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Article
Publication date: 1 January 1975

John Henstridge

The paper suggests that traditional descriptive approaches to Personnel Management do not successfully answer the question ‘what is Personnel Management?’, nor do they…

Abstract

The paper suggests that traditional descriptive approaches to Personnel Management do not successfully answer the question ‘what is Personnel Management?’, nor do they explain the way in which it actually exists in work organizations. A framework for analysis is proposed, looking at work organizations from the perspective of the Personnel Manager; it is suggested that this framework may help to answer some of these questions, provide a means of exploring the phenomenon of Personnel Management and also of studying it as a subject and a meeting point of disciplines.

Details

Personnel Review, vol. 4 no. 1
Type: Research Article
ISSN: 0048-3486

Article
Publication date: 1 January 1991

Ian Clark and Tim Clark

It has recently been argued that the use of external consultants isindicative of a crisis in personnel management. However, the use ofconsultants, of whatever type, has…

Abstract

It has recently been argued that the use of external consultants is indicative of a crisis in personnel management. However, the use of consultants, of whatever type, has not been adequately explained for a number of reasons. The reasons underlying the increasing usage of external consultants by personnel is a form of defence, allowing it to shed some activities thereby strengthening its position within the organisation. To illustrate this argument the reasons for the growth in the use of a particular type of consultant by personnel – executive recruitment consultancies – are considered. The results reported draw on two major surveys. The first was directed at executive consultancies whereas the second was directed at corporate personnel directors in the Times 100 companies. Response rates of 42 per cent and 55 per cent were achieved.

Details

Personnel Review, vol. 20 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 11 July 2022

Yi Wang, Xiaopeng Deng and Hongtao Mao

This paper aims to explore the key risk factors affecting the Personnel Localization Management of international construction projects under the major public emergencies…

Abstract

Purpose

This paper aims to explore the key risk factors affecting the Personnel Localization Management of international construction projects under the major public emergencies represented by the novel coronavirus pneumonia pandemic (hereinafter COVID-19) and how the public emergency affected the Personnel Localization Management from three levels: staff turnover rate, the number of different personnel, the salary and performance of workers. The paper also helps to enhance the construction enterprises' response capacity of major public emergencies and provides a comprehensive framework of optimization strategies for the Personnel Localization Management of international construction projects (hereinafter projects).

Design/methodology/approach

The main research method of this paper is the case study, and ten representative international construction projects are selected for case study in China construction enterprises (hereinafter CCE). And this study used the failure mode and effects analysis (FMEA) and comparative analysis to find out all potential risk factors under the COVID-19 and analyze how the epidemic affects the Personnel Localization Management of projects which based on the primary data from 10 projects obtained through in-depth interviews and the secondary data from China First Metallurgical Group and Central South Construction Group's Overseas Enterprise.

Findings

The findings show that the outbreak of the major public emergencies not only greatly increased eight risk factors but also directly led to an increase in staff turnover rate. Meanwhile, the numbers of Chinese and local managers and workers are all affected, and an increase in the number and the salary performance of local workers can be reduced, to a certain extent, to the cost-to-output ratio of the projects. The findings would help construction enterprises better cope with Personnel Localization Management and enhance the response capacity of major public emergencies.

Research limitations/implications

This study will broaden researchers' horizons regarding “Personnel Localization Management under major public emergencies” and “risk factors of Personnel Localization Management in an international context.” Furthermore, construction enterprises looking for a better mechanism of Personnel Localization Management can benefit from research findings and lessons learned from the authors' case study during or before an outbreak of major public emergency. Lastly, the framework of optimization strategies for Personnel Localization Management can be used both for research purposes and practice issues in international construction projects.

Practical implications

The findings from the authors' case study offer the direction for international construction enterprises in China and other countries to formulate effective measures, strengthen overseas business and establish a crisis management mechanism for Personnel Localization Management under major public emergencies, and the findings provide emergency plans for projects to improve the public crisis handling capacity and respond to major public emergencies such as the COVID-19.

Social implications

This study analyzes the impact of the COVID-19 on the Personnel Localization Management of international construction projects from the perspective of personnel. This study provides a theoretical reference for the international construction industry to actively respond to major public emergencies. Besides, the research is conducive to improving the emergency response mechanism in the construction industry, and further promoting the high-quality and globalized development of international construction.

Originality/value

This study provides other researchers with a comprehensive understanding of the risk factors affecting the Personnel Localization Management of projects under the COVID-19 and insight for further research on localization management, risk management, and project management.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 1 June 1988

Derek Torrington

The concept of human resources could be a significant development for the personnel function, with a change of emphasis with implications as far reaching as the evolution…

1480

Abstract

The concept of human resources could be a significant development for the personnel function, with a change of emphasis with implications as far reaching as the evolution of sales into marketing or of works management into operations management. On the other hand, it could be a simple novelty with only minor ramifications. What seems quite clear at the moment is that there is little consensus about what human resources management (HRM) actually is among either practitioners or academics. A shift in emphasis within and around the personnel function of organisations is clear, with personnel management tending to decline and for human resources management to increase, but this is often no more than changes of labels, and few people have a clear view of what they are doing and of the way in which their situation is changing(p. 178). In the academic world, we now see university chairs in human resources management being established, although no British university ever had a chair in personnel management.

