Paper代写：The Concept of Human Resources Management
Paper代写-人力资源管理的概念。本文是一篇留学生paper写作范文，主要内容是讲述战略人力资源管理的概念，不同的概念和模式，战略人力资源管理，评价及人力资源战略模型，人际关系观，知识管理与战略人力资源管理，战略人力资源管理的财务效益，战略人力资源管理的非财务效益，下面就一起来看一下这篇Paper代写范例的具体内容
The word human resource describes the personnel who are responsible for driving an organization which is the main labor force of a company or an organization. This includes all the responsibilities relating to the management of the individuals which forms a strategic and management pillar of an organization. The roots of human rights and welfare arose when the basic principles of management were redefined and were thoroughly studied to identify the major concerns of an organizational success. This management of humans which relates their rights and welfare was initially named as ‘personnel function’ which was later pronounced as “Human Resources”. This function became the usual approach of all the organizations in their strategic and qualitative planning.
人力资源一词描述了负责推动组织的人员，组织是公司或组织的主要劳动力。这包括与构成组织战略和管理支柱的个人管理有关的所有责任。当重新定义管理的基本原则并对其进行彻底研究以确定组织成功的主要问题时，人权和福利的根源就产生了。这种与人的权利和福利相关的人的管理最初被命名为“人事职能”，后来被发音为“人力资源”。这一职能成为所有组织在战略和质量规划中的惯常做法。
The Concept of Strategic Human Resources Management (SHRM) 战略人力资源管理的概念
The theme of Strategic Human Resources Management (SHRM) is initially associated with the “manpower” (sic) planning, but with the continued efforts of the researchers (e.g. Peters & Waterman, 1982 and Ouchi 1981) having strong grip on the issue of human resources the significance of effective management of these resources in order to attain competitive advantage was highlighted in an optimum way. These continued efforts eventually lead a way for extended research and efforts by the academics in order to formulate frameworks regarding the strategic aspects of Human Resource function (e.g. Beer et al., 1985; Fombrun et al., 1984), hence a prefix “Strategic” was attached to the “Human Resources Management”. The “Constituency-based) and “Rational Choice” perspectives can be presented in order to explain the significance given to the linkage of strategy concept to Human Resources Management by the practitioners and the academics. According to Barney and Pfeffer (1998), while focusing the attention of skills of people and the intellectual assets, a managerial logic exists in order to provide a key competitive advantage when technological superiority, even once achieved, will quickly erode. From a ‘constituency-based’ perspective, it is argued that academics and practitioners of Human Resources have embraced Strategic Human Resource Management as a means of securing greater respect for Human Resource Management as a field of study and, in the case of Human Resources managers, of appearing more ‘strategic’, thereby enhancing their status within organizations (Bamberger & Meshoulam, 2000; Pfeffer & Salancik, 1977; Powell & Di Maggio, 1991; Purcell & Ahlstrand, 1994; Whipp, 1999).
战略人力资源管理（SHRM）的主题最初与“人力”（原文如此）规划有关，但随着研究人员（例如Peters&Waterman，1982和Ouchi 1981）对人力资源问题的深入研究，有效管理这些资源以获得竞争优势的重要性以最佳方式得到了强调。这些持续的努力最终为学术界的广泛研究和努力开辟了道路，以制定有关人力资源职能战略方面的框架（例如，Beer等人，1985年；Fombrun等人，1984年），因此在“人力资源管理”后面加上了“战略”前缀。可以从“基于选区”和“理性选择”的角度来解释从业者和学术界对战略概念与人力资源管理联系的意义。根据Barney和Pfeffer（1998）的观点，在关注人们的技能和知识资产的同时，存在一种管理逻辑，以便在技术优势（即使一旦实现）将迅速削弱时提供关键的竞争优势。从“基于选区”的角度来看，有人认为，人力资源的学者和从业者已经接受了战略人力资源管理，将其作为一种手段，以确保更尊重人力资源管理作为一个研究领域，并在人力资源管理者的情况下，表现得更具“战略性”，从而提高了他们在组织中的地位（Bamberger和Meshulam，2000；Pfeffer和Salancik，1977年；Powell和Di Maggio，1991年；Purcell和Ahlstrand，1994年；Whipp，1999年）。
Different Concepts and models 不同的概念和模式
Despite of ever growing significance and usage of Human Resource Management and Strategic Human Resource Management, there exists a touch of problematic environment regarding the precise meaning of Strategic Human Resource Management. It appears to be slightly unclear as which one of the given two terms links to a process or an outcome (Bamberger & Meshoulam, 2000). The term “Strategic Human Resource Management” is rated as an outcome by Snell et al, (1996, p. 199). They relate is with an outcome on the basis that as an organizational system designed to achieve sustainable competitive advantage through the people. On the other hand the same term “Strategic Human Resource Management” is considered as a process which involves linking the Human Resources practices with the defined / existing business strategy (Ulrich, 1997, p. 89). In continuation to this, Bamberger and Meshoulam (2000, P. 06) also rates Strategic Human Resources Management as a process with which the organizations endeavor to combine the social, human, and the intellectual capital of their members in accordance with the strategic needs of the organization. Another view points rates Strategic Human Resource Management as an outcome and associates with the missions, visions and the defined priorities of the Human Resources functions of the organizations Ulrich (1997, p. 190). Bamberger and Meshoulam (2000, p. 5) continues with the said theme and conceptualize Human Resources strategies as an outcome “the pattern of decisions regarding the policies and practices associated with the HR system”.
