人力资源英文文献翻译及参考文献-英语论文
关于人力资源管理的外文文献
关于人力资源管理的外文文献1. Human Resource Management Practices and Workforce Diversity: A ReviewThis 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 PerformanceThis 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 concludesthat 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 OpportunitiesThis 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 ResponsibilityThis 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 anddevelopment, 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 LiteratureThis 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.。
人力资源论文中英文翻译
人力资源论文中英文翻译The Changing n of Human Resource ManagementIn recent years。
the n of Human Resource Management (HRM) has ___。
___ Instead。
it has ___ in the development of the company。
Secondly。
HR models have also undergone changes。
with the ___。
HR strategies have e more diverse and innovative。
___。
___。
___.n 2: The Exploring Stage of HRM in ChinaChina's ___ stage。
System building is a critical aspect of HRM in China。
as many companies lack standardized HR management ___ also a challenge。
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___ is another aspect that requires n。
with companies ___.n 3: ___HR ___。
they need to adapt to the rapidly changing business environment。
which requires them to be ___。
they need to ___。
as the business ___。
they need to ___。
___ challenges。
___ skills and knowledge。
and work ___.Human resource management is a ___ and growth of HRM in terms of pany ns。
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。
人力资源战略与变革外文文献翻译中英文
外文文献翻译原文及译文（节选重点翻译）人力资源战略与变革外文文献翻译中英文文献出处：Handbook of Human Resources Management, 2015, pp 1-18 译文字数：5800多字英文Human Resources Strategy and Change: Competence Development in aChanged EnvironmentMichiel BergAbstractBuilding competence in a changing environment is a journey. It is a journey where it is essential to have communicated and envisaged a picture of the destination. The details of this envisaged picture will look different probably upon "arrival" at the end of the journey. However, communicating the destination is essential. It helps employees to understand what the direction is. It helps employees and managers to use existing competencies along the way. Moving ahead very often demonstrates unexpected strengths in colleagues one has not been aware of. Moving ahead with a plan can also show the team their current level of competence and the desired state of competence. Explaining and talking about these differences may often prove not to be that easy and clear for many involved.A changing environment shows also weaknesses of current practices, processes, and services. It requires strong managerial skills to keep discussions having a focus on the future and preventing these discussions to turn into complaint sessions of past events. Human Resources practices and processes are executed in a triangle of employees, managers, andHuman Resources. Therefore, building competence requires strong and dedicated involvement from these three groups of participants. Competence building is most effective when learning happens during day-to-day work events and the collective and individual learning has a meaning: something "tangible" will be achieved and recognized.Keywords: Competence building, Change management, Human resource management, Process analysis, Change program, HR processes IntroductionThis case study is about a response by the Human Resources Department of a major financial institute in the Czech Republic to the changing world of customer behavior, customer service, financial market crises with its impact on the country's economy, and social and welfare systems. The financial institution (hereinafter, bank) has been established almost 200 years ago and is for decades the major retail bank in the Czech Republic. The mission of the bank has been — and still is — "to help individuals and companies build a financial future fbr them.,^ The bank has for decades played an enormous role in the development of the social infrastructure that enables individuals and companies to take charge of their own future. This balance between social and individual CQ company responsibility is an exciting challenge for the bank.Two years after the financial crisis in 2008, the bank has seen itself confronted with a society where companies notice severe drops in their revenues. Across Europe governments and companies cut back theirspending. The decrease in revenues put pressure on wages for employees and reorganizations led to higher unemployment rates. This in turn led to lower tax income for governments and higher expenditures for keeping a certain level of social welfare.In the banking industry, competition has been increasing. eBanks gain a strong market presence in certain market segments. Contrary to regular retail banks, eBanks provide their services to customers primarily through the Internet and mobile technology; eBanks typically do not have an extensive network of branches. Consequently, these eBanks deploy a customer service infrastructure at a significantly lower cost level (due to, e.g., no expensive buildings to maintain and no staff needed for these branches) than the traditional retail banks can achieve. The traditional retail banks see themselves with no other choice than:Investing in the retail branch infrastructure (buildings, more modern customer desks)Investing in new hardware and software technologies (e.g., online banking) while having to maintain a high level of data security in relatively "old" technologiesDecreasing the price levels and at the same time increasing the customer service levels putting profit margins under pressureWhat Was the Problem/Challenge?Questions for the management team of the bank — The Board of Directors of the bank understands competitive measures are required. Formonths in a row, reports on declining customer satisfaction, on declining market shares, and pressures on product and service margins land at the desks of the Board. The overall complexity of the environment asks for deliberate actions. One of the objectives is to build upon the competitive advantages of the bank and improve in relative weak business areas. Another factor further complicates the daunting task. In 2010 a first wave of strong regulatory requirements makes a way through the banking industry (McKinsey 2010) such as:Requirements to significantly improve capital and liquidity situation in a short period of time. An estimated amount of 60 % of currently outstanding Tier 1 capital is required to be added in just 8-9 years.Expected drop in return on equity (ROE) for an average bank by 4 % on ROE levels that have already been under pressure in retail banks.When the results of the analysis are presented to the Board of Directors, the respective line managers are requested to prepare action plans on a business unit level that provide an adequate response to the aforementioned categories.The Human Resources Director discusses the strategic assignment from the Board of Directors with the HR management team. They agree to be in the group of first movers within the bank. One of the reasons why the Human Resources Director wants to be a front-runner is the identification of an extra dimension for Human Resources. The Human Resources Department needs not only to change itself; the department hasas well the chance to support other business units in going through a change process.What Was Our Plan on Solving the Problem or Mastering the Challenge?Situation in the Human Resources Department — The Human Resources Director notices that the Human Resources teams are good in execution of processes. There is a good atmosphere in the department. The internal customers are reasonably satisfied with the Human Resources services that are being provided. However, the Human Resources teams (recruitment, training and development, compensation and labor law) execute services that the business has demanded in past years. Some line managers have started with designing their own Human Resources services and solutions to respond to the changes in the business environment. Often the Human Resources Department is aware of such solutions months after these services have been deployed by the business. In the retail business line, even an own Human Resources department has been created executing recruitment for key positions and designing special training programs. In short, Human Resources is not considered a strong partner for business challenges but rather a department who makes sure the basic needs are fulfilled: timely and accurate run of the payroll, mass recruitment for the retail branch network (searching, selecting, and assessing candidates), and planning and organizing trainings.The focus on execution has led to fragmentation of HumanResources services — services which are being provided in isolation. The recruitment team focuses on delivering as fast as possible candidates for job vacancies. The compensation team delivers compensation data, benefits, and market benchmarks. The training and development team runs a "training factory.,, The teams act very much independent from each other, although they have regular meetings to provide each other an update on what has happened and what is next.An analysis of the work activities shows that the Human Resources department spends about 62 % of its time on administrative, operational, and transactional Human Resources services. Examples of these transactional and administrative Human Resources services are: The Human Resources Director proposes a plan of action to the team which is guided by an external consultant team. The plan is cut into