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关于人力资源管理的外文文献

1. Human Resource Management Practices and Workforce Diversity: A Review

This article explores the relationship between human resource management (HRM) practices and workforce diversity. The authors review literature on HRM practices such as recruitment, selection, training and development, performance measurement, work design, and employee relations, to examine how these practices influence the success of workforce diversity. The article highlights the need for organizations to adopt effective HRM practices that support diversity and inclusion, in order to maximize the benefits of a diverse workforce.

2. The Impact of Strategic Human Resource Management on Organizational Performance

This study analyzes the relationship between strategic human resource management (SHRM) practices and organizational performance. The authors examine the impact of SHRM practices such as recruitment and selection, training and development, performance management, and compensation and benefits, on key organizational outcomes such as employee retention, productivity, and profitability. The study concludes

that effective SHRM practices are positively associated with organizational performance, and that organizations need to prioritize HRM strategies that support their overall business objectives.

3. Managing Human Resources in the Globalizing Economy: Challenges and Opportunities

This article explores the challenges and opportunities presented by the globalizing economy for human resource management. The authors examine how globalization has impacted HRM practices in areas such as recruitment and selection, training and development, compensation and benefits, and employee relations. The article also highlights the importance of cultural sensitivity in managing a diverse global workforce, and the need for HR professionals to adapt to changing business environments to effectively manage human resources.

4. The Role of Human Resource Management in Corporate Social Responsibility

This study examines the role of HRM in promoting corporate social responsibility (CSR). The authors analyze the connection between CSR and HRM practices such as recruitment, selection, training and

development, and employee relations, to determine how these practices can support and enhance CSR initiatives. The article emphasizes the need for HR professionals to align their practices with CSR goals in order to promote sustainable business practices and social responsibility.

5. Employee Engagement and Retention: A Review of the Literature

This article reviews literature on the relationship between employee engagement and retention. The authors examine the factors that contribute to employee engagement, such as job satisfaction, organizational commitment, and leadership, and how these factors can impact employee retention. The article also highlights the importance of effective HRM practices in enhancing employee engagement and retention, and provides recommendations for organizations seeking to improve their retention rates through engagement-focused HRM strategies.

人力资源英文文献

人力资源英文文献以下是一些关于人力资源的英文文献： 1. "Human resource management: A contemporary perspective" by David A. DeCenzo and Stephen P. Robbins 2. "The practice of human resource management" by Gary Dessler 3. "Strategic human resource management" by John Bratton and Jeffrey Gold 4. "Human resource management in a global context" by International Labour Office 5. "Employee recruitment, selection, and assessment" by Michael A. Zeiss and Gary R. Lichtenstein 6. "Training and development for human resource management" by Gary Dessler 7. "Compensation management for human resource management" by Joseph J. Martocchio 8. "Performance management for human resource management" by Robert L. Mathis and John H. Jackson 9. "Employee relations: A practical guide" by Carole P. Beaton and Susan M. Keaton 10. "HR from the outside in: Six competitive strategies for attracting, developing, and retaining top talent" by John Boudreau and Peter M. Ramstad 这些文献涵盖了人力资源管理的各个方面，包括招聘、培训、绩效管理、薪酬管理、员工关系等。希望对你有所帮助！

关于人力资源管理的外文文献

关于人力资源管理的外文文献 1. Human Resource Management Practices and Workforce Diversity: A Review This article explores the relationship between human resource management (HRM) practices and workforce diversity. The authors review literature on HRM practices such as recruitment, selection, training and development, performance measurement, work design, and employee relations, to examine how these practices influence the success of workforce diversity. The article highlights the need for organizations to adopt effective HRM practices that support diversity and inclusion, in order to maximize the benefits of a diverse workforce. 2. The Impact of Strategic Human Resource Management on Organizational Performance This study analyzes the relationship between strategic human resource management (SHRM) practices and organizational performance. The authors examine the impact of SHRM practices such as recruitment and selection, training and development, performance management, and compensation and benefits, on key organizational outcomes such as employee retention, productivity, and profitability. The study concludes

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

外文文献翻译人力资源管理信息系统研究员工管理

外文文献翻译人力资源管理信息系统研究员工管理译文本文对人力资源管理信息系统（HRMIS）的文献进行了综述。综述涵盖了与组织中HRMIS的设计、实施和使用相关的一系列问题。文章首先概述了HRMIS的概念及其在现代工作场所中的重要性。然后探讨了各种类型的HRMIS，包括用于招聘、绩效管理和员工发展的HRMIS。文章还研究了设计和实施HRMIS所面临的挑战，如数据安全和隐私问题，以及有效的变革管理策略的必要性。最后，文章总结了HRMIS对组织及其员工的潜在好处，包括提高效率、更好的决策和增加员工参与度。

