外文翻譯--系統(tǒng)化的人才管理，企業(yè)的核心問題

1、<p><b>　　中文2980字</b></p><p>　　SCHEMATIZING TALENT MANAGEMENT, A CORE BUSINESS ISSUE</p><p>　　Schehar Bano</p><p>　　1 Introduction </p><p>　　Talent mana

2、gement is of core to the vitality of the business to meet and exceed current as well as future business strategies and goals. Framework of talent management proactively anticipates and meets business talent demand which

3、is necessary to successfully execute the business strategy. It insights into the business strategy, then accordingly develops as well as retains prior talent and attracting new talent to cope with the strategic needs in

4、order to get best utilization out of tools and pr</p><p>　　The concept of talent management was derived from World War II (Cappelli, 2008), however its strategic importance has been realized when McKinsey co

5、nsultants group claimed the human resource as “War for Talent” in late 1990’s (Scullion and Collings, 2010). This war for talent was prompted by the realization that talent shortages were increasingly becoming one of the

6、 biggest human resource concerns for multinational corporations (Makela et al., 2010). Thus, the organizations interested in maximiz</p><p>　　Thus, find and retains the right person possessing exactly aligne

7、d talent is not adequate for stepping in accomplishing a firm with competitive edge in market. A firm may also possess the right configurations, procedures, systems and practices in place (Lawler, 2008). In order to acqu

8、ires the competitive advantage and adjoin the business requirements, firms need to reckon, select and groom through training and developing their work force in such a way that ultimately supports in achieving the or</

9、p><p>　　Talent management is increasingly a part of the corporate strategy for most of the organizations and one does not needs to struggle in order to have access to the literature related to attracting, devel

10、opment and retention of talent. Corporate sector has emerged with immense importance of talent management. For example, CEO A.G. Lafley of world’s largest consumer company namely Procter & Gamble claims that he spend

11、s one-third to one-half of his time in developing talent (Holstein, 2005). In comp</p><p>　　2 Relationship of Talent Management with Employee Work Engagement </p><p>　　H1: Talent Management is p

12、ositively associated with Employee Work Engagement.</p><p>　　Although, this is commonly understandable that employees remain engaged with their work in favorable work settings because they are paid for it, h

13、owever, literature also hints that work engagement comes from jobs satisfaction which in most cases is derived from effective talent management practices. Effective talent management procedures and systems demonstrates t

14、he commitment of talent management to human resources resulting in lower rate of employee turnover with higher volume of employee comm</p><p>　　Much has been written in the talent management literature on fa

15、ctors contributing to talent engagement and retention. Tymon et al., (2010) research in India found that the key predictors of employee’s intention to leave are satisfaction with and pride in the organization and percept

16、ion of the employer as being socially responsible. The previous studies reveal that corporate social responsibility, which fosters employee engagement in social activities, is also associated with work engagement. Oth<

17、;/p><p>　　3 Relationship of Talent Management with Employee Turnover Avoidance </p><p>　　H2: Talent Management is positively associated with Employee Turnover Avoidance. </p><p>　　In t

18、he present competitive business environment, aggressive recruitment of talent management of valuable employees occurs, and the retention of high performers remains critical (Smith, 2009). This is because they contribute

19、valuable addition to the organizational productivity. Therefore, they are regarded as key asset. The turnover reduction of these positions or individuals may be particularly important for organizational success; however,

20、 improving retention beyond a certain point may present </p><p>　　Research shows that organizational performance has significantly negative impact on employee turnover with higher social capital (Shaw et al.

21、, 2005). In specificity, it is discovered that what leads these employees to these other opportunities is that the pay level and pay satisfaction are comparably delicate predictors of individual turnovers (Griffeth et al

22、., 2000). To effectively develop and implement evidence-based guidelines for managing turnover requires knowledge of underlying talent mana</p><p>　　4 Relationship of Talent Management with Employee Value Ad

23、dition </p><p>　　H3: Talent Management is positively associated with Employee Value Addition.</p><p>　　Employee skills and capabilities that adds varying degrees of value to the organization. Ul

24、timately, this is where talent management differs from other human resource approaches. Talent management is concerned with identifying the core designation arrangements which have the prospective to differentially effec

25、ts on the organizational competitive advantage and consecutively. </p><p>　　Effective talent management practices for identifying key knowledge workers involve initially considering how individuals can help

26、the organization to achieve its vision, mission and strategic goals, and highlighting what skills and talents are required (Jones, 2008). Hence, the organization’s strategic direction determines which jobs and which empl

27、oyees are most important to achieving success. To help ensure that the most appropriate talent is effectively deployed the human resource throughout </p><p>　　There is extensive evidence available which show

28、s that when knowledge workers need information to solve a complex problem (Assimakopoulos and Yan, 2006), make a strategically important decision (Cross and Prusak, 2002), or evaluate a new technology (Whelan et al., 201

