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人力资源管理作业-人力资源部的战略意义。本文是一篇留学生HRM作业范文，主要内容是讲述人力资源管理是管理公司高价值资产的一种连贯且战略性的方式，在组织中工作的人员无论是个人还是集体都能确保实现组织目标。人力资源管理和人力资源已经取代了人事管理，作为对任何组织中人员管理程序的解释。人力资源管理简单地意味着雇用个人、发展他们的能力、使用他们、维护他们并给予他们补偿的过程。
通过研究，本篇留学生作业提出了与企业战略密切相关的某些人力资源活动。此外，最近的研究已经开始从战略角度研究人力资源实践的决定因素。 
The human resource management is a coherent and much strategic way of managing company’s highly valued assets, who the people working in an organization and either individual or collectively ensure the attainment of the organizational goals and objectives. The terminology human resource management and human resource have taken over the place of personnel management, as an explanation of the procedures involved in the management of people in any organization. HRM simply implies to the process of employing individuals, develop their abilities, using them, maintaining them and make their compensation.
Through research, a number of articles have been produced proposing certain HR activities that are much linked to strategies of businesses. Furthermore, recent studies have started looking at determinants of human resource practice from the strategic point of view, (Beaumont, 1991).
The Role of theory in SHRM 理论在人力资源管理中的作用
Since SHRM exist in an applied nature, it is much significant that the field uses theoretical models that provide room for prediction and understanding the impacts of HR activities in the functioning of a company. It is just till recent that, that the most inadequacies of SHRM, was the lack of theoretical basis that is much strong, that allows the viewing of HRM functioning in larger companies. According to Zedeck and Cisco, (1984), the matters of HRM are part of a system that is much open, and research lacks theories, unless put under broader organizations’ contexts. Concerning the SHRM dependant variables, it has been stated that, it will be very significant to develop articulated personnel theory that draws from the human resource management. This field instead of having theories, it is characterized by descriptive typologies in place of good theories. The writings in the field of SHRM are just concerned with real advices of empirical data. The SHRM is described as plethora of statements since the field lacks proper theories, (Hill & Jones, 1998).
由于人力资源管理是应用性的，因此该领域使用理论模型为预测和理解人力资源活动对公司运作的影响提供了空间是非常重要的。直到最近，人力资源管理的最不足之处是缺乏理论基础，这一理论基础非常强大，可以让人们看到大型公司的人力资源管理运作。根据Zedeck和Cisco的说法，人力资源管理问题是一个非常开放的系统的一部分，研究缺乏理论，除非放在更广泛的组织背景下。关于SHRM相关变量，有人指出，从人力资源管理中发展清晰的人事理论将非常重要。这一领域没有理论，而是以描述性的类型学代替了好的理论。SHRM领域的著作只关注实证数据的真实建议。SHRM被描述为过多的陈述，因为该领域缺乏适当的理论。
Though there has been an explicit proposed connection between business strategies and the practices of HR, strategic intent has been viewed as being one determinant of such like practices. Some theoretical models leave out business strategy as a HR practice determinant. By concentrating on determinants that are not as an effect of proactive decision making, it has been argued that SHRM has to look into political and institutional determinants of the HR activities, to the extent of predicting and understanding decision processes of SHRM. The coordination of slate of HR deeds towards some strategic ending has been hindered by the political and institutional forces.
尽管已经明确提出了业务战略与人力资源实践之间的联系，但战略意图被视为此类实践的一个决定因素。一些理论模型忽略了商业战略作为人力资源实践的决定因素。通过专注于非主动决策影响的决定因素，有人认为SHRM必须研究人力资源活动的政治和制度决定因素，以预测和理解SHRM的决策过程。政治和体制力量阻碍了为实现某种战略目标而协调人力资源行动计划。
Strategic theories of HRM 人力资源管理战略理论
From the time of strategic introduction in the management field, industrial companies strategists have mainly dependent on single frame work of SWOT analysis. The main assistance to the strategy, literature has been centred on portions of these competitive advantages models. It has been argued that SHRM entails two key functions, namely; management of competence and management of behaviours.
