国立中大学人资所.pptVIP

2007/11/2 博学之，审问之，慎寺之，明辩之，笃行之。精心整理，欢迎收藏 High Performance Work System Practices in International Affiliates of American MNCs: Cultural and Institutional Influences John J. Lawler Institute of Industrial and Labor Relations University of Illinois at Urbana-Champaign Shyh-jer Chen Institute of Human Resource Management National Sun Yat-Sen University Kaohsiung, Taiwan Pei-Chuan Wu School of Business National University of Singapore HR System and Firm Performance Competitive advantage from internal resources--Jeffrey Pfeffer (1994; 1998) Competitive advantage from external resources--Michael Porter (1980; 1985) One best way conclusion from Jeffrey Pfeffer HR Practices and Firm Performance Competitive Advantage from Michael Porter, 1980 Several fundamental competitive forces that determine the ability of firms in an industry to earn above-normal returns:(產業的競爭優勢決定於下列幾個因素） the entry of new competitors（新競爭者的進入） the threat of substitutes（替代品的威脅） the bargaining power of buyers（買者的爭議力） the bargaining power of suppliers（供應商的爭議力） the rivalry among existing competitors（現有的對手） product and process technology（產品的技術） HR practices and Firm Performance Competitive Advantage through People, Jeffrey Pfeffer, 1994 Five top-performing firms from 1972 to 1992 Plenum Publishing (15,689%) Circuit City (a video and appliance retailer; 16,410%) Tyson Foods (a poultry producer; 18,118%) Wal-mart (a discount chain; 19,807%) Southwest Airline (21,775%) HR Practices and Firm Performance Resource-based View (Barney, 1991) --Rare, non-substitutable, valuable, inimitable. --causal ambiguity: hard to understand the link between resource and competitiveness. --social complexity: culture, interpersonal relationship, company reputation. HR Practices and HR System The content of HR practices Theory-Driven Data-Driven (Cluster analysis, Exploratory factor analysis) HR practices—formative or reflective HR architecture (Lepak Snell, 1999) Managerial vs. non-managerial HR policy, practice,