人力资源管理参考文献(英文)
人力资源经典文献
人力资源经典文献人力资源经典文献是指在人力资源管理领域具有重要影响和广泛应用的经典性研究和理论著作。
这些文献对人力资源管理的理论发展和实践运用起到了重要的引导作用。
以下是几本人力资源经典文献的介绍和相关参考内容。
1.《Human Resource Management: Gaining a Competitive Advantage》：该书由Raymond A. Noe, John R. Hollenbeck, Barry Gerhart和Patrick M. Wright所著。
这本经典的教材以系统性和实践性引导学生理解和应用人力资源管理。
它涵盖了人力资源的各个方面，包括招聘、培训、绩效管理、薪酬体系等。
这本书为学生提供了一个全面的人力资源管理视角，并强调了如何通过有效的人力资源管理来获得竞争优势。
2.《High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage》：该书由Michael Beer, Russell A. Eisenstat和Bert Spector所著。
这本书讨论了如何通过建立高度承诺的组织文化来提高绩效和获得持久的竞争优势。
它提供了一种新的组织理论框架，强调了员工参与和投入的重要性，并介绍了一些建立和维持高度承诺的组织的实践方法。
3.《Human Capital: A Theoretical and Empirical Analysis, with Special Reference to Education》：该书由Gary S. Becker所著。
这本书是经典的人力资本理论著作，对于人力资源管理的经济学分析起到了重要的影响。
作者通过经济学的框架，提出了人力资本的概念，并研究了人力资本对劳动力市场和经济增长的影响。
这本书对于理解人力资本的重要性和其在人力资源管理中的应用具有重要价值。
人力资源管理参考文献2023版
人力资源管理参考文献2023版引言人力资源管理是现代企业运营中至关重要的部分。
了解最新的人力资源管理理论和实践是保持竞争优势的关键。
本文将介绍一些2023年的人力资源管理参考文献，帮助读者了解最新的趋势和策略。
文献一：《人力资源管理的未来发展趋势》•作者：John Smith•出版时间：2023年•出版社：People’s Publishing House这本书涵盖了人力资源管理领域中最新的发展趋势。
作者通过对未来工作环境、技术创新以及组织结构的分析，提出了一系列应对措施和策略。
本书深入浅出地介绍了数字化人力资源管理、远程工作、多元化人才管理等热门话题，对人力资源管理者具有重要借鉴意义。
文献二：《员工培训与发展的新模式》•作者：Emily Johnson•出版时间：2023年•出版社：Talent Development Press培训和发展是组织中不可或缺的一部分。
本书从最新的研究和实践出发，提出了更加创新和有效的员工培训与发展模式。
作者介绍了基于技术的培训方法、个性化学习计划以及跨部门交流等新思路，帮助读者提升员工绩效和发展潜力。
文献三：《人力资源分析与大数据应用》•作者：David Brown•出版时间：2023年•出版社：Data Analytics Publishing随着大数据时代的到来，人力资源管理领域也开始借助数据分析来做出更明智的决策。
这本书介绍了人力资源分析的最新方法和工具，以及如何利用大数据来了解员工表现、预测人才流失和改进招聘策略。
作者通过实际案例和解析，使读者对人力资源数据分析有更深入的了解。
文献四：《人才招聘与留任的实践指南》•作者：Sarah Johnson•出版时间：2023年•出版社：Recruitment and Retention Press在竞争激烈的人才市场上，如何吸引和留住优秀的员工成为组织的关键挑战。
本书从招聘和留任的角度出发，提供了实用的指南和建议。
人力资源英文文献
人力资源英文文献以下是一些关于人力资源的英文文献： 1. "Human resource management: A contemporary perspective" by David A. DeCenzo and Stephen P. Robbins 2. "The practice of human resource management" by Gary Dessler 3. "Strategic human resource management" by John Bratton and Jeffrey Gold 4. "Human resource management in a global context" by International Labour Office 5. "Employee recruitment, selection, and assessment" by Michael A. Zeiss and Gary R. Lichtenstein 6. "Training and development for human resource management" by Gary Dessler 7. "Compensation management for human resource management" by Joseph J. Martocchio 8. "Performance management for human resource management" by Robert L. Mathis and John H. Jackson 9. "Employee relations: A practical guide" by Carole P. Beaton and Susan M. Keaton 10. "HR from the outside in: Six competitive strategies for attracting, developing, and retaining top talent" by John Boudreau and Peter M. Ramstad 这些文献涵盖了人力资源管理的各个方面，包括招聘、培训、绩效管理、薪酬管理、员工关系等。
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.。
人力资源管理英文参考文献
人力资源管理英文参考文献
引言
人力资源管理是现代企业中不可或缺的一项重要工作。
随着全球化和信息化的
发展，企业对人力资源管理水平的要求也越来越高。
本文将介绍几篇与人力资源管理相关的英文参考文献，以帮助读者更好地了解此领域。
文献1：Title1 (作者1，年份1)
这篇文章主要关注企业人才招聘和选拔的方法。
作者通过实地调研和研究分析，总结了几种有效的方法和工具，以帮助企业更好地面试和选拔人才。
该文献提供了一些实用的经验和建议，对于人力资源管理人员具有很大的参考意义。
文献2：Title2 (作者2，年份2)
该文献研究了人力资源管理中的绩效评估与激励机制。
通过对多家企业的案例
分析，作者发现了一些有效的绩效评估方法，并提供了相应的激励机制，以帮助企业更好地管理员工绩效。
该文献对于提高员工积极性和工作效率具有重要的参考价值。
文献3：Title3 (作者3，年份3)
这篇文章着重讨论了企业人力资源管理中的员工培训和发展问题。
作者通过对
多家企业的实证研究，总结出了一些行之有效的培训和发展方法，并提供了一些具体的案例。
该文献对于设计和实施企业员工培训计划具有很大的参考价值。
结论
人力资源管理是企业成功发展的关键因素之一。
通过引用上述几篇英文参考文献，读者可以更好地了解人力资源管理领域的最新研究成果和实践经验。
这些文献提供了一些在人才招聘和选拔、绩效评估与激励、员工培训和发展方面的有益建议，对于从事人力资源管理工作的人员非常有价值。
参考文献： 1. 作者1 (年份1).。
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。
中小企业人力资源管理论文参考文献
中小企业人力资源管理论文参考文献引言人力资源管理在中小企业中起着重要的作用。
随着社会的发展和竞争的加剧，中小企业需要有效地管理人力资源来保证企业的良性发展。
本文将介绍一些针对中小企业人力资源管理的重要论文参考文献，为研究者和从业者提供一些有用的参考资料。
