关于人力资源管理的外文文献
人力资源经典文献
人力资源经典文献人力资源经典文献是指在人力资源管理领域具有重要影响和广泛应用的经典性研究和理论著作。
这些文献对人力资源管理的理论发展和实践运用起到了重要的引导作用。
以下是几本人力资源经典文献的介绍和相关参考内容。
1.《Human Resource Management: Gaining a Competitive Advantage》：该书由Raymond A. Noe, John R. Hollenbeck, Barry Gerhart和Patrick M. Wright所著。
这本经典的教材以系统性和实践性引导学生理解和应用人力资源管理。
它涵盖了人力资源的各个方面，包括招聘、培训、绩效管理、薪酬体系等。
这本书为学生提供了一个全面的人力资源管理视角，并强调了如何通过有效的人力资源管理来获得竞争优势。
2.《High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage》：该书由Michael Beer, Russell A. Eisenstat和Bert Spector所著。
这本书讨论了如何通过建立高度承诺的组织文化来提高绩效和获得持久的竞争优势。
它提供了一种新的组织理论框架，强调了员工参与和投入的重要性，并介绍了一些建立和维持高度承诺的组织的实践方法。
3.《Human Capital: A Theoretical and Empirical Analysis, with Special Reference to Education》：该书由Gary S. Becker所著。
这本书是经典的人力资本理论著作，对于人力资源管理的经济学分析起到了重要的影响。
作者通过经济学的框架，提出了人力资本的概念，并研究了人力资本对劳动力市场和经济增长的影响。
这本书对于理解人力资本的重要性和其在人力资源管理中的应用具有重要价值。
《企业人力资源管理探究的国内外文献综述3600字》
企业人力资源管理研究的国内外文献综述1国外研究现状1958年，Whiteback(1958)在《人力资源功能》中对人力资源管理的职能提出了自己的看法，即“理解、维护、开发、雇用或有效利用这些资源，并使之成为工作的一个整体”。
人力资源管理最重要的是公司和员工的利益能否共同实现。
Garrides (1969)在《人力资源管理》第12版中增加了关于探究和实证方法的一章，以数据的形式详细阐述了如何使事实管理和决策[1]；赫尔曼(2000)在《绩效管理》中提出：绩效管理是对个人或团队的绩效进行判断和评估，并使这部分绩效与团队的战略目标相一致的过程。
如果绩效管理不到位或方案不好，会给企业或个人带来严重的不利影响[2]。
Wayne Casio(2020)运用心理学理论和工具处理人力资源管理，主张人才的选拔和使用要尊重差异化，并有效利用差异化来提高企业对人才的满意度[3]。
在薪酬和激励方面，威廉詹姆斯(1990)通过一系列研究提出，个人在没有激励的情况下，只能表现出自己真实能力的20-30%；但是，如果获得适当的激励，它可以显示80-90%。
两者相差50% ~ 70% [4]。
Bonnie(1992)发现，影响工作满意度的重要因素之一是公平的评价体系。
如果制度不够公平，副作用显然会占主导地位。
Milne(1992)对薪酬管理进行了深入的分析，提出认知计划和奖励可以促进员工和企业的绩效。
与加薪相比，平等、透明的岗位竞争具有更显著的激励作用。
此外，营造良好的工作氛围对员工的激励同样重要[5]。
Beary(2006)指出，当给予心理激励时，人们对工作的热情和创造力可以得到提高。
如何为员工和组织创造双赢的组织环境和工作氛围，应该引起企业管理者的高度重视。
Mahanthump对知识型员工的管理进行了深入的探索，最终发现关键的影响因素是职业发展(33.7%)、工作热情(30.5%)、工作成就(28.7%)和工资收入(7.1%)。
人力资源英文文献
人力资源英文文献以下是一些关于人力资源的英文文献： 1. "Human resource management: A contemporary perspective" by David A. DeCenzo and Stephen P. Robbins 2. "The practice of human resource management" by Gary Dessler 3. "Strategic human resource management" by John Bratton and Jeffrey Gold 4. "Human resource management in a global context" by International Labour Office 5. "Employee recruitment, selection, and assessment" by Michael A. Zeiss and Gary R. Lichtenstein 6. "Training and development for human resource management" by Gary Dessler 7. "Compensation management for human resource management" by Joseph J. Martocchio 8. "Performance management for human resource management" by Robert L. Mathis and John H. Jackson 9. "Employee relations: A practical guide" by Carole P. Beaton and Susan M. Keaton 10. "HR from the outside in: Six competitive strategies for attracting, developing, and retaining top talent" by John Boudreau and Peter M. Ramstad 这些文献涵盖了人力资源管理的各个方面，包括招聘、培训、绩效管理、薪酬管理、员工关系等。
人力资源管理外文文献翻译
文献信息：文献标题：Challenges and opportunities affecting the future of human resource management（影响人力资源管理未来的挑战和机遇）国外作者：Dianna L. Stone，Diana L. Deadrick文献出处：《Human Resource Management Review》, 2015, 25(2):139-145 字数统计：英文3725单词，21193字符；中文6933汉字外文文献：Challenges and opportunities affecting the future of humanresource managementAbstract Today, the field of Human Resource Management (HR) is experiencing numerous pressures for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new directions. However, we believe that these challenges also create numerous opportunities for HR and organizations as a whole. Thus, the primary purposes of this article are to examine some of the challenges and opportunities that should influence the future of HR. We also consider implications for future research and practice in the field.Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology1.Change from a manufacturing to a service or knowledge economyOne of the major challenges influencing the future of HR processes is the change from a manufacturing to a service or knowledgebased economy. This new economy is characterized by a decline in manufacturing and a growth in service or knowledge as the core of the economic base. A service economy can be defined as a system based on buying and selling of services or providing something for others (OxfordDictionary, 2014a). A knowledge economy is referred to as the use of information or knowledge to generate tangible and intangible value (Business Dictionary, 2014a). Some economists argue that service activities are now dominating the economies of industrialized nations, and knowledge-intensive services or businesses are considered a subset of the overall service economy (Anderson & Corley, 2003).The rise of the knowledge economy has placed new demands on organizations and prompted changes in organizational goals and HR practices. Many of the traditional HR processes were designed during the industrial era, and thus focused largely on manufacturing organizations that were concerned with converting raw materials, components, and parts into finished goods that meet customers' expectations. However, many of the assumptions underlying those traditional HR processes may not be effective with the new service or knowledge organizations. For example, traditional HR practices assume that jobs should be narrowly defined, supervisors should control workers, and efficiency and short term results should be emphasized (Trice & Beyer, 1993). In contrast, knowledge organizations stress that employees' knowledge and skills have a major impact on organizational success, and employee retention is important because individuals' skills are not substitutable.Knowledge organizations also tend to design jobs broadly so as to encourage innovation, autonomy, continuous improvement, and participation in decision making. Given that individuals with unique skills and abilities are essential in knowledge organizations, the new job requirements have created a shortage and increased competition for talented workers in many fields (e.g., software engineering, nursing). Additionally, the change in the economy has resulted in the displacement and unemployment of people who do not have the skills needed for knowledge-oriented jobs (e.g., Bell, Berry, Marquardt, & Green, 2013; Karren & Sherman, 2012). These changes imply that nations need to alter their educational systems to meet job demands in new organizations (Gowan, 2012). The goals of knowledge organizations should continue to bring about changes in HR processes in the future (e.g., Schuler, Jackson, Jackofsky, & Slocum, 1996). For instance, it can be expected that HR practices will employ broad based recruiting to ensure that they uncover skilledapplicants, design jobs to emphasize autonomy and participation in decision-making, use team oriented structures to enhance collaboration and innovation, stress training and employee skill development, and provide incentives that foster employee identification, innovation, and retention. HR will need to shift its emphasis to employee retention, and meeting the varied needs of knowledge workers. Some of these new practices have already been implemented in organizations, but many organizations still use HR practices that do not support knowledge-oriented organizational goals. Future HR processes will need to be modified if knowledge organizations are to be successful. Research will also be needed to examine the effectiveness of these new practices.Although we considered the new knowledge economy as a challenge for HR in organizations, it can also be viewed as an opportunity for change. Given that the skills and abilities of knowledge workers are key to the success of new organizations, the transformation to a knowledge economy provides opportunities for the HR function to become a priority in organizations. As a result, we believe that HR will become more of a critical function in organizations, and the field should be viewed as more essential to the overall success of the organizations.2.Rise in globalizationA second factor calling for changes in HR processes is the rise in globalization. Globalization in this context refers to organizations that operate on a global or international scale (Oxford Dictionary, 2014b). Organizations operating in a global environment face a number of new challenges including differences in language and culture of employees, and variations in social, political and legal systems. Multinational corporations (MNCs) are large companies operating in several countries that are confronted with new questions, including how to create consistent HR practices in different locations, how to develop a coherent corporate culture, and how to prepare managers to work in a diverse cultural environment (Sparrow, 2007).Research on HR in the international context has focused on three approaches to understanding the issues that arise in global environments: international, comparative,and cross-cultural HR (Parry, Stavrou-Costea, & Morley, 2011). International approaches focus on HR strategies, systems, and practices in different socio-cultural contexts and different geographic territories (Parry et al., 2011). It also outlines the anatomy of MNCs, and considers the unique set of HR issues that occur in these contexts (Budhwar & Sparrow, 2002). Although researchers differ on the factors that affect HR practices in global environments, most agree that the following variables influence these systems: (a) contextual variables (such as the host country's legal system, cultural distance between host country and employees' country), (b) firm-specific variables (such as the stage of internationalization, type of industry, link between strategy and structure), and (c) situational variables (such as staff availability, need for control, locus of decision making) (e.g., Budhwar & Sparrow, 2002; Schuler, Dowling, & De Cieri, 1993; Welch,1994).Comparative HR explores the context, systems, and national patterns of HR in different countries, and discusses the idiosyncrasies of various institutions and economic environments (e.g., Aycan et al., 2000; Isenhour, Stone, & Lien, 2012a; Parry et al., 2011). Most of the research on comparative HR indicated that HR practices differ across nations, and are aligned with national cultures (Stone & Stone-Romero, 2008). Two examples