Encouraging Organizational Learning

ÊÇ ·ñ +2 ÂÛ̳±Ò

kÈË ²ÎÓë»Ø´ð

¾­¹ÜÖ®¼ÒËÍÄúÒ»·Ý

Ó¦½ì±ÏÒµÉúרÊô¸£Àû!

ÇóÖ°¾ÍҵȺ

ÕÔ°²¶¹ÀÏʦ΢ÐÅ£ºzhaoandou666

¾­¹ÜÖ®¼ÒÁªºÏCDA

ËÍÄúÒ»¸öÈ«¶î½±Ñ§½ðÃû¶î~ !

Á¢¼´ÁìÈ¡

¸ÐлÄú²ÎÓëÂÛ̳ÎÊÌâ»Ø´ð

¾­¹ÜÖ®¼ÒËÍÄúÁ½¸öÂÛ̳±Ò£¡

+2 ÂÛ̳±Ò

<P>Corporate downsizing has been implemented by a large number of American firms in an<BR>effort to become more flexible and responsive to increased competition. The results<BR>associated with these downsizings have not been as stellar as researchers and practitioners<BR>had hoped. In fact, fewer than half of downsized firms reported achieving any<BR>reduction in costs (Hitt, Keats, Harback and Nixon, 1994). In addition to these dismal<BR>financial indicators, the effects of downsizing on the remaining employees have been<BR>substantial, including increased stress, reduced career opportunities and decreased<BR>company loyalty. This article looks at the possibility that person-based compensation<BR>systems such as skill/competency based pay or broad banding may alleviate some of<BR>the problems associated with both the poor financial performance and the negative<BR>impact on survivors of downsizing. By encouraging employees to acquire new skills and<BR>knowledge, person-based pay programs may foster the development of a highly flexible<BR>workforce. Employees with wider skills may prove valuable to downsized firms coping<BR>with large losses in organizational knowledge and memory. </P>

<P> 138384.zip (57.7 KB) ±¾¸½¼þ°üÀ¨£º

• HRBLearning.pdf

2007-7-19 07:21:00 ÉÏ´«

Encouraging Organizational Learning

<BR></P>

ɨÂë¼ÓÎÒ À­ÄãÈëȺ

Çë×¢Ã÷£ºÐÕÃû-¹«Ë¾-ְλ

ÒÔ±ãÉóºË½øȺ×ʸñ£¬Î´×¢Ã÷Ôò¾Ü¾ø

·ÖÏí0 ÊÕ²Ø0 »ØÌû

¹Ø¼ü´Ê£ºOrganization Encouraging Learning earning Learn employees addition reported number become

thanks