尽管人力资源管理和战略人力资源管理的重要性和使用越来越大，但战略人力资源的确切含义仍存在一些问题。似乎有点不清楚给定的两个术语中的哪一个与过程或结果有关（Bamberger&Meshulam，2000）。Snell等人（1996年，第199页）将“战略人力资源管理”一词评为成果。它们与作为一个旨在通过人员实现可持续竞争优势的组织系统的结果有关。另一方面，“战略人力资源管理”这一术语被视为一个过程，涉及将人力资源实践与既定/现有的业务战略联系起来（Ulrich，1997，第89页）。除此之外，Bamberger和Meshulam（2000，P.06）还将战略人力资源管理视为一个过程，组织根据组织的战略需求，努力将其成员的社会、人力和智力资本结合起来。另一种观点认为，战略人力资源管理是一种成果，与各组织的任务、愿景和人力资源职能的既定优先事项有关（Ulrich，1997年，第190页）。Bamberger和Meshulam（2000年，第5页）继续上述主题，并将人力资源战略概念化为“与人力资源系统相关的政策和做法的决策模式”。
Evaluating Strategic Human Resource Management (SHRM) and models of human resources strategy 战略人力资源管理（SHRM）评价及人力资源战略模型
Primarily, in the organizations various sorts of limitations are being highlighted with the research works carried out at different levels. These limitations relates to various disciplines of the organizational setups including the Human Resources Management. These limitations of the organizational setups lead to lack of focus regarding the strategic decision making, conceptualization of the managerial controls and absence of the internal strategies. It has been noted that the conceptualizations of the existing Strategic Human Resources Management are predicated upon the traditional rational perspective to managerial decision-making – definable acts of linear planning, choice and action. In contrast to this, the critical organizational theorists challenges the said assumptions by presenting argument as these strategic decisions are not mainly based on output of the rational calculations. Another assumption that the organization’s business level strategies and the human resources systems creates a logical and linear relationship appears to be questionable on the basis that that the formulation of strategies is an informal, politically charged and is subject to the complex contingency factors (Bamberger & Meshoulam, 2000; Monks & McMackin, 2001; Whittington, 1993). Hence, it can be stated that the theme of aligning the business strategies and the human resources strategies applies only to “Classical approach of the strategies” (Legge, 1995). Those who question the classical approach to strategic management argue that the image of the manager as a reflective planner and strategist is a myth. Managerial behavior is more likely to be ad hoc, fragmented, uncoordinated and frenetic (for example Hales, 1986).
