1,721,101 research outputs found
La gestione delle risorse umane per competenze : i risultati di un'indagine sul campo sulle ragioni e le implicazioni delle scelte aziendali di dotarsi di un sistema di gestione delle risorse umane per competenze
No full text
Diversity challenge : an integrated process to bridge the 'implementation gap'
No full textAt this time of crisis, companies rediscover the key role people play in achieving a sustainable competitive advantage. Taking into account the heterogeneity of their workforces, boards of directors and managers alike face the challenge of understanding how to manage diversities such that the benefits outweigh the costs. This article argues that companies can deal with this challenge by adopting an integrated process of change across strategic, tactical, and operational levels. Indeed, people's differences and diversity management need to be introduced and integrated within company values and vision (strategic level). This vision has to be translated into strategies, a specific policy, and its associated practices to promote the development of synergic cultural and organizational changes that affect the whole company (tactical level). Finally, this policy and its associated practices need to be turned into real actions (operational level). Herein, we propose and discuss an integrated process to implement diversity management in a detailed and sufficiently flexible way such that it can be personalized and adapted to a specific organization. From a managerial standpoint, the proposed model could be a guide for bridging the 'implementation gap' of diversity management
Facing the Diversity Management Challenge: a Planned Process of Change
No full textNowadays, companies all over the world are facing a very difficult moment: they have to find out the way to come out from this economic global crisis. A key element to afford this challenge are persons with their specificities in terms of knowledge, capabilities, inclinations, motivations, life cycle phase as well as gender, age, culture, physical and mental abilities, religion, sexual orientation, dependents and needs. People’s diversities are neither good nor bad for companies but they need to be managed (Guest, 2002). Since the beginning of the 1990s academics and professional have been debating on how to manage people’s diversities in a strategic, efficient, effective and equitable way so introducing the matter of Diversity Management.
Diversity Management is a strategic organizational approach that, in order to achieve better organizational results, focuses the organization’s attention on the person and her/his specificities and needs by promoting and fulfilling a cultural and an organizational process of change so as to create an inclusive work environment where people’s diversities are recognized, respected, enhanced and integrated, and the individual’s potential expression is fostered (Riccò, 2012).
Forasmuch as it doesn’t exists a best diversity strategy, it not so easy for companies to translate the Diversity Management concept into practices, they need operational guidelines which are sufficiently detailed to accompany human resource and organizational development professionals step by step in applying diversity management principles but, at the same time, which are explained in a flexible manner so they can be adapted and personalized for the specific organisation.
This paper presents and explains a planned process of change to afford the Diversity Management challenge, made up of eight phases, that affects the company at the strategic, tactical and operative level (Shen et al., 2009).
At the strategic level the change that the company faces lies in analyzing and revisiting its vision to include people’s diversities and theirs management as sources of competitive advantage, also explaining “Why” the company sees them as influent factors for its success.
At the tactical level the change that the company faces lies in defining “What” diversities will be managed in a differentiated way, “When” they will be managed (conditions), “Where” they will be managed (in the all company, only at national level or, instead, only within defined departments), “How” they will be managed (strategies, policy and connected solutions) and “Who” is concerned in the diversity management process.
At the operative level the change lies in implementing, communicating, monitoring, assessing and, eventually, revisiting the diversity management vision, policy and solutions defined at the strategic and tactical level arriving to rethink the whole process on the basis of the changed situation of the context, the company and the persons in the company.
The paper presents and discusses the above cited phases, providing specific examples for each of them and advancing potential avenues for future research
A paradox view on green human resource management : insights from the Italian context
No full textParadox – understood as a set of contradictory and incompatible poles all supported by apparently sound arguments – is considered to be a key element in modern organizations. As a result, paradox scholars argue that successful managers are those able to accept the tensions arising from the paradox and able to pursue all its constitutive poles simultaneously instead of choosing only one of them. Paradox theory has been recently applied to corporate sustainability, and it is a theoretical approach that has been endorsed by influential authors also in the human resource management (HRM) field. In this context, this paper takes the still unexplored opportunity to apply paradox theory to green HRM. In particular, it explores the HRM-related paradoxes perceived by organizations developing environmental sustainability via HRM. Adopting a comparative multiple case study approach, semi-structured interviews and document analysis were conducted in six Italian companies explicitly pursuing an environmental strategy. The findings encompass the main characteristics of the green HRM systems of the organizations analyzed, and a list is provided of eight HRM-related paradoxes perceived by those organizations. For each paradox, we present and discuss its contrasting poles and the components of the HRM system that it affects. The implications of the findings for both green HRM research and practice are presented and discussed
- …
