The importance of solving the employment problems by nongovernmental economy in China has aroused the concern of many scholars widely. However, few literatures could be found to deal with the impacts on nonagricultura...The importance of solving the employment problems by nongovernmental economy in China has aroused the concern of many scholars widely. However, few literatures could be found to deal with the impacts on nonagricultural employment growth in China by nongovernmental economy from several levels such as the whole nation, urban and rural. Based on the research accessed on the relationships between nongovernmental economy and em-ployment, the impacts of the development of nongovernmental economy on non-agricultural employment growth in China are emphasized in this paper. Taking time series data of non-agricultural employment in China’s different economy types in 1992–2005 as study objects, by establishing econometric re-gression models, some meaningful points are found as follows, the impacts of nongovernmental economy on the nonagricultural employment in either national or urban-rural level are rather sig-nificant although their impacts’ degrees are different. Based on the research findings above, some countermeasures are proposed to accelerate the nongovernmental economic development and im-prove its ability to absorb nonagricultural employment.展开更多
This paper reviews the history and journey of employee transition since the era of industrial economy, and divides the journey of employee transition into four stages according to evolving employee status and roles: E...This paper reviews the history and journey of employee transition since the era of industrial economy, and divides the journey of employee transition into four stages according to evolving employee status and roles: Employee 1.0 refers to subordinates who have little initiative and simply obeys orders. Employee 2.0 refers to self-managers who become "strategic business unit(SBU)", "manager" and "CEO". Employee 3.0 refers to entrepreneurs whose role is maker or partner. Employee 4.0 is self-organizers who act as social man and pursues personal imperialism, online development and global sharing.展开更多
The issue of employer branding has always had an intrinsic interdisciplinary content, since it builds a bridge for cross-fertilization between different disciplines （strategic marketing, strategic management, and hum...The issue of employer branding has always had an intrinsic interdisciplinary content, since it builds a bridge for cross-fertilization between different disciplines （strategic marketing, strategic management, and human resources management）. This paper presents employer branding as an approach based on effective strategic organizational resources and a precise employer branding management process. In this paper, the target is to define a possible frame in order to interpret employer branding techniques as control and regulation mechanisms. Control in organizations has long been a topic of interest for researchers and practitioners, alike who generally recognize that control mechanisms are needed to ensure that organizations may achieve their goals. It has been carried out a field work on the Italian Aeronautical Meta district, that generates annual revenues equal to EUR 8.7 billion and employees 36,300 people, of whom approximately 10% are employed in the space sector. Through this field work, the intention aim is to understand if and how employer branding may create, enforce, and set up internal and shared meaning and values. In particular, stemming from the empirical research＇s evidences, this paper tries to conceptualize employer branding as a factor to persuade and influence the way that organizational actors enact in a socially constructed context. In this effort, the aim is to understand how managers may affect meanings, values goals, and opinions through an effective action on employer branding that can play a crucial role in affecting sense-making processes, meanings, interpretations of the symbolic environment. The paper therefore opens up to new horizons, since it embraces a new application for employer branding, considering it as a modern control system and proposing an innovative approach in managerial control, founded on organizational identity as a key concept in an organizational citizenship＇s perspective展开更多
基金The paper was sponsored by the National Social Science Foundation for Key Projects （Grant No. 07＆ZD011）EU INCO-DEV （SUSDEV-CHINA） （Grant No. ICA4-CT-2002- 10004）.
文摘The importance of solving the employment problems by nongovernmental economy in China has aroused the concern of many scholars widely. However, few literatures could be found to deal with the impacts on nonagricultural employment growth in China by nongovernmental economy from several levels such as the whole nation, urban and rural. Based on the research accessed on the relationships between nongovernmental economy and em-ployment, the impacts of the development of nongovernmental economy on non-agricultural employment growth in China are emphasized in this paper. Taking time series data of non-agricultural employment in China’s different economy types in 1992–2005 as study objects, by establishing econometric re-gression models, some meaningful points are found as follows, the impacts of nongovernmental economy on the nonagricultural employment in either national or urban-rural level are rather sig-nificant although their impacts’ degrees are different. Based on the research findings above, some countermeasures are proposed to accelerate the nongovernmental economic development and im-prove its ability to absorb nonagricultural employment.
文摘This paper reviews the history and journey of employee transition since the era of industrial economy, and divides the journey of employee transition into four stages according to evolving employee status and roles: Employee 1.0 refers to subordinates who have little initiative and simply obeys orders. Employee 2.0 refers to self-managers who become "strategic business unit(SBU)", "manager" and "CEO". Employee 3.0 refers to entrepreneurs whose role is maker or partner. Employee 4.0 is self-organizers who act as social man and pursues personal imperialism, online development and global sharing.
文摘The issue of employer branding has always had an intrinsic interdisciplinary content, since it builds a bridge for cross-fertilization between different disciplines （strategic marketing, strategic management, and human resources management）. This paper presents employer branding as an approach based on effective strategic organizational resources and a precise employer branding management process. In this paper, the target is to define a possible frame in order to interpret employer branding techniques as control and regulation mechanisms. Control in organizations has long been a topic of interest for researchers and practitioners, alike who generally recognize that control mechanisms are needed to ensure that organizations may achieve their goals. It has been carried out a field work on the Italian Aeronautical Meta district, that generates annual revenues equal to EUR 8.7 billion and employees 36,300 people, of whom approximately 10% are employed in the space sector. Through this field work, the intention aim is to understand if and how employer branding may create, enforce, and set up internal and shared meaning and values. In particular, stemming from the empirical research＇s evidences, this paper tries to conceptualize employer branding as a factor to persuade and influence the way that organizational actors enact in a socially constructed context. In this effort, the aim is to understand how managers may affect meanings, values goals, and opinions through an effective action on employer branding that can play a crucial role in affecting sense-making processes, meanings, interpretations of the symbolic environment. The paper therefore opens up to new horizons, since it embraces a new application for employer branding, considering it as a modern control system and proposing an innovative approach in managerial control, founded on organizational identity as a key concept in an organizational citizenship＇s perspective
