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 of human

resource management

Abstract 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 directions. 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 future research and practice in the field.

Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology

1.Change from a manufacturing to a service or knowledge economy

One of the major challenges influencing the future of HR processes is the change from a manufacturing 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 (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-intensive 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 during 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 effective 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 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 participation 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 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 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 uncover 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 retention. 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. Future 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 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 function in organizations, and the field should be viewed as more essential to the overall success of the organizations.

2.Rise in globalization

A second factor calling for changes in HR processes is the rise in globalization. Globalization in this context refers to organizations that operate on a global 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 companies 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 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-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 environments, most agree that the following variables influence these systems: (a) contextual variables (such as the host country's legal system, cultural distance between host country and employees' country), (b) firm-specific variables (such as the stage of internationalization, type of industry, link between 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 countries, 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 (Stone & Stone-Romero, 2008). Two examples of that research include a study by Schuler and Rogovsky (1998) that assessed the relations between Hofstede's national culture dimensions and the design of HR practices. These authors found that a national emphasis on individualism was positively correlated with a company's 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 calculative 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 Spain).

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 and 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 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, 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 & Papamarcos, 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 who endorse collectivism were more likely to accept negative feedback than those who stress individualism.

Given that most organizations are operating in a global environment, we expect that the field will pay even more attention to these issues in the future. One reason is that the employment rates of U.S.-based MNCs have grown consistently over the past decades, and they now employ over 34.5 million workers in multiple countries (Bureau of Economic, 2013). It is anticipated that the numbers of MNCs will continue to expand over time, and HR practices will need to be congruent with these new multicultural and complex contexts. As a result, we expect that future research in HR will focus on the effectiveness and acceptance of HR practices in global environments.

Even though we have considered globalization as a challenge for organizations, we believe that it also provides many new opportunities. For instance, globalization

should expand markets for products and services, and may enhance creativity and innovation because organizations will become more culturally diverse. Research showed consistently that diversity increases innovation and creativity, and this should also apply to the field of HR (van Knippenberg, De Dreu, & Homan, 2004). In particular, HR in global contexts will have to use creative solutions for attracting, motivating, and retaining diverse employees. For example, they may have to use unique rewards systems (e.g., cafeteria or flexible reward systems) to ensure that they meet the needs of workers from different cultural backgrounds (e.g., Stone, Deadrick, Lukaszewski, & Johnson, 2015). Of course, research will be needed to examine the effectiveness of these new approaches.

3.Growing domestic diversity

Apart from changes in the economy and globalization, organizations are also faced with major shifts in the composition of the U. S. population. In particular, it is expected that our population will be older and more ethnically diverse by 2060 (U.S. Bureau of Census, 2014). For instance, by 2060 one in five Americans will be 65 years of age or older, and the number of working age people in the population (ages 18 to 64) will decrease from 62.7% to 56.9%. Along with the age-related changes, the work values of younger generations are expected to be different than previous groups (e.g., Baby Boomers). As a result, organizations will need to develop HR practices that are aligned with the primary goals and the values of multiple generations of employees (Cennamo & Gardner, 2008; Twenge, Campbell, Hoffman, & Lance, 2010).

3.1.Increased age and generational diversity

Along with the aging workforce come many new challenges for HR. For instance, given the shortage of skilled workers there is a growing concern about the retention of skilled baby boomers. One reason for this is that baby boomers often have unique skills and abilities that are critical to organizational success, and companies are justifiably worried about retaining them in their roles until qualified replacements can be found or trained. In order to retain these individuals, organizations will need to

increase flexible work arrangements, allow part-time work, provide a supportive environment, and employ recognition systems to motivate them to stay with the organization (Armstrong-Stassen, Schlosser, & Zinni, 2012; Cheung & Wu, 2013; Shacklock & Brunetto, 2011).

