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战略人力资源管理(SHRM)被定义为“人力资源计划部署的模式和活动旨在使一个组织能够实现其目标”。战略人力资源管理提供了一个改进的镜头,与传统的人力资源管理,组织战略之间的关系,人力资源和性能。改善可能归因于两个主要因素;第一人力资源理论家开始考虑外部因素的作用,如法律和政治环境,设计人力资源管理系统技术、策略等的对比更传统的人力资源管理方法专注于内部因素如person-job之间的对齐或人与组织匹配。例如,战略人力资源管理理论家们已经观察到任何人力资源系统有效地交付必须与大量的外部变量。这些理论家的研究的建议,例如,Youndt,斯奈尔,迪恩和Lepak,亚瑟,麦克马汉,贝尔和Virick最近Chaung和廖已经测试了一个组织的战略之间的关系,人力资源和战略人力资源管理领域的性能。

第二,关注的焦点已经从“传统”个人绩效指标更多“战略”公司级别的性能标准作为因变量在战略人力资源管理研究。传统人力资源管理的研究通常集中在个人绩效变量如旷工,撤军,营业额等作为最终的因变量在一个典型的人力资源研究,然而现在这个趋势已经明显改变研究更加关注组织绩效指标总回报率(格栅)和托宾的Q,资产回报率(ROA)和股本回报率(ROE)、服务质量和客户满意度。

组织性能的一个主要目标,奇怪的是人力资源研究者和实践者已经积累了可贵的研究人力资源实践——在过去的二十年性能联系。

介绍——INTRODUCTION

1.1 简介——1.1 Introduction

Strategic human resource management (SHRM) has been defined as 'the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals' . Strategic HRM provides an improved lens, than 'traditional' HRM, to look at the relationships between organizational strategy, human resources and performance. The improvement may be attributed to two major factors; first HR theorists start taking into consideration the role of external factors such as legal and political environment, technology, strategy etc. in designing HRM systems as contrasted to more traditional HRM approach of focusing on alignment between internal factors such as person-job or person-organization fit. For example, strategic HR theorists have observed that for any HR system to deliver effectively it must be aligned with a number of variables external to it . Taking advice from these theorists a number of studies, for example, Youndt, Snell, Dean and Lepak , Arthur , McMahan, Bell and Virick and more recently Chaung and Liao have tested the relationship between an organization's strategy, human resources and performance in the domain of strategic human resource management.

Second, the focus has shifted from more 'traditional' individual performance indicators to more 'strategic' firm level performance criteria as dependent variable in strategic HRM research. Traditionally HR research usually focused on individual performance variables such as absenteeism , withdrawal, turnover etc. as ultimate dependent variables in a typical HR study; however this trend has been significantly changed as now studies are more focused on organizational performance indicators like gross rate of return (GRATE) and Tobin's Q , return on asset (ROA) and return on equity (ROE) , service quality and customer satisfaction .

As performance is one of the major organizational goal, it is unsurprising that the human resource researchers and practitioners have amassed a commendable amount of research on the human resource practices - performance link in the last two decades . Though, generally such research has supported the notion that if properly designed and implemented human resource practices improve organizational performance , the mechanism or process through which such relationship occurs is still not clear . Owing to little knowledge of the nature of variables and process, SHRM theorists have termed the me本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。