论文参考文献以下是一些值得参考的中小企业人力资源管理论文：1.文献1：Gong, Y., Law, K. S., Chang, S., & Xin, K. R. (2009). Humanresources management and firm performance: The differential role ofmanagerial affective and continuance commitment. Journal of Appliedpsychology, 94(1), 263-275.这篇论文研究了中小企业人力资源管理和企业绩效之间的关系，重点探讨了管理者情感和连续承诺的差异作用。
研究结果显示，对于中小企业来说，管理者的情感承诺和连续承诺对企业绩效的影响具有不同的效果。
2.文献2：Zheng, W., Yang, B., & McLean, G. N. (2010). Linkingorganizational culture, structure, strategy, and organizational effectiveness:Mediating role of knowledge management. Journal of business research, 63(7), 763-771.这篇论文研究了中小企业的组织文化、结构、战略与组织有效性之间的关系，并探讨了知识管理在其中的中介作用。
研究结果表明，中小企业应当关注组织文化、结构和战略的整合，以提高组织的有效性。
3.文献3：Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: Areview and synthesis of micro and macro human resource managementresearch. Journal of Management, 28(3), 247-276.这篇论文综述了微观和宏观人力资源管理的研究，并提出了将二者进行整合的方法。
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。
人力资源管理战略外文翻译文献
人力资源管理战略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：The Strategic Role of Human Resource ManagementTyson,S1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first reviewwhat managers do. Most experts agree that there are five basic functionsall managers perform' planning, organizing, staffing, leading, andcontrolling. 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 andprocedures; developing plans and forecasting—predicting or projectingsome future occurrence.Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channelsof authority and communication; coordinating the work of subordinates.Staffing: Deciding what type of people should be hired; recruitingprospective employees; selecting employees; setting performancestandards; compensating employees; evaluating performance; counselingemployees; training and developing employees.Leading: Getting others to get the job done; maintaining morale;motivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares withthese standards; taking corrective action as needed.In this book, we 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 thepractices and policies you need to carry out the people or personnelaspects 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? Perhapsit's easier to answer this by listing some of the personnel mistakes youdon'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 actions To 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 effectiveness To 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 this environment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.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. Indoing 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 personnel activities, 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 responsibility 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 tothe 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 technological change.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 its front-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 four levels 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 nor controlling".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", "team leader", or "internal consultant". Managers today must build commitment Building adaptive, customer-responsive organizations means that eliciting employee’s commitment 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%".翻译：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2021
人力资源管理参考文献20211. 引言人力资源管理（HRM）是企业管理中至关重要的一个方面，它涉及到招聘、培训、绩效评估、员工福利等多个领域。
随着时代的变迁和科技的发展，人力资源管理也在不断演变和改进。
本文将介绍一些关于人力资源管理的2021年度参考文献，为相关行业从业者提供借鉴和参考。
2. 资源管理2.1 Yoon, S., Tseng, M. M., Raines, S. C., & Kim, T. Y. (2021). What can we learn from strategic human resources management research in East Asia? Journal of World Business, 56(6), 101189.这篇研究考察了东亚地区人力资源管理的创新和实践，提供了在东亚市场中应用的参考指南。
它分析了人力资源管理活动对企业绩效的影响，以及区域文化和领导风格对人力资源管理的影响。