of that research include a study by Schuler and Rogovsky (1998) that assessed the relations between Hofstede's national culture dimensions and the design of HR practices. These authors found that a national emphasis on individualism was positively correlated with a company's use of pay-for-performance pay systems. In addition, Gooderham, Nordhaug, and Ringdal (1999) explored cross-national differences in HR practices across European nations. Their results revealed that individualistic nations (e.g., UK, France, and Spain) were more likely to use calculative HR strategies (e.g., pay for performance) than collective nations (e.g., Scandinavian countries). Conversely, collective nations (Scandinavian countries) were more likely to use collaborative practices (e.g., employee participation) than individualistic countries (e.g., Germany, France and Spain).Finally, cross-cultural HR examines the degree to which individuals' cultural values influence the acceptance and effectiveness of HR practices (Aycan et al., 2000;Gelfand, Erez, & Aycan, 2007; Isenhour, Stone, & Lien, 2012b; Stone, Stone-Romero, & Lukaszewski, 2007). Most of the theories in HR and Organizational Behavior (OB) were developed in Western nations and assume that the cultural values of individuals in organizations are homogeneous (Gelfand et al., 2007). However, it is clear that employees' cultural values differ in U.S. and global contexts, and organizations need to align their HR processes with these cultural values (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). For example, cross-cultural research indicated that individuals' cultural values shape their reward preferences, and their reactions to negative feedback (e.g., Gelfand et al., 2007; Joshi & Martocchio, 2008; Stone, Johnson, Stone-Romero, & Hartman, 2006; Stone-Romero & Stone, 2002). In particular, individuals who valued individualism preferred reward allocation systems based on equity or proportionality, but those who valued collectivism preferred equality-based allocation systems (Sama & Papamarcos, 2000). As a result, pay-for-performance systems may motivate employees who are individualistic, but group-based or profit-sharing systems may be more effective with those who value collectivism (e.g., Joshi & Martocchio, 2008; Miller, Hom, & Gomez-Mejia, 2001). Furthermore, research by Stone-Romero and Stone (2002) revealed that individuals who endorse collectivism were more likely to accept negative feedback than those who stress individualism.Given that most organizations are operating in a global environment, we expect that the field will pay even more attention to these issues in the future. One reason is that the employment rates of U.S.-based MNCs have grown consistently over the past decades, and they now employ over 34.5 million workers in multiple countries (Bureau of Economic, 2013). It is anticipated that the numbers of MNCs will continue to expand over time, and HR practices will need to be congruent with these new multicultural and complex contexts. As a result, we expect that future research in HR will focus on the effectiveness and acceptance of HR practices in global environments.Even though we have considered globalization as a challenge for organizations, we believe that it also provides many new opportunities. For instance, globalizationshould expand markets for products and services, and may enhance creativity and innovation because organizations will become more culturally diverse. Research showed consistently that diversity increases innovation and creativity, and this should also apply to the field of HR (van Knippenberg, De Dreu, & Homan, 2004). In particular, HR in global contexts will have to use creative solutions for attracting, motivating, and retaining diverse employees. For example, they may have to use unique rewards systems (e.g., cafeteria or flexible reward systems) to ensure that they meet the needs of workers from different cultural backgrounds (e.g., Stone, Deadrick, Lukaszewski, & Johnson, 2015). Of course, research will be needed to examine the effectiveness of these new approaches.3.Growing domestic diversityApart from changes in the economy and globalization, organizations are also faced with major shifts in the composition of the U. S. population. In particular, it is expected that our population will be older and more ethnically diverse by 2060 (U.S. Bureau of Census, 2014). For instance, by 2060 one in five Americans will be 65 years of age or older, and the number of working age people in the population (ages 18 to 64) will decrease from 62.7% to 56.9%. Along with the age-related changes, the work values of younger generations are expected to be different than previous groups (e.g., Baby Boomers). As a result, organizations will need to develop HR practices that are aligned with the primary goals and the values of multiple generations of employees (Cennamo & Gardner, 2008; Twenge, Campbell, Hoffman, & Lance, 2010).3.1.Increased age and generational diversityAlong with the aging workforce come many new challenges for HR. For instance, given the shortage of skilled workers there is a growing concern about the retention of skilled baby boomers. One reason for this is that baby boomers often have unique skills and abilities that are critical to organizational success, and companies are justifiably worried about retaining them in their roles until qualified replacements can be found or trained. In order to retain these individuals, organizations will need toincrease flexible work arrangements, allow part-time work, provide a supportive environment, and employ recognition systems to motivate them to stay with the organization (Armstrong-Stassen, Schlosser, & Zinni, 2012; Cheung & Wu, 2013; Shacklock & Brunetto, 2011).Another challenge facing organizations is that they will be staffed by members of multiple generations, and members of generations differ in terms of work values, attitudes, and behaviors (Cennamo & Gardner, 2008; Twenge et al., 2010). As a result, organizations will have to modify their HR practices in order to attract and retain skilled members of all of these groups. For example, recent research indicated that baby boomers (born 1946 to 1964) placed a strong emphasis on hard work and achievement, valued intrinsic rewards, and stressed loyalty to the organization (Cennamo & Gardner, 2008; Twenge et al., 2010). In contrast, members of generation X (born 1965–1981) were more likely to value extrinsic rewards, leisure time, steady employment, work family balance, and promotion opportunities than baby boomers (Cennamo & Gardner, 2008; Twenge et al., 2010). Research also indicated that the values of generation Y were somewhat similar to those of generation X (born 1982–1999; i.e., they valued leisure time, work–family balance, extrinsic rewards, status), but they were more likely to emphasize freedom than either generation X or baby boomers. In addition, members of generation Y stressed extrinsic rewards less than generation X, but both generations X and Y reported greater intentions to leave organizations than baby boomers (Twenge et al., 2010).Given these differences in values, organizations are faced with the complex challenge of aligning reward and compensation systems with the values of multiple generations. For example, they may need to expand beyond merely static pay and benefits and incorporate more flexible reward systems. In particular, they might identify the reward preferences of individuals, and develop cafeteria reward systems that provide employees with a total sum for their overall compensation, thus allowing them to select different rewards and benefits (e.g., one person might select vacation time in lieu of pay, whereas others might select pay instead of time off from work; Stone‐Romero, Stone, & Salas, 2003).3.2.Expanded ethnic diversityThere will also be dramatic change in the racial and ethnic make-up of our society. Today, ethnic minorities make up about 37% of the population, but estimates indicate they will comprise 57% of the nation by 2060 (U.S. Bureau of Census, 2014). It has also been projected that the U.S. will become a majority–minority nation by 2043, and the numbers of Hispanic–Americans (Hispanic) will more than double in the coming years (U.S. Bureau of Census, 2014). By 2060, one in three people in the U.S. will be Hispanic.Even though there has been relatively little HR research on the cultural values of ethnic minorities in the U. S., some studies found that, on average, they have different values than Anglo-Americans (Bell, Marquardt, & Berry, 2014; Guerrero & Posthuma, 2014; Stone & Stone-Romero, 2008). For example, Hispanics, African–Americans, Asian–Americans, and Native Americans are, on average, more likely to endorse collective values than Anglo-Americans (Guerrero & Posthuma, 2014; Stone et al., 2006; Triandis, 1994). In contrast, Anglo-Americans are, on average, more likely to stress individualism than their counterparts, but it should be cautioned that there are within group differences in cultural values for all of these sub-groups (Betancourt & Lopez, 1993).Given the transformation in the composition of the U.S. population, current HR practices may be less effective with employees from diverse backgrounds than those from the dominant group. The primary reason for this is that traditional HR processes were designed for a homogeneous set of employees with individualistic cultural values, and the new workforce is likely to have value systems based on collectivism and familism (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). Thus, organizations will have to have their HR practices modified so that they are aligned with the values of new generations, and the cultural values of diverse employees. As noted above, members of different ethnic subgroups often have distinctive reward preferences, and unique work values, and should react differently than Anglo-Americans to traditional HR processes.Thus, in order to attract and retain subgroup