人力资源管理外文文献翻译.docx
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人力资源管理外文文献翻译.docx
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人力资源管理外文文献翻译
文献信息:
文献标题:
Challengesandopportunitiesaffectingthefutureofhumanresourcemanagement(影响人力资源管理未来的挑战和机遇)
国外作者:
DiannaL.Stone,DianaL.Deadrick
文献出处:
《HumanResourceManagementReview》,2015,25
(2):
139-145
字数统计:
英文3725单词,21193字符;中文6933汉字
外文文献:
Challengesandopportunitiesaffectingthefutureofhumanresourcemanagement
AbstractToday,thefieldofHumanResourceManagement(HR)isexperiencingnumerouspressuresforchange.Shiftsintheeconomy,globalization,domesticdiversity,andtechnologyhavecreatednewdemandsfororganizations,andpropelledthefieldinsomecompletelynewdirections.However,webelievethatthesechallengesalsocreatenumerousopportunitiesforHRandorganizationsasawhole.Thus,theprimarypurposesofthisarticlearetoexaminesomeofthechallengesandopportunitiesthatshouldinfluencethefutureofHR.Wealsoconsiderimplicationsforfutureresearchandpracticeinthefield.
Keywords:
Futureofhumanresourcemanagement,Globalization,KnowledgeeconomyDiversity,Technology
1.Changefromamanufacturingtoaserviceorknowledgeeconomy
OneofthemajorchallengesinfluencingthefutureofHRprocessesisthechangefromamanufacturingtoaserviceorknowledgebasedeconomy.Thisneweconomyischaracterizedbyadeclineinmanufacturingandagrowthinserviceorknowledgeasthecoreoftheeconomicbase.Aserviceeconomycanbedefinedasasystembasedonbuyingandsellingofservicesorprovidingsomethingforothers(OxfordDictionary,2014a).Aknowledgeeconomyisreferredtoastheuseofinformationorknowledgetogeneratetangibleandintangiblevalue(BusinessDictionary,2014a).Someeconomistsarguethatserviceactivitiesarenowdominatingtheeconomiesofindustrializednations,andknowledge-intensiveservicesorbusinessesareconsideredasubsetoftheoverallserviceeconomy(Anderson&Corley,2003).
TheriseoftheknowledgeeconomyhasplacednewdemandsonorganizationsandpromptedchangesinorganizationalgoalsandHRpractices.ManyofthetraditionalHRprocessesweredesignedduringtheindustrialera,andthusfocusedlargelyonmanufacturingorganizationsthatwereconcernedwithconvertingrawmaterials,components,andpartsintofinishedgoodsthatmeetcustomers'expectations.However,manyoftheassumptionsunderlyingthosetraditionalHRprocessesmaynotbeeffectivewiththenewserviceorknowledgeorganizations.Forexample,traditionalHRpracticesassumethatjobsshouldbenarrowlydefined,supervisorsshouldcontrolworkers,andefficiencyandshorttermresultsshouldbeemphasized(Trice&Beyer,1993).Incontrast,knowledgeorganizationsstressthatemployees'knowledgeandskillshaveamajorimpactonorganizationalsuccess,andemployeeretentionisimportantbecauseindividuals'skillsarenotsubstitutable.
Knowledgeorganizationsalsotendtodesignjobsbroadlysoastoencourageinnovation,autonomy,continuousimprovement,andparticipationindecisionmaking.Giventhatindividualswithuniqueskillsandabilitiesareessentialinknowledgeorganizations,thenewjobrequirementshavecreatedashortageandincreasedcompetitionfortalentedworkersinmanyfields(e.g.,softwareengineering,nursing).Additionally,thechangeintheeconomyhasresultedinthedisplacementandunemploymentofpeoplewhodonothavetheskillsneededforknowledge-orientedjobs(e.g.,Bell,Berry,Marquardt,&Green,2013;Karren&Sherman,2012).Thesechangesimplythatnationsneedtoaltertheireducationalsystemstomeetjobdemandsinneworganizations(Gowan,2012).ThegoalsofknowledgeorganizationsshouldcontinuetobringaboutchangesinHRprocessesinthefuture(e.g.,Schuler,Jackson,Jackofsky,&Slocum,1996).Forinstance,itcanbeexpectedthatHRpracticeswillemploybroadbasedrecruitingtoensurethattheyuncoverskilledapplicants,designjobstoemphasizeautonomyandparticipationindecision-making,useteamorientedstructurestoenhancecollaborationandinnovation,stresstrainingandemployeeskilldevelopment,andprovideincentivesthatfosteremployeeidentification,innovation,andretention.HRwillneedtoshiftitsemphasistoemployeeretention,andmeetingthevariedneedsofknowledgeworkers.Someofthesenewpracticeshavealreadybeenimplementedinorganizations,butmanyorganizationsstilluseHRpracticesthatdonotsupportknowledge-orientedorganizationalgoals.FutureHRprocesseswillneedtobemodifiedifknowledgeorganizationsaretobesuccessful.Researchwillalsobeneededtoexaminetheeffectivenessofthesenewpractices.