首先，在不同层面开展的研究工作突显了组织中的各种局限性。这些限制涉及组织机构的各个学科，包括人力资源管理。组织机构的这些局限性导致了对战略决策的关注不足、管理控制的概念化以及内部战略的缺失。已经注意到，现有战略人力资源管理的概念是基于管理决策的传统理性视角——线性规划、选择和行动的可定义行为。与此相反，批判性组织理论家通过提出论点来挑战上述假设，因为这些战略决策主要不是基于理性计算的结果。另一种假设是，组织的业务层面战略和人力资源系统建立了逻辑和线性关系，这一假设似乎是值得怀疑的，因为战略的制定是非正式的，带有政治色彩，并受制于复杂的偶然因素（Bamberger&Meshulam，2000；Monks&McMarkin，2001；惠廷顿，1993年）。因此，可以说，调整商业战略和人力资源战略的主题仅适用于“战略的经典方法”（Legge，1995）。那些质疑传统战略管理方法的人认为，经理作为反思性规划师和战略家的形象是一个神话。管理行为更有可能是临时的、分散的、不协调的和疯狂的（例如Hales，1986）。
The context of theme that managerial rationality is fundamentally limited by the lack of information, cognitive capacities, and the time; associates and presents a linkage to the political perspectives on strategic decisions. Moreover, the strategic human resources management is considered as a highly competitive process in which the managers fiercely compete for the status, resources and the powers. Within such a management milieu, strategies can signal changes in power relationships among managers (Mintzberg et al., 1998). In contrast to relating the strategic choices with outcomes of the rational decision makings various researchers including Johnson (1987, elaborated in the Purcell, 1989, p. 72), argues that ‘the Strategic decisions are characterized by political hurly-burly of the organizational life with high incidence of the bargain… all within a notable lack of clarity in terms of environmental influences and objectives.’ The strategic human resources management is also conceptualized as a “discourse” or the body of language-based interconnection which appears at various levels within an organization. Therefore, a strong argument presented by Hendry (2000) that strategic decisions takes its meanings from social practices and discourse within which they are located. Hence, a decision not only be communicated once but strong and repeated emphasize is recommended till the time decision becomes embodied in the actions. The above elaborated perspective of strategic human resources management reaffirms importance of the conceptualizing management in terms of skills and the leadership competence of managers, functions and the contingencies.
管理理性从根本上受到信息、认知能力和时间的缺乏的限制；将战略决策的政治观点联系起来并提出联系。此外，战略人力资源管理被认为是一个高度竞争的过程，管理者在这个过程中激烈地争夺地位、资源和权力。在这样的管理环境中，战略可以标志着管理者之间权力关系的变化（Mintzberg et al.，1998）。与将战略选择与理性决策的结果联系起来形成对比的是，包括Johnson在内的各种研究人员（1987年，在Purcell，1989，第72页中进行了阐述），认为“战略决策的特点是组织生活的政治混乱和交易的高发生率”，所有这些都在环境影响和目标方面明显缺乏明确性战略人力资源管理也被概念化为一种“话语”或基于语言的互联体，出现在组织的各个层面。因此，Hendry（2000）提出了一个强有力的论点，即战略决策的含义来自于其所处的社会实践和话语。因此，一个决定不仅要传达一次，而且要强烈而反复地强调，直到这个决定体现在行动中。上文阐述的战略人力资源管理观点重申了从管理人员的技能和领导能力、职能和突发事件等方面进行概念化管理的重要性。
The Human Relations Viewpoint 人际关系观
Human relations proponents argued that managers should stress primarily employee welfare, motivation, and communication. They believed social needs had precedence over economic needs. Therefore, management must gain the cooperation of the group and promote job satisfaction and group norms consistent with the goals of the organization. Another noted contributor to the field of human relations was Abraham Maslow. In 1943, Maslow suggested that humans have five levels of needs. The most basic needs are the physical needs for food, water, and shelter; the most advanced need is for self-actualization, or personal fulfillment. Maslow argued that people try to satisfy their lower level needs and then progress upward to the higher-level needs. Managers can facilitate this process and achieve organizational goals by removing obstacles and encouraging behaviors that satisfy people’s needs and organizational goals simultaneously. Although the human relations approach generated research into leadership, job attitudes, and group dynamics, it drew heavy criticism. Critics believed the philosophy, while scientific management overemphasized the economic and formal aspects of the workplace; human relations ignored the more rational side of the worker and the important characteristics of the formal organization. However, human relations were a significant step in the development of management thought, because it prompted managers and researchers to consider the psychological and social factors that influence performance.
