人力資源管理外文文獻翻譯

1、人力資源管理外文文獻翻譯文獻信息：文獻標(biāo)題：Challengesandopportunitiesaffectingthefutureofhumanresourcemanagement(影響人力資源管理未來的挑戰(zhàn)和機遇)國外作者：DiannaL.Stone,DianaL.Deadrick文獻出處：HumanResourceManagementReview,2015,25(2):139-145字數(shù)統(tǒng)計：英文3725單詞，21193字符；中文6933漢字外文文獻：Challengesandopportunitiesaffectingthefutureofhumanresourcemanagement

2、AbstractToday,thefieldofHumanResourceManagement(HR)isexperiencingnumerouspressuresforchange.Shiftsintheeconomy,globalization,domesticdiversity,andtechnologyhavecreatednewdemandsfororganizations,andpropelledthefieldinsomecompletelynewdirections.However,webelievethatthesechallengesalsocreatenumerousop

3、portunitiesforHRandorganizationsasawhole.Thus,theprimarypurposesofthisarticlearetoexaminesomeofthechallengesandopportunitiesthatshouldinfluencethefutureofHR.Wealsoconsiderimplicationsforfutureresearchandpracticeinthefield.Keywords:Futureofhumanresourcemanagement,Globalization,KnowledgeeconomyDiversi

4、ty,Technology1 .ChangefromamanufacturingtoaserviceorknowledgeeconomyOneofthemajorchallengesinfluencingthefutureofHRprocessesisthechangefromamanufacturingtoaserviceorknowledgebasedeconomy.Thisneweconomyischaracterizedbyadeclineinmanufacturingandagrowthinserviceorknowledgeasthecoreoftheeconomicbase.As

5、erviceeconomycanbedefinedasasystembasedonbuyingandsellingofservicesorprovidingsomethingforothers(OxfordDictionary,2014a).Aknowledgeeconomyisreferredtoastheuseofinformationorknowledgetogeneratetangibleandintangiblevalue(BusinessDictionary,2014a).Someeconomistsarguethatserviceactivitiesarenowdominatin

6、gtheeconomiesofindustrializednations,andknowledge-intensiveservicesorbusinessesareconsideredasubsetoftheoverallserviceeconomy(Anderson&Corley,2003).TheriseoftheknowledgeeconomyhasplacednewdemandsonorganizationsandpromptedchangesinorganizationalgoalsandHRpractices.ManyofthetraditionalHRprocessesw

7、eredesignedduringtheindustrialera,andthusfocusedlargelyonmanufacturingorganizationsthatwereconcernedwithconvertingrawmaterials,components,andpartsintofinishedgoodsthatmeetcustomers'expectations.However,manyoftheassumptionsunderlyingthosetraditionalHRprocessesmaynotbeeffectivewiththenewserviceork

8、nowledgeorganizations.Forexample,traditionalHRpracticesassumethatjobsshouldbenarrowlydefined,supervisorsshouldcontrolworkers,andefficiencyandshorttermresultsshouldbeemphasized(Trice&Beyer,1993).Incontrast,knowledgeorganizationsstressthatemployees'knowledgeandskillshaveamajorimpactonorganizat

9、ionalsuccess,andemployeeretentionisimportantbecauseindividuals'skillsarenotsubstitutable.Knowledgeorganizationsalsotendtodesignjobsbroadlysoastoencourageinnovation,autonomy,continuousimprovement,andparticipationindecisionmaking.Giventhatindividualswithuniqueskillsandabilitiesareessentialinknowle

10、dgeorganizations,thenewjobrequirementshavecreatedashortageandincreasedcompetitionfortalentedworkersinmanyfields(e.g.,softwareengineering,nursing).Additionally,thechangeintheeconomyhasresultedinthedisplacementandunemploymentofpeoplewhodonothavetheskillsneededforknowledge-orientedjobs(e.g.,Bell,Berry,

11、Marquardt,&Green,2013;Karren&Sherman,2012).Thesechangesimplythatnationsneedtoaltertheireducationalsystemstomeetjobdemandsinneworganizations(Gowan,2012).ThegoalsofknowledgeorganizationsshouldcontinuetobringaboutchangesinHRprocessesinthefuture(e.g.,Schuler,Jackson,Jackofsky,&Slocum,1996).F

12、orinstance,itcanbeexpectedthatHRpracticeswillemploybroadbasedrecruitingtoensurethattheyuncoverskilledapplicants,designjobstoemphasizeautonomyandparticipationindecision-making,useteamorientedstructurestoenhancecollaborationandinnovation,stresstrainingandemployeeskilldevelopment,andprovideincentivesth