three main phases. The end of each phase does not automatically trigger the next phase. Several requirements are critically assessed and an approval for entering the next phase is to be provided by the Board of Directors.The first priority is to stabilize key processes and services such as recruitment, payroll, and training logistics. The team sees itself confronted with an organization in change, and for the Human Resources Director, it is important that during the change program of the Human Resources Department, certain levels of services are maintained. A situation where the business will start complaining about the basics in Human Resources services will further complicate the very challengingassignment. Like the other teams in the bank, the Human Resources team needs to make a change in a changing environment.In a second phase, the Human Resources Director focuses on providing a strategic but limited list of Human Resources priorities. It is better to deliver a few projects excellently than having many projects in a never-ending process. Focus on a few projects also allows for having a continuous stream of quick wins and periodically the celebration of a major achievement. In this phase a clear split between a team working on setting the framework for (strategic) Human Resources direction based on the bank's strategic choices and a team working on the execution of Human Resources practices (e.g., staffing, performance feedback, personal experience, and career management and learning). The latter team shows and highlights what "happens" in the bank and what managers effectively do (Randall and Schuler 2007).In the third phase, the Human Resources Director sees a continuation of phase two based on efficient and effective processes and a continuous delivery on agreed strategic priority items. The third phase has a focus on putting Human Resources as a strategic partner for the business from a people perspective. As a strategic partner, HR can continuously support the development of people, advice and coach line managers in people management skills, and adapt together with the business to Human Resources services — instead of adapting Human Resources services based on Human Resources expertise.There is another component in the change program the Human Resources Director realizes that requires full attention. The whole change program will have a major impact on the job roles, skills, and competencies of the Human Resources employees. The Human Resources Director decides to use the change model of John P. Kotter (1996). She wants the employees to realize what it means to build new and strengthen competence in an environment where change is ubiquitous.What Was the Real Outcome?Staffing for competence building — The selection process is considered a critical step in the competence building for the Human Resources services delivery model. The selection process focuses on identifying the current level of competencies of the candidates and the potential these candidates have. Each candidate (both internal and external) for a Human Resources business partner job position goes first through a whole-day assessment center. Those candidates that pass the assessment center are put through interviews with a senior line manager and with a member of the Board of Directors. Each Human Resources business partner gets a personal development plan that is based on the feedback gathered throughout the selection process. The personal development plan focuses on behaviors and soft skills such as communication, negotiations, giving presentations, team cooperation, conducting constructive conversations, and interviews. The personal development plan is based on the 70-20-10 concept in learning:Seventy percent from challenging job assignmentsTwenty percent from colleagues, peers, and superiorsTen percent from formal learning courses (online, class room)A first assignment the Human Resources business partners (HRBPs) get is to introduce themselves to the respective business divisions and together with the business develop a working agenda with concrete objectives and action steps. This working agenda is discussed with an assigned mentor from the business line. The personal development plan is prioritized based on the working agenda. Important in the competence building is the exposure to situations where the HRBP uses the competencies and experience gained so far. Deliberately a decision is made to have the HRBP deal with all Human Resources and personnel matters concerning the employees and line managers. The Human Resources Director remains responsible for the Board of Directors. The HRBPs are exposed to challenges such as negotiating employment contracts with line managers, preparing a reorganization plan for the business divisions, and achieving buy-in for implementing new or changed Human Resources services and processes in the business divisions. Exposure to and responsibility in these situations provides a learning situation when these situations are continuously evaluated. Such continuous evaluation is possible when all parties involved treat each other with respect, is honest and constructive, and is open to receive feedback. After a couple of months, a difference in competencedevelopment between the HRBPs is observed. One of the factors that led to this difference has been the acceptance of the feedback received and the willingness to actively work with the feedback. Another factor that is noticed is whether the line managers accept feedback from HRBPs on what they actually do in day-to-day business.A similar approach to selecting HRBPs is used for recruiting employees for the Center of Competence. Candidates go through a whole-day assessment center where they are asked to demonstrate skills in strategic Human Resources analysis, bringing concepts and practices from international human resource management to a realistic and pragmatic Human Resources service for the bank, and ability to lead functional teams without hierarchical responsibilities. The candidates that pass the assessment center have a further interview with the Head of the Competence Center and the Human Resources Director. Also, the employees in the Center of Competence get a personal development plan.Demonstrate competence through processes and services — The team is using the Human Resources process data gathered during the development of the business case which is one of the input materials for new or updated Human Resources processes and services. Another input the team uses is process design examples of companies that already have implemented the HR business delivery model based on competence centers, Human Resources business partners, and a centralized center for personnel services and administration. The team selects those companiesthat have such a model for several years in place. An observation that is made is that many of these processes and practices — those that are lying now on the table — actually work though there are some key differences in how the same processes (e.g., recruitment, performance management, compensation management) are practiced. During the redesign of the processes and services, the team keeps in mind the following saying: "best principles help in catching the right wave, not per se the best practices.,5Processes and data are part of the infrastructure of providing effectively Human Resources services as well as managers and employees practicing people management principles. Some of the processes rely on speed, observation ability, and high volumes (e.g., mass recruitment for the retail branch network). The payroll process relies on data accuracy, 4-eye principles, high volumes, and data input dependencies. An effective performance and development management process is characterized for example by regular and ongoing communication, respect, and ability to gain experience.The team discusses the principles for each of the processes with the business. A difficulty in designing many of these processes has been the gap between desired state, current state, and "what is actually possible to achieve.,5 Human Resources processes and services that support a desired state but cannot be executed or practiced miss their purpose. Often it happens that such processes and services are becoming a hygiene conflictbetween Human Resources and managers. The dirt is getting back on the table as a discussion between Human Resources and managers over and over again. What happens regularly then is that Human Resources and managers do not discuss the purpose anymore but instead focus on side details and on complaining toward each other. Also, other people and Human Resources topics are then often not discussed anymore as each conversation tends to start with complaints. Therefore, the team makes an effort to keep the redesign of the process as realistic as possible. Mature and stable processes are selected for a first redesign.The recruitment department faces the challenge of mass recruitment for the retail branch network and specific and nonstandard recruiting for open job positions for staff functions and senior management positions. One of the limiting factors in execution is that the assessment centers for selecting candidates for the retail branch network in ten different locations are dispersed over the entire country, whereas the recruitment team is centralized in the capital city. The team does have a mobile phone with basic functionality but lacks the software infrastructure and smartphone and laptop technology to work effectively while traveling to one of these assessment center locations. There is no possibility to invest significantly in software