人际关系支持者认为，管理者应该主要强调员工的福利、动机和沟通。他们认为社会需求优先于经济需求。因此，管理层必须获得团队的合作，促进工作满意度和与组织目标一致的团队规范。另一位著名的人际关系领域的贡献者是亚伯拉罕·马斯洛。1943年，马斯洛提出人类有五个层次的需求。最基本的需求是对食物、水和住所的物质需求；最高级的需求是自我实现，或个人实现。马斯洛认为，人们试图满足他们较低层次的需求，然后向上发展到更高层次的需求。管理者可以通过消除障碍和鼓励同时满足人们需求和组织目标的行为来促进这一过程并实现组织目标。尽管人际关系方法引发了对领导力、工作态度和群体动态的研究，但它招致了严厉的批评。批评者认为这种哲学，而科学管理过分强调工作场所的经济和形式方面；人际关系忽视了劳动者更理性的一面和正式组织的重要特征。然而，人际关系是管理思想发展的重要一步，因为它促使管理者和研究人员考虑影响绩效的心理和社会因素。
Knowledge Management and Strategic Human Resources Management 知识管理与战略人力资源管理
Knowledge management plays a significant role in achieving organizational efficiency. In the new economy, speed and responsiveness are determining success factors, especially in the dot.com arena. Companies today face stiffer competition in a globalized market place. Davenport and Prusak (1998) highlighted that globalized economy, with improved transportation and communication provides human resources with endless and unprecedented parade of choices across the world (Davenport and Prusak, 1998). Across the business spectrum, the human resources are fundamental to the success on every level. Scott and Einestein examine the role of knowledge management in building human resources and offers practical advice on sustaining them in the long term. There are many significant overlaps between the knowledge management and the Human Resources Management, though not as many as required to achieve an optimal level. The behavioral research is primarily rated to be a major contributor in the Knowledge Management, delivering insights on HR psychographics, demographics and the behaviors of value in all the transaction strategies. Knowledge Management is also considered to be a key contributor to the marketing communications, assisting to select channels and the targets, as well as to create relevant and response-promoting contents (Scott and Einestein, 2001).
知识管理在实现组织效率方面发挥着重要作用。在新经济中，速度和响应能力是决定成功的因素，尤其是在点上。com竞技场。如今，在全球化的市场中，公司面临着更激烈的竞争。Davenport和Prusak（1998）强调，随着交通和通信的改善，全球化经济为人力资源在世界各地提供了无尽和前所未有的选择（Davenport and Prusak，1998）。在整个业务范围内，人力资源是各个层面成功的基础。Scott和Einestein研究了知识管理在人力资源建设中的作用，并就长期维持人力资源提供了切实可行的建议。知识管理和人力资源管理之间有许多重大重叠，尽管没有达到最佳水平所需的那么多。行为研究主要被评为知识管理的主要贡献者，提供了对人力资源心理图、人口统计和所有交易策略中有价值行为的见解。知识管理也被认为是营销传播的关键贡献者，有助于选择渠道和目标，以及创建相关的和促进响应的内容（Scott和Einestein，2001）。
Financial Benefits of Strategic Human Resource Management 战略人力资源管理的财务效益
Research indicates that organizations using strategic human resources management concepts are more profitable and successful than those that do not. Businesses using strategic human resources management concepts show significant improvement in sales, profitability, and productivity compared to firms without systematic planning activities. High-performing firms tend to do systematic planning to prepare for future fluctuations in their external and internal environments. Firms with planning systems more closely resembling strategic management theory generally exhibit superior long-term financial performance relative to their industry. High-performing firms seem to make more informed decisions with good anticipation of both short- and long-term consequences. On the other hand, firms that perform poorly often engage in activities that are shortsighted and do not reflect good forecasting of future conditions. Strategists of low-performing organizations are often preoccupied with solving internal problems and meeting paperwork deadlines. They typically underestimate their competitors’ strengths and overestimate their own firm’s strengths. They often attribute weak performance to uncontrollable factors such as poor economy, technological change, or foreign competition.
研究表明，使用战略性人力资源管理概念的组织比不使用战略人力资源管理理念的组织更有利可图、更成功。与没有系统规划活动的公司相比，使用战略人力资源管理概念的公司在销售额、盈利能力和生产力方面都有显著提高。高绩效公司往往会进行系统的规划，为其外部和内部环境的未来波动做好准备。具有更类似战略管理理论的规划系统的公司通常表现出相对于其行业优越的长期财务业绩。高绩效公司似乎会做出更明智的决定，对短期和长期后果都有很好的预期。另一方面，表现不佳的公司往往从事目光短浅的活动，不能很好地预测未来的情况。低绩效组织的战略家往往忙于解决内部问题和满足文书工作的最后期限。他们通常低估了竞争对手的实力，高估了自己公司的实力。他们经常将业绩不佳归因于不可控因素，如经济疲软、技术变革或外国竞争。
Non- financial Benefits of Strategic Human Resource Management 战略人力资源管理的非财务效益
Besides helping firms avoid financial demise, strategic management offers other tangible benefits, such as an enhanced awareness of external threats, an improved understanding of competitors’ strategies, increased employee productivity, reduced resistance to change, and a clearer understanding of performance-reward relationships. Strategic management enhances the problem-prevention capabilities of organizations because it promotes interaction among manager’s at all divisional and functional levels. Interaction can enable firms to turn on their managers and employees by nurturing them, sharing organizational objectives with them, empowering them to help improve the product or service, and recognizing their contributions. In addition to empowering managers and employees, strategic management often brings order and discipline to an otherwise floundering firm. It can be the beginning of an efficient and effective managerial system. Strategic management may renew confidence in the current business strategy or point to the need for corrective actions. The strategic-management process provides a basis for identifying and rationalizing the need for change to all managers and employees of a firm; it helps them view change as an opportunity rather than a threat.
