人力资源管理外文文献翻译.docx

1、人力资源管理外文文献翻译文献信息：文献标题：Challenges and opportunities affecting the future of human resource management（影响人力资源管理未来的挑战和机遇）国外作者：Dianna L. Stone，Diana L. Deadrick 文献出处：Human Resource Management Review, 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：Challenges and opportunities affecting the future

2、of human resource managementAbstract Today, the field of Human Resource Management (HR) is experiencing numerous pressures for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new d

3、irections. However, we believe that these challenges also create numerous opportunities for HR and organizations as a whole. Thus, the primary purposes of this article are to examine some of the challenges and opportunities that should influence the future of HR. We also consider implications for fu

4、ture research and practice in the field.Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology1.Change from a manufacturing to a service or knowledge economyOne of the major challenges influencing the future of HR processes is the change from a manufact

5、uring to a service or knowledgebased economy. This new economy is characterized by a decline in manufacturing and a growth in service or knowledge as the core of the economic base. A service economy can be defined as a system based on buying and selling of services or providing something for others

6、(Oxford Dictionary, 2014a). A knowledge economy is referred to as the use of information or knowledge to generate tangible and intangible value (Business Dictionary, 2014a). Some economists argue that service activities are now dominating the economies of industrialized nations, and knowledge-intens

7、ive services or businesses are considered a subset of the overall service economy (Anderson & Corley, 2003).The rise of the knowledge economy has placed new demands on organizations and prompted changes in organizational goals and HR practices. Many of the traditional HR processes were designed duri

8、ng the industrial era, and thus focused largely on manufacturing organizations that were concerned with converting raw materials, components, and parts into finished goods that meet customers expectations. However, many of the assumptions underlying those traditional HR processes may not be effectiv

9、e with the new service or knowledge organizations. For example, traditional HR practices assume that jobs should be narrowly defined, supervisors should control workers, and efficiency and short term results should be emphasized (Trice & Beyer, 1993). In contrast, knowledge organizations stress that

10、 employees knowledge and skills have a major impact on organizational success, and employee retention is important because individuals skills are not substitutable.Knowledge organizations also tend to design jobs broadly so as to encourage innovation, autonomy, continuous improvement, and participat

11、ion in decision making. Given that individuals with unique skills and abilities are essential in knowledge organizations, the new job requirements have created a shortage and increased competition for talented workers in many fields (e.g., software engineering, nursing). Additionally, the change in

12、the economy has resulted in the displacement and unemployment of people who do not have the skills needed for knowledge-oriented jobs (e.g., Bell, Berry, Marquardt, & Green, 2013; Karren & Sherman, 2012). These changes imply that nations need to alter their educational systems to meet job demands in

13、 new organizations (Gowan, 2012). The goals of knowledge organizations should continue to bring about changes in HR processes in the future (e.g., Schuler, Jackson, Jackofsky, & Slocum, 1996). For instance, it can be expected that HR practices will employ broad based recruiting to ensure that they u

14、ncover skilled applicants, design jobs to emphasize autonomy and participation in decision-making, use team oriented structures to enhance collaboration and innovation, stress training and employee skill development, and provide incentives that foster employee identification, innovation, and retenti

15、on. HR will need to shift its emphasis to employee retention, and meeting the varied needs of knowledge workers. Some of these new practices have already been implemented in organizations, but many organizations still use HR practices that do not support knowledge-oriented organizational goals. Futu

16、re HR processes will need to be modified if knowledge organizations are to be successful. Research will also be needed to examine the effectiveness of these new practices.Although we considered the new knowledge economy as a challenge for HR in organizations, it can also be viewed as an opportunity

17、for change. Given that the skills and abilities of knowledge workers are key to the success of new organizations, the transformation to a knowledge economy provides opportunities for the HR function to become a priority in organizations. As a result, we believe that HR will become more of a critical

18、 function in organizations, and the field should be viewed as more essential to the overall success of the organizations.2.Rise in globalizationA second factor calling for changes in HR processes is the rise in globalization. Globalization in this context refers to organizations that operate on a gl