Another challenge facing organizations is that they will be staffed by members of multiple generations, and members of generations differ in terms of work values, attitudes, and behaviors (Cennamo & Gardner, 2008; Twenge et al., 2010). As a result, organizations will have to modify their HR practices in order to attract and retain skilled members of all of these groups. For example, recent research indicated that baby boomers (born 1946 to 1964) placed a strong emphasis on hard work and achievement, valued intrinsic rewards, and stressed loyalty to the organization (Cennamo & Gardner, 2008; Twenge et al., 2010). In contrast, members of generation X (born 1965–1981) were more likely to value extrinsic rewards, leisure time, steady employment, work family balance, and promotion opportunities than baby boomers (Cennamo & Gardner, 2008; Twenge et al., 2010). Research also indicated that the values of generation Y were somewhat similar to those of generation X (born 1982–1999; i.e., they valued leisure time, work–family balance, extrinsic rewards, status), but they were more likely to emphasize freedom than either generation X or baby boomers. In addition, members of generation Y stressed extrinsic rewards less than generation X, but both generations X and Y reported greater intentions to leave organizations than baby boomers (Twenge et al., 2010).

Given these differences in values, organizations are faced with the complex challenge of aligning reward and compensation systems with the values of multiple generations. For example, they may need to expand beyond merely static pay and benefits and incorporate more flexible reward systems. In particular, they might identify the reward preferences of individuals, and develop cafeteria reward systems that provide employees with a total sum for their overall compensation, thus allowing them to select different rewards and benefits (e.g., one person might select vacation time in lieu of pay, whereas others might select pay instead of time off from work; Stone‐Romero, Stone, & Salas, 2003).

3.2.Expanded ethnic diversity

There will also be dramatic change in the racial and ethnic make-up of our society. Today, ethnic minorities make up about 37% of the population, but estimates indicate they will comprise 57% of the nation by 2060 (U.S. Bureau of Census, 2014). It has also been projected that the U.S. will become a majority–minority nation by 2043, and the numbers of Hispanic–Americans (Hispanic) will more than double in the coming years (U.S. Bureau of Census, 2014). By 2060, one in three people in the U.S. will be Hispanic.

Even though there has been relatively little HR research on the cultural values of ethnic minorities in the U. S., some studies found that, on average, they have different values than Anglo-Americans (Bell, Marquardt, & Berry, 2014; Guerrero & Posthuma, 2014; Stone & Stone-Romero, 2008). For example, Hispanics, African–Americans, Asian–Americans, and Native Americans are, on average, more likely to endorse collective values than Anglo-Americans (Guerrero & Posthuma, 2014; Stone et al., 2006; Triandis, 1994). In contrast, Anglo-Americans are, on average, more likely to stress individualism than their counterparts, but it should be cautioned that there are within group differences in cultural values for all of these sub-groups (Betancourt & Lopez, 1993).

Given the transformation in the composition of the U.S. population, current HR practices may be less effective with employees from diverse backgrounds than those from the dominant group. The primary reason for this is that traditional HR processes were designed for a homogeneous set of employees with individualistic cultural values, and the new workforce is likely to have value systems based on collectivism and familism (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). Thus, organizations will have to have their HR practices modified so that they are aligned with the values of new generations, and the cultural values of diverse employees. As noted above, members of different ethnic subgroups often have distinctive reward preferences, and unique work values, and should react differently than Anglo-Americans to traditional HR processes.

Thus, in order to attract and retain subgroup members, organizations may have to

alter their current reward and benefit systems to meet the needs of these employees. For example, many ethnic subgroup members are more familistic and collective than AngloAmericans (Phinney, 1996), so they may prefer that organizations offer opportunities for teamwork, work–family balance, time off from work, and group based reward systems. As a result, organizations that develop cafeteria compensation and benefits systems that provide flexibility in terms of reward and benefit allocations may be more attractive to the new workforce than traditional reward systems. For instance, those employees who value familism can choose an extra week of vacation time to spend with their families in lieu of pay or other benefits. Organizations will be able to use these flexible compensation plans to attract talented applicants from all ethnic groups.

In view of the coming changes in generational and domestic diversity, organizations are likely to modify their future HR practices to meet the needs of employees with diverse values. To date, most of the research on domestic diversity has focused on unfair discrimination and relational demography (e.g., Stone‐Romero et al., 2003; van Knippenberg et al., 2004). We believe that future HR research will need to be expanded and dig deeper into the value differences, reward preferences, and unique work roles of the new diverse workforce.

In our discussion above, we viewed changes in generational and ethnic diversity as a challenge for organizations. However, they can also be considered opportunities for organizations to utilize the many talents and skills that these individuals bring to the workforce, and should provide a wide array of individuals with the chance to display their skills and talents. Furthermore, the altered composition of the workforce should help organizations reach broader markets for their products and services, and increase the innovation and creativity in organizations (van Knippenberg et al., 2004). They should also prompt organizations to develop new HR practices that will meet the needs of all members of the workforce (e.g., cafeteria reward systems) (Stone et al., 2006).

