人力资源管理外文文献翻译.docx

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