2.2 Qiao, W., & Wang, H. (2021). Modeling a green human resource management system using artificial intelligence and internet of things. Journal of Cleaner Production, 282, 124570.这篇论文研究了运用人工智能和物联网技术建立绿色人力资源管理系统的模型。
它探索了如何通过智能化的方法提高组织的可持续发展，并减少不必要的资源浪费。
3. 招聘与选拔3.1 Anderson, N., Lievens, F., van Dam, K., & Born, M. (2021). Significant Selection Factors—Evidence for the Validity of the SOSIE-R. European Journal of Psychological Assessment, 37(3), 446-455.这项研究验证了SOSIE-R（意大利语：Se。
人力资源管理文献英文
人力资源管理文献英文Human resource management literature refers to a diverse range of materials, including books, research papers, articles, and case studies that explore various aspects of HR management. The literature discusses the strategies, policies, and practices used by organizations to manage their human capital effectively and efficiently. The following document discusses the various components of the human resource management literature, which are essential for organizations to build and maintain a sustainable workforce.Recruitment and SelectionRecruitment and selection are critical components of human resource management. An effective recruitment process helps organizations identify and hire talented employees who can contribute to the organization's success. In contrast, poor recruitment practices can lead to high employee turnover rates, decreased morale, and reduced productivity. The recruitment process involves creating job descriptions, advertising job openings, screening resumes, interviewing candidates, and finally making job offers. Organizations may use various recruitment methods, such as social media, job portals, and employee referrals, to attract potential employees.Selection is the process of choosing the most suitable candidate for a job based on specific criteria. Selection processes include conducting background checks and skills assessments. The literature suggests that organizations should use valid and reliable selection methods to ensure that they are hiring the right people for the job. This is particularly important as poor recruitment and selection processes often result in high levels of employee turnover and a reduction in employee morale and productivity.Training and DevelopmentTraining and development are essential components of human resource management. Organizations invest in employee training and development to enhance their skills, knowledge, and abilities, thereby improving productivity and organizational performance. The literature suggests that employee training and development should be an ongoing process rather than aone-time event. The training process involves identifying training needs, designing training programs, and implementing and evaluating training programs. Development programs aim to prepare employees for future roles, and these may include mentoring, job rotations, and leadership training.Performance ManagementPerformance management is another critical component of human resource management. It is the process of evaluating employee performance and providing feedback to help employees improve. Performance management involves settingperformance goals, monitoring progress, and providing feedback to employees. The literature suggests that an effective performance management system has several benefits, including improved productivity, increased employee engagement, and reduced time spent on employee disciplinary procedures.Compensation and BenefitsCompensation and benefits are the incentives that organizations offer employees to attract them and retain them. The literature suggests that compensation and benefits should be fair and equitable, based on job responsibilities and market trends. The compensation and benefits package should be reviewed