4.Emerging use of technology

Over the past 30 years, one of the major drivers of change in HR has been the increased use of information technology (hereinafter referred to as technology) to collect, store, and utilize data for decision-making (e.g., Gueutal & Stone, 2005; Strohmeier, 2007; Strohmeier & Kabst, 2009). Technology, especially, the World Wide Web, has transformed key HR processes in organizations (e.g., e-recruiting, e-selection, e-training), and modified the nature of jobs and the relationships between individuals and organizations (Kiesler, Siegel, & McGuire, 1984). For example, it has enabled organizations to use the Internet to advertise jobs, and made it possible for applicants to apply for jobs online (e.g., Dineen & Allen, 2013). In addition, organizations are using various forms of technology to deliver training to employees (e.g., the Internet, intranet systems, video conferencing, online simulations; Salas, DeRouin, & Littrell, 2005). Research on the use of technology to facilitate HR processes indicated that it typically enhances efficiency, and decreases costs associated with HR transactions (e.g., Dulebohn & Johnson, 2013; Dulebohn & Marler, 2005; Strohmeier, 2007). However, some researchers argued that there is no clear evidence that it helps HR meets its primary goals of attracting, motivating, and retaining talented employees (see Stone et al., 2015, for a detailed discussion of influence of technology and the future of HR).

Despite the increased efficiency and cost savings associated with the use of technology in the field of HR, researchers maintained that there are a number of limitations associated with using current technologies to manage HR processes (e.g., Stone et al., 2015;Stone‐Romero et al., 2003). For instance, information technologies are often static and use one-way communication systems that do not allow applicants or employees to ask questions or gain advice from HR professionals (e.g., benefits). As a result, the technologies can be impersonal, inflexible, and create an artificial distance between supervisors and employees. Likewise, the use of technology for training may be less engaging than traditional methods, and may not give trainees the opportunity to practice or gain feedback. Furthermore, technology may actually transfer the work of HR departments to line managers or employees, which may reduce overall productivity in organizations (Stone‐Romero et al., 2003).

In spite of possible limitations associated with using technology to manage HR processes, it will continue to transform the field in the future. Furthermore, it can be argued that new technologies will emerge that should decrease some of the major drawbacks associated with current systems. For instance, a number of researchers argued that the use of new interactive technologies (e.g., Web 2.0, social media, virtual simulations or job fairs, chat rooms, cloud computing, mobile devices) should decrease some of the weaknesses associated with current systems (see Dineen & Allen, 2013; Stone et al., 2015; Sullivan, 2014). For example, the use of social media, chat rooms, and high definition cloud computing should enable applicants and employees to engage in an interactive dialogue with recruiters or managers. Similarly, the use of virtual reality should provide applicants with opportunities to attend virtual job fairs, give supervisors the ability to mentor subordinates, and offer trainees the chance to participate in virtual training simulations. All of these virtual environments should increase the degree to which technology-based HR processes are personal, flexible, interactive, engaging, and decrease the interpersonal distance between employees and supervisors. Although these arguments seem plausible, research will be needed to examine the effectiveness and acceptance of these new HR processes.

Despite the fact that we viewed technology as a challenge in the sections above, it should be noted that it also provides new opportunities for the field of HR. For instance, research showed that technology often decreases the administrative burden in HR, increases efficiency, and allows the field to contribute to the strategic direction of organizations (Stone & Dulebohn, 2013). To date, there is no evidence that it helps organizations achieve its primary goals, but we believe that new interactive technologies will facilitate the attraction and retention of critical employees (Stone et al., 2015). One reason for this is that it will allow supervisors and HR professionals to engage in more frequent interaction and communication with employees. As a result, they will be able to identify and meet the needs of critical employees, and ensure that they remain with the organizations. It may also enable organizations to make better HR decisions based on objective information or decision support systems (Dulebohn & Johnson, 2013). Furthermore, it may facilitate interactions with stakeholders inside

and outside the organization. For example, supervisors may be able to communicate with external customers in order to improve employees' performance, and HR professionals should be capable of staying abreast of innovative practices used by other organizations (see Ulrich & Dulebohn, 2015, for a detailed discussion of these issues).