In n。___ effective human resource management。By utilizing the system。enterprises can achieve detailed personnel records。electronic management of employee n。and ___ of human resources is essential for the survival and development of enterprises。and the HRMIS can help ___. As the ___ and n increases。___。it ___ for each employee。companies ___ stronger skills。they can find the right candidate from the talent file。This not only maximizes the use of employee talents but also avoids the need for recruitment。which saves a lot of manpower and material resources。Therefore。the n of a human resource management system to record all kinds of ___. Research Status: Several enterprises and units have taken a leading n in the n of human resource management n systems。These ns possess advanced equipment。management ideas。___ using advanced management n systems。which not only greatly promote

人力资源管理系统中英文对照外文翻译文献

人力资源管理系统中英文对照外文翻译文献 Human resource management systems (HRMS) have e essential tools for businesses of all sizes。including small offices with just 20 XXX using HRMS。firms can improve their efficiency and ce the time and money XXX。HRMS XXX。XXX difficult economic times。XXX of their business。including human resources. HRIS are packages are designed to address HR needs。including planning。employee n access。XXX the company's current and future HR needs。businesses can determine which HRMS features will be most useful for their specific needs。For example。HRMS can help with recruitment。training。performance management。XXX. Once the planning stage is complete。businesses XXX This includes automating tasks such as employee data management。benefits n。XXX employees。providing them with access to

企业人力资源管理参考文献

企业人力资源管理参考文献 1. Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of management, 18(2), 295-320. 2. Pfeffer, J. (1998). The human equation: Building profits by putting people first. Harvard Business Press. 3. Ulrich, D. (1997). Human resource champions: The next agenda for adding value and delivering results. Harvard Business Press. 4. Barney, J. B., & Wright, P. M. (1998). On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human resource management, 37(1), 31-46. 5. Paauwe, J., & Boselie, P. (2002). HRM and performance: what next?. Human Resource Management Journal, 12(4), 2-9. 6. Guest, D. E. (1997). Human resource management and performance: A review and research agenda. International Journal of Human resource management, 8(3), 263-276. 7. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38(3), 635-672. 8. Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of management review, 24(1), 31-48.

人力资源管理薪酬管理外文翻译论文外文文献

The Fatal Flaw in Pay for Performance Many corporate boards, responding to shareholder and public pressure, are designing pay-for-performance plans to hold CEOs accountable. But there is often a crucial flaw in such schemes: They don’t pay for performance with integrity. The omission—evident from compensation committee reports in top companies’ proxy statements—is striking. Corporations, after all, face unceasing pressures to make the numbers by bending the rules, and an integrity miss can have catastrophic consequences, including indictments, fines, dismissals, and collapse of market capitalization. Furthermore, performance with integrity creates the fundamental trust—inside and outside the company—on which corporate power is based. A board should explicitly base a defined portion of the CEO’s cash compensation and equity grants on his or her success in handling the foundational task of fusing high performance with high integrity at all levels of the company. Why don’t boards do that They may be uncertain about the meaning of integrity and how to assess its integration into financial performance. Step one, then, in designing pay for performance with integrity is using the following definition: Integrity is a uniform corporate culture with three elements—robust adherence to formal rules; adoption of ethical standards that are in the company’s long-term enlightened self-interest; and employee commitment to honesty, candor, fairness, trustworthiness, and reliability. Step two is for the board to assess whether the CEO has infused high performance with high integrity. The board can do that by answering the following questions, using hard analytics as well as the board members’ own ju dgment. Has the CEO established company-wide performance-with-integrity principles for which the firm’s leaders are responsible and accountable Examples of these include demonstrating committed and consistent integrity