and hardware improvements to support the desired situation. Hence, the team identifies the restrictions in the work environment, the business needs of the management for recruiting services, and the labor market situation. The recruitment team makes thedifficult decision to keep three from the ten assessment center locations. The business reacts in first instance negatively as they fear they will lose access to possible good candidates. The result is that three bases for assessment centers are equipped that are easily to be reached by public transport and car. Further, based on demand two other locations are selected where ad hoc an assessment can be organized. Rather quick several benefits from this decision bear fruit, such as:Competence of logistics of materials and people (candidates, managers, recruiters) is less complex providing a boost in quality (documents are printed and available on the location, assessors are present, candidates are present on the date and location they are expected).Travel time for recruiters is significantly reduced leading to less overtime hours, better accessibility for candidates and managers, and more time for building an internal and external network. The ability to build and maintain a network is a critical technical competence for recruiters.Sufficient amount of candidates per location to allow for better connection between workforce planning and staffing (building a pipeline of candidates) leads to an improvement in the indicator time to fill a vacancy.The assessment center locations can also be used for trainings, which decrease the cost for the bank significantly.The training and development department consists of three teams. One team is responsible for the logistics and administration of all training events. A second team is responsible for coaching and design of trainings for staff functions. The third team executes the more soft-skill trainings for the retail branch network. The retail business also has a team for training and development. This team focuses more on training the hard skills such as product knowledge and software trainings. Retail branch employees provide feedback that sometimes conflicting information is provided leading to confusion. Also, there is an imminent conflict between these two training and development teams on who provides which kind of trainings and training services. During the workshop sessions on designing the processes and services in the area of training and development, the decision is made to merge the two training teams that serve the retail branch network. The new department is positioned under the Head of Retail Business Development with a functional dotted line to the Head of Learning and Leadership Development in the Human Resources Department. After a period of getting to know each other, these two teams notice that by combining their strengths, they are able to provide much more interactive learning situations than before. The new team has now the capacity to develop and offer a much more improved blended learning environment combining aspects of on-the-job learning with peer coaching and with technical product trainings during a class room session.What Are the Lessons Learned?How to learn surfing — "What can be done when wanting to learn surfing on open water?"Learning how to manage competence building can be a life-changing experience. Consecutive actions are to be performed in a structured way to allow for feedback, observations, and reflection. Important has been as well that from the start a dialogue takes place on the desired level of Human Resources competence. The bank did not want a world-class Human Resources team; it wanted a Human Resources team that can identify Human Resources solutions and act upon business priorities and needs. Common understanding or at least awareness of what to achieve is essential in building competence.Choose the right competencies to learn first. It is easier to build upon strengths then to try and reach for something (relatively) unknown. Whenever the Human Resources employees take their strengths as a starting point, the learning experience is progressing. When going for unknown skills without too much guidance, the learning process was slowed down. During the entire competence building journey, the Human Resources Director always has tried to find colleagues in business or experts from outside the organization to keep competence building of Human Resources employees at a realistic stretch. Indeed, trust, respect, belief, and constructive feedback are important elements in this process of competence building.The same approach applies for building competence on process or service level. Take those Human Resources processes and services that are mature and stable.Start with piloting changes in small business events before reaching out to the entire organization. Using selective business managers in the competence building process has helped Human Resources to pilot Human Resources processes and practices. Also, assigning business managers to Human Resources business partners and specifying learning actions along a working agenda have supported the competence building on a personal level. Employees have to learn to stand on their feet in various situations.译文人力资源战略与变革：在变化的环境中的能力发展米歇尔•伯格摘要在不断变化的环境中建立能力是一个过程。
人力资源管理系统中英文对照外文翻译文献
人力资源管理系统中英文对照外文翻译文献Human resource management systems (HRMS) have e essential tools for businesses of all sizes。
including small offices with just 20 XXX using HRMS。
firms can improve their efficiency and ce the time and money XXX。
HRMS XXX。
XXX difficult economic times。
XXX of their business。
including human resources.HRIS are packages are designed to address HR needs。
including planning。
employee n access。
XXX the company's current and future HR needs。
businesses can determine which HRMS features will be most useful for their specific needs。
For example。
HRMS can help with recruitment。
training。
performance management。
XXX.Once the planning stage is complete。
businesses XXX This includes automating tasks such as employee data management。
benefits n。
XXX employees。
providing them with access toimportant n such as company policies。
人力资源管理中英文对照外文翻译文献
人力资源管理中英文对照外文翻译文献中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship BetweenHuman Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech ?rms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signi?cantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are bene?cial to the goals ofthe ?rms. Furthermore ,our ?ndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing ?nancial and other non-?nancial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors. IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system. Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also in?uence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the ful?llment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ?ndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have con?rmed that violated psychological contracts negatively in?uence employees’ role behaviors while ful?lled psychological contracts have positive in?uences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systemsand role behaviors. Our results will provide insights regarding the reason for HR systems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them speci?c inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HRsystem�Cemployee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly. Psychological ContractsInitially, a psychological contract was de?ned as an implicit, unwritten agreement between parties to respect eac h other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the following ?ve characteristics: focus ,time frame, stability, scope, and tangibility. Speci?cally, transactional contracts focus on economic terms, have a speci?c duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges of speci?ed performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-speci?ed performance terms. Empirical evidence supports notonly the existence of these two different types of psychological contracts,but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly de?ned jobs, limited training efforts, relatively limited bene?ts, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts. Hypothesis 2 Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such asHR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. Inother words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HRsystems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individualappropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-roleand extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities ofan assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide ?nancial andother non-?nancial, but tangible inducements in exch ange for employees’ in-role behaviors.The exchange of ?nancial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive bene?ts in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3 Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that bene?t the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. Forthis reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2021). In other words, to elicit employees’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system�COCBsrelationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs. MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2021).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech ?rms, and these ?rms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts signi?cantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personal感谢您的阅读，祝您生活愉快。
人力资源管理论文参考文献英文
人力资源管理论文参考文献（英文）引言人力资源管理在当代组织中起着至关重要的作用。
