英语翻译
OrganizationalPerformanceinStrategicHRM
WrightandMcMahanin1992definedstrategicHRMas“thepatternofplannedhumanresourcedeploymentsandactivitiesintendedtoenablethefirmtoachieveitsgoals,”(p.298).ImplicitinthisdefinitionisthattheultimategoalofstrategicHRMistocontributetoorganizationalperformancethroughincreasingthelikelihoodofgoalattainment.Forsimplicitythegoalisoftenassumedtobefinancialperformanceorwealthcreation.ConsiderableresearchhasattemptedtoteststrategicHRMpropositions,usuallywiththeultimatecriterionbeinghowstrategicHRMcontributestosomemeasureoffirmfinancialperformance(Dyer&Reeves1995;Wright&Shermanforthcoming).
Intheirreviewofresearchontheefficacyof“bundling”HRpracticeswithinthefieldofstrategicHRM,DyerandReeves(1995),proposedfourpossibletypesofmeasurementfororganizationalperformance:(1)HRoutcomes(turnover,absenteeism,jobsatisfaction),(2)organizationaloutcomes(productivity,quality,service),(3)financialaccountingoutcomes(ROA,profitability),and(4)capitalmarketoutcomes,(stockprice,growth,returns).TheyproposedthatHRstrategiesweremostlikelytodirectlyimpacthumanresourceoutcomes,followedbyorganizational,financial,andcapitalmarketoutcomes.ThisstemmedbothfromthefactsthatHRstrategiesareprimarilydesignedtoimpactHRoutcomes,andthattheincreasingcomplexityoffactorswhichinfluencehigherleveloutcomeswoulddiminishtherelativecontributionofHRfactorstothoseoutcomes.Theysuggestedthesefacts,coupledwiththerealitythathumanresourceoutcomesaredeficientfromthestandpointofmostexecutivesmightexplainwhymostofthestrategicHRresearchhasfocusedonorganizationaloutcomesratherthantheotherthree.
Notethatimplicitinthismodel,aswellasothers(e.g.Huselid1995;Truss&Gratton1994)isthebasicideathatoutcomescanbedifferentiatedathierarchicallevels,withoutcomesatonelevelcontributing(alongwithotherfactors)tooutcomesatthenextlevel.Whileeachmodeldiffersinthenumberoflevelsandtheexactoutcomes,agenericformofthemodelisthatHRpracticeshavetheirmostdirectimpactonHRoutcomes,whichint
邮箱:联系方式: