Paper代寫(xiě)：The Concept of Human Resources Management
Paper代寫(xiě)-人力資源管理的概念。本文是一篇留學(xué)生paper寫(xiě)作范文，主要內(nèi)容是講述戰(zhàn)略人力資源管理的概念，不同的概念和模式，戰(zhàn)略人力資源管理，評(píng)價(jià)及人力資源戰(zhàn)略模型，人際關(guān)系觀(guān)，知識(shí)管理與戰(zhàn)略人力資源管理，戰(zhàn)略人力資源管理的財(cái)務(wù)效益，戰(zhàn)略人力資源管理的非財(cái)務(wù)效益，下面就一起來(lái)看一下這篇Paper代寫(xiě)范例的具體內(nèi)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.
人力資源一詞描述了負(fù)責(zé)推動(dòng)組織的人員，組織是公司或組織的主要?jiǎng)趧?dòng)力。這包括與構(gòu)成組織戰(zhàn)略和管理支柱的個(gè)人管理有關(guān)的所有責(zé)任。當(dāng)重新定義管理的基本原則并對(duì)其進(jìn)行徹底研究以確定組織成功的主要問(wèn)題時(shí)，人權(quán)和福利的根源就產(chǎn)生了。這種與人的權(quán)利和福利相關(guān)的人的管理最初被命名為“人事職能”，后來(lái)被發(fā)音為“人力資源”。這一職能成為所有組織在戰(zhàn)略和質(zhì)量規(guī)劃中的慣常做法。
The Concept of Strategic Human Resources Management (SHRM) 戰(zhàn)略人力資源管理的概念
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).
戰(zhàn)略人力資源管理（SHRM）的主題最初與“人力”（原文如此）規(guī)劃有關(guān)，但隨著研究人員（例如Peters&Waterman，1982和Ouchi 1981）對(duì)人力資源問(wèn)題的深入研究，有效管理這些資源以獲得競(jìng)爭(zhēng)優(yōu)勢(shì)的重要性以最佳方式得到了強(qiáng)調(diào)。這些持續(xù)的努力最終為學(xué)術(shù)界的廣泛研究和努力開(kāi)辟了道路，以制定有關(guān)人力資源職能戰(zhàn)略方面的框架（例如，Beer等人，1985年；Fombrun等人，1984年），因此在“人力資源管理”后面加上了“戰(zhàn)略”前綴。可以從“基于選區(qū)”和“理性選擇”的角度來(lái)解釋從業(yè)者和學(xué)術(shù)界對(duì)戰(zhàn)略概念與人力資源管理聯(lián)系的意義。根據(jù)Barney和Pfeffer（1998）的觀(guān)點(diǎn)，在關(guān)注人們的技能和知識(shí)資產(chǎn)的同時(shí)，存在一種管理邏輯，以便在技術(shù)優(yōu)勢(shì)（即使一旦實(shí)現(xiàn)）將迅速削弱時(shí)提供關(guān)鍵的競(jìng)爭(zhēng)優(yōu)勢(shì)。從“基于選區(qū)”的角度來(lái)看，有人認(rèn)為，人力資源的學(xué)者和從業(yè)者已經(jīng)接受了戰(zhàn)略人力資源管理，將其作為一種手段，以確保更尊重人力資源管理作為一個(gè)研究領(lǐng)域，并在人力資源管理者的情況下，表現(xiàn)得更具“戰(zhàn)略性”，從而提高了他們?cè)诮M織中的地位（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”.