为了更好地理解和研究人力资源管理领域的相关问题，学者们进行了大量的研究和研究论文。
本篇文章收集了一些经典的人力资源管理领域的英文参考文献，供读者参考和阅读。
文献列表1.Salas, E., & Cannon-Bowers, J. A. (2004). The science of training: Adecade of progress. Annual review of psychology, 55(1), 55-85.2.Cascio, W. F. (2018). Managing human resources: Productivity, qualityof work life, profits. McGraw-Hill Education.3.Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives forstrategic human resource management. Journal of management, 18(2), 295-320.4.Guest, D. E. (2017). Human resource management and performance:still searching for some answers. Human resource management journal, 27(1), 3-22.5.Lepak, D. P., & Snell, S. A. (1999). The human resource architecture:Toward a theory of human capital allocation and development. Academy ofmanagement review, 24(1), 31-48.6.Armstrong, M. (2014). Armstrong’s handbook of human re sourcemanagement practice. Kogan Page Publishers.7.Boxall, P., & Purcell, J. (2016). Strategy and human resourcemanagement. Palgrave.8.Snell, S. A., & Bohlander, G. W. (2012). Managing human resources.Nelson Education.9.Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What’s next forHR?. Human Resource Management Review, 25(2), 188-204.10.Huselid, M. A. (1995). The impact of human resource managementpractices on turnover, productivity, and corporate financial performance.Academy of management journal, 38(3), 635-672.结论这篇文章列举了一些经典的人力资源管理领域的英文参考文献，这些文献涵盖了人力资源管理的各个方面，包括培训、策略、绩效、员工流动等。
英语人力资源作文范文
英语人力资源作文范文English:Human Resources (HR) is a crucial function in any organization, responsible for managing and developing the most important asset of a company - its people. The role of HR involves recruiting and selecting the right candidates for specific job roles, training and developing employees, implementing performance management systems, and ensuring compliance with employment laws and regulations. HR professionals also play a key role in fostering a positive work culture and employee engagement through various programs and initiatives. Additionally, HR departments are responsible for handling employee relations, resolving conflicts, and maintaining a safe and healthy work environment. Overall, the effectiveness of an organization's HR department directly impacts its success and profitability.Chinese:人力资源是任何组织中至关重要的职能，负责管理和发展公司最重要的资产- 其人员。
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 英语作文
人力资源英语作文Title: Human Resources。
Human resources are the backbone of any organization. It is the department that is responsible for managing the workforce, recruiting new talent, and ensuring that employees are well-trained and motivated to perform their best. In this essay, we will explore the importance of human resources and discuss the various functions it performs within an organization.One of the primary functions of the human resources department is to recruit and hire new employees. This involves creating job postings, reviewing resumes, conducting interviews, and making job offers. The HR team must ensure that the organization attracts top talent and hires individuals who are the best fit for the company culture and the specific needs of the job.Once employees are hired, the human resourcesdepartment is responsible for onboarding and training them. This includes familiarizing new hires with company policies and procedures, as well as providing them with the necessary training to perform their job effectively. HR also plays a crucial role in ensuring that employees have access to ongoing professional development opportunities to enhance their skills and knowledge.In addition to hiring and training, human resources is also responsible for managing employee relations. This involves addressing any conflicts or issues that may arise in the workplace, as well as providing support and guidance to employees when needed. HR also plays a key role in ensuring that the organization complies with labor laws and regulations, and that employees are treated fairly and with respect.Furthermore, human resources is responsible for managing employee benefits and compensation. This includes administering health insurance, retirement plans, and other employee benefits, as well as handling payroll and ensuring that employees are compensated fairly for their work. HRalso plays a role in developing and implementing performance management systems to evaluate and reward employee performance.Another important function of the human resources department is to promote a positive and inclusive work environment. This involves creating and enforcing policies that promote diversity and inclusion, as well as fostering a culture of respect and collaboration within the organization. HR also plays a role in promoting employee wellness and work-life balance, which can contribute to higher employee satisfaction and retention.In conclusion, human resources is a critical function within any organization. It is responsible for managing the most valuable asset of the company – its people. From recruitment and hiring to training and development, employee relations, benefits and compensation, and promoting a positive work environment, the human resources department plays a vital role in ensuring the success of the organization. Without effective human resources management, an organization would struggle to attract andretain top talent, and ultimately, achieve its goals and objectives.。
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。
人力资源管理外文文献翻译
人力资源外文翻译---人力资源管理的战略作用The Strategic Role of Human Resource ManagementTyson,S出处：/doc/cae47458a300a6c30c229fd4.html/PDFweb/215.htm1. Human Resource Management at WorkWhat 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 and forecasting—predicting or projecting some future occurrence. 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 with these standards; taking corrective action as needed.In this book, we are going 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 to carry out the people or personnel aspects of your management job. These include: Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees )Providing incentives and benefitsAppraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhaps it's easier to answer this by listing some of the personnel mistakes you don't want to make while managing. For example, you don't want:To hire the wrong person for the jobTo experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have your company taken to court because of your discriminatory actionsTo have your company cited under federal occupational safety laws for unsafe practicesTo have some of your employees think their salaries are unfair and inequitable 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. More important, it can help ensure that you get results —through others. Remember that you could do everything else right as a manager —lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls — but still fail as a manager by hiring the wrong 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 people for 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:"For many years it has been said that capital is the bottleneck for a developing industry. I don't think this any longer holds true. I think it'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 thisenvironment, 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.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 "line" managers' human resource 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 line authority 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 themImproving the job performance of each personGaining creative cooperation and developing smooth working relationships Interpreting the company s policies and proceduresControlling 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 doing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function by directing 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 exerts line 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' "suggestions" are often viewed as "orders from topside". This implied authority carries even more weight with supervisors troubled with human resource/personnel problems.A coordinative function. HR managers also function as coordinators of personnelactivities, a duty often referred to as functional control. Here the HR manager and department act as "the right arm of the top executive 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 "bread and butter" of the HR manager's job. For example, HR assists in 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 "innovator" role by 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 responsibil ity to specify the qualifications 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 the supervisor (line manager), who interviews and selects the ones he or she wants.In summary, HR management is an integral part of every manager's job. Whether you're a first-line supervisor, middle manager, or president, whether you're a production manager, sales manager, office manager, hospital administrator, county manager (or HR manager), getting results through people is the name of the game. And to do this, you'll need a good working knowledge of the human resource/personnel concepts and techniques in this book.4. Tomorrow's HRTrends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the playing field on which firms must compete. In particular, they have dramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technologicalchange.In the companies that have successfully responded to these challenges, new modes of organizing and managing have emerged.For example:The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications.There is a corresponding de-emphasis on "sticking