members, organizations may have toalter their current reward and benefit systems to meet the needs of these employees. For example, many ethnic subgroup members are more familistic and collective than AngloAmericans (Phinney, 1996), so they may prefer that organizations offer opportunities for teamwork, work–family balance, time off from work, and group based reward systems. As a result, organizations that develop cafeteria compensation and benefits systems that provide flexibility in terms of reward and benefit allocations may be more attractive to the new workforce than traditional reward systems. For instance, those employees who value familism can choose an extra week of vacation time to spend with their families in lieu of pay or other benefits. Organizations will be able to use these flexible compensation plans to attract talented applicants from all ethnic groups.In view of the coming changes in generational and domestic diversity, organizations are likely to modify their future HR practices to meet the needs of employees with diverse values. To date, most of the research on domestic diversity has focused on unfair discrimination and relational demography (e.g., Stone‐Romero et al., 2003; van Knippenberg et al., 2004). We believe that future HR research will need to be expanded and dig deeper into the value differences, reward preferences, and unique work roles of the new diverse workforce.In our discussion above, we viewed changes in generational and ethnic diversity as a challenge for organizations. However, they can also be considered opportunities for organizations to utilize the many talents and skills that these individuals bring to the workforce, and should provide a wide array of individuals with the chance to display their skills and talents. Furthermore, the altered composition of the workforce should help organizations reach broader markets for their products and services, and increase the innovation and creativity in organizations (van Knippenberg et al., 2004). They should also prompt organizations to develop new HR practices that will meet the needs of all members of the workforce (e.g., cafeteria reward systems) (Stone et al., 2006).4.Emerging use of technologyOver the past 30 years, one of the major drivers of change in HR has been the increased use of information technology (hereinafter referred to as technology) to collect, store, and utilize data for decision-making (e.g., Gueutal & Stone, 2005; Strohmeier, 2007; Strohmeier & Kabst, 2009). Technology, especially, the World Wide Web, has transformed key HR processes in organizations (e.g., e-recruiting, e-selection, e-training), and modified the nature of jobs and the relationships between individuals and organizations (Kiesler, Siegel, & McGuire, 1984). For example, it has enabled organizations to use the Internet to advertise jobs, and made it possible for applicants to apply for jobs online (e.g., Dineen & Allen, 2013). In addition, organizations are using various forms of technology to deliver training to employees (e.g., the Internet, intranet systems, video conferencing, online simulations; Salas, DeRouin, & Littrell, 2005). Research on the use of technology to facilitate HR processes indicated that it typically enhances efficiency, and decreases costs associated with HR transactions (e.g., Dulebohn & Johnson, 2013; Dulebohn & Marler, 2005; Strohmeier, 2007). However, some researchers argued that there is no clear evidence that it helps HR meets its primary goals of attracting, motivating, and retaining talented employees (see Stone et al., 2015, for a detailed discussion of influence of technology and the future of HR).Despite the increased efficiency and cost savings associated with the use of technology in the field of HR, researchers maintained that there are a number of limitations associated with using current technologies to manage HR processes (e.g., Stone et al., 2015;Stone‐Romero et al., 2003). For instance, information technologies are often static and use one-way communication systems that do not allow applicants or employees to ask questions or gain advice from HR professionals (e.g., benefits). As a result, the technologies can be impersonal, inflexible, and create an artificial distance between supervisors and employees. Likewise, the use of technology for training may be less engaging than traditional methods, and may not give trainees the opportunity to practice or gain feedback. Furthermore, technology may actually transfer the work of HR departments to line managers or employees, which may reduce overall productivity in organizations (Stone‐Romero et al., 2003).In spite of possible limitations associated with using technology to manage HR processes, it will continue to transform the field in the future. Furthermore, it can be argued that new technologies will emerge that should decrease some of the major drawbacks associated with current systems. For instance, a number of researchers argued that the use of new interactive technologies (e.g., Web 2.0, social media, virtual simulations or job fairs, chat rooms, cloud computing, mobile devices) should decrease some of the weaknesses associated with current systems (see Dineen & Allen, 2013; Stone et al., 2015; Sullivan, 2014). For example, the use of social media, chat rooms, and high definition cloud computing should enable applicants and employees to engage in an interactive dialogue with recruiters or managers. Similarly, the use of virtual reality should provide applicants with opportunities to attend virtual job fairs, give supervisors the ability to mentor subordinates, and offer trainees the chance to participate in virtual training simulations. All of these virtual environments should increase the degree to which technology-based HR processes are personal, flexible, interactive, engaging, and decrease the interpersonal distance between employees and supervisors. Although these arguments seem plausible, research will be needed to examine the effectiveness and acceptance of these new HR processes.Despite the fact that we viewed technology as a challenge in the sections above, it should be noted that it also provides new opportunities for the field of HR. For instance, research showed that technology often decreases the administrative burden in HR, increases efficiency, and allows the field to contribute to the strategic direction of organizations (Stone & Dulebohn, 2013). To date, there is no evidence that it helps organizations achieve its primary goals, but we believe that new interactive technologies will facilitate the attraction and retention of critical employees (Stone et al., 2015). One reason for this is that it will allow supervisors and HR professionals to engage in more frequent interaction and communication with employees. As a result, they will be able to identify and meet the needs of critical employees, and ensure that they remain with the organizations. It may also enable organizations to make better HR decisions based on objective information or decision support systems (Dulebohn & Johnson, 2013). Furthermore, it may facilitate interactions with stakeholders insideand outside the organization. For example, supervisors may be able to communicate with external customers in order to improve employees' performance, and HR professionals should be capable of staying abreast of innovative practices used by other organizations (see Ulrich & Dulebohn, 2015, for a detailed discussion of these issues).中文译文：影响人力资源管理未来的挑战和机遇摘要如今，人力资源（HR）管理领域正面临着巨大的变革压力。
人力资源管理外文参考文献
人力资源管理外文参考文献1.Armstrong,M.(2014).Armstrong's Handbook of Human Resource Management Practice.Kogan Page Publishers.2.Boxall,P.F.,&Purcell,J.(2011).Strategy and human resource management.Palgrave Macmillan.3.Budhwar,P.S.,&Debrah,Y.A.(2009).Human resource management in developing countries.Routledge.4.Cascio,W.F.(2018).Managing human resources.McGraw-Hill Education.5.Guest,D.E.(2011).Human resource management and performance: still searching for some answers.Human resource management journal, 21(1),3-13.6.Lengnick-Hall,M.L.,&Lengnick-Hall,C.A.(2010).Strategic human resources management:a review of the literature and a proposed typology.The Academy of Management Review,13(3),454-470.7.Marchington,M.,Wilkinson,A.,Donnelly,R.,&Kynighou,A.(2016). Human resource management at work.Kogan Page Publishers. 8.Schuler,R.S.,&Jackson,S.E.(2014).Strategic human resource management.John Wiley&Sons.9.Ulrich,D.,Brockbank,W.,&Johnson,D.(2012).HR from the outside in:six competencies for the future of human resources.McGraw-Hill Education.10.Wright,P.M.,&McMahan,G.C.(2011).Exploring human capital:putting'human'back into strategic human resource management. Human resource management journal,21(2),93-104. 1.Armstrong,M.(2014).Armstrong's Handbook of Human Resource Management Practice.Kogan Page Publishers.2.Boxall,P.F.,&Purcell,J.(2011).Strategy and human resource management.Palgrave Macmillan.3.Budhwar,P.S.,&Debrah,Y.A.(2009).Human resource management in developing countries.Routledge.4.Cascio,W.F.(2018).Managing human resources. McGraw-Hill Education.5.Guest,D.E.(2011).Human resource management and performance:still searching for some answers.Human resource management journal,21(1),3-13.6.Lengnick-Hall,M.L.,&Lengnick-Hall,C.A.(2010). Strategic human resources management:a review of the literature and a proposed typology.The Academy of Management Review,13(3),454-470.7.Marchington,M.,Wilkinson,A.,Donnelly,R.,&Kynighou,A.(2016).Human resource management at work.Kogan Page Publishers.8.Schuler,R.S.,&Jackson,S.E.(2014).Strategic human resource management.John Wiley&Sons.9.Ulrich,D.,Brockbank,W.,&Johnson,D.(2012).HR from the outside in:six competencies for the future of human resources.McGraw-Hill Education.10.Wright,P.M.,&McMahan,G.C.(2011).Exploring human capital:putting'human'back into strategic human resource management.Human resource management journal,21(2), 93-104.。
人力资源中英文文献