Details

Personnel Review, vol. 17 no. 6
Type: Research Article
ISSN: 0048-3486

Article
Publication date: 1 May 1989

Karen Legge

The monograph analyses (a) the potential impact of informationtechnology (IT) on organisational issues that directly concern thepersonnel function; (b) the nature of…

Abstract

The monograph analyses (a) the potential impact of information technology (IT) on organisational issues that directly concern the personnel function; (b) the nature of personnel’s involvement in the decision making and activities surrounding the choice and implementation of advanced technologies, and (c) their own use of IT in developing and carrying out their own range of specialist activities. The monograph attempts to explain why personnel’s involvement is often late, peripheral and reactive. Finally, an analysis is made of whether personnel specialists – or the Human Resource Management function more generally – will play a more proactive role in relation to such technologies in the future.

Details

Personnel Review, vol. 18 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 November 1997

Gerald Vinten, David A. Lane and Nicky Hayes

There can be no doubt that the small and medium sized enterprise (SME) plays a pivotal role in most if not all economies, and that social policy makers have an interest in…

1489

Abstract

There can be no doubt that the small and medium sized enterprise (SME) plays a pivotal role in most if not all economies, and that social policy makers have an interest in ensuring the viability of this sector of the economy, which plays a crucial role in the contract culture of national and international competitiveness. Quite apart from the essential symbiosis between the large multinationals and public limited companies and this sector, the sustainability of unemployment benefit payouts would be jeopardised should the sector experience a significant downturn. There are already worldwide concerns about the ability to continue to finance state pensions at anything like the present scale, and any loss of viability of the SME sector will simply exacerbate this situation. There are also useful reciprocations to be achieved by comparisons across sectors, including in significant areas such as internal control (Vinten, Lane, Hayes, 1996). The recent flurry of activity has included initiatives of the Institute of Chartered Accountants of England and Wales 1996) and the information needs of owners (Institute of Chartered Accountants of England and Wales 1996a), an Auditing Practices Board (1996) Practice Note, and a Department of Trade and Industry Consultation Document (DTI 1996).

Details

Management Research News, vol. 20 no. 11
Type: Research Article
ISSN: 0140-9174

Article
Publication date: 1 April 1982

Michael J.F. Poole

The effective harnessing of human resources is inevitably an issue of considerable moment in any modern nation state. Nevertheless, particularly because of the rapidity of…

Abstract

The effective harnessing of human resources is inevitably an issue of considerable moment in any modern nation state. Nevertheless, particularly because of the rapidity of change, in countries in which major processes of economic and technical advancement are in train, this problem undoubtedly assumes a particular significance. In the following analysis, therefore, some of the general forces which affect the personnel function in the organisation will first be examined. This will be followed by a review of the ways in which “human resource management” may be different in “emergent” countries from other developed nations. Evidence from case studies of the constraints upon and the actual operation of personnel departments in the Third World will then be assessed. And, finally, the thesis will be advanced that there is considerable choice in the ways in which the personnel task may actually be performed in the countries under review.

Details

Personnel Review, vol. 11 no. 4
Type: Research Article
ISSN: 0048-3486

Article
Publication date: 1 May 1993

Derek Torrington

A reaction to an article in a previous issue of the journal aboutthe dangers of Human Resource Management (HRM). HRM was described asamoral, anti‐social, uneconomic and…

Abstract

A reaction to an article in a previous issue of the journal about the dangers of Human Resource Management (HRM). HRM was described as amoral, anti‐social, uneconomic and ecologically destructive. Whilst accepting that HRM is flawed, argues that its acceptance is partly attributable to the dependence of management researchers on the approval of research councils and employers. Concludes with suggestions for personnel managers to consider: less obsession with strategy at the expense of operations; less preoccupation with management at the expense of other members of the business; and much greater preoccupation with the recreation of employment.

Details

Employee Relations, vol. 15 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 May 1990

Veronica Hope

In this article the author analyses the HRMstrategies and practices of a major life insurancecompany, designed to promote a marketing‐led,change‐oriented culture in an…

Abstract

In this article the author analyses the HRM strategies and practices of a major life insurance company, designed to promote a marketing‐led, change‐oriented culture in an industry traditionally characterised and paternalism by low levels of change.

Details

Personnel Review, vol. 19 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 January 1993

Kathy Monks

Considers the career profiles of 103 personnel specialists fromresearch carried out in Ireland, in 1989/1990. The study examinededucation and training, career progression…

Abstract

Considers the career profiles of 103 personnel specialists from research carried out in Ireland, in 1989/1990. The study examined education and training, career progression, reasons for working in personnel, membership of the Institute of Personnel Management and the differences in male and female careers. The research indicated that career progress in personnel management is more rapid if the individual is male and in possession of a postgraduate degree. The initial choice of organization may be critical to the type of career experienced. Some personnel specialists will find themselves confined to the resolution of industrial relations disputes or the provision of an administrative support system. For others a career in personnel will offer the opportunity of involvement in a wide range of activities and initiatives. The research indicated that there may be little movement between these two career paths.

Details

Personnel Review, vol. 22 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

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