to the chain of command" to get decisions made. At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today's organization should put the customer on top and emphasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower itsfront-line employees—the front desk clerks at the hotel, the cabin attendants on the Delta plane, and the assemblers at Saturn. In other words, employees need the authority to respond quickly to the customer's needs. The main purpose of managers in this "upside down" organization is to serve the front-line employees, to see that they have what they need to do their jobs — and thus to serve the customers.Flatter organizations are the norm. Instead of the pyramid-shaped organization with its seven to ten or more layers of management, flat organizations with just three or fourlevels will prevail. Many companies (including AT&T and General Electric) have already cut the management layers from a dozen to six or fewer. As the remaining managers have more people reporting to them, they will be less able to meddle in the work of their subordinates.Work itself—on the factory floor, in the office, even in the hotel —is increasingly organized around teams and processes rather than specialized functions. On the plant floor, a worker will not just have the job of installing the same door handle over and over again. He or she will belong to a multifunction team, one that manages its own budget and controls the quality of own work.The bases of power are changing. "In the new organization, " says management theorist Rosabeth Moss Kanter, "position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, on figuring out whose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power."Managers will not "manage". Yesterday's manager knew that the president and owners of the firm gave him or her authority to command and control subordinates. Today most managers realize that reliance on formal authority is increasingly a thing of the past. Peter Drucker says that managers have to learn to manage ip situations where they do not have command authority, where " you are neither controlled norcontrolling".Yesterday's manager thinks of himself or herself as a "manager" or "boss"; the new manager increasingly thinks of himself or herself as a "sponsor", "teamleader", or "internal consultant".Managers today must build commitment Building adaptive, customer-responsive orga nizations means that eliciting employee’s commitme nt and self-control is more important than it has ever been. GE's Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited about their jobs. You can't afford to have anyone walk through a gate of a factory or into an office who is not giving 120%".人力资源管理的战略作用泰森，S1. 人力资源管理工作什么是人力资源管理了解人力资源管理，首先要审查管理人员。
人力资源管理参考文献(英文)
参考文献References and Bibliography第一章1．Adapted from Gillian Flynn, "Workforce 2000 Begins Here," Workforce, May 1997, 78-84; and Gillian Flynn, "Bank of Montreal Invests in Its Workers," Workforce, December 1997, 30-38.2．Lynda Gratton, "The New Rules of HR Strategy," HR Focus, June 1998, 13-14.3．Richard W. Judy and Carol D'Amice, Workforce 2020: Work and Workers in the 21st Century, Indianapolis: Hudson Institute, 19974．Peter Morici, "Export Our Way to Prosperity," Foreign Policy, Winter 1995-1996, 3.5．Marc Adams, "Building a Rainbow, One Stripe at a Time," HR Magazine, August 1998, 72-79.6．Judy and D'Amico, Workforce 2020, 5.7．Rick Garnitz, "Aging Workforce Poses an HR challenge," ACA Ne ws, March 1999, 20-21;and Carol Patton, "Golden Solutions," Human Resource Executive, August 1998, 63-65.8．"DOl. Offers Advice on Eldercare Programs," HR Policies & Practices Update, May 30.1998, 3-4.9．"HR's Role in Transformation of Work Debated by HR Executives,"Human Resources Report, April 20,1998,418. Thomas A. Stewart, "Taking On the Last Bureaucrats;" Fortune, January 15, 1996, 105-106.10．Thomas A. Stewart, "Taking On the Last Bureaucracy,"Fortune, January 15, 1996, 105-106.11．Allan Halcrow, "Survey Shows HR in Transition," Workforce, June 1998, 73-80.12．Bruce R. Ellig, "Is the Human Re-source Function Neglecting the employees?" Human Resources Management, Spring 1997, 91-9514．1516．Dave Ulrich,Human Resource Champions, Boston: Harvard Business School Press, 19971.18．"The Missing M &A Link," The Wall Street Journa l, October 7, 1997, AL19．Dave Ulrich, "A New Mandate for Human Resources," Harvard Business Review,References and BibliographyJanuary-February 1998, 124-134.20．Shari Caudron, "The CEO Need You: Are You Delivering?" Workforce, June 1997, 63-68.21．Linda Davidson, "Measure What You Bring to the Bottom Line," Workforce, September 1998, 34-40.22．Mark Huselid, "The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance,'' Academy of Management Journal,38 (1995), 635-672.23．Adapted from Michael M. Phillips, "Midwest's Headache: Not Enough Workers," The Wall Street Journal，April 27, 1998, Al; Margaret W. Pressler, "Retail Industry Shops to Find Scarce Employees," The Denver Post, April 19, 1998, 7A; Chris Woodward, "Driver Shortage Makes Truckers King of the Road," USA Today, March 25, 1997, Gl; and Anna W. Mathews, "Wanted: 400,000 Long Distance Truck Drivers‖ The wall Street Journal., September 11, 1997, B1.24．Barbara Parus, "Designing a Total Rewards Program to Retain Critical Talent in the New Millenium.‖ACA News, February 1999, 20-23.25．26．"Administrative Woes," Human Resource Executive, January 1998, 82.27．"Global Competition Encourages Partnership Between HR and Line Management, Study Says," HR Policies & Practices Update, April 18, 1998. 4.28．29．HR 21: Human Resources for the Next Century (Washington, DC: Watson, Wyatt Worldwide, 1995).30．Adapted from Scott Lever, "An Analysis of Managerial Motivations Behind Outsourcing Practice in Human Resources," Human Resource Planning 20, 2 (1997), 37-48.31．Len Strazewski, "Double Duty," Human Resource Executive, July1998, 35-38.32．33．"The Ongoings of Outsourcing," Outsourcing Guide, August 1998, 2-.5.34．Howard R. Mitchell III ,"A Moving issues: To Outsource or Not to Outsourc e‖HR Magazine, May 1998, 59-68.35．Del Jones, "48% of workers Admit to Unethical or Illegal Acts," USA Today, April 4, 1997, lA.36．Based on information in Larue T. Hosmer, The Ethics of Management (Homewood, IL: Richard D. Irwin, 1987), 12-14.37．Robert D. Gatewood and Archie B. Carrell, "Assessment of Ethical Performance of Organization Members: A Conceptual Framework," Academy of' Management Review 16 (1991) , 667-690.38．Gary R. Weaver. Linda Klebe Trevino, and Philip L, Cochran, "Corporate Ethics Systems,"Academy of Management Journal 42 (1999), 41-57; and Craig Dreilinger, "Get Real (And Ethics Will Follow),‖Workforce, August 1998, 101-102.2参考文献39．"HR Staff Feeling, Seeing Ethics Pressure," Bulletin to Management, February 12, 1998, 4 40．The Business Ethics Survey (Alexandria, VA: Society for Human Resources Management, 1998).41．Andrew R. Mcllvane, "Work Ethics," Human Resource Executive, August 1998, 30-34.42．Stephen C. Schoonover, HR Competencies for the Year 2000(Alexandria, V A: SHRM Foundation, 1998).43．Kevin Barksdale, "Why We Should Update HR Education," Journal of Management Education 22 (1998), 526-530.44．Debra L. McDaniel, "A Competency Model for Human Resources,'' in David D. Dubois, The Competency Case Book (Amherst, MA: HRD Press, 1998), 121-156.45．Linda Micco, "Ranks of Certified HR Professionals are Swelling Rapidly," HR News, June 15, 1998,14.46．47．Adapted from Gillian Flynn, "Remedy Cures for Work Doldrums," Workforce, February 1998, 38-42.第三章1．Based on ―Welfare-to-work: A Go od Start,‖ Business Week, June 1, 1998, 102-106;―Welfare Recipients Stay on the Job Longer,‖ Omaha World-Herald, May 27, 1998, A1,10;Bill Leonard, ―Welfare to Work: Filling a Tall Order,‖ HR Magazine, May 1998, 78-87;and .2．Gary Hamel and C.K. Prahalad, Competing for Future (Cambridge, MA: Harvard Business School Press, 1994), 227.3．Mark A. Huselid, Susan E. Jackson, and Randall S. Schuler, ―Technical and strategic Human Resource Ma nagement Effectiveness as Determinants of Firm Performance,‖ Academy of Management Journal, 40(1997), 171-188.4．Jay B. Barney and Patrick M. Wright, ―On Becoming a strategic sources in Gaining Competitive Advantage,‖ Human Resource Management, Spring 1998, 31-46.5．Russell W. Coff, ― Human Assets and Management Dilemmas: Coping with Hazards on the Road to Resource-Based Theory,‖ Academy of Management Review, 22(1997), 374-402.6．The authors acknowledge that the development of concepts in Figure 2—2 are based on ideas suggested by Kathryn D. McKee, SPHR, CCP; Charles W. L. Hill and Gareth R.Jones, Strategic Management(Boston: Houghton Mifflin, 1998), 92-96; and Thomas A Barocci, Human Resource Management and Industrial Relations(Chicago: Scott, Foresman, 1985), 105.7．Jay B. Barney, Gaining and Sustaining Competitive Advantage (Reading, MA: Addison- Wesley, 1997), Chapter 1.8．Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and3References and BibliographyCompetitors (New York: Free Press, 1980).9．Figure 2—4, as adapted, is based on ideas suggested in S. Ragburam and R. Arvey, ―Business Strategy Links with Staffing and Training Practices,‖ Human Resource Planning 17(1994), 58.10．Adapted from Patrick M. Wright, Gary C. McMahan, Baline McCormick, and W. Scott Sherman, ―strategy, Core Competence, and HR Involvement as Determinants of HR Effectiveness and Refinery Performance,‖ Human Resource Management, Spring 1998, 17-29.11．Sharon Nelton, ―Major Shifts in Leadership Lie Ahead,‖ Nation’s Business, June 1997, 56-57.12．John D.Owen, ―flextime: Some Problems and Solutions,‖ Industrial and Labor Relations Review 50(1997), 152-160.13．