盡管人力資源管理和戰(zhàn)略人力資源管理的重要性和使用越來(lái)越大，但戰(zhàn)略人力資源的確切含義仍存在一些問(wèn)題。似乎有點(diǎn)不清楚給定的兩個(gè)術(shù)語(yǔ)中的哪一個(gè)與過(guò)程或結(jié)果有關(guān)（Bamberger&Meshulam，2000）。Snell等人（1996年，第199頁(yè)）將“戰(zhàn)略人力資源管理”一詞評(píng)為成果。它們與作為一個(gè)旨在通過(guò)人員實(shí)現(xiàn)可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)的組織系統(tǒng)的結(jié)果有關(guān)。另一方面，“戰(zhàn)略人力資源管理”這一術(shù)語(yǔ)被視為一個(gè)過(guò)程，涉及將人力資源實(shí)踐與既定/現(xiàn)有的業(yè)務(wù)戰(zhàn)略聯(lián)系起來(lái)（Ulrich，1997，第89頁(yè)）。除此之外，Bamberger和Meshulam（2000，P.06）還將戰(zhàn)略人力資源管理視為一個(gè)過(guò)程，組織根據(jù)組織的戰(zhàn)略需求，努力將其成員的社會(huì)、人力和智力資本結(jié)合起來(lái)。另一種觀(guān)點(diǎn)認(rèn)為，戰(zhàn)略人力資源管理是一種成果，與各組織的任務(wù)、愿景和人力資源職能的既定優(yōu)先事項(xiàng)有關(guān)（Ulrich，1997年，第190頁(yè)）。Bamberger和Meshulam（2000年，第5頁(yè)）繼續(xù)上述主題，并將人力資源戰(zhàn)略概念化為“與人力資源系統(tǒng)相關(guān)的政策和做法的決策模式”。
Evaluating Strategic Human Resource Management (SHRM) and models of human resources strategy 戰(zhàn)略人力資源管理（SHRM）評(píng)價(jià)及人力資源戰(zhàn)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，在不同層面開(kāi)展的研究工作突顯了組織中的各種局限性。這些限制涉及組織機(jī)構(gòu)的各個(gè)學(xué)科，包括人力資源管理。組織機(jī)構(gòu)的這些局限性導(dǎo)致了對(duì)戰(zhàn)略決策的關(guān)注不足、管理控制的概念化以及內(nèi)部戰(zhàn)略的缺失。已經(jīng)注意到，現(xiàn)有戰(zhàn)略人力資源管理的概念是基于管理決策的傳統(tǒng)理性視角——線(xiàn)性規(guī)劃、選擇和行動(dòng)的可定義行為。與此相反，批判性組織理論家通過(guò)提出論點(diǎn)來(lái)挑戰(zhàn)上述假設(shè)，因?yàn)檫@些戰(zhàn)略決策主要不是基于理性計(jì)算的結(jié)果。另一種假設(shè)是，組織的業(yè)務(wù)層面戰(zhàn)略和人力資源系統(tǒng)建立了邏輯和線(xiàn)性關(guān)系，這一假設(shè)似乎是值得懷疑的，因?yàn)閼?zhàn)略的制定是非正式的，帶有政治色彩，并受制于復(fù)雜的偶然因素（Bamberger&Meshulam，2000；Monks&McMarkin，2001；惠廷頓，1993年）。因此，可以說(shuō)，調(diào)整商業(yè)戰(zhàn)略和人力資源戰(zhàn)略的主題僅適用于“戰(zhàn)略的經(jīng)典方法”（Legge，1995）。那些質(zhì)疑傳統(tǒng)戰(zhàn)略管理方法的人認(rèn)為，經(jīng)理作為反思性規(guī)劃師和戰(zhàn)略家的形象是一個(gè)神話(huà)。管理行為更有可能是臨時(shí)的、分散的、不協(xié)調(diào)的和瘋狂的（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 bargaina€| 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.
