基于企业生命周期的人力资源经理角色分析

文章从企业生命周期的角度,探讨了人力资源经理在不同阶段主要扮演的角色,为企业选拔和培训人力资源经理提供新的视角。将企业生命周期分为创业期、成长期、成熟期和衰退期四个阶段,依据企业生命周期不同阶段的特点及人力资源管理的策略,得出人力资源经理在不同阶段分别主要扮演战略合作伙伴、HRM专家、员工激励者、变革推动者的角色。     

Food hygiene practices in different food establishments

The aim of this study was to investigate three dimensions of food hygiene in three European cities - Belgrade, Thessaloniki and Porto. The first dimension of the survey was to evaluate the level of hygiene in different food establishments supplying food direct to consumers. A total of 91 food businesses were included in the survey with 30 food businesses from Belgrade and Porto, and 31 from Thessaloniki. In parallel with scoring the premises, the second dimension of the study was to examine the opinion of managers of these food establishments regarding food hygiene rating. Finally, in order to justify the importance of food hygiene, the research covered consumers' perception regarding food safety and hygiene practices in the three European cities. A total of 600 respondents were interviewed in the survey, 200 respondents per city.This study confirmed that HACCP as a concept is important and major differences in the level of food hygiene in food establishments are based on HACCP status rather than type and size of food establishment. The analysis revealed hygiene and food preparation as the predominant in low ranking of food hygiene and safety procedures, followed by inadequate layout as predominant factor in evaluating structural requirements. Also, the obtained results indicated greater level of hygiene in food establishments in Thessaloniki and Porto, than in Belgrade. Managers' opinion confirms their belief that a transparent food hygiene rating of all food establishments could lead to improved business. Finally, respondents in all cities confirmed their awareness of the importance of food hygiene and indicated kitchen related statements as the most influential.     

A non-results-based effectiveness index for construction site managers

A method is presented for non-results-based effectiveness indexing of construction site managers (CSMs). The 52 competence element index is based on previous research on construction-specific competency elements and stakeholder assessment systems. The method was qualitatively assessed through industry focus groups and quantitatively validated through an empirical study. The performance of 61 Australian CSMs was evaluated by 329 peers, superiors and subordinates. The measurement tool successfully measured each individual's level of ability on each competence element and produced an individual effectiveness score for each CSM. The application of the method resulted in the identification of three levels of effectiveness: a distinct and homogeneous ‘elite’ group of very effective CSMs; a very low performing control group of former CSMs; and a group of CSMs that are adequately effective. The development and validation of the method are provided, plus some insights into the characteristics of each of the groups identified.     

Managerial Competencies of Female and Male Construction Managers

Women hold relatively few project management positions in the construction industry. Most studies conclude that women’s exclusion from the industry is mostly due to the industry’s male-dominated culture, but no study ever attempted to find out whether women are excluded from project management positions in construction because they are deficient in managerial competencies. This study evaluates the managerial competencies of female project managers by administering a competency assessment test and comparing the results with the managerial competencies of male project managers. The management development questionnaire was used, where competency is defined by subjective comparison. All respondents occupied project management positions and were assessed in 20 different competencies. The study concluded that female project managers do not differ much from male project managers in terms of their managerial behaviors but perform better in “sensitivity,” “costumer focus,” and “authority and presence.”     

Assessment with 360° Evaluations of Leadership Behavior in Construction Project Managers

Although the literature documents substantial research on enhancing the performance of construction project managers, one central component has been inadequately researched: leadership behaviors. This study of a major construction company had two objectives: (1) to analyze the differences in leadership behaviors between a top performing group and a control group of construction project managers; and (2) to identify the causal influences for those leadership behavior differences. This paper addresses the first objective. Of 335 construction project managers, 40 were identified as top performers and 40 were selected randomly from the remaining 295 to serve as controls. The final two groups (35 top performers and 33 controls who completed the evaluation) were not significantly different in terms of age, gender, type/amount of formal education, or type of project experience. A 360° leadership evaluation found that the top performers had quantifiably better leadership behaviors than the controls. These findings may indicate a need in the construction industry for a comprehensive leadership culture, including leadership training and development programs.     

Public versus Private Perceptions on Hiring an External Program Manager

As construction industry service providers have expanded their service offerings to meet the demands of construction owners, new management techniques have evolved. One of these management techniques, program management, has emerged as a service offering that covers all aspects of the construction life cycle. This paper reviews specific topics related to the hiring of an external program management service provider, including fees, types of firms, factors considered, and organizational models. Each of these topics was addressed in a recent survey of nonresidential construction industry owners. The survey results are first presented for all respondents and are then segregated by sector (public and private sector respondents). It is apparent that the use of program management firms is still lacking in comparison to the use of other firms and service providers and that construction owners typically use an organizational model that allows them to retain control of their construction program, which true external program management does not. Also, the survey results showed differences between the public and private sectors in the factors considered when hiring a program manager. Because program management is the ultimate form of outsourcing, it is both a particularly timely topic and a topic that is very relevant to construction professionals.     

An evaluation of the effects of the occupational safety and health inspectors’ supervision in workplaces

The aim of this study was to investigate the effects of the administrational supervision of occupational safety and health (OSH) inspectors in the workplaces that they inspect. In the questionnaire survey, the respondents were OSH managers and workers’ OSH representatives in the chemical companies’ plants. For workers, the aggregated variable ‘General OSH enforcement operations’ was positively related to the aggregated variable ‘Effects of the current OSH inspection’. In contrast, for the OSH managers, the corresponding data did not reveal any correlation. The professional competence in carrying out the OSH inspections was positively related to the different variables of the aggregated variable ‘Effects of the current OSH inspection (Outputs)’. In contrast, for the workers’ OSH representatives, the analysis failed to confirm this relationship. The present findings are that OSH managers and workers’ OSH representatives desired that the OSH inspector should follow up more effectively that OSH management systems are being implemented in practice. They should provide more advice to workplaces in order to help them to exceed the minimum level laid down by law. Workers’ OSH representatives expressed clearly that the OSH inspector should more often impose binding obligations. The professional skills of the OSH inspectors need to correspond better to the needs of today's working life and to be able to react to system changes in the workplaces. The OSH enforcement approach should become more uniform and be harmonized between the individual OSH inspectors and the OSH agencies. The development of the quality of OSH inspections and the professional competence of inspectors are important aspects from the point of the effectiveness.     

基于系统思考的家族企业职业经理人薪酬激励机制研究

职业经理人作为一种稀缺性资源,在家族企业的决策经营与内外资源配置方面起着重要作用。本文在现有家族企业职业经理人薪酬激励机制理论的基础上,采取系统思考研究方法,探析了目前家族企业职业经理人薪酬激励存在的问题,并对经理人薪酬决定的评价因素及变量进行分析,构建家族企业职业经理人薪酬激励机制的系统因果关系模型。     

Perceptual Control: Leading Uncontrollable People

ABSTRACT

The leadership challenge is to guide, coordinate, direct, and, yes, control outcomes from combined efforts of associates while allowing them to direct and control themselves. This final article in a series focuses on the hierarchical nature of human experience and extends the application of hierarchical perceptual control theory (HPCT) to several leadership issues. The testable principles of HPCT have enabled the operation of our nervous system to be demonstrated in working models. The explanation HPCT offers for human behavior can be the foundation for successes of modern engineering management.     

论经理层的激励与约束机制

在分析经理层法律地位的基础上,探讨了经理层的激励与约束机制,从而主张通过公司法的改良来完善我国在此方面的立法与实践.