除了帮助企业避免财务崩溃外，战略管理还提供了其他切实的好处，如增强对外部威胁的认识，更好地了解竞争对手的战略，提高员工生产力，减少对变革的抵制，以及更清楚地了解绩效与回报的关系。战略管理提高了组织预防问题的能力，因为它促进了所有部门和职能级别经理之间的互动。互动可以使公司通过培养经理和员工、与他们分享组织目标、授权他们帮助改进产品或服务以及认可他们的贡献来吸引他们。除了赋予管理者和员工权力外，战略管理还经常为陷入困境的公司带来秩序和纪律。它可以成为一个高效和有效的管理系统的开端。战略管理可能会重新树立对当前业务战略的信心，或指出需要采取纠正措施。战略管理过程为确定和合理化公司所有管理人员和员工的变革需求提供了基础；这有助于他们将变革视为机遇而非威胁。
Conclusion 结论
The world has progressed in many unique ways and directions specifically in the last three decades. It has developed technologically, economically and industrially. It is also richer in terms of human capabilities, facilities and quality of living. Improvements in education, communication, technology and markets have made the world a global village. People live longer today, are better informed, can communicate with one another across the world and therefore carry on economic, professional, educational, social and other activities with ease. These decades of development indicate the vast potential for creating a world of order, security and well-being. It is commonly accepted that the people working for a firm are one of its main assets and one of the factors in determining its progress. Workers’ qualities, attitudes and behavior in the workplace, together with other factors, play an important role in determining a company’s success or lack of it. Workers are key elements in the success of a firm. Human resources, taken to be the pool of human capital under the firm’s control in a direct employment relationship, can provide the firm with a source of competitive advantage with respect to its rivals. This is possible because of the series of requirements that the workers fulfill (Wright and McMahan, 1992; Wright et al., 1994).
特别是在过去三十年里，世界以许多独特的方式和方向发展。它在技术、经济和工业上都得到了发展。它在人的能力、设施和生活质量方面也更加丰富。教育、通信、技术和市场的改善使世界成为一个地球村。如今，人们寿命更长，信息更灵通，可以在世界各地相互交流，因此可以轻松地进行经济、专业、教育、社会和其他活动。这几十年的发展表明，创造一个秩序、安全和福祉的世界具有巨大潜力。人们普遍认为，为企业工作的人员是企业的主要资产之一，也是决定企业进步的因素之一。员工在工作场所的素质、态度和行为，以及其他因素，在决定公司的成败方面发挥着重要作用。工人是公司成功的关键因素。人力资源被视为直接雇佣关系中企业控制下的人力资本库，可以为企业提供相对于竞争对手的竞争优势来源。这是可能的，因为工人需要满足一系列要求（Wright和McMahan，1992；Wright等人，1994年）。
The first of these is the value added to the company’s production processes, the contribution made by each individual having its effect on the results obtained by the organization as a whole. Also, since individuals are not all the same, their characteristics are in limited supply in the market. In addition, these resources are difficult to imitate, since it is not easy to identify the exact source of the competitive advantage and reproduce the basic conditions necessary for it to occur. Finally, this type of resource is not easily replaced; though short-term substitutes may be found, it is unlikely that they result in a sustainable competitive advantage anything like that provided by human resources. For a firm to find the human capital to provide it with a sustained competitive advantage is not just a matter of luck. It depends rather on the action the firm is prepared to undertake towards that end. It is through strategic human resources management practices that firms try to obtain the human resources that will give them the advantage when it comes to holding their own against other companies.
第一个是公司生产过程的附加值，每个人所做的贡献对整个组织所获得的结果有影响。此外，由于个人并不完全相同，他们的特征在市场上供应有限。此外，这些资源很难模仿，因为要确定竞争优势的确切来源并再现竞争优势产生所需的基本条件并不容易。最后，这种类型的资源不容易被取代；尽管可以找到短期替代品，但它们不太可能产生像人力资源那样的可持续竞争优势。对于一家公司来说，找到人力资本为其提供持续的竞争优势不仅仅是运气的问题。这取决于该公司为此准备采取的行动。正是通过战略人力资源管理实践，企业试图获得人力资源，从而在与其他公司竞争时占据优势。
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