―More Than 21 Million Worked at Home,‖ Bulletin to Management, April 2, 1998, 101.14．W. Jack Duncan, Peter M. Ginter, and Linda E. Swayne, ―Competitive Advantage and Internal Organizational Assessment,‖ Academy of Management Executive, August 1998, 6-16.15．Timothy P. Summers and Suzanne B. Summers, ―Strategic Skills Analysis for Selection and Development,‖ Human Resource Planning, 20(1997), 14-19.16．Susan Wolfe, ―HRIS Usability: Why You Can‘t Afford To Ignore It,‖ IHRIM.Link January 1998, 44-52.17．―Companies Making Strides on the Intranet Front,‖ HR Policies & Practices, January 9, 1998, 1-2.18．19．Samuel Greengard, ―10 Ways to Protect Intranet Data,‖ Workforce, September 1998, 78-81.20．Tom Starner, ―Being Direct,‖ Human Resource Executive, March 4, 1999, 44-48; and Michelle Neely Martinez, ―Intranets Boost HR to More Strategic, Future-Based Sevels,‖ HR International Update, February 1998, 1-3.21．―Self Service HR: 4 Ways to Cash in on the Next Big HRIS Application,‖ Managing HR Information System, September 1998, 1, 13-14, available at .22．Joel R. Lapointe, ―A Method for Selecting the Right Employee Self-se rvice Situation,‖ HR Magazine, August 1997, 37-42.23．Victor Y. Haines and Andre Petit, ―Conditions for Successful Human Resource Information Systems,‖ Human resource Management, Summer 1997, 261-275.24．25．Eric R. Quinones, ―Massive Staff Cutbacks No Guarantee of Profits,‖ The Denver Post, February 9, 1998, 3C.26．Aaron Bernstein, ―Oops, That‘s Too Much Downsizing,‖ Business Week, June 8, 1998, 38;John J. Keller, ―AT&T Buyout Package Attracts More Managers Than Expected,‖ The 4参考文献Wall Street Journal, June 4, 1998, B6.27．―Corporate Job Creation, Job Elimination, and Downsizing,‖ 1997 Survey, American Management Association, 1-8.28．Alex M. Susskind, Vernon D. Miller, and J. David Johnson, ―Downsizing and Structural Holes,‖ Communication Research 15(1998), 30-65.29．Robert Folger and Daniel P. Skarlicki, ―When Tough Times Make Tough Bosses: Managerial Distancing as a Function of Layoff Blame,‖ Academy of Management Journal, 41(1998), 79-87.30．Julie Cook, ―Some Way Out,‖ Human Resource Executive, September1998, 1, 34-38.31．Sue C. Erwin, Angus H. Macauley, and Jim O‘Strckey, ―Tips to Help Employers AvoidjLegal Claims for Downsizing,‖ Legal Report, Summer 1997, 1-4.32．A dapted from Rhonda L. Rundle, ―Home Health Rivals Try Merger of Equals, Get Merger from Hell,‖The Wall Street Journal, February 26, 1998, A1; ―The Perfect Blend,‖ HumanResource Executive, May 19, 1998; 19-21; and Matt Murray, ―KeyCorp Fails to Prove ItCan Unlock Promise of Merger of Equals,‖ The Wall Street Journal, August 25, 1998, A1 第四章1．Tim Aeppel, ―personnel Disorders Sap a Factory owner of His Boy Idealism," The Wall Street journal, January 14, 1998, A1;2．Donna Rosato, ―Northwest‘s Poor Service Sulllis Deal,"' USA today, June 15, 1998, 6B;3．Gabriella Stem, "How A Young Manager Shook Up The Culture at Old Chrysler Plant," The Wall Street journal, April 21, 1997, A1.4．5．David p. Norton, ―aligning strategy and performance with the balanced scorecard,: ACA journal, autumn 1997, 18-26.6．David Ulrich: a new mandate for human resources,‖ H arvard business review, January-February 1998, 124.7．Bernard Wysocki jr., ― why an acquisition? Often it‘s the people,‖ the wall street journal, October6, 1997,a1;8．Erlrk Schonfie1d, "Have The Urge To Merge?‖fortune, March 31, 1997, 114.9．Keith Whitefield and Michael Poole, "Organizing Employment For High Performance,"Organization Studies, Winter 1997, 745.10．M. J. Mandel, "You Ain't Seen Nothing Yet," Business Week, August 31, 1998, 6m1.11．Frederick D. Buzzie, "Plain Talk about Productive"Across the Board, January 1997, 43-47.12．13．Bob Cardy "What Happened To quality?", Human Resource Division News, Summer 1998, 14-15.14．Zahir Irani and John Sharp, ―Integrating Continuous Improvement and Innovation into A5References and BibliographyCorporate Culture," Technovation, Vo. 17, No.4, 199-206.15．Del Jones, ―Buyers get No Salls satisfaction," USA Today, January 22, 1997, 1B.16．Thomas A. Stewart, ―A Satisfied Customer Isn‘T Enough,‖ Fortune, July 2l, 1997, 112.17．"Service With A Smile," The Economist, April 25, 1998, 63;18．Hal Lancaste1, "Giving Good Service, Never An Easy Task, Is Getting Harder,‖The Wall Street Journal, June 9, 1998, B119．John M. Hannon, "Leveraging HRM To Enrich Competitive Intelligence, Human Resource Management, 36 (1997), 409.20．Joseph Coates, "Emerging HR Issues For The Twenty-First Century,‖ Employment Relations Today, Winter, 1997, 1.21．Dallas Sailsbury, ― The Changing Employment Contract,‖ Compensation and Benefits Review, January-February, 1997, 78.22．―Workers Expect To Share The Wealth," Bulletin To Management Data Graph, October 16, 1997, 332.23．Maggie Jackson, "Bosses Take A Beating,‖Omaha World-Herald, September 7, 1997, G1.24．25．Hal Lancaster "Will Hiring A Full Stuff Be The Next Fashion In Management?‖The Wall Street Journal, April 28, 1998, B126．Tim Aeppel, "Life At The Fa ctory,‖ The Wall Street Journal, March 18, 1997, 127．James H. Carbone, ―Loyalty: Subversive Doctrine?, Academy Of Management Executive, August 1997, 80-8728．Charley Braun, ― Organizational Infidelity,‖ Academy of Management Executive, November 1997, 11.29．Alan Webber, ―Best Firms Don‘t Need Employee Loyalty,‖ USA Today, July 22, 1998, 11A30．Thomas Petzinger, ― The Front Lines,‖ The Wall Street Journal, April 25, 1997, B131．Ro berta Maynard, ― How To Motivate Low Wage Workers,‖ Nation’s Business, May 1997,3532．Pascal Zachary, ― The New Search For Meaning In Meaningless Work,‖ The Wall Street Journal, January 9, 1997 B133．Dan Danbom,‖ Hate Your Job? These Are Even Worse,‖ Denver Post, June 7, 1998, ^J 34．John R. Ho llenbeck, Et Al., ―Extending The Multilevel Theory Of Team Decision Making,‖ Academy of Management Journal, 41(1998), 269.35．Scott A. Snell,‖ Designing And Supporting Transnational Teams, Human Resource Management, 37(1998), 147-158.36．Perry Pascarella, ―Compensating Teams,‖ Across The Board, February 1997, 1637．Ralphy King, ― Teams Therapy,‖ The Wall Street Journal, May 20, 1998, 1.38．David Cotter And Ceil Williams, ― Managing Health-Related Absences,‖ Compensation and Benefits Review, May-June 1997, 58.6参考文献39．Bill Gates, ― Internet A Rich Source Of Medical Information,‖ Omaha Word-Herald, March 15, 199840．Jen Condoding, ―Echos From The Line: HR Lacks Strategic Initiative,‖ HR Focus, July 1997, 1.41．Wayne Cascio, Clifford Young, and James Morries, ― Fina ncial Consequences of Employment-Change Decisions In Major U.S. Corporations,‖ Academy Of ManagementJourna, 40(1997), 1175.42．Ma rk Spoginardi, ―Conducting A Human Resources Audit-A Primer,‖ Employee Relations Law Journal, 23(1997), 105第五章1．"Record $34 MiUion for Sex Harassment," Fair Employment Practices, June 25, 1998, 73-74;"$86,257 Awarded in Discrimination Suit," Omaha WorldHerald,February 1998, 4B;M.A. Jacobs, "Law Firm Loses Race Discrimination Case," The Wall Street Journal, March 25, 1996, B8; PatrickMcGeehan, "Smith Barney Diversity Plan Represents a Major Leap for Women on Wall Street, The Wall Street Journal, November 19,1997, B17;Stephanie Armour,"AgeBias Case Sounds Warning,"USA Today, October 24, 1997, B1;"Merrill Lynch Is Told to Pay $1.8Million in Discrimination Case, "The Wall Street Journal, January 22,1997, B14; and "Iowan Awarded$300,000 in Age Bias Lawsuit,‖ Omaha WorldHerald, May 16,1998, Al9.2．Based on "Operating a Multilingual Workplace," Bulletin to Management, June 25, 1998, 200; Ann Davis; "English Only Rules Spur Workers to Speak Legalese," The Wall Street Journal, November 23,1997, BI+; and "Choice Words,‖ Human Resource Executive, June 5,1998, 95-97.3．"Visa Quotas Are Increased for Foreign Professionals," Human Resource Executive, February 1999, 9; and Michael Maggio, "Understanding H-lB Specialty Workers," Legal Report, Summer 1998, 7-12.4．Charles A. Pierce and Herman Aquinis, "Bridging the Gap be tween Romantic Relationships and Sexual Harassment in Organizations," Journal of Organizational Be.havior 18 (1997), 197-200.5．Harris v. Forklift Systems, Inc., 114s.ct. 367 (1993).6．Burlington Industries v. Ellerth, U.S.S. Ct. No. 97-569, June 26, 1998;Faragher v. Boca Raton, U.S.S.Ct.No. 97-282, June 26, 1998; and Oncale v. Sundowner Of Lahore Services, U.S.S.Ct. No. 96-568, March4, 1998.7．Jennifer Laabs, "What You're Liable for Now," Workforce, October1998, 34--42.8．Michael Barrier, "Sexual Harassment," Nation's Business, December1998, 14-19.9．Based on Jane AdamsRoy and Julian Barling, "Predicting the Decision to Confront or Report Sexual Harassment,' Journal of Organizational Behavior 19 (1998), 329-336.7References and Bibliography10．Gilbert Casellas and Irene L. Hill,"Sexual Harassment: Preventingand Avoiding Liability,"LegalReport, Fall 1998, 1-5.11．James A. Burns, Jr., "Accommodating Pregnant Employees, ―Employee Relations Law Journal 23 (1997), 139-144.12．Stopka v. Alliance of American Insurers, CA7, No. 97-1974, April 1, 1998; and Sue Schellenbarger, "Pregnant Workers Clash with Employers Over Job Inflexibility," The Wall Street Journal, February 10, 1999, B1.13．U.S. Bureau of the Census, 1998; Diana E Furchtgott Roth and Christine Stolba, "Comparable Worth Makes a Comeback," The Wall Street Journal, February 4, 1999, A22.14．Arizona Governing Committee v. Norris, 103 S.Ct. 3492 (1983).15．Diana Kunde, "Women Build Careers in Construction Trades," Omaha WorldHerald, January 24, 1999, 1G.16．U.S. Equal Employment Opportunity Commission, 1998.17．Glass Ceiling Commission, A Solid Investment: Making Use of the Nation~ Human Capital (Washington,DC: U.S. Department of Labor, 1995).18．Timothy D. Schellhardt, "Jury to Consider If 'Overqualified' Signals Age Bias," The Wall Street Journal, July 27, 1998, B1, B8.19．