从管理领域引入战略以来，工业企业战略家主要依靠SWOT分析的单一框架。对该战略的主要帮助，文献集中于这些竞争优势模型的部分。有人认为，SHRM包含两个关键功能，即：能力管理和行为管理。
Competence management entails factors that companies does not ensure its employees have needed skills in execution of some strategies. This take into consideration negotiations with external workers for the attraction, selection, retention and the usage of employees with required skills, knowledge and capabilities for the execution of the strategic business plan. Competence acquisition refers to the practices like selection that ensure organization’s employees have the much competence required. Competence utilization involves activities that use latent skills that in the previous strategy had been seen unnecessary. Retention of competence on the other hand refers to the strategies that aim at the retention various competences in the company via the reduction of turnover and continuous training. Lastly, displacement of competence entails practices that target the removal of competencies that are seen not to be necessary for the company’s strategy, (Charles & Jones, 1998).
能力管理包含一些公司无法确保其员工在执行某些战略时具备所需技能的因素。这考虑到与外部员工就吸引、选择、留住和使用具有执行战略业务计划所需技能、知识和能力的员工进行的谈判。能力获取是指确保组织员工具备所需能力的选拔等实践。能力利用涉及使用潜在技能的活动，而在以前的战略中，这些技能被认为是不必要的。另一方面，保留能力是指旨在通过减少人员流动和持续培训来保留公司各种能力的战略。最后，能力的替代意味着旨在去除被认为对公司战略不必要的能力的实践。
Management of behaviour on its side, once employees with needed skills and competence are brought in the organization, they work collectively or individually to ensure that they are giving support to the strategy of the organization. Behavioural control on its part entails practices like performance appraisal and systems of pay that looks forward in controlling behaviours of workers, to ensure that they are in line with company’s goals. Strategies of coordinating behaviours entail appraisal and organizational development practices that coordinates behaviours across employees to support the strategy of the organization, (Fombrun, Tichy, & Devanna, 1984).
行为管理方面，一旦具备所需技能和能力的员工进入组织，他们将集体或单独工作，以确保他们支持组织的战略。行为控制本身包括绩效评估和薪酬制度等实践，这些实践着眼于控制员工的行为，以确保他们符合公司的目标。协调行为的策略包括评估和组织发展实践，协调员工的行为以支持组织的战略。
Snell’s model of control theory model emphasizes on the importance of coordinating various HRM practices. On the other hand, it explicitly recognizes the imperfect nature of making decisions in SHRM because of bounded uncertainties. Other models assume that environmental and strategic competencies and the real competencies and behavioural responsibility are much important in achieving the strategy. Good HRM activities that elicit such like competencies and behaviours are exactly known in this model. In cybernetic sense, control theory is a dynamic model of continuous environmental monitoring and internal alterations. The HRM activities and adjustments that correspond, these activities whenever outcome tends to move away from the desired system.
Snell的控制理论模型强调协调各种人力资源管理实践的重要性。另一方面，它明确认识到由于有限的不确定性，SHRM中决策的不完美性。其他模型假设环境和战略能力以及实际能力和行为责任对实现战略非常重要。在这个模型中，可以引发能力和行为等良好的人力资源管理活动是众所周知的。在控制论意义上，控制理论是一个持续环境监测和内部变化的动态模型。人力资源管理活动和相应的调整，无论何时结果往往偏离期望的系统。
The agency cost theory model has been connected to the human resources through bureaucratic costs concept. These costs are transaction costs that that are mostly associated with human resource management in a given hierarchy. In this, the HRM activities allow the measurement of contributions that are unique. They also provide enough rewards for personal performances. The agency theory has been used in explaining determinants of things like systems of compensation, (Peter & John, 2003).
代理成本理论模型通过官僚成本概念与人力资源相联系。这些成本是与给定层次结构中的人力资源管理相关的交易成本。在这方面，人力资源管理活动允许衡量独特的贡献。他们还为个人表演提供足够的奖励。代理理论已被用于解释薪酬制度等因素的决定因素。
Due to the fact that transaction cost model has been used in strategic management literature, it is now also possible to apply theoretical framework in finding a relation between strategy and SRHM. It might look intuitive that strategy of a company can have an impact on the work nature. To the level that work nature changes, to either have more or less uncertainties. The types of HRM systems are important to monitoring inputs, manners, and even the output changes. This framework provides theoretical foundation for looking at the reasons that makes different strategic decisions giving rise to different HRM activities, (Porter, 1985).