19、obal or international scale (Oxford Dictionary, 2014b). Organizations operating in a global environment face a number of new challenges including differences in language and culture of employees, and variations in social, political and legal systems. Multinational corporations (MNCs) are large compa

20、nies operating in several countries that are confronted with new questions, including how to create consistent HR practices in different locations, how to develop a coherent corporate culture, and how to prepare managers to work in a diverse cultural environment (Sparrow, 2007).Research on HR in the

21、 international context has focused on three approaches to understanding the issues that arise in global environments: international, comparative, and cross-cultural HR (Parry, Stavrou-Costea, & Morley, 2011). International approaches focus on HR strategies, systems, and practices in different socio-

22、cultural contexts and different geographic territories (Parry et al., 2011). It also outlines the anatomy of MNCs, and considers the unique set of HR issues that occur in these contexts (Budhwar & Sparrow, 2002). Although researchers differ on the factors that affect HR practices in global environme

23、nts, most agree that the following variables influence these systems: (a) contextual variables (such as the host countrys legal system, cultural distance between host country and employees country), (b) firm-specific variables (such as the stage of internationalization, type of industry, link betwee

24、n strategy and structure), and (c) situational variables (such as staff availability, need for control, locus of decision making) (e.g., Budhwar & Sparrow, 2002; Schuler, Dowling, & De Cieri, 1993; Welch,1994).Comparative HR explores the context, systems, and national patterns of HR in different cou

25、ntries, and discusses the idiosyncrasies of various institutions and economic environments (e.g., Aycan et al., 2000; Isenhour, Stone, & Lien, 2012a; Parry et al., 2011). Most of the research on comparative HR indicated that HR practices differ across nations, and are aligned with national cultures

26、(Stone & Stone-Romero, 2008). Two examples of that research include a study by Schuler and Rogovsky (1998) that assessed the relations between Hofstedes national culture dimensions and the design of HR practices. These authors found that a national emphasis on individualism was positively correlated

27、 with a companys use of pay-for-performance pay systems. In addition, Gooderham, Nordhaug, and Ringdal (1999) explored cross-national differences in HR practices across European nations. Their results revealed that individualistic nations (e.g., UK, France, and Spain) were more likely to use calcula

28、tive HR strategies (e.g., pay for performance) than collective nations (e.g., Scandinavian countries). Conversely, collective nations (Scandinavian countries) were more likely to use collaborative practices (e.g., employee participation) than individualistic countries (e.g., Germany, France and Spai

29、n).Finally, cross-cultural HR examines the degree to which individuals cultural values influence the acceptance and effectiveness of HR practices (Aycan et al., 2000; Gelfand, Erez, & Aycan, 2007; Isenhour, Stone, & Lien, 2012b; Stone, Stone-Romero, & Lukaszewski, 2007). Most of the theories in HR a

30、nd Organizational Behavior (OB) were developed in Western nations and assume that the cultural values of individuals in organizations are homogeneous (Gelfand et al., 2007). However, it is clear that employees cultural values differ in U.S. and global contexts, and organizations need to align their

31、HR processes with these cultural values (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). For example, cross-cultural research indicated that individuals cultural values shape their reward preferences, and their reactions to negative feedback (e.g., Gelfand et al., 2007; Joshi & Martocchio,

32、2008; Stone, Johnson, Stone-Romero, & Hartman, 2006; Stone-Romero & Stone, 2002). In particular, individuals who valued individualism preferred reward allocation systems based on equity or proportionality, but those who valued collectivism preferred equality-based allocation systems (Sama & Papamarc

33、os, 2000). As a result, pay-for-performance systems may motivate employees who are individualistic, but group-based or profit-sharing systems may be more effective with those who value collectivism (e.g., Joshi & Martocchio, 2008; Miller, Hom, & Gomez-Mejia, 2001). Furthermore, research by Stone-Romero and Stone (2002) revealed that individuals