Setting the global human resource management agenda for the 1990s

Article Abstract:

Two tiers of multinational firms will emerge in the 1990s: that small group of world-class companies that can compete internationally in cost, innovation, and product quality, and a second tier which fails to compete in this way. It is argued that the success of the first tier group will depend on leadership and a group of innovative personnel management practices. These issues were discussed by representatives of five leading economic 'think tanks' at a 1988 conference, '88 Tokyo Forum. Participants concluded that bipartisan US efforts must be made to cut the US budget deficit. Both West German and Japanese domestic economies must be further stimulated. Third world countries need increased capital flows. An international monetary system is needed that will help stabilize exchange rates. Free trade must be consolidated, with a true opening up of Japan.

Conferences, meetings and seminars, Forecasts and trends, International business enterprises, Multinational corporations, International economic relations, Economic forecasting

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Defining the activities and effectiveness of the human resource department: a multiple constituency approach

Article Abstract:

The multiple constituency approach is described as a useful tool for defining the activities and effectiveness of a human resource department at the business implementation level. The usefulness of this approach is demonstrated by reviewing three research studies that determine a complicated organization's important constituencies and their appraisal criteria. The greatest difference between constituencies' activities and the related appraisal criteria was found between those with an operational focus and those with a strategic orientation. Six implications of these study findings and of the multiple constituency approach are discussed, including those regarding the domain of activities, incompatible expectations, and the domain of criteria.

Labor relations

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360 feedback from another angle

Article Abstract:

This article examines the effectiveness of 360 feedback processes in organizations, which involve testing, data collection, performance appraisals, and employee development. A model for 360 feedback that attempts to create sustainable and focused behavior change is presented.

Organizational Methods NEC, Management, Organizational effectiveness, Organizational change, Employee performance appraisals, Performance appraisals

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