由于交易成本模型已经在战略管理文献中使用，现在也可以应用理论框架来寻找战略和SRHM之间的关系。公司的战略可能会对工作性质产生影响，这看起来很直观。到工作性质发生变化的程度，或多或少都会有不确定性。人力资源管理系统的类型对监控输入、方式，甚至输出变化都很重要。该框架为研究不同战略决策导致不同人力资源管理活动的原因提供了理论基础。
Academic Theory 学术理论
Over the last 20 years, empirical studies have been done to find the connection between the HRH and the performances of the organization. Strategic human resource entails three strands of work; Best fit, Best practice and Resource Based. The idea of best practice suggests that the adoption of some best practices in Human Resource management results in better organizations performances. It has been argued by (Pfeffer, 1994) that there exist seven best practices that can be used to attain competitive advantage through individuals and profit building by placing people first. They include employment security, selective hiring, information sharing, intensive training, self-management teams, high pay and reduction of status differentially. Best practice is to be implemented in bundles hence difficult to identify which is the best, as shown by (Elwood et al 1996).
在过去的20年中，已经进行了实证研究，以找到人力资源和组织绩效之间的联系。战略人力资源需要三方面的工作；最佳拟合、最佳实践和资源基础。最佳实践的理念表明，在人力资源管理中采用一些最佳实践可以提高组织绩效。Pfeffer认为，有七种最佳实践可用于通过个人获得竞争优势，并通过以人为本建立利润。它们包括就业保障、选择性招聘、信息共享、强化培训、自我管理团队、高薪和差别待遇降低。最佳实践是捆绑实施的，因此很难确定哪一个是最佳实践。
Research has shown that best fit argues that HRM improves performance where there exist close vertical fit between HRM practices and the strategies of the company. This enhances coherency between HR people processes and the external market. There are many theories on the nature of this vertical integration. Lifestyle models explain that the policies and practices of HR can be mapped on the on the stage of organizations’ development. The competitive advantage model, takes the views of porter about the strategic choice and places arrange of HR practices onto the firm’s choice of the competitive strategies. The configuration model provides a sophisticated approach which advocates for close examination of the firm’s strategy so that appropriate HR practices and policies can be determined. On the other hand, this method assumes that organization strategies can be identified- many firms exist in a state of development and flux, (Legge, 1989).
研究表明，最佳匹配理论认为，如果人力资源管理实践与公司战略之间存在紧密的纵向匹配，则人力资源管理可以提高绩效。这增强了人力资源人员流程与外部市场之间的一致性。关于这种垂直整合的性质，有很多理论。生活方式模型解释了人力资源的政策和实践可以在组织发展阶段进行映射。竞争优势模型采纳了波特关于战略选择的观点，并将人力资源实践的安排置于企业竞争战略的选择上。配置模型提供了一种复杂的方法，主张对公司的战略进行仔细审查，以便确定适当的人力资源实践和政策。另一方面，这种方法假设可以确定组织战略——许多公司都处于发展和变化状态。
Recent studies have shown that resource based view forms the foundation of modern human resource management. It concentrates on the internal resources of an organization and how they usually contribute to the competitive advantage. The uniqueness of such resources is preferred to homogeneity. The HRM has the central responsibility of to develop human resources that are rare, valuable, effectively organized and difficult to copy and or substitute.
最近的研究表明，基于资源的观点是现代人力资源管理的基础。它集中于一个组织的内部资源，以及它们通常如何为竞争优势做出贡献。这种资源的独特性优于同质性。人力资源管理局的核心职责是开发稀缺、有价值、组织有效且难以复制或替代的人力资源。
Generally the HRM theory explains that that, the objective of human resource management to assist organizations meet their strategic goals by maintaining and attracting employees on top of effectively managing them. HRM ensures a fit between the firm’s employee’s management and overall firm’s strategic direction, as concluded by (Elwood et al 1996).
一般来说，人力资源管理理论解释说，人力资源的目标是在有效管理员工的基础上，通过维护和吸引员工来帮助组织实现其战略目标。人力资源管理确保了公司员工管理与公司整体战略方向之间的契合，如Elwood等人所总结的。
Strategic Human Resource Evaluation 战略人力资源评估
Over the years, companies have realized that workers are needed to be looked upon as competitive advantage. As an impact, the HR department is developing from carrying out simple administrative issues, to being strategic partners. The department has been given the responsibility of ensuring that company objectives have been attained. This development needs new methods of defining and assessing the successes of HR development. It is not sufficient to measure it basing on traditional operational methods of internal efficiency. Due to this, the department of HR, need to value of their strategic participations (Angel, & Elizabeth, 2003).