管理理性從根本上受到信息、認(rèn)知能力和時(shí)間的缺乏的限制；將戰(zhàn)略決策的政治觀(guān)點(diǎn)聯(lián)系起來(lái)并提出聯(lián)系。此外，戰(zhàn)略人力資源管理被認(rèn)為是一個(gè)高度競(jìng)爭(zhēng)的過(guò)程，管理者在這個(gè)過(guò)程中激烈地爭(zhēng)奪地位、資源和權(quán)力。在這樣的管理環(huán)境中，戰(zhàn)略可以標(biāo)志著管理者之間權(quán)力關(guān)系的變化（Mintzberg et al.，1998）。與將戰(zhàn)略選擇與理性決策的結(jié)果聯(lián)系起來(lái)形成對(duì)比的是，包括Johnson在內(nèi)的各種研究人員（1987年，在Purcell，1989，第72頁(yè)中進(jìn)行了闡述），認(rèn)為“戰(zhàn)略決策的特點(diǎn)是組織生活的政治混亂和交易的高發(fā)生率”，所有這些都在環(huán)境影響和目標(biāo)方面明顯缺乏明確性戰(zhàn)略人力資源管理也被概念化為一種“話(huà)語(yǔ)”或基于語(yǔ)言的互聯(lián)體，出現(xiàn)在組織的各個(gè)層面。因此，Hendry（2000）提出了一個(gè)強(qiáng)有力的論點(diǎn)，即戰(zhàn)略決策的含義來(lái)自于其所處的社會(huì)實(shí)踐和話(huà)語(yǔ)。因此，一個(gè)決定不僅要傳達(dá)一次，而且要強(qiáng)烈而反復(fù)地強(qiáng)調(diào)，直到這個(gè)決定體現(xiàn)在行動(dòng)中。上文闡述的戰(zhàn)略人力資源管理觀(guān)點(diǎn)重申了從管理人員的技能和領(lǐng)導(dǎo)能力、職能和突發(fā)事件等方面進(jìn)行概念化管理的重要性。
The Human Relations Viewpoint 人際關(guān)系觀(guān)
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.
人際關(guān)系支持者認(rèn)為，管理者應(yīng)該主要強(qiáng)調(diào)員工的福利、動(dòng)機(jī)和溝通。他們認(rèn)為社會(huì)需求優(yōu)先于經(jīng)濟(jì)需求。因此，管理層必須獲得團(tuán)隊(duì)的合作，促進(jìn)工作滿(mǎn)意度和與組織目標(biāo)一致的團(tuán)隊(duì)規(guī)范。另一位著名的人際關(guān)系領(lǐng)域的貢獻(xiàn)者是亞伯拉罕·馬斯洛。1943年，馬斯洛提出人類(lèi)有五個(gè)層次的需求。最基本的需求是對(duì)食物、水和住所的物質(zhì)需求；最高級(jí)的需求是自我實(shí)現(xiàn)，或個(gè)人實(shí)現(xiàn)。馬斯洛認(rèn)為，人們?cè)噲D滿(mǎn)足他們較低層次的需求，然后向上發(fā)展到更高層次的需求。管理者可以通過(guò)消除障礙和鼓勵(lì)同時(shí)滿(mǎn)足人們需求和組織目標(biāo)的行為來(lái)促進(jìn)這一過(guò)程并實(shí)現(xiàn)組織目標(biāo)。盡管人際關(guān)系方法引發(fā)了對(duì)領(lǐng)導(dǎo)力、工作態(tài)度和群體動(dòng)態(tài)的研究，但它招致了嚴(yán)厲的批評(píng)。批評(píng)者認(rèn)為這種哲學(xué)，而科學(xué)管理過(guò)分強(qiáng)調(diào)工作場(chǎng)所的經(jīng)濟(jì)和形式方面；人際關(guān)系忽視了勞動(dòng)者更理性的一面和正式組織的重要特征。然而，人際關(guān)系是管理思想發(fā)展的重要一步，因?yàn)樗偈构芾碚吆脱芯咳藛T考慮影響績(jī)效的心理和社會(huì)因素。
Knowledge Management and Strategic Human Resources Management 知識(shí)管理與戰(zhàn)略人力資源管理
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).