中文译文：

影响人力资源管理未来的挑战和机遇摘要如今，人力资源（HR）管理领域正面临着巨大的变革压力。经济转型、全球化、国内多元化以及技术革新，都对组织提出了新的要求，并推动这一领域朝着一个全新的方向迈进。不过，我们认为，这些挑战也为人力资源和整个组织创造了许多机遇。因此，本文的主要目的是研究影响人力资源未来的一些挑战和机遇。我们还考虑了对该领域未来的研究和实践的影响。

关键词：人力资源管理的未来，全球化，知识经济多样性，技术

1.从制造业转向服务业或知识经济

影响人力资源流程未来的主要挑战之一是从制造业转向服务业或知识经济。这种新经济的特点是制造业的衰落，服务或知识的增长是经济基础的核心。服务经济可以被定义为以购买和出售服务或为他人提供某物为基础的系统（牛津字典，2014a）。知识经济是指利用信息或知识来产生有形和无形的价值（商业词典，2014a）。一些经济学家认为，服务活动现在主导着工业化国家的经济，知识密集型服务或企业被认为是整体服务经济的一个子集（安德森和科利，2003）。

知识经济的兴起对组织提出了新的要求，并促使组织目标和人力资源实践发生了变化。许多传统的人力资源流程是在工业时代设计的，因此主要集中在制造组织，这些制造组织关注将原材料、部件和零件转化成满足客户期望的成品。然而，这些传统人力资源流程的许多假设对于新的服务或知识组织来说可能并不有效。例如，传统的人力资源管理实践认为工作应该是狭义的，管理者应该控制工人，并应强调效率和短期成果（特赖斯和拜尔，1993）。相反，知识组织强调，

员工的知识和技能对组织的成功有重大影响，员工的留任很重要，因为个人的技能是不可替代的。

知识组织也倾向于广泛设计工作，以鼓励创新、自主、持续改进和参与决策。鉴于具有独特技能和能力的个人在知识组织中是必不可少的，因此新的工作要求使许多领域（例如软件工程、护理）的人才短缺和竞争加剧。此外，经济的变化导致了那些没有技能的人流离失所和失业（例如，贝尔，贝里，马夸特和格林，2013；凯瑞和谢尔曼，2012）。这些变化意味着各国需要改变他们的教育体系，以满足新组织的工作需求（高恩，2012）。知识组织的目标应该继续推动未来人力资源流程的变化（例如，舒勒，杰克逊，杰科夫斯凯伊和斯洛克姆，1996）。例如，可以预见，人力资源实践将采用广泛的招聘，以确保他们发现熟练的应聘者，设计工作，强调自主和参与决策，使用团队导向的结构来加强协作与创新，加强培训和员工技能发展，并提供促进员工认同感、创新和留任的激励措施。人力资源部需要把重点放在留住员工，满足知识工作者的各种需求上。其中一些新实践已经在组织中得以实施，但许多组织仍然使用不支持知识导向的组织目标的人力资源实践。如果知识组织要取得成功，那么未来的人力资源流程将需要进行修改。对于这些实践的有效性，也需要加以研究。

虽然我们认为新知识经济是组织人力资源的一个挑战，但也可以看作是一个变革机遇。鉴于知识型员工的技能和能力对新组织的成功至关重要，所以向知识经济的转型为人力资源职能提供了机会，使之成为组织的重中之重。因此，我们相信人力资源将在组织中变得更为重要，而且这个领域应该被视为组织整体成功的关键。

2.全球化的崛起

要求改变人力资源流程的第二个因素是全球化的崛起。全球化是指组织在全球或国际范围内进行运作（牛津词典，2014b）。在全球环境中运作的组织面临着一些新的挑战，包括员工的语言和文化差异，以及社会、政治和法律制度的变化。跨国公司（MNCs）是在几个国家经营的大型公司，它们面临着新的问题，包括如何在不同的地点建立一致的人力资源实践，如何发展一致的企业文化，以及如何使管理人员在多元文化环境中工作（斯帕罗，2007）。