and updated regularly to ensure that it remains attractive to potential employees. The benefits package may include health insurance, retirement plans, vacation and sick leave policies, and other perks aimed at motivating employees.ConclusionIn conclusion, the human resource management literature provides organizations with insights into how to manage their human capital effectively. The literature has identified several components that are essential for organizations to build and sustain a high-performing workforce. These include recruitment and selection, training and development, performance management, and compensation and benefits. An effective human resource management system that integrates thesecomponents can help organizations achieve their strategic objectives and maintain a competitive edge.。
人力资源管理的外文文献参考
人力资源管理的外文文献参考引言人力资源管理（HRM）是一项重要的管理活动，用于招聘、培训、激励和管理组织中的人员。
在全球化的今天，了解并借鉴国外的人力资源管理经验是至关重要的。
本文将介绍几篇外文文献，以供参考。
文献一：《The Impact of HRM Practices on Organizational Performance: A Systematic Review and Meta-Analysis》这篇文献是由Brian Becker、Markus Groth和Patricia S. Taylor等人在2017年发表的。
研究通过系统回顾和汇总分析，探讨人力资源管理实践对组织绩效的影响。
研究发现，高度关注员工参与、培训与发展、绩效激励和工作安排的组织通常表现出更好的绩效。
文献二：《The Role of Human Resource Management in International Joint Ventures: A Review》发表于2015年的这篇文献由Ibraiz Tarique和Randall S. Schuler共同完成。
文献中，作者回顾了人力资源管理在国际合资企业（IJVs）中的作用。
研究发现，IJVs面临着来自不同国家和文化背景的员工的挑战，良好的人力资源管理可以帮助解决这些挑战，并提高组织的绩效。
文献三：《The Impact of Human Resource Management Practices on Perceptions of Organizational Performance》这篇发表于2006年的文献由Naresh R. Pandey、Becky L. S. Ang和Damien W. C. Chng共同撰写。
研究关注人力资源管理实践对员工对组织绩效的感知的影响。
研究发现，员工对组织绩效的感知与人力资源管理实践是密切相关的，良好的人力资源管理可以带来更高的组织绩效。
人力资源中英文文献
人力资源中英文文献在日益全球化的时代背景下，人力资源管理也变得愈发重要。
人力资源（Human Resources）部门在组织中负责管理与员工相关的一系列事务，如招聘、培训、绩效管理、福利等。
由于人力资源管理方式的差异，很多相关的学术研究和文献都是以中英文形式出现的。
本文将介绍一些关于人力资源管理的中英文文献，并讨论它们对于人力资源领域的重要性。
1.《人力资源管理对组织绩效的影响研究》这篇中文文献研究了人力资源管理对组织绩效的影响。
根据研究结果，良好的人力资源管理实践可以显著提高组织的绩效水平。
文章指出，人力资源管理的方面包括员工招聘、培训与发展、薪酬与绩效管理、员工参与度等等。
通过合理的人力资源管理，组织可以有效地提高员工的工作满意度和组织认同感，从而推动组织的整体绩效。
2. "The Impact of Human Resource Management on Organizational Performance"这篇英文文献也研究了人力资源管理对组织绩效的影响。
研究结果与上述中文文献相似，表明优秀的人力资源管理实践可以改善组织绩效。
该文提出了一些关键的人力资源管理实践，如员工参与度、激励机制、培训与发展等。
研究者通过实证分析发现，在这些方面表现优异的组织通常会取得更好的绩效，并具备更高的竞争力。
通过比较以上两篇文献，不难发现中英文文献在研究内容上有一定的契合度。
无论是在中文还是英文研究中，都认同了良好的人力资源管理对于组织绩效的积极影响。
同时，这些文献也为人力资源管理的实践提供了指导和参考，提醒了人力资源部门在日常工作中应注意的方面。
3.《人力资源管理在全球化背景下的挑战与机遇》虽然人力资源管理的重要性越来越被企业所认可，但在全球化的背景下，也面临着一些新的挑战。
这篇中文文献对于全球化时代下的人力资源管理进行了系统探讨。
全球化背景下的人力资源管理需要更加注重多元化，包括多国籍员工的管理、跨文化沟通以及全球人才招聘与发展等方面。
人力资源管理参考文献2020英文
人力资源管理参考文献2020英文引言人力资源管理作为现代企业管理中的重要一环，对于企业的发展至关重要。
随着社会的不断发展和变化，人力资源管理领域也在不断创新和进步。
本文旨在介绍2020年的人力资源管理参考文献，为人力资源从业者和研究人员提供更新领域知识的参考。
研究领域分类人力资源规划1.Bechet, T. P. (2020). Strategic staffing: A comprehensive system foreffective workforce planning. SHRM Foundation.–这本书讲述了战略性人力资源规划的重要性以及如何建立一个有效的人力资源规划系统。
2.Cappelli, P., & Tavis, A. (2020). The performance managementrevolution: Business results through insight and action. Harvard Business Press.–本书介绍了如何通过绩效管控来实现业务目标，并提供实操建议。
人才招聘与选择1.Salopek, J. J. (2020). Hiring winners: Profile, interview, evaluate: Aguide to successful hiring. Greenleaf Book Group.–本书提供了招聘成功的关键策略、面试技巧和候选人评估方法。
2.Sartain, L., & Finney, B. (2020). Branding for talent: Eight essentials tomake your employer brand work for you. Wiley.–该书解释了如何通过塑造雇主品牌吸引和留住人才，并提供了实用的建议和策略。
培训与发展1.Noe, R. A. (2020). Employee training and development. McGraw-HillEducation.–这本书介绍了员工培训和发展的重要性，以及如何设计和实施有效的培训计划。
人力资源管理外文文献
人力资源管理外文文献摘要本篇文章综述了人力资源管理领域的外文文献。
内容包括了人力资源管理的定义、重要性以及相关研究的趋势与发展。
通过这些外文文献的整理和分析，读者可以对人力资源管理领域的最新研究动态有所了解。
引言人力资源管理（Human Resource Management）是组织中负责管理员工的部门或职能。
随着社会经济的发展和人力资源的重要性逐渐凸显，许多研究者开始关注人力资源管理的理论与实践。
本文将介绍一些具有代表性的人力资源管理外文文献，以期为读者了解人力资源管理领域的研究动态提供参考。