知識(shí)管理在實(shí)現(xiàn)組織效率方面發(fā)揮著重要作用。在新經(jīng)濟(jì)中，速度和響應(yīng)能力是決定成功的因素，尤其是在點(diǎn)上。com競(jìng)技場(chǎng)。如今，在全球化的市場(chǎng)中，公司面臨著更激烈的競(jìng)爭(zhēng)。Davenport和Prusak（1998）強(qiáng)調(diào)，隨著交通和通信的改善，全球化經(jīng)濟(jì)為人力資源在世界各地提供了無(wú)盡和前所未有的選擇（Davenport and Prusak，1998）。在整個(gè)業(yè)務(wù)范圍內(nèi)，人力資源是各個(gè)層面成功的基礎(chǔ)。Scott和Einestein研究了知識(shí)管理在人力資源建設(shè)中的作用，并就長(zhǎng)期維持人力資源提供了切實(shí)可行的建議。知識(shí)管理和人力資源管理之間有許多重大重疊，盡管沒(méi)有達(dá)到最佳水平所需的那么多。行為研究主要被評(píng)為知識(shí)管理的主要貢獻(xiàn)者，提供了對(duì)人力資源心理圖、人口統(tǒng)計(jì)和所有交易策略中有價(jià)值行為的見(jiàn)解。知識(shí)管理也被認(rèn)為是營(yíng)銷(xiāo)傳播的關(guān)鍵貢獻(xiàn)者，有助于選擇渠道和目標(biāo)，以及創(chuàng)建相關(guān)的和促進(jìn)響應(yīng)的內(nèi)容（Scott和Einestein，2001）。
Financial Benefits of Strategic Human Resource Management 戰(zhàn)略人力資源管理的財(cái)務(wù)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，使用戰(zhàn)略性人力資源管理概念的組織比不使用戰(zhàn)略人力資源管理理念的組織更有利可圖、更成功。與沒(méi)有系統(tǒng)規(guī)劃活動(dòng)的公司相比，使用戰(zhàn)略人力資源管理概念的公司在銷(xiāo)售額、盈利能力和生產(chǎn)力方面都有顯著提高。高績(jī)效公司往往會(huì)進(jìn)行系統(tǒng)的規(guī)劃，為其外部和內(nèi)部環(huán)境的未來(lái)波動(dòng)做好準(zhǔn)備。具有更類(lèi)似戰(zhàn)略管理理論的規(guī)劃系統(tǒng)的公司通常表現(xiàn)出相對(duì)于其行業(yè)優(yōu)越的長(zhǎng)期財(cái)務(wù)業(yè)績(jī)。高績(jī)效公司似乎會(huì)做出更明智的決定，對(duì)短期和長(zhǎng)期后果都有很好的預(yù)期。另一方面，表現(xiàn)不佳的公司往往從事目光短淺的活動(dòng)，不能很好地預(yù)測(cè)未來(lái)的情況。低績(jī)效組織的戰(zhàn)略家往往忙于解決內(nèi)部問(wèn)題和滿(mǎn)足文書(shū)工作的最后期限。他們通常低估了競(jìng)爭(zhēng)對(duì)手的實(shí)力，高估了自己公司的實(shí)力。他們經(jīng)常將業(yè)績(jī)不佳歸因于不可控因素，如經(jīng)濟(jì)疲軟、技術(shù)變革或外國(guó)競(jìng)爭(zhēng)。
Non- financial Benefits of Strategic Human Resource Management 戰(zhàn)略人力資源管理的非財(cái)務(wù)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.