多年来，公司已经意识到需要将员工视为竞争优势。作为一种影响，人力资源部正在从处理简单的行政问题发展成为战略合作伙伴。该部门有责任确保实现公司目标。这一发展需要新的方法来定义和评估人力资源开发的成功。基于传统的内部效率操作方法来衡量它是不够的。因此，人力资源部需要重视其战略参与。
Years back, HR department used to measure their achievements by looking at how busy they were, the number of employees recruited or even interviewed among other things. This measure depicted HR practices as being administrative functions required to execute practices t5hat are related to personnel. This HR functioning conception has really changed as companies have started realizing the potential competitiveness of their employees. A large number of organizations are putting in much effort in designing practices of HR that give room for the development of the strategic value of their employees. This approach that is on the way coming, SHRM, calls for the expansion of HR role that involves strategic on top of administrative functions. To change the centred HR also needs the development of new methods of defining and assessing the Hr duties, (Porter, 1985).
几年前，人力资源部曾通过查看他们的工作繁忙程度、招聘的员工人数甚至面试人数等来衡量他们的成就。该措施将人力资源实践描述为执行与人员相关的实践所需的行政职能。随着公司开始意识到员工的潜在竞争力，这种人力资源运作理念已经发生了真正的变化。许多组织正在努力设计人力资源实践，为员工的战略价值提供发展空间。这一即将到来的方法，SHRM要求扩大人力资源的角色，包括管理职能之上的战略。要改变以人力资源为中心的模式，还需要制定新的人力资源职责定义和评估方法。
The modern functions of HR, includes four major complimentary duties. The first role is excellence in administrative work; this role is much significant due to its immediate way of participating in to the efficiency of the organization, and usually helps in building the credibility that is much needed in assuming other influential roles. Secondly; the duty of HR, professionals have to know that employees are champions in all the ways. By recognizing the value of committed, and motivated, the HR has to play his or her critical roles of advocating employees. The department of HR is supposed to be the voice of employees in management discussions, on top of which, the department has initiate programs that airs issues and employee concerns and issues.
人力资源的现代职能包括四项主要的补充职责。第一个角色是行政工作的卓越；这一角色非常重要，因为它直接参与组织的效率，并且通常有助于建立在承担其他有影响力的角色时非常需要的可信度。其次作为人力资源的职责，专业人士必须知道员工在各个方面都是冠军。通过认识到承诺和激励的价值，人力资源部必须发挥其倡导员工的关键作用。人力资源部被认为是员工在管理层讨论中的声音，除此之外，人力资源部还启动了一些计划，将问题和员工关注的问题公之于众。
The two additional roles that modern departments of human resource management are these concerned with the strategic partner, and an agent of change. Since the department is a strategic partner, it calls for continuous evaluation of the alignment between modern practices of HR and the business goals of the organization. It also calls for continuous effort in designing policies and activities that ensures that this alignment is maximized. The professionals in HR have to assist in determining the current culture of the company. Also the structure has to change towards the direction that supports strategy of the company. At the same time, the department of human resource needs to play the main role in management and implementation such like changes that have been established. By assessing potential sources, of resistance to these changes and the collaboration with line managers in ensuring that they overcome these hindrances.
现代人力资源管理部门的另外两个角色是战略合作伙伴和变革推动者。由于该部门是战略合作伙伴，因此需要持续评估人力资源现代实践与组织业务目标之间的一致性。它还要求在设计政策和活动时不断努力，以确保这种一致性得到最大化。人力资源专业人员必须协助确定公司当前的文化。此外，结构必须朝着支持公司战略的方向转变。同时，人力资源部需要在管理和实施方面发挥主要作用，如已建立的变更。通过评估对这些变化的潜在阻力来源，以及与直线经理的合作，确保他们克服这些障碍。
The roles that were mentioned earlier, about administrative expertise and champions of employees, are considered day-to-day and operational nature. On the other hand, the duties of strategic partners and agents of changes, stands in for the developing strategic dimensions of the duties of HR. in a similar fashion, the duties of administrative expertise, and the deal of strategic partner with the operations, whilst the champions of employee and agents of change duties concentrates on individuals, (Angel, & Elizabeth, 2003).