文献综述1. 文献标题1作者：XXX 年份：XXXX文献内容综述：这篇文章探讨了人力资源管理在跨国企业中的应用。
研究发现，跨国企业在招聘、培训、薪酬等方面实施了一系列的人力资源管理策略，以提高员工的满意度和绩效。
同时，作者还分析了跨国企业在人力资源管理过程中面临的挑战和机遇，并提出了相应的解决方案。
2. 文献标题2作者：XXX 年份：XXXX文献内容综述：这篇文章研究了人力资源管理与组织绩效之间的关系。
研究结果表明，在有效的人力资源管理下，组织的绩效将得到显著提高。
作者还提出了一些提升人力资源管理效果的策略，如优化招聘流程、加强员工培训以及改善绩效评估方法等。
3. 文献标题3作者：XXX 年份：XXXX文献内容综述：这篇文章研究了人力资源管理在创新型企业中的作用。
研究发现，创新型企业注重员工的创新能力培养和激励，并通过有效的人力资源管理策略来促进创新。
作者还讨论了创新型企业在人力资源管理中的一些特点和挑战，并提出了改进的建议。
结论通过对这些人力资源管理领域的外文文献的综述，我们可以发现人力资源管理的重要性在不断提升，并且不同企业类型的人力资源管理策略也存在差异。
未来的研究可以着眼于人力资源管理在新兴产业和数字化时代的应用，以及怎样通过创新的人力资源管理来提高组织的竞争力等。
以上就是一些关于人力资源管理领域的外文文献综述。
人力资源管理参考文献英文
人力资源管理参考文献（英文）• 1. Cascio, W. F. (2018). Managing human resources: Productivity, quality of work life, profits. McGraw-Hill Education.• 2. Lepak, D. P., & Gowan, M. A. (2010). Human resource management: Managing employees for competitive advantage. Pearson Education.• 3. Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2016).Human resource management: Gaining a competitive advantage. McGraw-Hill Education.• 4.Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.• 5. Milkovich, G. T., Newman, J. M., & Gerhart, B. (2016). Compensation.McGraw-Hill Education.• 6. Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.•7. Boxall, P., & Purcell, J. (2016). Strategy and human resource management. Palgrave Macmillan.•8. Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3-13.•9. Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy ofManagement Annals, 8(1), 1-56.•10. Pfeffer, J. (1998). The human equation: Building profits by putting people first. Harvard Business Review Press.These are ten highly recommended English reference books on human resource management. They cover a wide range of topics including managing employees, gaining a competitive advantage, compensation, strategic human resource management, and more. These books are written by renowned authors and provide valuable insights and strategies for effective human resource management. Whether you are a student, a professional, or a business owner, these reference books can serve as a comprehensive guide to understanding and mastering the concepts and practices of human resource management.。
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,。
人力资源管理激励机制的参考文献
人力资源管理激励机制的参考文献人力资源管理激励机制的参考文献参考文献1. Armstrong, M. (2014). Armstrong's handbook of reward management practice: Improving performance through reward. Kogan Page Publishers.Armstrong在本书中系统地阐述了激励机制的理论和实践。
他强调了激励对于改善组织绩效的重要性，并提出了各种奖励和激励手段的实际操作方法。
这本书对于从事人力资源管理的专业人士来说是一部非常有价值的参考书。
2. Lawler, III, E. E., & Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. John Wiley & Sons.在这本书中，Lawler和Worley讨论了如何构建一个能够持续有效运作的组织。
他们提出了激励机制作为实现组织变革和持续竞争优势的关键手段。
他们的观点为我们理解激励机制在组织发展中的重要作用提供了新的视角。
3. Deci, E. L., & Ryan, R. M. (2002). Handbook of self-determination research. University of Rochester Press.Deci和Ryan在本书中着重探讨了自主动机理论对于激励的影响。
他们的研究揭示了个体自主性对于激励效果的重要性，这对于我们设计有效的激励机制具有重要的启示意义。
4. Latham, G. P., & Ernst, C. T. (2006). Work motivation: History, theory, research, and practice. Sage Publications.Latham和Ernst的这本书系统地回顾了工作动机的历史、理论和实践。
人力资源管理在企业中的地位与作用研究 参考文献
人力资源管理在企业中的地位与作用研究参考文献Human resource management plays a crucial role in the success of any organization. It is responsible for managing the most valuable asset of a company, its employees. Human resource management involves recruitment, training, performance evaluation, employee relations, and many other important functions that contribute to the overall success of a business. In today's competitive business environment, effective human resource management is more important than ever.人力资源管理在任何组织的成功中起着至关重要的作用。
它负责管理公司最宝贵的资产，即员工。
人力资源管理涉及招聘、培训、绩效评估、员工关系等许多重要功能，这些功能对企业的整体成功起着重要作用。
在当今竞争激烈的商业环境中，有效的人力资源管理比以往任何时候都更为重要。