除了幫助企業(yè)避免財(cái)務(wù)崩潰外，戰(zhàn)略管理還提供了其他切實(shí)的好處，如增強(qiáng)對(duì)外部威脅的認(rèn)識(shí)，更好地了解競(jìng)爭(zhēng)對(duì)手的戰(zhàn)略，提高員工生產(chǎn)力，減少對(duì)變革的抵制，以及更清楚地了解績(jī)效與回報(bào)的關(guān)系。戰(zhàn)略管理提高了組織預(yù)防問(wèn)題的能力，因?yàn)樗龠M(jìn)了所有部門(mén)和職能級(jí)別經(jīng)理之間的互動(dòng)。互動(dòng)可以使公司通過(guò)培養(yǎng)經(jīng)理和員工、與他們分享組織目標(biāo)、授權(quán)他們幫助改進(jìn)產(chǎn)品或服務(wù)以及認(rèn)可他們的貢獻(xiàn)來(lái)吸引他們。除了賦予管理者和員工權(quán)力外，戰(zhàn)略管理還經(jīng)常為陷入困境的公司帶來(lái)秩序和紀(jì)律。它可以成為一個(gè)高效和有效的管理系統(tǒng)的開(kāi)端。戰(zhàn)略管理可能會(huì)重新樹(shù)立對(duì)當(dāng)前業(yè)務(wù)戰(zhàn)略的信心，或指出需要采取糾正措施。戰(zhàn)略管理過(guò)程為確定和合理化公司所有管理人員和員工的變革需求提供了基礎(chǔ)；這有助于他們將變革視為機(jī)遇而非威脅。
Conclusion 結(jié)論
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).
特別是在過(guò)去三十年里，世界以許多獨(dú)特的方式和方向發(fā)展。它在技術(shù)、經(jīng)濟(jì)和工業(yè)上都得到了發(fā)展。它在人的能力、設(shè)施和生活質(zhì)量方面也更加豐富。教育、通信、技術(shù)和市場(chǎng)的改善使世界成為一個(gè)地球村。如今，人們壽命更長(zhǎng)，信息更靈通，可以在世界各地相互交流，因此可以輕松地進(jìn)行經(jīng)濟(jì)、專(zhuān)業(yè)、教育、社會(huì)和其他活動(dòng)。這幾十年的發(fā)展表明，創(chuàng)造一個(gè)秩序、安全和福祉的世界具有巨大潛力。人們普遍認(rèn)為，為企業(yè)工作的人員是企業(yè)的主要資產(chǎn)之一，也是決定企業(yè)進(jìn)步的因素之一。員工在工作場(chǎng)所的素質(zhì)、態(tài)度和行為，以及其他因素，在決定公司的成敗方面發(fā)揮著重要作用。工人是公司成功的關(guān)鍵因素。人力資源被視為直接雇傭關(guān)系中企業(yè)控制下的人力資本庫(kù)，可以為企業(yè)提供相對(duì)于競(jìng)爭(zhēng)對(duì)手的競(jìng)爭(zhēng)優(yōu)勢(shì)來(lái)源。這是可能的，因?yàn)楣と诵枰獫M(mǎn)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.
第一個(gè)是公司生產(chǎn)過(guò)程的附加值，每個(gè)人所做的貢獻(xiàn)對(duì)整個(gè)組織所獲得的結(jié)果有影響。此外，由于個(gè)人并不完全相同，他們的特征在市場(chǎng)上供應(yīng)有限。此外，這些資源很難模仿，因?yàn)橐_定競(jìng)爭(zhēng)優(yōu)勢(shì)的確切來(lái)源并再現(xiàn)競(jìng)爭(zhēng)優(yōu)勢(shì)產(chǎn)生所需的基本條件并不容易。最后，這種類(lèi)型的資源不容易被取代；盡管可以找到短期替代品，但它們不太可能產(chǎn)生像人力資源那樣的可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)。對(duì)于一家公司來(lái)說(shuō)，找到人力資本為其提供持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)不僅僅是運(yùn)氣的問(wèn)題。這取決于該公司為此準(zhǔn)備采取的行動(dòng)。正是通過(guò)戰(zhàn)略人力資源管理實(shí)踐，企業(yè)試圖獲得人力資源，從而在與其他公司競(jìng)爭(zhēng)時(shí)占據(jù)優(yōu)勢(shì)。
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