AlthoughweconsideredthenewknowledgeeconomyasachallengeforHRinorganizations,itcanalsobeviewedasanopportunityforchange.Giventhattheskillsandabilitiesofknowledgeworkersarekeytothesuccessofneworganizations,thetransformationtoaknowledgeeconomyprovidesopportunitiesfortheHRfunctiontobecomeapriorityinorganizations.Asaresult,webelievethatHRwillbecomemoreofacriticalfunctioninorganizations,andthefieldshouldbeviewedasmoreessentialtotheoverallsuccessoftheorganizations.
2.Riseinglobalization
AsecondfactorcallingforchangesinHRprocessesistheriseinglobalization.Globalizationinthiscontextreferstoorganizationsthatoperateonaglobalorinternationalscale(OxfordDictionary,2014b).Organizationsoperatinginaglobalenvironmentfaceanumberofnewchallengesincludingdifferencesinlanguageandcultureofemployees,andvariationsinsocial,politicalandlegalsystems.Multinationalcorporations(MNCs)arelargecompaniesoperatinginseveralcountriesthatareconfrontedwithnewquestions,includinghowtocreateconsistentHRpracticesindifferentlocations,howtodevelopacoherentcorporateculture,andhowtopreparemanagerstoworkinadiverseculturalenvironment(Sparrow,2007).
ResearchonHRintheinternationalcontexthasfocusedonthreeapproachestounderstandingtheissuesthatariseinglobalenvironments:
international,comparative,andcross-culturalHR(Parry,Stavrou-Costea,&Morley,2011).InternationalapproachesfocusonHRstrategies,systems,andpracticesindifferentsocio-culturalcontextsanddifferentgeographicterritories(Parryetal.,2011).ItalsooutlinestheanatomyofMNCs,andconsiderstheuniquesetofHRissuesthatoccurinthesecontexts(Budhwar&Sparrow,2002).AlthoughresearchersdifferonthefactorsthataffectHRpracticesinglobalenvironments,mostagreethatthefollowingvariablesinfluencethesesystems:
(a)contextualvariables(suchasthehostcountry'slegalsystem,culturaldistancebetweenhostcountryandemployees'country),(b)firm-specificvariables(suchasthestageofinternationalization,typeofindustry,linkbetweenstrategyandstructure),and(c)situationalvariables(suchasstaffavailability,needforcontrol,locusofdecisionmaking)(e.g.,Budhwar&Sparrow,2002;Schuler,Dowling,&DeCieri,1993;Welch,1994).
ComparativeHRexploresthecontext,systems,andnationalpatternsofHRindifferentcountries,anddiscussestheidiosyncrasiesofvariousinstitutionsandeconomicenvironments(e.g.,Aycanetal.,2000;Isenhour,Stone,&Lien,2012a;Parryetal.,2011).MostoftheresearchoncomparativeHRindicatedthatHRpracticesdifferacrossnations,andarealignedwithnationalcultures(Stone&Stone-Romero,2008).TwoexamplesofthatresearchincludeastudybySchulerandRogovsky(1998)thatassessedtherelationsbetweenHofstede'snationalculturedimensionsandthedesignofHRpractices.Theseauthorsfoundthatanationalemphasisonindividualismwaspositivelycorrelatedwithacompany'suseofpay-for-performancepaysystems.Inaddition,Gooderham,Nordhaug,andRingdal(1999)exploredcross-nationaldifferencesinHRpracticesacrossEuropeannations.Theirresultsrevealedthatindividualisticnations(e.g.,UK,France,andSpain)weremorelikelytousecalculativeHRstrategies(e.g.,payforperformance)thancollectivenations(e.g.,Scandinaviancountries).Conversely,collectivenations(Scandinaviancountries)weremorelikelytousecollaborativepractices(e.g.,employeeparticipation)thanindividualisticcountries(e.g.,Germany,FranceandSpain).
Finally,cross-culturalHRexaminesthedegreetowhichindividuals'culturalvaluesinfluencetheacceptanceandeffectivenessofHRpractices(Aycanetal.,2000;Gelfand,Erez,&Aycan,2007;Isenhour,Stone,&Lien,2012b;Stone,Stone-Romero,&Lukaszewski,2007).MostofthetheoriesinHRandOrganizationalBehavior(OB)weredevelopedinWesternnationsandassumethattheculturalvaluesofindividualsinorganizationsarehomogeneous(Gelfandetal.,2007).However,itisclearthatemployees'culturalvaluesdifferinU.S.andglobalcontexts,andorganizationsneedtoaligntheirHRprocesseswiththeseculturalvalues(e.g.,Gelfandetal.,2007;Stone&Stone-Romero,2008).Forexample,cross-culturalresearchindicatedthatindividuals'culturalvaluesshapetheirrewardpreferences,andtheirreactionstonegativefeedback(e.g.,Gelfandetal.,2007;Joshi&Martocchio,2008;Stone,Johnson,Stone-Romero,&Hartman,2006;Stone-Romero&Stone,2002).Inparticular,individualswhovaluedindividualismpreferredrewardallocationsystemsbasedonequityorproportionality,butthosewhovaluedcollectivismpreferredequality-basedallocationsystems(Sama&Papamarcos,2000).Asaresult,pay-for-performancesystemsmaymotivateemployeeswhoareindividualistic,butgroup-basedorprofit-sharingsystemsmaybemoreeffectivewiththosewhovaluecollectivism(e.g.,Joshi&Martocchio,2008;Miller,Hom,&Gomez-Mejia,2001).Furthermore,researchbyStone-RomeroandStone(2002)revealedthatindividuals
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