Westinghouse Electric Corp v. Ryder,U.S.S.Ct. No. 97-1070, February23, 1998.20．Based on data compiled by the federal Equal Employment Opportunity Commission, 1998.22．Francis A. McMorris, "Employee's Transfer Plea Rejected in Another Disabilities Act Ruling," The Wall Street Journal, January 21, 1997, B9.23．Timothy Bland, "ADA: The Law Meets Medicine," HR Magazine, January 1999, 99-104;and Ann Davis, "Courts Reject Many Mental-Disability Claims," The Wall Street Journal, July 22, 1997, B1, B6.24．School Board of Nassau County, Florida v. Airline, 107 S.C. 1123(1987).27．Carolyn Hirschman, "Reasonable Accommodations at a Reasonable Cost," HR Magazine, July 1997, 85-88.28．Barbara Gamble McGill, "ADA Accommodations Do Not Have to Break the Bank," HR Magazine, July1997, 85-88.30．Trans World Airlines v. Hardison,432 U.S. 63 (1977).31．Jodi Spiegel Arthur, "Religious Rights Not Violated, Court Says, "Human Resource Executive, June 5,1998, 22.32．Ronald A. Lindsay and Elizabeth H. Bach, "Religious Discrimination," http://www, 8参考文献/docs/whitepapers/61214.htm, 1997.33．Jessica Guynn, "Another Y2K Worry: Messiahs in the Workplace," Omaha WorldHerald, February 7, 1999, 1G; and Stephanie Armour, "Conflict Grows between Bosses, Devout Workers," USA Today, November 21, 1997, 1B-2B.34．"Companies Feel Push to Accommodate Employees' Religious Beliefs," HR Policies and Practices Update, September 19, 1997, 1-2.35．Dothard v. Rawlinson, 433 U.S. 321(1977).36．Harper v. Blockbuster EntertainmentCorp., CAll, No. 96-2461-CV-DLG, April 29, 1998. 37．Public Law 103-353, October 13, 1944.38．Jonathan Segal, "EEO Policies:Walking the Razor's Edge," HRMagazine, December 1997, 109-116.39．Bill Leonard, "A New Era at the EEOC," HR Magazine, February1999, 55-62; and Linda Micco, "EEOC Cuts Number of PendingCases in Half Over Three Years,"HR News, September 1998, 9.40．41．In structuring the components of AAPs, the authors acknowledge theassistance of Raymond B. Weinberg, SPHR, CCP; and Kathleen Shotkoski, PHR; of Silver Stone Consulting, Omaha, NE42．Based on Bruce Horovitz, "Denny'sAirs AntiRacism Ads," USA Today, January 12, 1999, B1; E Rice,"Denny's Changes Its Spots," Fortune, May 13, 1996, 133-142; and N. Harris, "A New Denny's-Dinerby Diner," Business Week, March25, 1996, 166--168. 43．Adapted from Dennis Huspeni, "Women's Perspective Helps Force," The Denver Post, June 17, 1998, B1; David Price, "Police Need Brains Not Personality,' USA Today, July 30, 1998, 13A; Paul M. Barrett, "Legal Limbo,' The Wall Street Journal, October 12, 1998, Al; and Kevin Johnson, "Survey: Women Muscled Out by Bias, Harassment," USA Today, November 28, 1998, lA.44．Throughout the following section, various statistics on workforce composition and trends are taken from U.S. Department of Labor, Bureau of Labor Statistics, and Census Bureau data widely reported in various reference and news media reports. For additional details, consult .45．Brenda Paik Sunoo, "Initiatives for Women Boost Retention," Workforce, November 1998, 97; and Tara Parker-Pope, "Inside P&G, a Pitch to Keep Women Employees," The Wall Street Journal, September 9, 1998, B1.46．Howard Gleckman, "High Tech Talent: Don't Bolt the Golden Door," Business Week March 16, 1998, 30.48．Adapted from Roy Johnson, "The 50 Best Companies for Asians, Blacks, and Hispanics,' Fortune, August 3, 1998, 94-122.9References and Bibliography49．The following list is adapted from Gail Robinson and Kathleen Dechant, "Building a Business Case for Diversity," Academy of Management Executive, August 1997, 21.51．Leon Wynter, "Allstate Rates Managers on Handling Diversity," The Wall Street Journal, October 1, 1997, B1.52．"SHRM Releases New Survey on Diversity Programs,' Mosaics, July/August 1998, 1.53．Norma M. Rucucci, "Cultural Diversity Programs to Prepare for Work Force 2000: What's Gone Wrong?", Public Personnel Management, Spring 1997, 35-41; and Gillian Flynn, "The Harsh Reality of Diversity Programs," Workforce, December 1998, 26-35.54．Kathryn E Clark, "Breaking Barriers," Human Resource Executive, September 1998, 39--44. Helen Hemophill and Ray Haines, Discrimination, Harassment, and the Failureof Diversity Training (Westport, CT: Quorum Books), 1997. Gillian Flynn, "White MalesSee Diversity's Other Side," Workforce, February 1999, 52-55.55．The authors acknowledge the assis: tance of Christina Harjehausen in structuring the content of the debate on affirmative action. Bakke v. the University of California, 109S:Ct. (1978); and Hopwood v. State of Texas, 78 E 3d 932 (1996).57．For a summary of the political issues on affirmative action, see Clint Bolick, "A Middle Ground on Affirmative Action,' The Wall Street Journal, January 6, 1998, Al8.58．Civil Rights Act of 1964, Title VII, sec. 703a.59．U.S. Equal Employment Opportunity Commission, Affirmative Action and Equal Employment (Washington, DC: U.S. Government Printing Office, 1974), 12-13.60．Leon G. Wynter, "Business and Race," The Wall Street Journal, July 1, 1998, B1.61．Based on Linda Micco, "EEOC Under Congressional Pressure, Suspends Use of Testers,"HR News, September 1998, 15; and Rochelle Sharp, "EEOC Backs Away from FilingRace-Bias Suit in Face of Congressional Opposition to Testeis,' The Wall Street Journal,June 24, 1998, A4.62．Griggs v. Duke Power Co., 401 U.S. 424 (1971).63．Civil Rights Act of 1964, Title VII, sec. 703c.64．"Adoption by Four Agencies of Uniform Guidelines on Employee Selection Procedures (1978)/' Federal Register, August 15, 1978, Part IV, 38295-38309.65．For a discussion of statistical methodological details related to employment selection, see Robert D. Gatewood and Hubert S. Feild, Human Resource Selection, 4th ed. (Chicago:Dryden Press, 1998), 111-209.66．/20010424/file/0000, 641, 100022.html第六章1．"Company Finds Job Analysis Key in Relieving Employee 'Discom-fort'," Human 10Resources Report, May 11, 1998, 501.2．"Equal Employment for Individuals with Disabilities," Federal Register, 56 (144), 35735.3．"Five Things to Remember When Creating a Job Description,"Manager's Intelligence Report, March 1997, 13.4．Alan Farnham, "Where Have All the Secretaries Gone?" Fortune, May 12, 1997, 152-154.5．Barbara Gamble Magill, "ADA Accommodations Don't Have to Break the Bank," HR Magazine, July 1997, 85-88.6．Carolyn Hirschman, "Reasonable Accommodations at a Reasonable Cost," HR Magazine, September 1997, 106-114.7．8．E. E. Lawler, "From Job-Based to Competency-Based Organization," Journal of Organiza- tional Behavior 15 (1994), 3-15.9．Edward L. Levine, et al. "A Methodology for Developing and Vaildating Minimum Qualifications," Personnel Psychology, 50 (1997), 1009-1023.10．http://www.census. Gov/Press-Release/ff98-04.html11．Jody Barnes Nelson, "The Bound-ary-less Organization: Implications for Job Analysis,"Human Resource Planning 20, (1997), 39-50.12．Marilyn Moats Kennedy, "Can This New Hire Be Saved?" Across the Board, May 1997,53.13．Michael A. Bennett, 'Competen-des Under the Microscope," ACA News, June 1996, 7-10.14．Patricia K. Zingheim, et al. "Com-petencies and Competency Mod-els: Does One Size Fit All?" ACA journal, spring 1996, 56-65.15．Phillip C Grant, ―Job Descriptions: What's Missing,‖ Industrial Management, November/ December 1997, 9-13.16．Robert D. Behn, "Job Descriptions vs. Real Performance," Governing, January 1997, 60.17．Sally Ford, "Job Descriptions Should Be Everyday Management Tool," Kansas City Business Journal, September 19, 1997, Z0.18．Sharon K. Parlzer, Toby D. Wall, and Paul R. Jackson, "That's Not My Job: Developing Flexible Employee Work Orientations," Academy of Management Journal40 (1997), 899-929.19．W. W. Tornow and P. R. Pinto,‖The Development of a Managerial Job Taxonomy:A system for Describing , Classifying, and Evaluating Executive Positions,‖ Journal of applied Psychology61 (1976), 410-418.第七章1．Are Your Recruiting Methods Discriminatory?”Workforce, May 2000, 105-106.2．“College Recruiters See It All.”Human Resources Report, February 7. 2000.119.3．“Online Recruiting: What Works. What Doesn't,”HR Focus, March 2000.1+.4．“Promising Students Noticed. Courted Earlier for Top Jobs.”Bulletin to Management,August 16.2001. 2635．Amy Borus, ―Workers of the World: Welcome," Business Week, November 20.2000.129-1326．Barbara Kantrowitz and Pat Wingert,“Teachers Wanted.”News-week, October 2, 2000, 37-42.7．Benard Wysocki.“When It Is the Job form Hell Recruiting Is Rough.”The Wall Street Journal, July 10, 2001. B1+8．Benchmarks in Online Recruiting Maximizing Corporate Site Effectiveness(Fitzwilliam.NH: Kennedy Information Research Group, 2001).9．Bill Leonard. "Online and Overwhelmed." HR Magazine, August 2000. 37-42. 10．Brian Klaas. John McClendon. And Thomas Gainey. “Managing HR in the Small and Medium Enterprise: The Impact of Professional Employer Organizations.”Entrepreneurship Theory and Practice 25 (2000) 107-124.11．C. Glenn Pearce and Tracy L. Tuten. “Internet Recruiting in the Banking Industry."Business Communications Quarterly. March 2001.9-18.12．Carolyn Hirschman. "Reserve Space for Rehires." HR Magazine, January 2000.5S-64. 13．Carrall Lachnit. “Employee Referral Saves Times. Saves Money. Delivers Quality”HR Magazine. June 2001.67-72.14．Dave Anderson. "A PEO Can Be Good For Business." Financial executive. September /October 2000, 52-57.15．Dayton Fandray. “Gray Matter.”Workforce. July 2000.26-32.16．Dennis Doverspike. Mary Anne Taylor. Kenneth S. Schultz. and Patrick F. McKay.“Responding to the Challenge of a Changing Workforce: Recruiting Nontraditional Demographic Groups.”Public Personnel Management, 29(2000).445-457.17．Grace Shim. “Shortage of Truckers Leads Some Firms to Bend Rules.”Omaha World-Herald. July 15.2000.13.18．Internet Recruiting Newsletter, available at ，March 9.2001. 19．James A. Breaugh and Mary Starke.”Research on Employee Recruitment.”Journal of Management. 26 (2000). 405-424.20．Jason Blevins. "Resorts Look Down Under For Hires.”The Denver Post, August 20, 2000.1221．Jennifer Laabs.“Are You Ready to Outsource Staffing?”Workforce. April 20000. 56-60. 22．John R. Hall. "Recruiting Via the Internet." Air Conditioning, Heating. & Refrigeration News. April 9. 2001.26.23．Kate Dale. “Making the Net Work." HR World. May-June 2000. 32-36.24．Kathryn Tyler. “Looking for a Few Good Workers." HR Magazine. December 2000.129-134.25．Laura Parkcr. “USA Just Wouldn't Work Without immigrant Labor.”USA Today, July 23,。