13、atfosteremployeeidentification,innovation,andretention.HRwillneedtoshiftitsemphasistoemployeeretention,andmeetingthevariedneedsofknowledgeworkers.Someofthesenewpracticeshavealreadybeenimplementedinorganizations,butmanyorganizationsstilluseHRpracticesthatdonotsupportknowledge-orientedorganizationalgo

14、als.FutureHRprocesseswillneedtobemodifiedifknowledgeorganizationsaretobesuccessful.Researchwillalsobeneededtoexaminetheeffectivenessofthesenewpractices.AlthoughweconsideredthenewknowledgeeconomyasachallengeforHRinorganizations,itcanalsobeviewedasanopportunityforchange.Giventhattheskillsandabilitieso

15、fknowledgeworkersarekeytothesuccessofneworganizations,thetransformationtoaknowledgeeconomyprovidesopportunitiesfortheHRfunctiontobecomeapriorityinorganizations.Asaresult,webelievethatHRwillbecomemoreofacriticalfunctioninorganizations,andthefieldshouldbeviewedasmoreessentialtotheoverallsuccessoftheor

16、ganizations.2 .RiseinglobalizationAsecondfactorcallingforchangesinHRprocessesistheriseinglobalization.Globalizationinthiscontextreferstoorganizationsthatoperateonaglobalorinternationalscale(OxfordDictionary,2014b).Organizationsoperatinginaglobalenvironmentfaceanumberofnewchallengesincludingdifferenc

17、esinlanguageandcultureofemployees,andvariationsinsocial,politicalandlegalsystems.Multinationalcorporations(MNCs)arelargecompaniesoperatinginseveralcountriesthatareconfrontedwithnewquestions,includinghowtocreateconsistentHRpracticesindifferentlocations,howtodevelopacoherentcorporateculture,andhowtopr

18、eparemanagerstoworkinadiverseculturalenvironment(Sparrow,2007).ResearchonHRintheinternationalcontexthasfocusedonthreeapproachestounderstandingtheissuesthatariseinglobalenvironments:international,comparative,andcross-culturalHR(Parry,Stavrou-Costea,&Morley,2011).InternationalapproachesfocusonHRst

19、rategies,systems,andpracticesindifferentsocio-culturalcontextsanddifferentgeographicterritories(Parryetal.,2011).ItalsooutlinestheanatomyofMNCs,andconsiderstheuniquesetofHRissuesthatoccurinthesecontexts(Budhwar&Sparrow,2002).AlthoughresearchersdifferonthefactorsthataffectHRpracticesinglobalenvir

20、onments,mostagreethatthefollowingvariablesinfluencethesesystems:(a)contextualvariables(suchasthehostcountry'slegalsystem,culturaldistancebetweenhostcountryandemployees'country),(b)firm-specificvariables(suchasthestageofinternationalization,typeofindustry,linkbetweenstrategyandstructure),and(

21、c)situationalvariables(suchasstaffavailability,needforcontrol,locusofdecisionmaking)(e.g.,Budhwar&Sparrow,2002;Schuler,Dowling,&DeCieri,1993;Welch,1994).ComparativeHRexploresthecontext,systems,andnationalpatternsofHRindifferentcountries,anddiscussestheidiosyncrasiesofvariousinstitutionsandec

22、onomicenvironments(e.g.,Aycanetal.,2000;Isenhour,Stone,&Lien,2012a;Parryetal.,2011).MostoftheresearchoncomparativeHRindicatedthatHRpracticesdifferacrossnations,andarealignedwithnationalcultures(Stone&Stone-Romero,2008).TwoexamplesofthatresearchincludeastudybySchulerandRogovsky(1998)thatasses

23、sedtherelationsbetweenHofstede'snationalculturedimensionsandthedesignofHRpractices.Theseauthorsfoundthatanationalemphasisonindividualismwaspositivelycorrelatedwithacompany'suseofpay-for-performancepaysystems.Inaddition,Gooderham,Nordhaug,andRingdal(1999)exploredcross-nationaldifferencesinHRp

24、racticesacrossEuropeannations.Theirresultsrevealedthatindividualisticnations(e.g.,UK,France,andSpain)weremorelikelytousecalculativeHRstrategies(e.g.,payforperformance)thancollectivenations(e.g.,Scandinaviancountries).Conversely,collectivenations(Scandinaviancountries)weremorelikelytousecollaborative