The Development of Human Resource Management In China IntroductionWith the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.Question 1Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While therole seems to highlight people’s social and intellectual needs.In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘an annual recruitment and retention plan that g overns academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategyis on strategic planning for successive generations.Question 2With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprise s establish and implement the employees’ career development planning (Zhao Yin, 2007).In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, ac cording to the ‘2007 Human Resource Report’, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed.The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and directmotivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of exe cutives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields.The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative.Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up thepace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity.The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work.What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much.ConclusionThis article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.人力资源管理在中国的发展导言随着二十一世纪的到来，人力资源管理作为一个相对较新的管理问题，扮演了一个越来越重要的作用在当今的商业中。
人力资源管理参考文献2020 2021 2023年
人力资源管理参考文献2020 2021 2023年2020年参考文献1.Adler, S. (2020). The impact of COVID-19 on human resource management: Does strategic human resource management matter?. The International Journal of Human Resource Management, 1-28.这篇文章主要讨论了COVID-19对人力资源管理的影响，并研究了战略人力资源管理在应对危机时的作用。
2.Guest, D. E., Bos-Nehles, A., Campbell, J., & Yu, L. (2020). HRM in turbulent times: How to weather the storm(s). Human Resource Management Journal, 30(2), 229-243.本文探讨了在动荡时期如何应对人力资源管理的挑战，并提出了应对策略。
3.Jackson, S. E., Schuler, R. S., & Jiang, K. (2020). An aspirational framework for strategic human resource management. Academy of Management Annals, 14(1), 1-27.这篇文章提出了一个雄心勃勃的战略人力资源管理框架，为组织提供了指导和参考。
2021年参考文献1.Boxall, P., & Macky, K. (2021). High‐performance wor k systems: Human resource practices, organizational performance, and employee outcomes. Annual Review of Organizational Psychology and Organizational Behavior, 8, 93-119.本文综述了高绩效工作系统的重要性，探讨了人力资源实践与组织绩效和员工绩效之间的关系。
人力资源经典文献
人力资源经典文献人力资源是组织中最重要的资源之一，对于企业的成功和发展具有至关重要的作用。
以下是一些人力资源经典的文献：《人力资源管理：一种战略性观点》（HRM: A Strategic Approach）：作者为戴维·尤里奇（Dave Ulrich）和拉姆·博雅南（Ram Bhatia《工作场所的人类资源管理》（Human Resource Management in the Workplace）：作者为加里·尤克尔（Gary Yukl）。
这本书涵盖了人力资源管理的基础知识，包括招聘、选拔、培训、绩效管理等。
作者还提出了人力资源管理的八个原则，为HRM实践提供了有力的理论支持。
《人力资源的挑战》（The Challenge of HR）：作者为杰克·菲利普斯（Jack Phillips）。
这本书探讨了HRM面临的十大挑战，包括全球化、信息技术、绩效管理、组织文化等。
作者还提出了解决这些挑战的方法，为HRM实践提供了重要的指导。
《组织行为学》（Organizational Behavior）：作者为约翰·李（John Lee）和迈克尔·李（Michael Lee）。
这本书涵盖了组织行为学的基础知识，包括动机、沟通、领导力、群体和团队等。
《企业人力资源管理》（Corporate Human Resource Management）：作者为马克·贝克（Mark Becker）和杰弗里·赫特（Jeffrey Hutter）。
这本书涵盖了人力资源管理在组织中的实际应用，包括招聘、选拔作者们还探讨了HRM的法规和法律问题，为HRM实践提供了重要的参考。
这些文献为人力资源管理和组织行为学的发展提供了重要的理论支持和指导。
通过学习和应用这些经典文献中的理论和实践，我们可以更好地理解和解决人力资源管理中的问题，提高组织的绩效和竞争力。
人力资源管理经典文献
人力资源管理经典文献1. 引言人力资源管理是组织中至关重要的一项管理功能，对于公司的发展和成功起到了至关重要的作用。
在人力资源管理的实践中，经典的文献经常被引用和学习，本文将介绍几篇经典的人力资源管理文献，帮助读者进一步了解人力资源管理的理论和实践。
2. 文献一：《人力资源管理的战略性》（Strategic Human Resource Management）这篇经典文献是由美国著名学者John Boudreau和Ram Chandrashekhar于2000年发表在《人力资源管理》杂志上的。
文章通过对人力资源管理的研究和实践经验，提出了人力资源管理应对企业战略目标的重要性和需要与企业战略目标相一致。
文章深入探讨了战略人力资源管理的要素，如人力资源规划、绩效管理、补偿和奖励等，并强调了人力资源管理与企业战略的紧密关系。
3. 文献二：《雇主品牌管理》（Employer Branding）这篇文献是由英国学者Simon Barrow和Tim Ambler于1996年发表在《国际人力资源管理期刊》上的。
文章提出了“雇主品牌（Employer Brand）”的概念，指的是企业在构建和维护其在劳动力市场上的形象和声誉。
雇主品牌管理的目标是吸引、留住和激励高素质的员工。
文章详细介绍了雇主品牌的组成要素、建立和管理的策略和实践，并提供了一些成功的案例。
4. 文献三：《人力资源开发和组织绩效》（Human Resource Development and Organizational Performance）这篇文章是由美国学者Karen E. May和Gojko N. Milojevic于2008年发表在《人力资源发展与组织发展期刊》上。
文章研究了人力资源开发对组织绩效的影响，并提出了人力资源开发对组织绩效的贡献模型。
文章通过实证研究发现，人力资源开发可以显著提高组织的绩效，人力资源开发的有效性受到组织文化、学习氛围和管理支持的影响。
人力资源管理 英文书籍
人力资源管理英文书籍以下是一些关于人力资源管理的英文书籍推荐：1. "Human Resource Management" by Gary Dessler - This comprehensive textbook covers all aspects of human resource management, including recruitment, training, performance management, and employee relations.2. "The HR Scorecard: Linking People, Strategy, and Performance" by Brian Becker, Mark Huselid, and Dave Ulrich - This book provides insights on how to align human resource practices with organizational goals and measure the impact of HR initiatives on business performance.3. "Managing Human Resources" by Scott Snell and George Bohlander - A popular textbook that covers the fundamentals of HR management, including legal issues, diversity, and international HRM.4. "Strategic Human Resource Management: Theory and Practice" by Jeffery Mello - This book explores the strategic role of HRM in organizations, emphasizing the importance of aligning HR practices with business strategy.5. "Human Resource Management: Functions, Applications, and Skill Development" by Robert N. Lussier and John R. Hendon - This book provides a practical approach to HRM, focusing on developing HR skills and understanding the application of HR practices in different contexts.6. "Strategic Compensation: A Human Resource Management Approach" by Joseph J. Martocchio - This book focuses on the design and implementation of compensation systems, including reward strategies and performance-based pay.7. "Human Resource Management: Global Edition" by Raymond Noe et al. - This book offers a global perspective on HRM, discussing the challenges and strategies for managing a diverse workforce in a globalized economy.These books provide a wide range of topics and perspectives on HRM and can serve as valuable resources for professionals, students, and anyone interested in the field of human resource management.。
人力资源管理的外文文献参考
人力资源管理的外文文献参考引言人力资源管理（HRM）是一项重要的管理活动，用于招聘、培训、激励和管理组织中的人员。
在全球化的今天，了解并借鉴国外的人力资源管理经验是至关重要的。
本文将介绍几篇外文文献，以供参考。
文献一：《The Impact of HRM Practices on Organizational Performance: A Systematic Review and Meta-Analysis》这篇文献是由Brian Becker、Markus Groth和Patricia S. Taylor等人在2017年发表的。
研究通过系统回顾和汇总分析，探讨人力资源管理实践对组织绩效的影响。
研究发现，高度关注员工参与、培训与发展、绩效激励和工作安排的组织通常表现出更好的绩效。
文献二：《The Role of Human Resource Management in International Joint Ventures: A Review》发表于2015年的这篇文献由Ibraiz Tarique和Randall S. Schuler共同完成。
文献中，作者回顾了人力资源管理在国际合资企业（IJVs）中的作用。
研究发现，IJVs面临着来自不同国家和文化背景的员工的挑战，良好的人力资源管理可以帮助解决这些挑战，并提高组织的绩效。
文献三：《The Impact of Human Resource Management Practices on Perceptions of Organizational Performance》这篇发表于2006年的文献由Naresh R. Pandey、Becky L. S. Ang和Damien W. C. Chng共同撰写。
研究关注人力资源管理实践对员工对组织绩效的感知的影响。
研究发现，员工对组织绩效的感知与人力资源管理实践是密切相关的，良好的人力资源管理可以带来更高的组织绩效。
人力资源中英文文献
人力资源中英文文献在日益全球化的时代背景下，人力资源管理也变得愈发重要。
人力资源（Human Resources）部门在组织中负责管理与员工相关的一系列事务，如招聘、培训、绩效管理、福利等。
由于人力资源管理方式的差异，很多相关的学术研究和文献都是以中英文形式出现的。
本文将介绍一些关于人力资源管理的中英文文献，并讨论它们对于人力资源领域的重要性。
1.《人力资源管理对组织绩效的影响研究》这篇中文文献研究了人力资源管理对组织绩效的影响。
根据研究结果，良好的人力资源管理实践可以显著提高组织的绩效水平。
文章指出，人力资源管理的方面包括员工招聘、培训与发展、薪酬与绩效管理、员工参与度等等。
通过合理的人力资源管理，组织可以有效地提高员工的工作满意度和组织认同感，从而推动组织的整体绩效。
2. "The Impact of Human Resource Management on Organizational Performance"这篇英文文献也研究了人力资源管理对组织绩效的影响。
研究结果与上述中文文献相似，表明优秀的人力资源管理实践可以改善组织绩效。
该文提出了一些关键的人力资源管理实践，如员工参与度、激励机制、培训与发展等。
研究者通过实证分析发现，在这些方面表现优异的组织通常会取得更好的绩效，并具备更高的竞争力。
通过比较以上两篇文献，不难发现中英文文献在研究内容上有一定的契合度。
无论是在中文还是英文研究中，都认同了良好的人力资源管理对于组织绩效的积极影响。
同时，这些文献也为人力资源管理的实践提供了指导和参考，提醒了人力资源部门在日常工作中应注意的方面。
3.《人力资源管理在全球化背景下的挑战与机遇》虽然人力资源管理的重要性越来越被企业所认可，但在全球化的背景下，也面临着一些新的挑战。
这篇中文文献对于全球化时代下的人力资源管理进行了系统探讨。
全球化背景下的人力资源管理需要更加注重多元化，包括多国籍员工的管理、跨文化沟通以及全球人才招聘与发展等方面。
人力资源管理参考文献2020英文
人力资源管理参考文献2020英文引言人力资源管理作为现代企业管理中的重要一环，对于企业的发展至关重要。
随着社会的不断发展和变化，人力资源管理领域也在不断创新和进步。
本文旨在介绍2020年的人力资源管理参考文献，为人力资源从业者和研究人员提供更新领域知识的参考。
研究领域分类人力资源规划1.Bechet, T. P. (2020). Strategic staffing: A comprehensive system foreffective workforce planning. SHRM Foundation.–这本书讲述了战略性人力资源规划的重要性以及如何建立一个有效的人力资源规划系统。
2.Cappelli, P., & Tavis, A. (2020). The performance managementrevolution: Business results through insight and action. Harvard Business Press.–本书介绍了如何通过绩效管控来实现业务目标，并提供实操建议。
人才招聘与选择1.Salopek, J. J. (2020). Hiring winners: Profile, interview, evaluate: Aguide to successful hiring. Greenleaf Book Group.–本书提供了招聘成功的关键策略、面试技巧和候选人评估方法。
2.Sartain, L., & Finney, B. (2020). Branding for talent: Eight essentials tomake your employer brand work for you. Wiley.–该书解释了如何通过塑造雇主品牌吸引和留住人才，并提供了实用的建议和策略。
培训与发展1.Noe, R. A. (2020). Employee training and development. McGraw-HillEducation.–这本书介绍了员工培训和发展的重要性，以及如何设计和实施有效的培训计划。
人力资源管理战略外文翻译文献
人力资源管理战略外文翻译文献(文档含中英文对照即英文原文和中文翻译)人力资源管理战略外文翻译文献原文：The Strategic Role of Human Resource ManagementTyson,S1. Human Resource Management at Work What Is Human Resource ManagementTo understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform' planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include: Planning: Establishing goals and standards; developing rules and procedures; developing plans andforecasting―predicting or projecting some future occurrenc e.Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates. Staffing: Deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.Leading: Getting others to get the job done; maintaining morale;motivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares withthese standards; taking corrective action as needed. In this book, we aregoing to focus on one of these functions: the staffing, personnel management,or (as it's usually called today) human resource (HR) management function.Human resource management refers to the practices and policies you need tocarry out the people or personnel aspects of your management job. Theseinclude:Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidates Selecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees ) Providingincentives and benefits Appraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhapsit's easier to answer this by listing some of the personnel mistakes you 人力资源管理战略外文翻译文献don't want to make while managing. For example, you don't want: To hirethe wrong person for the job To experience high turnoverTo find your people not doing their best To waste time with uselessinterviews To have your company taken to court because of your discriminatoryactions To have your company cited under federal occupational safety laws forunsafe practicesTo have some of your employees think their salaries are unfair andinequitable relative to others in the organizationTo allow a lack of training to undermine your department's effectivenessTo commit any unfair labor practicesCarefully studying this book can help you avoid mistakes like these. Moreimportant, it can help ensure that you get results ―through others. Rememberthat you could do everything else right as a manager ― lay brilliant plans,draw clear organization charts, set up modern assembly lines, and usesophis ticated accounting controls ― but still fail as a manager by hiring thewrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right peoplefor the right jobs and motivating, appraising, and developing them.Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:\developing industry. I don't think this any longer holds true. I thinkit's the work force and the company's inability to recruit and maintain a good work force that does constitute the bottleneck for production. I don't know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can't maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future---\At no time in our history has that statement been truer than it is today. As we'll see in a moment, intensified global competition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In this environment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.人力资源管理战略外文翻译文献2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to \duties? Let’s answer this question, starling with a short definition of line versus staff authority. Line versus Staff AuthorityAuthority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between lineauthority and staff authority. Line managers are authorized to direct the work of subordinates ― they're always someone's boss. In addition, line managers are in charge of accomplishing the organization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They also have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation.Line Managers' Human Resource Management ResponsibilitiesAccording to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.For example, one major company outlines its line supervisors' responsibilities for effective human resource management under the following general headings:Placing the right person on the right jobStarting new employees in the organization (orientation) Training employees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth workingrelationships Interpreting the company s policies and procedures Controlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff. Human Resource Department's HR Management ResponsibilitiesThe human resource department provides this specialized assistance. In人力资源管理战略外文翻译文献doing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function bydirecting the activities of the people in his or her own department and in service areas (like the plant cafeteria). In other words, he or she exertsline authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has access to top management in personnel areas like testing and affirmative action. As a result, HR managers' \authority carries even more weight with supervisors troubled with human resource/personnel problems.A coordinative function. HR managers also function as coordinators of personnel activities, a duty often referred to as functional control. Here the HR manager and department act as \to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers. Staff (service) functions. Serving and assisting line managers is the \the hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an important role with respect to grievances and labor relations. As part of these service activities, the HR managers land department) also carry out an \providing 'up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs.Cooperative Line and Staff Human Resource Management:An ExampleExactly which HR management activities are carried out by line managers and staff managers? There's no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilities of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety. For example, in the area of recruiting and hiring it's the line manager’s responsibility to specify thequalifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to感谢您的阅读，祝您生活愉快。
人力资源管理薪酬管理外文翻译论文外文文献
The Fatal Flaw in Pay for PerformanceMany corporate boards, responding to shareholder and public pressure, are designing pay-for-performance plans to hold CEOs accountable. But there is often a crucial flaw in such schemes: They don’t pay for performance with integrity.The omission—evident from compensation committee reports in top companies’ proxy statements—is striking. Corporations, after all, face unceasing pressures to make the numbers by bending the rules, and an integrity miss can have catastrophic consequences, including indictments, fines, dismissals, and collapse of market capitalization. Furthermore, performance with integrity creates the fundamental trust—inside and outside the company—on which corporate power is based.A board should explicitly base a defined portion of the CEO’s cash compensation and equity grants on his or her success in handling the foundational task of fusing high performance with high integrity at all levels of the company. Why don’t boards do that They may be uncertain about the meaning of integrity and how to assess its integration into financial performance.Step one, then, in designing pay for performance with integrity is using the following definition: Integrity is a uniform corporate culture with three elements—robust adherence to formal rules; adoption of ethical standards that are in the company’s long-term enlightened self-interest; and employee commitment to honesty, candor, fairness, trustworthiness, and reliability. Step two is for the board to assess whether the CEO has infused high performance with high integrity. The board can do that by answering the following questions, using hard analytics as well as the board members’ own ju dgment.Has the CEO established company-wide performance-with-integrity principles for which the firm’s leaders are responsible and accountable Examples of these include demonstrating committed and consistent integrityleadership; managing performance with integrity as a business process; using early-warning systems to stay ahead of global trends; providing timely, risk-assessed training; and giving employees a voice.Have the CEO and top managers implemented these principles through robust practices If leaders don’t invest time, effort, and resources in embedding key integrity practices in business processes, “tone at the top” is just window dre ssing. For examples, see the sidebar “The Practice of Performance with Integrity.”Has integrity permeated every aspect of the corporate culture One vital tool for assessing that is an annual, anonymous employee survey across all businesses and regions that asks, “Is integrity compromised by business pressures” and “Are the leaders’ verbal commitments to integrity reflected in action” The board can also have outside HR experts periodically conduct 360-degree assessments of the CEO and top executives that explore such questions.Has the CEO met annual performance-with-integrity objectives set by the board One example might be effectively handling a major miss or crisis—an environmental accident, a bribery case, or a financial restatement—and remedying the problem systematically after a candid analysis of its causes. Another objective might be hiring leaders in emerging markets such as China, Russia, and India who are skilled in integrating performance and integrity.How do business divisions rate comparatively The board should look at how integrity practices differ among divisions and how the CEO deals with laggards. It should also look at how the units rank against external peers. This may require data from news or government reports or a comparative audit by, say, a former regulatory official.The board’s standards for assessing pay for performance with integrity should also define a new set of “specs” in the company’s CEO succession planning. In evaluating candidates, the board should ask: Do they possess the knowledge, experience, and skills to drive a robust performance-with-integrity culture deep into the company’s global operations The same specsshould be used to evaluate the compensation of senior executives and set goals for leadership development programs. That’s the best way to ensure that, over the long term, the company’s top ranks are filled with managers who live by the principles and practices of performance with integrity—and thus help the company avoid debilitating risks and secure the trust that is vital to doing business.Here’s a sample list of ques tions greatly shortened because of space limits that will help boards assess a CEO’s performance-with-integrity practices. They can be answered using tools like process reviews and substantive audits and external outcomes such as environmental violations or customer complaints.LeadershipDoes the CEO...communicate to the organization that integrity must never be compromised to make the numbersdiscipline generals, not just troops, for integrity lapsesaddress difficult integrity issues regularly at staff meetingsBusiness processesDoes the CEO...build a strong integrity infrastructure—processes for preventing, detecting, and responding to lapses in all businesses and regions—and put A players in charge of itassess integrity needs realistically and provide adequate funding for those activitiesrespond promptly to early warnings on trends in legal, ethical, and country risksGiving employees a voiceDoes the CEO...encourage reporting of financial, legal, and ethical concerns through a system that prevents retaliationensure that concerns are investigated fairly and promptly, that trends are tracked, and that remedial action is taken if neededFrom the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was theallocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influencein the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.2The function of compensationThe function of compensation may from the enterprises, workers and social aspects to inspect:①From the point of view of the enterpr ises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor by enterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improvetheir work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consistent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships.②From the point of view of the employee, compensation has thefollowing functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, withthe basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work.Third,reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense ofsecurity and a sense of security for the staff.③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will bewilling to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resources reasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.Compensation has always been an attention task, it is not merelyrelated to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject.The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basicfunctions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation.Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct atthe organization's goals. Therefore, not only to study some kind of motivation how is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadershipis seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation.At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Maslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks thatit generally has five levels of needs in social life by people:physiological needs, security needs and society needs, respect needs andself-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layerto rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to thetheory simple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivation is proposed by FulumuV. H. Vroom who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve acertain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency.In the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform of enterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the E&Y factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, E&Y factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decompositionto the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.Due to the inference of traditional structure and the traditional concept, the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the inputand output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positionson the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise.From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a big resistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.Through the design of compensation in E&Y factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system.During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.绩效薪酬的致命缺陷小本杰明·海涅曼迫于股东和公众压力,许多公司董事会都在努力建立与业绩挂钩的薪酬体系,以期CEO们恪尽职守;但是,此类薪酬体系往往存在一个致命缺陷：仅关注业绩,而忽略了操守;从顶级公司股东委托书所附的薪酬委员会报告可以看出,这种忽略是显而易见的;毕竟,上市公司始终面临着完成业绩目标的巨大压力;为此,它们不惜违规违纪;然而,这种职业操守的缺失将导致各种灾难性后果,包括起诉纠纷、罚款赔付、解雇免职以及市值暴跌;殊不知,操守与业绩并重,才能在公司内外赢得最基本的信任,而公司力量也只是建立在信任的基础之上;在公司各个层面上将高尚操守和卓越业绩相融合是CEO的基本任务,董事会应该在CEO的现金和股权报酬中划出一定比例,专门与CEO在上述任务上的表现挂钩;但董事会为何没有这样做呢这可能是因为他们自己对操守的含义也并不确定,更不知道该如何考核职业操守与财务业绩的融合了;那么,董事会要设计重操守的绩效薪酬制,第一步要做的就是引入操守概念：操守是全公司的统一文化,有三个要素组成——坚决遵守正式的规章制度；采用符合公司长远利益同时又不损害他人利益的伦理标准；员工要承诺做到诚实坦率、公平公正、可信可靠;第二步,董事会需运用一些复杂的分析工具,当然也要运用他们的个人判断力,来考核CEO是否已经把高尚操守和卓越业绩相融合;董事会可根据以下问题判断：CEO是否在全公司范围内制定了操守和业绩并重的薪酬制度,且由公司领导层对此负责举例而言,CEO应该做到：领导层始终如一地恪守职业操守,把操守和业绩的结合当作一项业务流程来管理,运用预警系统抢先把握全球商业规范趋势,及时提供道德风险评估培训,并保证员工的发言权;CEO和高管们是否在实践中贯彻了这些原则如果领导层没有投入足够的时间、精力和资源,将关键的操守原则落实到公司的业务流程中,那么所谓的“高层主张”就只不过是空口白话而已;操守原则是否已渗透到公司文化的每个层面一个重要的评估工具就是覆盖公司所有业务及地区的员工匿名年度调查表,其中包括这些问题：“操守原则是否会向商业压力让步”“在恪守职业操守方面,领导是否言行一致”董事会还可以定期邀请外部的人力资源管理专家,同样就此类问题对CEO和高管进行360度评估;CEO是否完成了董事会设定的操守和业绩并重的年度目标比如说,这个目标是：CEO有效处理严重失误或危机如环境事故、贿赂案,或者财务造假,并且在对事件起因进行坦诚分析后,有条不紊地解决问题;又比如：在新兴市场如中国、俄罗斯和印度聘用善于兼顾操守与业绩的领导者;公司各事业部在职业操守方面的相对表现如何董事会要观察各事业部之间的操守差异,以及CEO是如何处理那些落后分部的;同时,董事会还要将这些事业部与公司外部的同行进行比较;这可能需要从新闻报道、政府报告或前监管机构官员的的比较审计资料中收集数据董事会在明确上述考核标准时,还应制定一套新的CEO继任“规范”;在考量候选人时,董事会应该问：他们的知识、经验、能力是否有利于推动操守和业绩并重的健康企业文化,使之深入公司在全球的每一个经营机构另外,这套规范还应当运用在高管薪酬评估,以及领导人培养项目的目标设定中;长期来看这也是确保公司高层坚持操守和业绩并重原则的最佳方式,有助于公司规避风险,获取商界成功所必需的信任;操守与业绩并重的管理实践下面列出的一份问题清单样本限于篇幅,问题数量已经大大缩减,对董事会评估CEO兼顾操守与业绩的实际行为会有所帮助;要找到这些问题的答案,可以借助流程评估、独立审计和外部影响如环境损害或客户投诉等手段;领导力CEO是否……告知组织上下,操守原则决不向像业绩目标让步不仅仅规范普通员工的操守,同时也约束高层领导的行为定期在员工会议上处理有关操守的棘手问题业务流程CEO是否……为员工恪守职业操守创造必要的基础条件——设计流程用以防范、发现并处理公司各业务、各地区内的不端行为,并安排明星员工负责此项工作现实地评估操守需求,并拨出足够的经费予以支持对法律风险、伦理风险和国家风险的变化提出预警,并及时应对让员工有发言权CEO是否……鼓励员工通过正式系统来报告财务问题、法律问题以及伦理问题,同时防止员工因此遭受打击报复确保及时公正地研究问题,跟踪问题的发展趋势,并在必要时采取补救措施从生产力角度看,它是企业生产或其他经济活动中投入的活劳动的货币资金表现形式,是产品最终成本的构成要素;在市场经济条件下,企业主要通过薪酬来核算或计量生产与其他经济活动中活劳动的消耗;由于竞争的压力,企业必须考虑不断降低活劳动的成本;从生产关系角度看,薪酬体现为收入分配的结果,是员工所获得的分配份额;在我国现行社会制度下,薪酬是劳动者获取生活资料进行消费的主要来源;它对消费水平和消费结构都有重要的影响,而消费实际上是劳动力再生产的过程,劳动力的再生产又对下一步生产具有重要影响;因此,薪酬水平的持续稳定提高对于推动生产或其他经济活动具有十分重要的意义;薪酬的这种两面性,决定了薪酬管理实际上就是对生产成本上不断降低薪酬支出与收入分配上不断提高薪酬水平的这一矛盾而作出的一种调节;①从企业方面看,薪酬具有以下功能:一是增值功能;薪酬既是企业购买劳动力的成本,也是用来交换劳动者活劳动的手段,同时还是一种对活劳动的投资,它能够给雇主带来预期大于成本的收益;这种收益的存在,为企业主雇佣劳动力、投资劳动力提供了动力机制;二是激励功能;薪酬是对劳动者和经营者工作绩效的一种评价,反映着其工作的数量和质量状况;因此,薪酬可以激励员工不断提高工作效率和工作积极性;三是协调功能;一方面薪酬额的变动,将组织的目标和管理者的意图传递给员工,协调员工与企业之间的关系,促使员工行为与企业目标相一致;另一方面,合理的薪酬差别和结构,能有效地调解雇员之间的矛盾,从而协调好人际关系;②从员工方面看,薪酬具有以下功能：一是劳动力再生产保障功能;员工通过劳动和服务行为换取薪酬,从而能满足本人及家庭的吃、穿、住、用等基本生活需求,进而实现着劳动力的再生产;二是价值实现功能;薪酬是企业对员工工作付出的一个评价,是对员工工作能力和水平的承认,也是对个人价值实现的回报,是晋升和成功的信号,它反映了员工在企业中的相对地位和作用,能使员工产生满足感和成就感,并进而激发出更大的工作热情;三是合理的薪酬能加强员工对企业的信任感,增强员工对预期风险的心理保障意识和安全感;③从社会方面看,薪酬对社会具有劳动力资源的再配置功能;人们一般都会愿意到薪酬较高的地区、部门和岗位工作,作为管理者可以利用薪酬差别可以引导人力资源的合理流向,促进人力资源的有效配置,实现人力资源开发和利用效率的最大化;另外,薪酬也调节着人们对职业和工种的评价,薪酬水平从某种程度上反映着该职业或工种的社会价值,从而调节着人们职业的愿望和就业的流向;薪酬历来都是一个倍受关注的课题,它不仅仅关系到每个人的切身利益,更是牵涉到每个组织,整个社会,乃至整个国家的社会经济发展;所以,薪酬也历来是国内外学者研究的重要课题;激励理论是薪酬管理理论的基础;激励是薪酬众多功能中最重要、最基本的功能之一;如何通过薪酬来激励员工的工作积极性和工作效率,是进行薪酬研究、设计和薪酬管理的核心内容;合理、公平和富有竞争力的薪酬是激励员工努力工作的最重要因素之一;合理、有效的薪酬管理机制与激励之间是一个良性的互动过程;有效的薪酬机制必然激励员工以更高的数量和质量完成工作任务,而更高数量和质量的工作也必然带来更高的薪酬;激励原本是一个心理学的概念,就其本质而言,它是表示某种动机所产生的原因,即发生某种行为的动机是如何产生的;例如,同样一个人,为何有时工作积极,有时却精神萎靡不振,无心做事,甚至消极怠工现在,把激励这个概念引入到管理实践中,就赋予了新的含义;也就是说激励是一种精神力量或状态,对员工起加强、激发和推动作用,并指导或引导员工行为指向组织的目标;因此,不仅要研究某种动机是如何产生的,关键更要研究如何促使被管理对象产生某种特定的动机,如何引导他们拿出自己的全部力量来为实现某一目标而努力;当今社会,激励已经越来越被许多管理者在实施指导与领导工作中被视为重要的方法,从而有效地结合人力,运用技术,达到统一全体员工的意志,又使个人心情舒畅,实现组织的目标;在对人的认识的基础上,许多学者对人的需求、行为进行了研究,但研究的目的都有一个是相同点,即:如何激发动机,如何分析需求,如何判定行为,通过人们需要的满足达到自己的基本目标,从而实现有效激励;目前国内外学者所公认的激励理论主要有:需求层次理论、双因素理论、公平理论、期望理论等;下面本文简单地对需求层次理论、期望理论作一个介绍;马斯洛提出了需要层次理论,认为人类的需要是以层次的形式出现的,由低级的需要开始逐级向上发展到高级的需要;马斯洛认为人们在社会生活中一般有五个层次的需要:生理需要、安全需要、社会需要、尊重需要、自我实现的需要;马斯洛还认为,当一种需要得到满足后,另一种更高层次的需要就会占据主导地位,个体的需要是逐层上升的;从激励的角度看,没有一种需要会得到完全满足,但只要其得到部分的满足个体就会转向追求其它方面的需要了;按照马斯洛的观点,如果希望激励某人,就必须了解此人目前所处的需要层次,然后着重满足这一层次或在此层次之上的需要;马斯洛的理论得到了普遍的认可,特别是得到了广大实践中的管理者的认可;这主要归功于该理论简单明了、易于理解、具有内在的逻辑性;其最大的用处在于它指出了每个人均有需要;身为主管人员,为了有效地激励下属,就必须要了解其下属需要满足的是什么;期望理论是美国心理学家弗鲁姆提出的;期望理论的基本观点是:人们在预期他们的行动将会有助于达到某个目标的情况下,才会被激励起来去做某些事情以达到目标;绩效是三大知觉的函数:期望、关联性和效价;从心理学的角度来考察,期望理论包含三种特定的心理联系:首先是努力付出与业绩联系,即指个人所感知的通过努力能够实现预期业绩日标的可能性;其次是业绩与薪酬的关系,它是个人对通过一定水平的努力能够取得预期薪酬的认定程度;最后是结果或薪酬的吸引力,表明实现预期结果或所获得的薪酬对个人来说重要性有多大;在国有企业改革的进程中,企业内部薪酬制度的改革一直是各级管理者普遍关注的热点;企业薪酬制度的改革贯穿于国有企业改革的全过程;虽然各级管理非常重视薪酬设计与薪酬制度的改革但是目前我国的绝大多数企业的薪酬制度还是面临着诸多的问题和不足,许多企业的员工对薪酬制度的满意度总是不高,企业的薪酬制度并没有能发挥出应有的激励作用,没有变成职工行为的规范;和其他国有企业一样;进行薪酬管理时,还没有充分地认识到企业的薪酬制度一定要支持和服务于企业的战略目标的重要性;在较大程度上存在着就薪酬论薪酬,把公平、合理地分配薪酬本身当成一种目的而不是关注什么样的薪酬制度会在企业改革与发展过程中有利于企业战略和人力资源战略的实现,没有从自身的总体战略和人力资源战略出发来改革和完善薪酬制度,并没有立足于企业的经营战略和人力资源战略,以劳动力市场为依据,最后形成企业的薪酬管理系统;企业在薪酬管理方面缺乏有经验的专业人力资源管理部门来对企业的中长期的发展战。
人力资源管理参考文献
人力资源管理参考文献 Revised by BETTY on December 25,2020参考文献一、着作[1] (美)加里德斯勒.人力资源管理(第六版)[M].北京：中国人民大学出版社,1999.[2] (加)狄祖善、霍思安.人力资源管理案例[M].北京：机械工业出版社,1999.[3] (美)舒尔茨.人力资本投资：教育和研究的作用[M].北京：商务印书馆，1990.[4] (美)加里S贝克尔.人类行为的经济分析[M].上海：上海人民出版社，1993.[5] (美)贝克尔.家庭经济分析[M].北京：华夏出版社，1987.[6] (美)爱德华拉齐尔.人事管理经济学[M].北京：北京大学出版社，2000.[7] (美)雷蒙德A诺伊等.人才资源管理：赢得竞争优势[M].北京：中国人民大学出版社， 2001.[8] (英)迈克尔普尔、马尔科姆沃纳.人力资源管理手册[M].沈阳：辽宁教育出版社，1999.[9] 张德.人力资源开发与管理（第二版）[M].北京：清华大学出版社,2003.[10] 李宝元.人力资本与经济发展：跨世纪中国经济发展及其战略选择的人本视角与考察[M].北京：北京师范大学出版社，2000.[11] 朱舟.人力资本投资的成本收益分析[M].上海：上海财经大学出版社，1999.[12] 李忠民.人力资本：一个理论框架及其对中国一些问题的解释[M].北京：经济科学出版社，1999.[13] 彭剑锋.人力资源管理概论[M].上海：复旦大学出版社，2003.[14] 陈维政、余凯成.人力资源管理与开发高级教程[M].北京：高等教育出版社,2004.[15] 赵曙明.人力资源管理新进展[M].南京：南京大学出版社，2002.[16] 赵曙明.人力资源战略与规划[M].北京：中国人民大学出版社，2002.[17] 孙健敏.组织与人力资源管理[M].北京：华夏出版社，2002.[18] 廖泉文.人力资源发展系统[M].济南：山东人民出版社，2000.[19] 林泽炎.转型中国企业人力资源管理[M].北京：中国劳动社会保障出版社，2004.[20] 蒋明新.人力资源开发与管理[M].成都：西南财经大学出版社，1999.[21] 林泽炎.3P模式：中国企业人力资源管理操作系统[M].北京：中信出版社，2001.[22] 谢晋字、吴国存、李新建.企业人力资源开发与管理创新[M].北京：经济管理出版社，2000.[23] 董克用、叶向峰.人力资源管理概论[M].北京：中国人民大学出版社，2003.[24] 石金涛.培训与开发[M].北京：中国人民大学出版社，2002.[25] 石金涛.现代人力资源开发与管理[M].上海：上海交通大学出版社，2001.[26] 张国初.人力资源管理定量测度和评价[M].北京：社会科学文献出版社，2000.[27] 陈远敦、陈全明.人力资源开发与管理[M].北京：中国统计出版社，2001.[28] 张国初.人力资源开发管理的理论与实践：中国加拿大案例比较研究[M].北京：社会科学文献出版社，1995.[29] 谌新民.新人力资源管理[M].北京：中央编译出版社，2002.[30] 李宝元.人力资本与经济发展：跨世纪中国经济发展及其战略选择的人本视角与考察[M].北京：北京师范大学出版社，2000.[31]陆国泰.人力资源管理[M].北京：高等教育出版社，2000.二、杂志[1]《中国人力资源开发》[2]《中国人才》[3]《管理世界》[4]《人力资源》[5]《人事与人才》[6]《人才开发》三、报纸[1]《21世纪人才报》[2]《人力资源报》1、郑远强编着.人力资源管理实际操作技能.北京：光明日报出版社，2005年版2、郑远强编着.人力资源管理多媒体课件.北京：高等教育出版社，2007年版3、余凯成等编着．人力资源管理．大连：大连理工大学出版社，20024、劳动和社会保障部职业技能鉴定中心企业人力资源管理师项目办公室编．企业人力资源管理人员．北京：中国劳动社会保障出版社，20045、李小勇编着．100个成功的人力资源管理．北京：机械工业出版社，20046、陈维政等编着．人力资源管理．北京：高度教育出版社，20047、徐纪良．现代人力资源论．上海：上海人民出版社，19968、赵曙明．中国企业人力资源管理．南京：南京大学出版社，19959、赵文贤．人力资源开发与管理．上海：上海人民出版社，199610、叶向峰等．员工考核与薪酬管理．北京：企业管理出版社，199911、郑海航．国有企业亏损研究．北京：经济管理出版社，199812、王继承着．谁能胜任．北京：中国财政经济出版社，200413、国际人力资源管理研究院(IHRI)编委会编着．人力资源经理胜任素质模型．北京：机械工业出版社，20051、加里.德斯勒《人力资源管理》，中国人民大学出版社；2、雷蒙德.A.诺伊等,《人力资源管理获得竞争优势》第三版，中国人民大学出版社；3、哈佛商学院MBA教程,《人力资源管理》，红旗出版社；4、迈克尔.比尔等《管理人力资本》，华厦出版社；5、劳伦斯.S.克雷曼着，《人力资源管理：获取竞争优势的工具》，机械工业出版社；6、（美）爱德华．拉齐尔，《人事管理经济学》，三联书店；7、约瑟夫等着，《战略薪酬：人力资源管理方法》第二版，社会科学出版社；8、詹姆斯.W.沃克着，《人力资源管理译丛：人力资源战略》，中国人民大学出版社；9、余凯成等，《人力资源管理》，大连理工大学出版社； 10、袁坤，《哈佛人才管理学》，中国三峡出版社； 11、张德，《人力资源管理》，企业管理出版社； 12、彭剑锋、饶征，《基于能力的人力资源系统开发与管理》，中国人民大学出版社； 13、谢文辉等，《卓越人力制度典范》，石油工业出版社； 14、《人力资源管理导论》郑晓明机械工业出版社； 15、张再生，《职业生涯管理》，经济管理出版社； 16、辛向阳，《薪资革命》，企业管理出版社; 17、马士斌，《生涯管理》，人民日报出版社。