在国际背景下对人力资源的研究主要集中在理解全球环境中出现的问题的三种方法：国际，比较和跨文化人力资源（帕里，斯塔夫鲁-科斯泰亚和莫利，2011）。国际方法侧重于不同社会文化背景和不同地域领域的人力资源战略、制度和实践（帕里等人，2011）。它还剖析了跨国公司，并考虑了在这些背景下出现的独特的人力资源问题（布德瓦和斯帕罗，2002）。尽管研究人员对影响全球环境中人力资源实践的因素有不同的看法，但多数人认为以下因素会影响这些系统：（a）背景因素（如东道国的法律制度，东道国与雇员国之间的文化距离），（b）企业具体因素（如国际化阶段，行业类型，战略与结构之间的联系），（c）情境因素（如工作人员的可用性，控制需求，决策地点）（例如，布德瓦和斯帕罗，2002；舒勒，道林和德切里，1993；韦尔奇，1994）。

比较人力资源研究了不同国家人力资源的背景、制度和国家模式，并讨论了各种制度和经济环境的特点（如艾詹等人，2000；艾森豪尔，斯通和利恩，2012a；帕里等人，2011）。大多数比较人力资源研究表明，各国人力资源实践不同，并与国家文化保持一致（斯通和斯通-罗梅罗，2008）。该研究包括舒勒和罗戈伍斯基（1998）研究的这两个例子，评估了霍夫斯泰德国家文化层面与人力资源实践设计之间的关系。这些作者发现，国家对个人主义的重视与公司对绩效工资制度的使用正相关。此外，古德拉姆，诺德豪格和凌岱尔（1999）还探讨了欧洲各国人力资源实践的跨国差异。他们的研究结果显示，个人主义国家（例如英国、法国和西班牙）比集体国家（例如斯堪的纳维亚国家）更有可能使用计算人力资源战略（例如支付业绩）。相反，集体国家（斯堪的纳维亚国家）比个人主义国家（如德国、法国和西班牙）更有可能使用协作实践（如员工参与）。

最后，跨文化人力资源考察了个人文化价值观对人力资源实践的接受度和有效性的影响程度（艾詹等人，2000；盖尔芬德，埃雷兹和艾詹，2007；艾森豪尔，斯通和利恩，2012b；斯通，斯通-罗梅罗和卢卡谢夫斯基，2007）。人力资源和组织行为（OB）中的大多数理论都是在西方国家开发的，并假设组织中个人的文化价值观是同质的（盖尔芬德等人，2007）。然而，显而易见的是，在美国和全球范围内，员工的文化价值观不同，组织需要将人力资源流程与这些文化价值观连接起来（例如，盖尔芬德等人，2007；斯通和斯通-罗梅罗，2008）。例如，跨文化研究表明，个人的文化价值观塑造了他们的回报偏好，以及他们对负回馈的

反应（例如，盖尔芬德等人，2007；斯通和斯通-罗梅罗，2008；斯通，约翰逊，斯通-罗梅罗和哈特曼，2006；斯通-罗梅罗和斯通，2002）。特别是，重视个人主义的人往往喜欢基于公平或比例的奖励分配制度，但是那些重视集体主义的人优先选择基于平等的分配制度（萨马和Papamarcos，2000）。因此，绩效工资制度可能激励个人主义的员工，但基于集体或利润分享的制度可能对那些重视集体主义的人更有效（例如，乔希和马尔托奇奥，2008；米勒，霍姆和戈麦斯-梅西亚，2001）。此外，斯通-罗梅罗和斯通（2002）的研究发现，赞同集体主义的人比那些强调个人主义的人更容易接受负回馈。

鉴于大多数组织在全球环境中运作，我们预计该领域今后将更加关注这些问题。一个原因是，过去几十年来，美国跨国公司的就业率不断增长，现在他们在多个国家雇佣了3450万多名员工（经济局，2013）。预计跨国公司的数量将随着时间的推移而不断扩大，人力资源实践将需要与这些新的多元文化和复杂的环境保持一致。因此，我们预计未来人力资源研究将重点关注人力资源实践在全球环境中的有效性和接受度。

尽管我们认为全球化是对各组织的一个挑战，但我们认为，它也提供了许多新的机会。例如，全球化应该扩大产品和服务的市场，并可能增加创造力和创新，因为组织将变得更加文化多元化。研究表明，多元化一直在增加创新和创造力，这同样也适用于人力资源领域（凡·克尼彭贝格，德·德勒和霍曼，2004）。特别是，人力资源在全球范围内将不得不使用创造性的解决方案来吸引、激励和留住不同的员工。例如，他们可能必须使用独特的奖励系统（例如，自助餐厅或灵活的奖励制度），来确保他们满足来自不同文化背景的工人的需求（例如，斯通，Deadrick，卢卡谢夫斯基和约翰逊，2015）。当然，对于这些新方法的有效性，还需要加以研究。

3.日益增长的国内多元化

除了经济和全球化的变化，组织也面临着美国人口构成的重大变化。特别是，美国人口普查局预计，到2060年，美国的人口将会变得更加老龄化，以及种族多样化。例如，到2060年，五分之一的美国人将是65岁或以上，就业人数（18至64岁）在人口中的占比将从62.7％下降到56.9％。随着年龄的变化，年轻一

代（例如，婴儿潮一代）的工作价值观将与以前的群体不同。因此，各组织将需要开发符合多代员工的主要目标和价值观的人力资源实践（琴纳莫和加德纳，2008；特文格，坎贝尔，霍夫曼和兰斯，2010）。

3.1.老龄化和代际多样性的增加

随着劳动力老龄化的到来，人力资源面临着许多新的挑战。例如，鉴于技术工人的短缺，人们越来越关注留住有技术的婴儿潮一代。其中一个原因是，婴儿潮一代通常具有独特的技能和能力，这对组织成功至关重要，公司有理由担心，在找到合格的替代品或培训合格的替代品之前，他们的岗位将一直保留下去。为了留住这些人，组织将需要增加灵活的工作安排，允许兼职工作，提供支持性环境，并采用识别系统来激励他们留在组织中（阿姆斯壮-斯坦森，施洛瑟和辛尼，2012；张和武，2013；沙克洛克和布鲁内托，2011）。

组织面临的另一个挑战是，它们将由多代人的成员组成，并且几代人在工作价值观、态度和行为方面都各不相同（琴纳莫和加德纳，2008；特文格等人，2010）。因此，组织必须修改其人力资源实践，以吸引和留住所有这些群体中的技术人员。例如，最近的研究表明，婴儿潮一代（1946年至1964年出生）非常重视努力工作和成就，重视内在报酬，强调对组织的忠诚度（琴纳莫和加德纳，2008；特文格等人，2010）。相比之下，X代（1965-1981年出生）的成员比婴儿潮一代更看重外在奖励、休闲时间、稳定就业、工作家庭平衡和晋升机会（琴纳莫和加德纳，2008；特文格等人，2010）。研究还表明，Y代的价值观与第X代的价值观有些相似（1982-1999年出生，即重视休闲时间、工作家庭平衡、外在奖励、地位），但比起X或婴儿潮一代，他们更倾向于强调自由。另外，Y代比X代更重视外在奖励，但是X和Y两代离开组织的意愿比婴儿潮一代的要大（特文格等人，2010）。

鉴于这些价值观的差异，各组织面临着将奖励和薪酬制度与多代人的价值观相协调的复杂挑战。例如，他们不仅仅需要扩展静态薪酬和福利，并且需要纳入更灵活的奖励制度。特别是，他们可以识别个人的奖励偏好，并开发自助餐厅奖励制度，为员工提供整体薪酬总额，从而使他们能够选择不同的奖励和福利（例如，一个人可能选择休假时间代替工资，而其他人可能选择工资而不是休假时间；斯通-罗梅罗，斯通和萨拉斯，2003）。

3.2.种族多样性的扩大

我们社会的种族和民族构成也将发生戏剧性的变化。今天，少数民族占总人口的37％，但估计到2060年将达到全国的57％（美国人口普查局，2014）。预计到2043年，美国将成为多民族国家，拉美裔美国人（西班牙裔）的人数将在未来几年翻一番（美国人口普查局，2014）。到2060年，美国有三分之一的人会是拉美裔。

尽管关于美国少数民族文化价值观的人力资源研究相对较少，但一些研究发现，一般而言，他们的价值观与英美裔的不同（贝尔，马夸特和贝里，2014；格雷罗和波萨马图，2014；斯通和斯通-罗梅罗，2008）。例如，比起英美裔美国人，拉美裔、非洲裔、亚裔和美洲土著人更能认同集体价值观（格雷罗和波萨马图，2014；斯通等人，2006；特里安迪斯，1994）。相比之下，一般而言，英美裔美国人比他们的同龄人更倾向于强调个人主义，但应该警惕的是，所有这些子群体的文化价值观都存在着内部差异（贝当古和洛佩兹，1993）。