25、practices(e.g.,employeeparticipation)thanindividualisticcountries(e.g.,Germany,FranceandSpain).Finally,cross-culturalHRexaminesthedegreetowhichindividuals'culturalvaluesinfluencetheacceptanceandeffectivenessofHRpractices(Aycanetal.,2000;Gelfand,Erez,&Aycan,2007;Isenhour,Stone,&Lien,2012b

26、;Stone,Stone-Romero,&Lukaszewski,2007).MostofthetheoriesinHRandOrganizationalBehavior(OB)weredevelopedinWesternnationsandassumethattheculturalvaluesofindividualsinorganizationsarehomogeneous(Gelfandetal.,2007).However,itisclearthatemployees'culturalvaluesdifferinU.S.andglobalcontexts,andorga

27、nizationsneedtoaligntheirHRprocesseswiththeseculturalvalues(e.g.,Gelfandetal.,2007;Stone&Stone-Romero,2008).Forexample,cross-culturalresearchindicatedthatindividuals'culturalvaluesshapetheirrewardpreferences,andtheirreactionstonegativefeedback(e.g.,Gelfandetal.,2007;Joshi&Martocchio,2008

28、;Stone,Johnson,Stone-Romero,&Hartman,2006;Stone-Romero&Stone,2002).Inparticular,individualswhovaluedindividualismpreferredrewardallocationsystemsbasedonequityorproportionality,butthosewhovaluedcollectivismpreferredequality-basedallocationsystems(Sama&Papamarcos,2000).Asaresult,pay-for-pe

29、rformancesystemsmaymotivateemployeeswhoareindividualistic,butgroup-basedorprofit-sharingsystemsmaybemoreeffectivewiththosewhovaluecollectivism(e.g.,Joshi&Martocchio,2008;Miller,Hom,&Gomez-Mejia,2001).Furthermore,researchbyStone-RomeroandStone(2002)revealedthatindividualswhoendorsecollectivis

30、mweremorelikelytoacceptnegativefeedbackthanthosewhostressindividualism.Giventhatmostorganizationsareoperatinginaglobalenvironment,weexpectthatthefieldwillpayevenmoreattentiontotheseissuesinthefuture.OnereasonisthattheemploymentratesofU.S.-basedMNCshavegrownconsistentlyoverthepastdecades,andtheynowem

31、ployover34.5millionworkersinmultiplecountries(BureauofEconomic,2013).ItisanticipatedthatthenumbersofMNCswillcontinuetoexpandovertime,andHRpracticeswillneedtobecongruentwiththesenewmulticulturalandcomplexcontexts.Asaresult,weexpectthatfutureresearchinHRwillfocusontheeffectivenessandacceptanceofHRprac

32、ticesinglobalenvironments.Eventhoughwehaveconsideredglobalizationasachallengefororganizations,webelievethatitalsoprovidesmanynewopportunities.Forinstance,globalizationshouldexpandmarketsforproductsandservices,andmayenhancecreativityandinnovationbecauseorganizationswillbecomemoreculturallydiverse.Res

33、earchshowedconsistentlythatdiversityincreasesinnovationandcreativity,andthisshouldalsoapplytothefieldofHR(vanKnippenberg,DeDreu,&Homan,2004).Inparticular,HRinglobalcontextswillhavetousecreativesolutionsforattracting,motivating,andretainingdiverseemployees.Forexample,theymayhavetouseuniquerewards

34、systems(e.g.,cafeteriaorflexiblerewardsystems)toensurethattheymeettheneedsofworkersfromdifferentculturalbackgrounds(e.g.,Stone,Deadrick,Lukaszewski,&Johnson,2015).Ofcourse,researchwillbeneededtoexaminetheeffectivenessofthesenewapproaches.3 .GrowingdomesticdiversityApartfromchangesintheeconomyand

35、globalization,organizationsarealsofacedwithmajorshiftsinthecompositionoftheU.S.population.Inparticular,itisexpectedthatourpopulationwillbeolderandmoreethnicallydiverseby2060(U.S.BureauofCensus,2014).Forinstance,by2060oneinfiveAmericanswillbe65yearsofageorolder,andthenumberofworkingagepeopleinthepopu

36、lation(ages18to64)willdecreasefrom62.7%to56.9%.Alongwiththeage-relatedchanges,theworkvaluesofyoungergenerationsareexpectedtobedifferentthanpreviousgroups(e.g.,BabyBoomers).Asaresult,organizationswillneedtodevelopHRpracticesthatarealignedwiththeprimarygoalsandthevaluesofmultiplegenerationsofemployees