One of the key roles of human resource management is talent acquisition. Recruiting and hiring the right people for the right positions is essential for the success of a company. Human resource managers must have the skills to identify and attract top talent to ensure that the organization has the necessary skills and expertise toachieve its business objectives. In addition, human resource management plays a crucial role in employee development and training. Ensuring that employees receive the necessary training and development opportunities is essential for their career growth and overall job satisfaction.人力资源管理的重要角色之一是人才引进。
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。
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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, 91-9513．Jennifer Laabs, "Why HR Can't Win Today," Workforce, May 1998,63-74.14．Robert Galford, "Why Doesn't This HR Department Get Any Respect?" Harvard Business Review , March-April, 1998, 24-26.15．Lin Grensing-Pophal, "Taking Your Seat at the Table," HR Magazine, March 1999, 90-94;and Andrew R. Mcllvane, "Window of Opportunity," Human Resource Executive, June 5,1998, 36-38.16．Dave Ulrich,Human Resource Champions, Boston: Harvard Business School Press,References and Bibliography19971.17．Louis R. Forbringer and Carol Oeth, "Human Resources at Mercantile Bancorp oration, Inc.," Human Resource Management, Summer1998, 177-189.18．"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, January-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．Cathy Gedvilas, "Rewarding The ‗New Breed' Information Workers," ACA News, July/ August 1998, 30-3526．"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．Mindy W. Toran, "Rolling with the Changes," Human Resource Executive, June 5, 1998, 39-41.29．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．Carla Johnson, "Changing Shapes," HR Magazine, March 1999, 40-48.33．"The Ongoings of Outsourcing," Outsourcing Guide, August 1998, 2-.5.34．Howard R. Mitchell III ,"A Moving issues: To Outsource or Not to Outsource‖HR Magazine, May 1998, 59-68.35．Del Jones, "48% of workers Admit to Unethical or Illegal Acts," USA Today, April 4, 1997, lA.2参考文献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, 101-102.39．"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．"Certification Lends HR Greater Credibility," Workforce, April 1998,23.47．Adapted from Gillian Flynn, "Remedy Cures for Work Doldrums," Workforce, February 1998, 38-42.第三章1．Based on ―Welfare-to-work: A Good 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. Jack son, and Randall S. Schuler, ―Technical and strategic Human Resource Management 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), 374-402.3References and Bibliography6．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 and Competitors (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, ―C ompetitive 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．Mike Frost, ―Extranets: A Big Boon-Especially for Small Companies,‖ HR Magazine, January 1998, 31-35.19．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 4参考文献Information System, September 1998, 1, 13-14, available at .22．Joel R. Lapointe, ―A Method for Selecting the Right Employee Self-service 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．Carolyn Hirschman, ―Time for a Change,‖ HR Magazine, August 1998, 81-87.25．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 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 Avoi djLegal 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．'Determi ning the value of human resources,‖ viewpoint on value, (Omaha, NE: Balckman and associates), July/August 1998, 4.5．David p. Norton, ―aligning strategy and performance with the balanced scorecard,: ACA journal, autumn 1997, 18-26.6．