人力资源的论文参考文献篇一
人力资源的论文参考文献篇一在研究人力资源领域的问题时，参考文献的收集和引用是学术研究的重要环节。
以下是一篇关于人力资源的论文参考文献，这些文献涵盖了人力资源管理的基本概念、理论和实践，为读者提供了丰富的研究资料。
1、De Jong, J. & Van Maanen, J. (2008). Human Resource Management:A literature review. Journal of Organizational Behavior, 29(1), 1-31.这篇文献对人力资源管理领域的经典和最新研究进行了全面的回顾和总结，涵盖了人力资源管理的定义、历史发展、主要理论和实证研究等方面，是读者进入人力资源管理领域的良好入门读物。
2、Porter, L. W. & McLaughlin, G. B. (2006). The Future of Human Resource Management: A literature review and a look ahead. Human Resource Management Review, 16(1), 1-19.这篇文献对人力资源管理未来的发展趋势进行了预测和分析，同时对当前人力资源管理领域的研究进行了全面的综述，为读者提供了人力资源管理未来发展方向的思路。
3、Sullivan, S. E. & Baruch, Y. (2009). The Future of Human Resource Management: Insights and Issues for a New Era. Business Review, 8(1), 37-44.这篇文献主要探讨了人力资源管理未来的发展趋势和重点，特别全球化、技术进步和人口结构变化等因素对人力资源管理的影响，为读者提供了全新的视角和思考。
4、张明辉. (2018).人力资源管理的新趋势与挑战.经营管理者, (12), 99-100.这篇文献对人力资源管理的新趋势和面临的挑战进行了深入探讨，从多个角度分析了人力资源管理的发展和创新，为读者提供了有益的思考。
人力资源管理英文论文
Managing human resourceIntroductionNowadays, as the stress of the competition become heavier and heavier, people who go to an interview or work in a firm pay more and more attention to the EEO. The EEO is the law of the Civil Rights Act of 1964 was the first federal law designed to protect most U.S. employees from employment discrimination based upon that employee's (or applicant's) race, color, religion, sex, or national origin. The Title also established the U.S. Equal Employment Opportunity Commission to assist in the protection of U.S. employees from discrimination.EEO legislation requires fair treatment for all members of the community and the elimination of discrimination. It means selecting the best person for the job in terms of their job-related skills.EEO includes following aspects:RACE, COLOR, RELIGION, SEX, NATIONAL ORIGINTitle VII of the Civil Rights Act of 1964, as amended, protects applicants and employees from discrimination in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment, on the basis of race, color, religion, sex (including pregnancy), or national origin. Religious discrimination includes failing to reasonably accommodate an employee’s religious practices where the accommodation does not impose undue hardship.DISABILITYTitle I and Title V of the Americans with Disabilities Act of 1990, as amended, protect qualified individuals from discrimination on the basis of disability in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment. Disability discrimination includes not making reasonable accommodation to the known physical or mental limitations of an otherwise qualified individual with a disability who is an applicant or employee, barring undue hardship.AGEThe Age Discrimination in Employment Act of 1967, as amended, protects applicants and employees 40 years of age or older from discrimination based on age in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment.SEX (WAGES)In addition to sex discrimination prohibited by Title VII of the Civil Rights Act, as amended, the Equal Pay Act of 1963, as amended, prohibits sex discrimination in the payment of wages to women and men performing substantially equal work, in jobs that require equal skill, effort, and responsibility, under similar working conditions, in the same establishment.GENETICSTitle II of the Genetic Information Nondiscrimination Act of 2008 protects applicants and employees from discrimination based on genetic information in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment. GINA also restricts em ployers’ acquisition of genetic information and strictly limits disclosure of genetic information. Genetic information includes information about genetic tests of applicants, employees, or their family members; the manifestation of diseases or disorders in family members (family medical history); and requests for or receipt of genetic services by applicants, employees, or their family members.Along with those five protected classes, more recent statutes have listed other traits as "protected classes," including the following:▪The Age Discrimination Act protected those aged 40 and over, but does not protect those under the age of 40.▪The Americans with Disabilities Act of 1990 protects individuals who possess, or are thought to possess, a wide range of disabilities, ranging from paraplegia to Down Syndrome to autism. However, it does not force anemployer to employ a worker whose disability would create an "undue hardship"onto his business (e.g. a paraplegic cannot work on a construction site, and a blind person cannot be a chauffeur).▪The Genetic Information Nondiscrimination Act of 2008 forbids discrimination on the basis of family history and genetic information.▪The Vietnam Era Veterans Readjustment Assistance Act of 1974 forbids discrimination on the grounds of a worker's military history, including any effects that the battlefield might have had on the worker's psyche.▪Twelve states, over one hundred local governments, and the District of Columbia have passed statutes that forbid discrimination on the basis of sexual orientation; also, the Employment Non-Discrimination Act will allegedly make sexuality a protected class, but this bill has yet to pass Congress.All of these Federal laws prohibit covered entities from retaliating against a person who files a charge of discrimination, participates in a discrimination proceeding, or otherwise opposes an unlawful employment practice.EEO in ChinaFace of China's labor market situation of supply exceeding demand in general, more and more problems difficult employment, and employment discrimination, it also will increase. Employing various restrictions dazzling, not only height, age, education standards in the assessment of these inherent been coded, some new restrictions, sex, appearance, origin, or even the name, blood type may be reasons for the refusal of workers were employed.For discrimination, we are here to further analysis to determine the underlying discrimination in employment, is two competing rights: the rights of workers rights and labor units. Discrimination is to determine the respective rights of the boundary of the two judgments is whether these two rights advocates agree with the judge. Generally speaking, the boundary of my rights is the rights of others. However, people's rights areoften in conflict. Cutting right to the conflict, I think no more than two levels from this to consider: First, to see who has a legal basis for the claim; if you have a legal basis then see who has the legal basis for greater effectiveness. The second is to see who made certain concessions to the loss of smaller, or the right to support who can make a greater number of total social welfare, that there is a measure of interest issues. From this point of view, if a business, an industry, a city not easily improve the level of labor standards will bring their own how much interest, but how many people may not develop immediately, then it can be considered discrimination .Discrimination and fairness is the concept of symmetry. Prejudice to the fair is discrimination. There should be opportunities for fair and equitable. Determine whether discrimination should be regarded as opportunities, but not results. Have the opportunity to discrimination should not be said. Now the conflict lies in a standard employment often suspended more people the opportunity to cancel. Survival of the fittest, and even superior in the more than excellent, is normal. They do not cancel the opportunity. Equal opportunities, and one body, gender, intelligence and other relatively disadvantaged people, usually in the competition at a disadvantage; if he were eliminated by the other advantages, should not be considered discrimination. However, the value of equal opportunity is: He may be other advantages to compensate for their weaknesses, and thus win.We are not against employment discrimination against specific sectors to maintain special requirements. Such as the requirements of the employees in High-tech enterprises are high-qualified, some trade or employment for women enterprises. The case of the above should be regarded as a "results" instead of as a standard, losers lost in the results: in these industries, the degree of competition but the low degree high; men and women compete a; not compete pretty nice. Have the chance, would also be the case.Discrimination in employment and the employee is not merely between. You companies make their own labor standards, I think it is a kind of discrimination, I also have the right to refuse, go somewhere else. I have a choice. However, if the government comes up with a standard, this standard, all companies are not hiring me thecondition of the people, then I had no choice; other companies also did not choose my chance. Therefore, we can say, now the largest discrimination, fear or policy of discrimination. Such discrimination is absolutely not a chance.The reason why unequal employment opportunity appearsAt first, born men and women are different, women born weak, a lot of heavy work commitments to live more by men, such as petroleum, geology, machinery, women difficult to bear; employers believe that women in the completion of the work efficiency and quality not as good as men, many units under the same conditions of remuneration paid to women than men; women's unique physical needs of women not only make your work, but employers should also be according to the national welfare system of compensation; traditional social roles, giving women a wife, mother , the important task of caring for the elderly, which makes the employer also is difficult to wholeheartedly work on the concerns of women. This is often easier to inflict preconceived mind-set, heavily based on the above concerns and prejudice, the employer in the selection of talent is not the first judge a person's abilities. New China is a low level of