37、(Cennamo&Gardner,2008;Twenge,Campbell,Hoffman,&Lance,2010).3.1.1 ncreasedageandgenerationaldiversityAlongwiththeagingworkforcecomemanynewchallengesforHR.Forinstance,giventheshortageofskilledworkersthereisagrowingconcernabouttheretentionofskilledbabyboomers.Onereasonforthisisthatbabyboomersof

38、tenhaveuniqueskillsandabilitiesthatarecriticaltoorganizationalsuccess,andcompaniesarejustifiablyworriedaboutretainingthemintheirrolesuntilqualifiedreplacementscanbefoundortrained.Inordertoretaintheseindividuals,organizationswillneedtoincreaseflexibleworkarrangements,allowpart-timework,provideasuppor

39、tiveenvironment,andemployrecognitionsystemstomotivatethemtostaywiththeorganization(Armstrong-Stassen,Schlosser,&Zinni,2012;Cheung&Wu,2013;Shacklock&Brunetto,2011).Anotherchallengefacingorganizationsisthattheywillbestaffedbymembersofmultiplegenerations,andmembersofgenerationsdifferinterms

40、ofworkvalues,attitudes,andbehaviors(Cennamo&Gardner,2008;Twengeetal.,2010).Asaresult,organizationswillhavetomodifytheirHRpracticesinordertoattractandretainskilledmembersofallofthesegroups.Forexample,recentresearchindicatedthatbabyboomers(born1946to1964)placedastrongemphasisonhardworkandachieveme

41、nt,valuedintrinsicrewards,andstressedloyaltytotheorganization(Cennamo&Gardner,2008;Twengeetal.,2010).Incontrast,membersofgenerationX(born1965T981)weremorelikelytovalueextrinsicrewards,leisuretime,steadyemployment,workfamilybalance,andpromotionopportunitiesthanbabyboomers(Cennamo&Gardner,2008

42、;Twengeetal.,2010).ResearchalsoindicatedthatthevaluesofgenerationYweresomewhatsimilartothoseofgenerationX(born1982T999;i.e.,theyvaluedleisuretime,workfamilybalance,extrinsicrewards,status),buttheyweremorelikelytoemphasizefreedomthaneithergenerationXorbabyboomers.Inaddition,membersofgenerationYstress

43、edextrinsicrewardslessthangenerationX,butbothgenerationsXandYreportedgreaterintentionstoleaveorganizationsthanbabyboomers(Twengeetal.,2010).Giventhesedifferencesinvalues,organizationsarefacedwiththecomplexchallengeofaligningrewardandcompensationsystemswiththevaluesofmultiplegenerations.Forexample,th

44、eymayneedtoexpandbeyondmerelystaticpayandbenefitsandincorporatemoreflexiblerewardsystems.Inparticular,theymightidentifytherewardpreferencesofindividuals,anddevelopcafeteriarewardsystemsthatprovideemployeeswithatotalsumfortheiroverallcompensation,thusallowingthemtoselectdifferentrewardsandbenefits(e.

45、g.,onepersonmightselectvacationtimeinlieuofpay,whereasothersmightselectpayinsteadoftimeofffromwork;Stone-Romero,Stone,&Salas,2003).3.2.ExpandedethnicdiversityTherewillalsobedramaticchangeintheracialandethnicmake-upofoursociety.Today,ethnicminoritiesmakeupabout37%ofthepopulation,butestimatesindic

46、atetheywillcomprise57%ofthenationby2060(U.S.BureauofCensus,2014).IthasalsobeenprojectedthattheU.S.willbecomeamajority-minoritynationby2043,andthenumbersofHispanicAmericans(Hispanic)willmorethandoubleinthecomingyears(U.S.BureauofCensus,2014).By2060,oneinthreepeopleintheU.S.willbeHispanic.Eventhoughth

47、erehasbeenrelativelylittleHRresearchontheculturalvaluesofethnicminoritiesintheU.S.,somestudiesfoundthat,onaverage,theyhavedifferentvaluesthanAnglo-Americans(Bell,Marquardt,&Berry,2014;Guerrero&Posthuma,2014;Stone&Stone-Romero,2008).Forexample,Hispanics,AfricanAmericans,AsianAmericans,and

48、NativeAmericansare,onaverage,morelikelytoendorsecollectivevaluesthanAnglo-Americans(Guerrero&Posthuma,2014;Stoneetal.,2006;Triandis,1994).Incontrast,Anglo-Americansare,onaverage,morelikelytostressindividualismthantheircounterparts,butitshouldbecautionedthattherearewithingroupdifferencesincultura