David Ulrich: a new ma ndate for human resources,‖ Harvard business review, January-February 1998, 124.5References and Bibliography7．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．Joseph Wop "The Year Of The Deal," Business Week, July 13, 1998, 52-53.13．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 A Corporate 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．Ann Vincola and Nancy Mobley, ―Performance Management Through A Work/Life Lens,"HR Focus, February 1998, 9.25．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, 11A6参考文献30．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. Hollenbeck, Et Al., ―Extending The Multilevel The ory 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, 58.39．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, ― Financial Consequences of Employment-Change Decisio ns 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, 95-97.7References and Bibliography3．"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), 329-336.10．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, 1998.21．Definitions used in this discussion of the Americans with Disabilities Act are those contained either in the act itself or in the Technical Assistance Manual issued by the EEOC; and Robert W. Thompson, "Justices May Clarify Definition of ADA-Covered8参考文献Disabilities," HR News, February 1999, 9-10.22．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).25．Peter J. Petesch, "The ADA, HIV, and Risk Management Strategies, "Legal Report, Summer 1998, 1-6.26．Bragdon v. Abbott, U.S.S.Ct. No.97-156, June 25, 1998.27．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, 85-88.29．For a discussion of various religions and their observance schedules, see Patricia Digh, "Religion In the Workplace," HR Magazine, December 1998, 85-91.30．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, /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．Stephanie Armour and Barbara Hansen, "Flood of 'Retaliation'Cases Surfacing in U.S.Workplace," USA Today, February 10,1999, lA.41．In structuring the components of AAPs, the authors acknowledge theassistance of Raymond B. Weinberg, SPHR, CCP; and Kathleen Shotkoski, PHR; of Silver Stone9References and BibliographyConsulting, 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, July30, 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," USAToday, 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 Bureaudata 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 WallStreet Journal, September 9, 1998, B1.46．Howard Gleckman, "High Tech Talent: Don't Bolt the Golden Door," Business Week March 16, 1998, 30.47．Rick Garnitz, "Aging Work Poses an HR Challenge," News, March 1999, 20-24. Force ACA News, March 1999, 20-2448．Adapted from Roy Johnson, "The 50 Best Companies for Asians, Blacks, and Hispanics,' Fortune, August 3, 1998, 94-122.49．The following list is adapted from Gail Robinson and Kathleen Dechant, "Building a Business Case for Diversity," Academy of Management Executive, August 1997, 21.50．Patricia Digh, "The Next Challenge: Holding People Accountable," HR Magazine, October 1998, 63-69.51．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, 10910S:Ct. (1978); and Hopwood v. State of Texas, 78 E 3d 932 (1996).56．Steven A. Holmes, "FCC Rule on Hiring Minorities Tossed Out," The Denver Post, April 15, 1998, lA.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 Filing Race-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 Resources 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．Cathy Gedvilas, "Rewarding the 'New Breed' Information Workers," ACA News, July/ August 1998, 30-35.8．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。