鉴于美国人口构成的变化，目前的人力资源实践可能对来自不同背景的员工的有效程度要低于主流群体。其主要原因是传统的人力资源流程是针对具有个人主义文化价值观的同质员工而设计的，新的员工队伍可能拥有基于集体主义和家庭主义的价值体系（例如，盖尔芬德等人，2007；斯通和斯通-罗梅罗，2008）。因此，组织必须修改人力资源实践，使其符合新一代的价值观，以及不同员工的文化价值观。如上所述，不同族裔的成员通常具有独特的奖励偏好和独特的工作价值观，而且对传统人力资源流程，他们作出的反应与英美裔美国人不同。

因此，为了吸引和留住子群成员，组织不得不改变目前的奖励和福利制度，以满足这些员工的需要。例如，比起英美裔美国人，许多族裔子群成员更重视家庭和集体主义（菲尼，1996），所以他们可能更喜欢组织提供团队合作、工作家庭平衡、减少工作时间和基于群体的奖励制度的机会。因此，开发自助餐厅补偿和福利制度的组织，在奖励和福利分配方面提供了灵活性，这可能比传统奖励制度对新员工更有吸引力。例如，那些重视家庭主义的员工可以选择额外的一周假期与家人共度，以代替工资或其他福利。各组织将利用这些灵活的薪酬计划，吸引来自各族裔的有才华的应聘者。

鉴于代际和种族多样性的变化，各组织可能会修改其未来的人力资源实践，以满足具有不同价值观的员工的需求。迄今为止，关于国内多元化的大多数研究

侧重于不公平的歧视和关系人口学（例如，斯通-罗梅罗等人，2003；凡·克尼彭贝格等人，2004）。我们相信，未来的人力资源研究将会进一步拓展，并深入探讨新的多元化劳动力的价值差异、奖励偏好和独特的工作角色。

在上面的讨论中，我们将代际和种族多样性的变化视为对组织的挑战。然而，它们也可以被看作是组织利用这些个人给劳动大军带来的许多才干和技能的机会，并应为各种个人提供机会，展示他们的技能和才干。此外，劳动力结构的改变有助于组织为其产品和服务达到更广阔的市场，并提高组织创新和创新能力（凡·克尼彭贝格等人，2004）。它们还促使组织开发新的人力资源实践，以满足所有员工队伍的需求（如自助餐厅奖励制度）（斯通等人，2006）。

4.新兴技术的使用

在过去30年中，人力资源变革的主要驱动因素之一是信息技术 (以下简称技术) 的使用越来越多，收集、存储和利用数据来进行决策（例如，格塔尔和斯通，2005；斯特罗迈耶，2007；斯特罗迈耶和卡波斯特，2009）。技术，特别是互联网，已经改变了组织中的关键人力资源流程（如网络招聘，网络选择，网络培训），并修改了工作的性质和个人与组织之间的关系（基斯勒，西格尔和麦圭尔，1984）。例如，它使组织能够使用互联网来宣传工作，并使应聘者可以在线应聘工作（例如，迪宁和艾伦，2013）。此外，组织正在使用各种形式的技术来向员工提供培训（例如，互联网、内部网系统、视频会议、在线模拟；萨拉斯，德路因和利特瑞尔，2005）。关于利用技术促进人力资源流程的研究表明，它通常会提高效率，降低与人力资源交易相关的成本（例如，杜和约翰逊，2013; 杜和马勒，2005；斯特罗迈耶，2007）。然而，一些研究人员认为，没有明确的证据表明，它有助于人力资源部达到吸引、激励和留住优秀员工的的主要目标（参见斯通等人，2015，详细讨论了技术的影响和人力资源的未来）。

尽管在人力资源领域使用技术提高了效率和节约了成本，但研究人员认为，使用现有技术来管理人力资源流程存在许多局限性（例如，斯通等人，2015；斯通-罗梅罗等人，2003）。例如，信息技术通常是静态的，使用的是单向通讯系统，无法让应聘者或员工提出问题或征求人力资源专家的意见（例如，福利）。因此，这些技术可能是客观的、不灵活的，并且会在管理者和员工之间造成人为的距离。

同样，使用技术进行的培训可能不如传统方法那么有吸引力，也无法向受训者提供实践或获得反馈的机会。此外，技术实际上可能将人力资源部门的工作转移到一线管理人员或员工身上，这会降低组织的整体生产力（斯通-罗梅罗等人，2003）。