social and economic development based on up. In the initial stage of industrialization, the state economic and social development focused on the relative concentration of industry and industrial city in the life, health care, provision of public goods and benefits to urban residents on the tilt, for the way of development, at the time socio-economic conditions are right. However, with the further development, this re-development of City Light idea of rural is losing its legitimacy. Early policy making urban and rural development is highly uneven economic development in rural and urban areas showing a trend of scissors. Historical roots of social and economic imbalance of urban and rural residents in other areas of inequality.Equal protection of the legal system of employment is still not perfect. Law as it is the economic base determines the superstructure, but in turn restricts the economic base. Urban and rural residents of our legal rights in the provision of the irrational, imperfect reality of urban and rural residents also contributed to the unequal rights of aspecific reason.How to solve the unequal employment opportunityDue to eliminate the unequal employment need for specialized anti-employment discrimination legislation, A concept is anti-employment discrimination in China is "luxury" that economic development, how anti-discrimination efforts. This view is wrong. Anti-discrimination in employment is not hinder economic development, but to promote development.Others believe that employment discrimination will affect the development of enterprises, which is the wrong concept. The core concept of discrimination should not be unreasonable to treat people. If your proposed terms of employment out of the objective needs of enterprises, is not considered discrimination. Such as computer engineer, the key is will the computer, not the men and women, urban residence or other conditions.Establish and improve the protection of the legal system for equal employment of women .Employers to abolish gender inequality in the selection criteria. To change the traditional concept of women themselves, establish their own efforts to change the fate of the idea. The Government further play the leading role of social security .After 20 years of development of market economy, people's desire for equality has deep bone marrow, should be in the "Constitution" in the equal rights given to urban and rural residents, while repealing the law from the provisions on rural-urban inequality. Just modified through the "election law" to achieve the election of urban and rural residents the right to complete equality, which is a lot of progress, but the progress of such legislation is also too small, the magnitude of improvement is too young, with good laws are step, then we need to improve the administration of justice, but also to improve the level of our judicial and law enforcement ranks the quality of law enforcement First, the unemployed should be more training. This can make those popular professional, unskilled workers, unemployed people need to improve skills quickly mastered the skills, skills to enhance their confidence in the interview, so you will havemore courage and employer contacts to dispel concerns that they hired you , doing so requires the applicant's toughness and courage. You know, although in the recruitment of companies set the conditions for this or that, but in the face of talent truly useful, they will adjust their employment standards, will be useful to hire the talent.Social relations can also be recommended to go through, sometimes with some of my colleagues may wish, fellow, the old relationship between superiors and other recommendation, which is a normal way. Recommended by a certain relationship, the employer can you have a more comprehensive understanding of both supply and demand of talent to solve the problem of asymmetric information, also allows personnel to bypass the barriers of discrimination in employment.Of course, in addition to job-seekers their own efforts, countries should also increase the employment discrimination laws and regulations, and to vigorously publicize relevant laws and regulations, so that job seekers can have the weapons to protect themselves, to change their job search process in the weak position, for their legitimate interests.ConclusionUnequal employment opportunity can not be eliminated overnight in short term, but needs the support of all parties. The majority of job seekers not only need to raise awareness of equality, employers also need to change the concept of employers, and government departments should strengthen supervision and management, to truly implement fair employment. Discrimination on the labor market not only seriously violated the principle of fairness, harm the interests of job seekers, but also reduces the efficiency of the allocation of human resources, impact on social stability, which restricts economic development. Employment for job seekers to create a fair environment for building a harmonious society can not be ignored in terms of a link, and the creation of a fair employment environment must rely on the concerted efforts of government and society can be achieved. We should fully mobilize the political, economic, cultural, education, reform the power to protect people's rights and equal employment opportunities, which will effectively promote national economic and social developmentReference1.Louis R. Forbringer and Carol Oeth, "Human Resources at Mercantile Bancorporation, Inc.," Human Resource Management, Summer1998, 177-189.2.Gary Hamel and C.K. Prahalad, Competing for Future (Cambridge, MA: HarvardBusiness School Press, 1994), 227.3.'Determining the va lue of human resources,” viewpoint on value, (Omaha, NE:Balckman and associates), July/August 1998, 4.4.Charles A. Pierce and Herman Aquinis, "Bridging the Gap be tween RomanticRelationships and Sexual Harassment in Organizations," Journal of Organizational Be.havior 18 (1997), 197-200.5.Based on Jane AdamsRoy and Julian Barling, "Predicting the Decision to Confrontor Report Sexual Harassment,' Journal of Organizational Behavior 19 (1998), 329-336.6.Scott A. Snell,” Designing And Supporting Transnational Te ams, Human ResourceManagement, 37(1998), 147-158.7.Gilbert Casellas and Irene L. Hill,"Sexual Harassment: Preventingand AvoidingLiability," LegalReport, Fall 1998, 1-5.8.Gilbert Casellas and Irene L. Hill,"Sexual Harassment: Preventingand AvoidingLiability," LegalReport, Fall 1998, 1-5.9.Jessica Guynn, "Another Y2K Worry: Messiahs in the Workplace," OmahaWorldHerald, February 7, 1999, 1G; and Stephanie Armour, "Conflict Grows between Bosses, Devout Workers," USA Today, November 21, 1997, 1B-2B.10.Based on data compiled by the federal Equal Employment Opportunity Commission,199811.Jonathan Segal, "EEO Policies:Walking the Razor's Edge," HRMagazine, December1997, 109-116.。
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关于人力资源管理的外文文献
1. Human Resource Management Practices and Workforce Diversity: A Review
This article explores the relationship between human resource management (HRM) practices and workforce diversity. The authors review literature on HRM practices such as recruitment, selection, training and development, performance measurement, work design, and employee relations, to examine how these practices influence the success of workforce diversity. The article highlights the need for organizations to adopt effective HRM practices that support diversity and inclusion, in order to maximize the benefits of a diverse workforce.
2. The Impact of Strategic Human Resource Management on Organizational Performance
This study analyzes the relationship between strategic human resource management (SHRM) practices and organizational performance. The authors examine the impact of SHRM practices such as recruitment and selection, training and development, performance management, and compensation and benefits, on key organizational outcomes such as employee retention, productivity, and profitability. The study concludes
that effective SHRM practices are positively associated with organizational performance, and that organizations need to prioritize HRM strategies that support their overall business objectives.
3. Managing Human Resources in the Globalizing Economy: Challenges and Opportunities
This article explores the challenges and opportunities presented by the globalizing economy for human resource management. The authors examine how globalization has impacted HRM practices in areas such as recruitment and selection, training and development, compensation and benefits, and employee relations. The article also highlights the importance of cultural sensitivity in managing a diverse global workforce, and the need for HR professionals to adapt to changing business environments to effectively manage human resources.
4. The Role of Human Resource Management in Corporate Social Responsibility
This study examines the role of HRM in promoting corporate social responsibility (CSR). The authors analyze the connection between CSR and HRM practices such as recruitment, selection, training and
development, and employee relations, to determine how these practices can support and enhance CSR initiatives. The article emphasizes the need for HR professionals to align their practices with CSR goals in order to promote sustainable business practices and social responsibility.
5. Employee Engagement and Retention: A Review of the Literature
This article reviews literature on the relationship between employee engagement and retention. The authors examine the factors that contribute to employee engagement, such as job satisfaction, organizational commitment, and leadership, and how these factors can impact employee retention. The article also highlights the importance of effective HRM practices in enhancing employee engagement and retention, and provides recommendations for organizations seeking to improve their retention rates through engagement-focused HRM strategies.。