49、lvaluesforallofthesesub-groups(Betancourt&Lopez,1993).GiventhetransformationinthecompositionoftheU.S.population,currentHRpracticesmaybelesseffectivewithemployeesfromdiversebackgroundsthanthosefromthedominantgroup.TheprimaryreasonforthisisthattraditionalHRprocessesweredesignedforahomogeneoussetof

50、employeeswithindividualisticculturalvalues,andthenewworkforceislikelytohavevaluesystemsbasedoncollectivismandfamilism(e.g.,Gelfandetal.,2007;Stone&Stone-Romero,2008).Thus,organizationswillhavetohavetheirHRpracticesmodifiedsothattheyarealignedwiththevaluesofnewgenerations,andtheculturalvaluesofdi

51、verseemployees.Asnotedabove,membersofdifferentethnicsubgroupsoftenhavedistinctiverewardpreferences,anduniqueworkvalues,andshouldreactdifferentlythanAnglo-AmericanstotraditionalHRprocesses.Thus,inordertoattractandretainsubgroupmembers,organizationsmayhavetoaltertheircurrentrewardandbenefitsystemstome

52、ettheneedsoftheseemployees.Forexample,manyethnicsubgroupmembersaremorefamilisticandcollectivethanAngloAmericans(Phinney,1996),sotheymaypreferthatorganizationsofferopportunitiesforteamwork,workfamilybalance,timeofffromwork,andgroupbasedrewardsystems.Asaresult,organizationsthatdevelopcafeteriacompensa

53、tionandbenefitssystemsthatprovideflexibilityintermsofrewardandbenefitallocationsmaybemoreattractivetothenewworkforcethantraditionalrewardsystems.Forinstance,thoseemployeeswhovaluefamilismcanchooseanextraweekofvacationtimetospendwiththeirfamiliesinlieuofpayorotherbenefits.Organizationswillbeabletouse

54、theseflexiblecompensationplanstoattracttalentedapplicantsfromallethnicgroups.Inviewofthecomingchangesingenerationalanddomesticdiversity,organizationsarelikelytomodifytheirfutureHRpracticestomeettheneedsofemployeeswithdiversevalues.Todate,mostoftheresearchondomesticdiversityhasfocusedonunfairdiscrimi

55、nationandrelationaldemography(e.g.,StoneRomeroetal.,2003;vanKnippenbergetal.,2004).WebelievethatfutureHRresearchwillneedtobeexpandedanddigdeeperintothevaluedifferences,rewardpreferences,anduniqueworkrolesofthenewdiverseworkforce.Inourdiscussionabove,weviewedchangesingenerationalandethnicdiversityasa

56、challengefororganizations.However,theycanalsobeconsideredopportunitiesfororganizationstoutilizethemanytalentsandskillsthattheseindividualsbringtotheworkforce,andshouldprovideawidearrayofindividualswiththechancetodisplaytheirskillsandtalents.Furthermore,thealteredcompositionoftheworkforceshouldhelpor

57、ganizationsreachbroadermarketsfortheirproductsandservices,andincreasetheinnovationandcreativityinorganizations(vanKnippenbergetal.,2004).TheyshouldalsopromptorganizationstodevelopnewHRpracticesthatwillmeettheneedsofallmembersoftheworkforce(e.g.,cafeteriarewardsystems)(Stoneetal.,2006).4.Emerginguseo

58、ftechnologyOverthepast30years,oneofthemajordriversofchangeinHRhasbeentheincreaseduseofinformationtechnology(hereinafterreferredtoastechnology)tocollect,store,andutilizedatafordecision-making(e.g.,Gueutal&Stone,2005;Strohmeier,2007;Strohmeier&Kabst,2009).Technology,especially,theWorldWideWeb,

59、hastransformedkeyHRprocessesinorganizations(e.g.,e-recruiting,e-selection,e-training),andmodifiedthenatureofjobsandtherelationshipsbetweenindividualsandorganizations(Kiesler,Siegel,&McGuire,1984).Forexample,ithasenabledorganizationstousetheInternettoadvertisejobs,andmadeitpossibleforapplicantsto

60、applyforjobsonline(e.g.,Dineen&Allen,2013).Inaddition,organizationsareusingvariousformsoftechnologytodelivertrainingtoemployees(e.g.,theInternet,intranetsystems,videoconferencing,onlinesimulations;Salas,DeRouin,&Littrell,2005).ResearchontheuseoftechnologytofacilitateHRprocessesindicatedthatittypicallyenhancesefficiency,anddecreasescostsassociatedwithHRtransactions(e.g.,Dulebohn&Johnson,2013;Dulebohn&Marl