尽管使用技术来管理人力资源流程可能有局限性，但它仍将在未来继续改变该领域。此外，可以说，新技术的出现，将会减少与当前系统相关的一些主要缺点。例如，一些研究人员认为，使用新的交互技术（例如，Web 2.0、社交媒体、虚拟模拟或招聘会、聊天室、云计算、移动设备）可以减少与当前系统相关的一些弱点（参见迪宁和艾伦，2013；斯通等人，2015；苏里文，2014）。例如，使用社交媒体、聊天室和高清晰云计算，可以让应聘者和员工能够与招聘人员或主管进行互动对话。同样，使用虚拟现实可以为应聘者提供参加虚拟招聘会的机会，让主管有能力指导下属，并为受训者提供参与虚拟培训模拟的机会。所有这些虚拟环境都有助于提高基于技术的人力资源流程的个性化、灵活性、互动性、参与性，并减少员工和主管之间的人际距离。虽然这些观点看似合理，但仍然需要研究这些新的人力资源流程的有效性和接受程度。

尽管我们将技术视为一个挑战，但应该指出的是，它也为人力资源领域提供了新的机会。例如，研究表明，技术往往会降低人力资源管理的负担，提高效率，并使该领域对组织的战略方向作出贡献（斯通和杜，2013）。迄今为止，没有证据表明它有助于组织实现其主要目标，但我们认为，新的互动技术将有助于吸引和留住关键员工（斯通等人，2015）。其中一个原因是，它会让主管和人力资源专业人员与员工进行更频繁的互动和沟通。因此，他们将能够识别和满足关键员工的需求，并确保他们与组织保持联系。它还可以使组织根据客观信息或决策支持系统做出更好的人力资源决策（杜和约翰逊，2013）。此外，它可以促进与组织内部和外部的利益相关者的互动。例如，主管人员可以与外部客户进行沟通，以提高员工的绩效，而且人力资源专业人员也可以及时了解其他组织使用的创新实践（见乌尔里奇和杜，2015，详细讨论了这些问题）。

人力资源外包外文翻译

人力资源外包外文翻译-标准化文件发布号：（9456-EUATWK-MWUB-WUNN-INNUL-DDQTY-KII

外文文献及翻译材料 Human Resource Outsourcing The innovation of technology and economic globalization change the economic environment of enterprises. To conquer the uncertainty in the environment and keep the competitive advantage，human resource outsourcing，one of HR service delivery models，has become more and more enterprises choice，which can reduce cost，improve efficiency and gain competitive advantage. Human resources outsourcing means that the enterprise in order to better carry out human resources management activities，part of the business of outsourcing，using outside outstanding professional skills to be integrated in order to achieve lower costs，improving the quality of service and more focus on human resources to the core business objectives。The domestic human resources outsourcing are relatively concentrated in the cause、advantages、select、a risk model、enterprises from the angle of view of human resources outsourcing more，and the choice of outsourcing service providers research is relatively small。Comprehensive exposition of human resources outsourcing decision-making、risk analysis、decision-making processes，Thus the choice of outsourcing service providers to provide some advice。 This thesis concludes the main content of HR0 based on the relevant theory and literature of HRO; then using the method of data analysis and comparison，and collecting the data of HR0 from The West countries，Asia area and China. In this thesis we mainly compare about the HRO function，HR0 reason and Perspective risk between these countries，and come out some valuable information，which is foundation of improve the level of Chinese HRO. Then we analyze Chinese HR0 further to find out the Problem in Chinese HRO，and come out the framework in Chinese HR0 from different angles covering HR0 market，HRO enterprise and HRO service provider and HRO process. Then we give the suggestions for Chinese HR0 from these four levels. Finally, the thesis has a case analysis on one HRO service provider，and discusses its history，HR0 content and process. Then we conclude its developing stage，main characteristics，problems and improvement.

机械设计设计外文文献翻译、中英文翻译、外文翻译

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市场营销_外文翻译_外文文献_英文文献_顾客满意策略与顾客满意

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人力资源3000字外文文献翻译

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客户盈利能力分析中英文对照外文翻译文献

客户盈利能力分析中英文对照外文翻译文献 客户盈利能力分析中英文对照外文翻译文献(文档含英文原文和中文翻译)

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