人力资源3000字外文文献翻译
Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.人力资源管理愈来愈被重视。
人力资源外文文献翻译
人力资源外文文献翻译外文译文题目：感觉好和做得好：心理资本和幸福感的关系Feeling Good and Doing Great: The Relationship BetweenPsychological Capital and Well-BeingMaura J. Mills , Satoris S. Culbertson , Clive J. Fullagar Journal of Occupational Health Psychology,2010,15(4) :421～433 感觉好和做得好：心理资本和幸福感的关系Maura J. Mills , Satoris S. Culbertson , Clive J. Fullagar 职业健康心理学杂志，2010，15(4): 421～433绪论这项研究旨在寻求确定心理资本和雇员的实现和快乐幸福感之间的关系。
调查数据是在两周的期间内从102名外派人员那得到的。
另外，日常调查数据从67名参加者中获取。
两周后，经测量后的调查数据的结果表明心理资本和快乐论幸福感之间的关系是由实现论幸福感调节。
从每日测量的结果发现日常实现论工作幸福感同日常积极的心态和生活满意度显著联系在一起，并且人们的心理资本预示着实现论工作幸福感的变动。
关键词：心理资本积极心理学快乐论幸福感实现论幸福感近年来,人们对采用一种积极的方法对组织和组织行为进行研究越来越感兴趣。
相对于专注于如何预测个人和组织的负面结果（如,人员流动、职业倦怠），研究人员已经开始寻找可以达到积极成果的方法和确定方便个人的蓬勃发展和健康的因素。
更具体地说，积极组织行为学(POB) 已定义为“以积极的以人力资源优势和心理能力为中心的研究与应用”（Luthans，2002b、第59 页）。
在积极组织行为学研究中出现的一个重要的概念是心理资本（PsyCap），一个积极的高阶的心理要素包括效能，乐观，希望，和应变能力(Luthans，Avolio，Avey & Norman，2007)。
人力资源管理系统毕业论文中英文资料对照外文翻译文献综述
人力资源管理系统中英文资料外文翻译英文原文Vincent R. Ceriello, Christine FreemanJossey-Bass Publishers, 1998Human Resource Management SystemsHuman Resource Management Systems (HRMS) have become one of the most important tools for many businesses. Even the small, 20-person office needs to realize the benefits of using HRMS to be more efficient. Many firms do not realize how much time and money they are wasting on manual human resource management (HRM) tasks until they sit down and inventory their time. HRMS is advancing to become its own information technology (IT) field. It allows companies to cut costs and offer more information to employees in a faster and more efficient way. Especially in difficult economic times, it is critical for companies to become more efficient in every sector of their business; human resources (HR) is no exception.HRIS refers to software packages that address HR needs with respect to planning, employee information access, and employer regulatory compliance. The following text begins with a discussion of human resource planning, followed by human resource management systems.American companies must now operate in a rapidly changing business environment. These changes have important implications for HRM practices. To ensure that management practices support business needs, organizations must continually monitor changing environmental conditions and devise HRM strategies for dealing with them. The procedure used to tie human resource issues to the organization's business needs is called human resource planning. Also known as HR planning, this procedure is defined as the "process of identifying and responding to [organizational needs] …and charting newpolicies, systems, and programs that will assure effective human resource management under changing conditions."Human Resource Management Systems, also called Human Resource modules, is a link between Human resource management and information technology. A Human resource management system provides a single, accurate view of all human resource activities including recruiting, performance management, training and development and also compensation. Human resource management systems reduce the workload of the human resource department as well as increasing the efficiency of the department by standardizing human resource process. Human resource department plays an important role in the smooth running of the company by tracking and analyzing the time keeping and work patterns of the workforce. There are a wide range of applications available to help human resource department in their tasks, making possible the automation of certain tasks and helping in the organization many other tasks.The function of human resource management to large extent is administrative and common to all organizations. Most organizations have formalized selection, evaluation and payroll processes. The function consists of tracking innumerable data of each employee from personal histories, data, skills, capabilities, experiences to payroll records. Organizations began electronically automate many of theses processes by introducing Human resource management systems to reduce the manual workload. Human resource executives depend on internal and external IT professionals to develop and maintain their Human resource management systems due to complexity in programming capabilities and limited technological resources.Human Resource Management Systems (HRMS) provide a link between human resource management and information technology.HRMS allow enterprises to automate many aspects of human resource management, with the dual benefits of reducing the workload of the HR department as well as increasing the efficiency of the department by standardising HR processes.The field of human resources is one that is often overlooked in enterprisemanagement. This situation is aided by the fact that an efficient Human Resources department should function without fanfare. For example, when a project team successfully launches a product on time and within budget it is hailed as a great success. When the HR department manages the administration of the enterprise successfully it can go virtually unnoticed –after all, the Human Resources department is simply expected to work, only attracting attention when there are problems.The reality, however, is very different. The HR department plays a vital role in ensuring the smooth running of an enterprise –most importantly by tracking and analysing the timekeeping and work patterns of the workforce, allowing management better information on which to form strategies.The importance of human resources has not gone unnoticed by the software industry. There is now a wide range of applications available to aid the HR department in their tasks, making possible the automation of certain tasks and aiding in the organisation of many others.HRM software systems (from vendors such as Oracle and Ascentis) are broadly defined by the four basic responsibilities of the HR department, and as such typically contain standalone modules to address the needs of each responsibility:Payroll Module: The payroll module greatly reduces the workload of the HR department by automating the payroll process, allowing HR to ensure that payroll functions are completed on time and without errors.At its most basic level the payroll module is supported by the manual entry of timekeeping and attendance data from paper-based timesheets submitted by the workforce. More advanced systems track employee timekeeping through automatic systems, connected to either a ‘clocking in’system or a tracker connected to the desktop computers of the employees.Once attendance data is fed into the system, the payroll module automatically calculates payment amounts and various deductions such as income tax before generating paychecks and employee tax reports.Time and Labour Management Module: The time and labour management module is designed to collate and analyse employee timekeeping information for the purposes of organisational cost accounting.By sourcing data directly from the timekeeping devices and methods used to calculate payroll this module can provide management with valuable data regarding the use of labour resources within the enterprise.Benefit Administration Module: Thebenefit administration module providesHR personnel with the capacity to monitorand manage employee participation in arange of benefit programs. Theseprograms can range from programs relatedto the wellbeing of the workforce (such ashealth insurance and pension schemes) to profit making programs (such as stock option plans and profit sharing).HR Management Module: The HR management module provides a range of HR solutions ranging from analyses of application data through to the basic demographic dataof employees.The management module allows HR personnel to effectively manage the Human Capital Pool (HCP) available within the enterprise, in that it keeps track of the training and development of the workforce and the skills and qualifications of each employee. Advanced HR management modules can also automate the process of application for positions by capturing application data and entering it to a relevant database.Benefits of HRMSWhile these modules each provide benefits to the HR department itself, the applications also aid the enterprise as a whole.HRM systems convert human resources information into a digital format, allowing that information to be added to the knowledge management systems of the enterprise. The result of this is that HR data can be integrated into the larger Enterprise Resource Planning (ERP) systems of the enterprise.In analysing enterprise wide resource usage this data can prove invaluable. Data related to the time usage of the workforce can enhance the decision making abilities of management, allowing the HR department to form an integral aspect of strategy formation for the enterprise as a whole.中文译文人力资源管理系统（HRMS）已成为许多企业的重要的工具之一。
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。