外文文献翻译人力资源管理信息系统研究员工管理

外文文献原文+译文原文 The research of human resource management information system Renwick D Abstract The ultimate goal of human resource management information system is to replace manual management to realize intelligent management, realize the modernization of human management, information. In achieving employee information, attendance, transfer, etc, on the basis of computer management, realize the enterprise personnel information detailed records, the realization of electronic management of employee information, a detailed record recruitment process, recruitment experience, for the enterprise manpower management system can make complex electronic management, improve human department employee's work efficiency. For enterprise, human resource is the most precious resources, is one enterprise can survive for a long time to a fundamental, therefore, how to effectively use human resource will be a critical problem facing enterprises. Information of enterprise human resources management mainly includes the following several reasons: enterprises can use of human resource management system, on the economy achieve better benefit. On the other hand, due to the coming of knowledge economy, the concept of human capital has been formed, and the real land, plant, equipment and funds, such as capital, the importance of human capital is self-evident, even more than these physical capital. In the end, is the carrier of knowledge, in order to effectively use knowledge, knowledge to maximize utility, then need appropriate human resource management, can use of human resources. Keywords: Staff management; Information system; Design 1 Introduction People working in the field of human resource management for a long time, the main work of archives management of human resources work and wage management, attendance management, both time-consuming and inefficient, add or modify an employee files often need a few hours of time, and make itself a mental labor is

人力资源的论文参考文献篇一

人力资源的论文参考文献篇一在研究人力资源领域的问题时，参考文献的收集和引用是学术研究的重要环节。以下是一篇关于人力资源的论文参考文献，这些文献涵盖了人力资源管理的基本概念、理论和实践，为读者提供了丰富的研究资料。 1、De Jong, J. & Van Maanen, J. (2008). Human Resource Management: A literature review. Journal of Organizational Behavior, 29(1), 1-31. 这篇文献对人力资源管理领域的经典和最新研究进行了全面的回顾和总结，涵盖了人力资源管理的定义、历史发展、主要理论和实证研究等方面，是读者进入人力资源管理领域的良好入门读物。 2、Porter, L. W. & McLaughlin, G. B. (2006). The Future of Human Resource Management: A literature review and a look ahead. Human Resource Management Review, 16(1), 1-19. 这篇文献对人力资源管理未来的发展趋势进行了预测和分析，同时对当前人力资源管理领域的研究进行了全面的综述，为读者提供了人力资源管理未来发展方向的思路。

3、Sullivan, S. E. & Baruch, Y. (2009). The Future of Human Resource Management: Insights and Issues for a New Era. Business Review, 8(1), 37-44. 这篇文献主要探讨了人力资源管理未来的发展趋势和重点，特别全球化、技术进步和人口结构变化等因素对人力资源管理的影响，为读者提供了全新的视角和思考。 4、张明辉. (2018).人力资源管理的新趋势与挑战.经营管理者, (12), 99-100. 这篇文献对人力资源管理的新趋势和面临的挑战进行了深入探讨，从多个角度分析了人力资源管理的发展和创新，为读者提供了有益的思考。以上是关于人力资源的论文参考文献篇一的内容，这些文献可以作为读者进一步深入研究人力资源管理的参考书籍。房地产论文参考文献参考文献一： 1、李晓刚.我国房地产企业财务风险管理研究[D].东北师范大学硕士学位论文，2013.

人力资源管理激励机制的参考文献

人力资源管理激励机制的参考文献人力资源管理激励机制的参考文献参考文献 1. Armstrong, M. (2014). Armstrong's handbook of reward management practice: Improving performance through reward. Kogan Page Publishers. Armstrong在本书中系统地阐述了激励机制的理论和实践。他强调了激励对于改善组织绩效的重要性，并提出了各种奖励和激励手段的实际操作方法。这本书对于从事人力资源管理的专业人士来说是一部非常有价值的参考书。 2. Lawler, III, E. E., & Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. John Wiley & Sons. 在这本书中，Lawler和Worley讨论了如何构建一个能够持续有效运作的组织。他们提出了激励机制作为实现组织变革和持续竞争优势的关键手段。他们的观点为我们理解激励机制在组织发展中的重要作用

提供了新的视角。 3. Deci, E. L., & Ryan, R. M. (2002). Handbook of self-determination research. University of Rochester Press. Deci和Ryan在本书中着重探讨了自主动机理论对于激励的影响。他们的研究揭示了个体自主性对于激励效果的重要性，这对于我们设计有效的激励机制具有重要的启示意义。 4. Latham, G. P., & Ernst, C. T. (2006). Work motivation: History, theory, research, and practice. Sage Publications. Latham和Ernst的这本书系统地回顾了工作动机的历史、理论和实践。他们对激励机制的研究提供了全面的视角，为我们理解激励机制的本质和作用机制提供了丰富的参考。个人观点和理解在我的理解中，人力资源管理激励机制是组织激励管理的核心内容，它对于提升员工工作动力和整体绩效至关重要。通过深入研究以上参考文献，我意识到激励机制不仅仅是简单地给予奖励，而是需要根据个体的需求和动机进行差别化的设计和实施。组织需要考虑到自主性、工作动机等因素，以构建可持续发展的激励体系。

人力资源管理中英文对照外文翻译文献

中英文对照外文翻译文献 (文档含英文原文和中文翻译) 原文： The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel Analysis Abstract Purpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior. Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech ﬁrms.

Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signiﬁcantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts. Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are beneﬁcial to the goals of the ﬁrms. Furthermore ,our ﬁndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit e mployees’ in-role behaviors by providing ﬁnancial and other non-ﬁnancial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support. Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors. Introduction Human Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system. Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also inﬂuence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors. In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the fulﬁllment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ﬁndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have conﬁrmed that violated psychological contracts negatively inﬂuence employees’ role behaviors while fulﬁlled psychological contracts have positive inﬂuences. However, no studies have empirically examined psychological contracts as a linking

人力资源管理绩效管理外文翻译文献

人力资源管理绩效管理外文翻译文献人力资源管理绩效管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)

原文： Performance Management: Reconciling Competing Priorities Ian Ziskin Four HR thought leaders from academia— John Boudreau of the USC Center for Effective Organizations, Chris Collins of the Cornell Center for Advanced HR Studies, Pat Wright of the Moore College of Business at the University of South Carolina, and Dave Ulrich of University of Michigan and the RBL Group — engaged in discussions on Performance Management with Ian Ziskin, President, EXec EXcel Group LLC and Board member, HR People & Strategy. Ian asked John, Chris,Pat, and Dave to share their perspectives on topics including: • What Performance Management is? • What makes the biggest difference to effective vs. ineffective Performance Management? • What the biggest sources of debate and disagreement have been regarding Performance Management over the years, and whether we have made any progress in resolving these issues？ • If they were going to fix or kill anything about Performance Management, w hat it would be and why？ • What big implications there are for future required changes to Performance Management in light of future work, workforce and workplace trends？ Ziskin: There is a lot of talk in organizations about whether Performance Management is working effectively or ever has. What do you think Performance Management is? Collins: This may be the question of the year. Performance Management has become everything and therefore nothing. It serves so many purposes —compensation, feedback, talent development, succession, etc. — that it may not serve any purpose very well. Boudreau: It's an ongoing relationship to balance the need to evaluate people with the need to develop them. It's not about bromides, forms, scores, tools or

人力资源管理的外文文献参考

人力资源管理的外文文献参考引言人力资源管理（HRM）是一项重要的管理活动，用于招聘、培训、激励和管理组织中的人员。在全球化的今天，了解并借鉴国外的人力资源管理经验是至关重要的。本文将介绍几篇外文文献，以供参考。文献一：《The Impact of HRM Practices on Organizational Performance: A Systematic Review and Meta-Analysis》这篇文献是由Brian Becker、Markus Groth和Patricia S. Taylor等人在2017 年发表的。研究通过系统回顾和汇总分析，探讨人力资源管理实践对组织绩效的影响。研究发现，高度关注员工参与、培训与发展、绩效激励和工作安排的组织通常表现出更好的绩效。文献二：《The Role of Human Resource Management in International Joint Ventures: A Review》发表于2015年的这篇文献由Ibraiz Tarique和Randall S. Schuler共同完成。文献中，作者回顾了人力资源管理在国际合资企业（IJVs）中的作用。研究发现，IJVs面临着来自不同国家和文化背景的员工的挑战，良好的人力资源管理可以帮助解决这些挑战，并提高组织的绩效。文献三：《The Impact of Human Resource Management Practices on Perceptions of Organizational Performance》这篇发表于2006年的文献由Naresh R. Pandey、Becky L. S. Ang和Damien W. C. Chng共同撰写。研究关注人力资源管理实践对员工对组织绩效的感知的影响。研究发现，员工对组织绩效的感知与人力资源管理实践是密切相关的，良好的人力资源管理可以带来更高的组织绩效。结论以上是三篇关于人力资源管理的外文文献参考。这些文献提供了有关人力资源管理实践对组织绩效的影响以及人力资源管理在国际合资企业中的作用的重要见解。研究结果表明，良好的人力资源管理实践可以帮助组织提高绩效，增强员工对组织绩效的感知，并解决来自不同文化背景的员工所带来的挑战。