前面提到的关于管理专业知识和员工拥护者的角色被认为是日常和运营性质的。另一方面，战略合作伙伴和变革代理人的职责代表了人力资源职责的发展战略层面。以类似的方式，行政专业知识的职责，以及战略合作伙伴与运营的交易，而员工和变革代理人职责的拥护者则集中于个人。
This turn that is taking place in strategic HR functions, makes one to have expectations of observing trends that are parallel in the manner in which the department of HR evaluates its own performances. On the other hand, traditional measures, indicates the degree of operation efficiency, the effects of specific programs of HR, on the strategic objectives of the firm have to be assessed too. This new changes are based on deliverable individuals not on variables that are dabbles.
人力资源战略职能部门正在发生的这一转变，使人们期望观察与人力资源部评估自身绩效的方式平行的趋势。另一方面，传统的衡量指标表明了运营效率的程度，人力资源特定计划对公司战略目标的影响也必须进行评估。这一新的变化是基于可交付的个人，而不是涉及的变量。
The Department Of HR Challenges in Becoming Strategic Partners 人力资源部成为战略合作伙伴的挑战
Avoiding strategic plans on top of Shelf, though many strategies have been written, only a few have been acted upon. There have been the creation of many visions, but only a few have been realized. Comparing the missions that have been expounded, but only a percentage has been executed. Becoming a member of strategic partner, have a meaning that explains the turning strategic statements into a set of companies action. The process of overcoming SPOTS challenge, calls for professions in HR to forces issues of an organization into strategic discussions, before deciding on the issues that are strategies. The department of HR is supposed to facilitate diagnosis of the organization, which in brief explains on how aligned strategies of business are to the culture of the organization, (Humanresourcesdegreeonline, 2010).
避免纸上谈兵，尽管已经制定了许多战略，但只有少数战略付诸实施。已经创造了许多愿景，但只有少数实现了。比较已经阐述的任务，但只执行了一个百分比。成为战略合作伙伴的一员，意味着将战略声明转化为一系列公司行动。克服SPOTS挑战的过程要求人力资源专业人员在决定战略问题之前，将组织的问题纳入战略讨论。人力资源部应促进对组织的诊断，简要说明业务战略如何与组织文化保持一致。
Another challenge is the creation of a balanced scorecard. The idea of balanced scorecard has been in existence for long time; however, its application is the one that has been made popular. A scorecard that is much balanced centres on serving many stakeholders, and can be total index in assessing the executive.
另一个挑战是创建平衡计分卡。平衡计分卡的思想由来已久；然而，它的应用是一个已经流行的应用。一个非常平衡的记分卡以服务于众多利益相关者为中心，可以作为评估高管的总指标。
Conclusion 结论
The implications of the human resource department becoming strategic clearly show that there is a change from personnel management to HRM. The implications of department show that the utilization of human resource at different times has played an important role making the department to become strategic. The aspects of human resource management have been designed in a way that it concurs with the needs of surrounding in which changes to SHRM. The basic aspects of SHRM, is rooted on assumption that the human resource strategy can in one way or the other assist in attaining business strategies but also vindicated by it, (Nadeem, 2009). This concept’s validity rely on the extent at which it is assumed that individuals create added value, and as a result, there is need for them to be handled as a resource that is much strategic. SHRM is real only when translated into theoretical models and then implemented through personnel strategies. Human resource department needs a shift towards a macro-point of view, to apply to the broader part of the organization. In fact, there need to be commitments on high quality in the company, which then will become more productive in the firm. Basing on the same point, a stronger leadership group is needed in the department for the exploration of both human and non-human resources.
人力资源部成为战略部门的影响清楚地表明，人事管理正在向人力资源管理转变。部门的含义表明，人力资源在不同时期的利用对部门成为战略部门起到了重要作用。人力资源管理方面的设计符合SHRM变化的环境需求。SHRM的基本方面基于这样一种假设，即人力资源战略可以以某种方式帮助实现业务战略，但也可以通过人力资源战略得到证明。这一概念的有效性取决于假设个人创造附加值的程度，因此，本留学生作业提出需要将其作为一种战略性资源来处理。SHRM只有在转化为理论模型并通过人事战略实施时才是真实的。人力资源部需要转向宏观观点，以适用于组织的更广泛部分。事实上，公司需要对高质量做出承诺，这样才能提高公司的生产效率。基于这一点，该部门需要一个更强大的领导团队，以开发人力资源和非人力资源。本站提供各国各专业留学生作业写作指导服务，如有需要可咨询本平台。
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