes - in particular, the relationships with other organizational actors - through which these roles are assumed. A case study of the personnel function in a UK health service trust examines three areas: local pay, competence-based recruitment and skill mix. In looking at the development of the function's role in each of these, the analysis concentrates on its relationship with middle-level operational managers. The case reveals differences in perception between the personnel function and the middle managers, and shows how the relationship between the two groups shapes the role the function takes on in each of the areas examined.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"149 1","pages":"1077-1091"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77895314","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study illuminates and analyses the main features of personnel management (henceforth PM) policies for workplace restructuring in Korean manufacturing firms during the 1990s and their implications for industrial relations at the enterprise level. According to national data on the recent evolution of enterprise bargaining agreements, popular PM policies took the forms of numerical and financial flexibility, while union intervention in implementing those policies was low. Other firm-level data in this study showed that those PM policies have reduced the organizational and bargaining power of enterprise unions by threatening employment security. Those distinct features of PM policies are closely related to other elements of corporate management as well as to the distinct stage of union growth. Those specific characteristics in both corporate management and union growth have been shaped by distinct economic, political, legal, social and cultural environments prevailing in Korea over the last four decades.
{"title":"Personnel management policies for workplace restructuring and their implications for industrial relations: a case in Korea from a comparative perspective","authors":"Jooyeon Jeong","doi":"10.1080/095851999340657","DOIUrl":"https://doi.org/10.1080/095851999340657","url":null,"abstract":"This study illuminates and analyses the main features of personnel management (henceforth PM) policies for workplace restructuring in Korean manufacturing firms during the 1990s and their implications for industrial relations at the enterprise level. According to national data on the recent evolution of enterprise bargaining agreements, popular PM policies took the forms of numerical and financial flexibility, while union intervention in implementing those policies was low. Other firm-level data in this study showed that those PM policies have reduced the organizational and bargaining power of enterprise unions by threatening employment security. Those distinct features of PM policies are closely related to other elements of corporate management as well as to the distinct stage of union growth. Those specific characteristics in both corporate management and union growth have been shaped by distinct economic, political, legal, social and cultural environments prevailing in Korea over the last four decades.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"30 1","pages":"89-107"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83240818","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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