29、0), they invariable turn to their personal contacts, even when a world class knowledge management system is in place (Cross and Borgatti, 2002). </p><p>　　5 Discussion and Conclusion</p><p>　　Em

30、ployee turnover was found certainly problematic and in some cases devastating for organizations. However, turnover is a complex phenomenon. It is not constantly destructive, and in several cases may even be beneficial fo

31、r organizations. Establishing and utilizing effective evidence-based guidelines and strategies for refraining turnovers have many requirements. For instance, human resource managers have a linked comprehension and struct

32、ure for interpreting what turnover is and how it affects t</p><p>　　Human resource managers need to implement more strategic roles to set up new organizational systems in their organizations (Ringo et al., 2

33、010). Employers simply hire workers to take advantage of their skills because they are an excellent source of value addition. In contrast, human capital is certainly the most strategic source of competitive advantage in

34、today's knowledge-based society (Barlett and Goshal, 2002), connoting that firm leaders have become very focused on the issue of the availabi</p><p>　　However, managing their talent remains on the top pr

35、iority. With respect to one aspect of their talent, they require trainings to acquire new knowledge. Training solutions should be responsive to dynamic competitive conditions and aligned with competency requirements. Hig

36、h quality training programs help assess employee skills through human resource rating; identify required competencies; develop skills, knowledge and attitudes; and improve performance (Abel, 2008). </p><p>　

37、　In summary, all the organizations have realized the value of managing their core talent, and have initiated new human resource practices which encourage the talent management as the top priority which responds to the ch

38、ange or crisis arises due to enhancements in knowledge based economic society. The major focus of talent management is on the attraction, deployment, retention, development and utilization of talent and implementation of

39、 support structures like information technology systems and p</p><p>　　系統(tǒng)化的人才管理，企業(yè)的核心問題 </p><p><b>　　施克爾·柏諾</b></p><p><b>　　1前言</b></p><p>

40、　　人才管理是企業(yè)活力的核心，滿足并超越企業(yè)當前和今后的經(jīng)營戰(zhàn)略和目標。積極的人才管理框架預(yù)測和滿足企業(yè)人才的成功執(zhí)行企業(yè)策略的需求，人才管理框架深入到企業(yè)戰(zhàn)略的見解，并據(jù)此協(xié)助人才戰(zhàn)略來開發(fā)和保留現(xiàn)有人才和吸引新人才的需求，以有效利用方法和過程，提供了人才管理解決方案。</p><p>　　人才管理的概念源于第二次世界大戰(zhàn)（卡普利，2008），當麥肯錫顧問組織在1990年底聲稱人力資源可以看做是 “人才爭奪戰(zhàn)”

41、 （Scullion的和科林斯，2010年），他已意識到人才管理戰(zhàn)略重要性。人才爭奪戰(zhàn)是由于人才短缺日益成為跨國公司的最大人力資源問題之一（馬卡拉等，2010）而引發(fā)的。因此，組織為了使生產(chǎn)力最大化和高效率，而采取系統(tǒng)化和嚴格的方式來吸引、選拔、發(fā)展和保留關(guān)鍵人才。（Huselid等，2005）</p><p>　　因此，尋找和保留合適的，確實擁有天賦的人，與實現(xiàn)一個公司的市場競爭力是不相一致的。公司可能也具備實

42、施正確的配置、程序、制度體系和實踐的地方(Lawler,2008)。為了獲得競爭優(yōu)勢和滿足企業(yè)的需求，公司評估、選拔和通過培訓來培養(yǎng)和發(fā)展員工的勞動力，這種方式最終支持了組織目標的實現(xiàn)，為員工奠定了清晰的職業(yè)道路。組織必須要跟工作小組互動并討論他們的人才管理計劃戰(zhàn)略。從有關(guān)人才管理的關(guān)鍵術(shù)語、核心概念和實施步驟，來分析和檢驗人才的吸收到退休的人才管理周期。</p><p>　　人才管理日益成為企業(yè)戰(zhàn)略的一部分，一

43、個組織不需要調(diào)閱有關(guān)的吸引，發(fā)展和留住人才的文獻。企業(yè)領(lǐng)域出現(xiàn)了人才管理的重要性。例如，世界上最大的消費品公司——寶潔公司的首席執(zhí)行官A.G. Lafley 宣稱，他花了三分之一到一半的時間再培養(yǎng)天賦上(Holstein, 2005)。綜合評審有關(guān)人才管理的文獻，Tarique 和 Schuler (2010)指出，很多研究都局限于人力資源的招聘人才管理、領(lǐng)導(dǎo)和繼任計劃發(fā)展的范圍的實踐。為了建立其學術(shù)的價值，Huselid, (2005

44、)認為人才管理必須不同于其他人力資源的方式，以便能夠?qū)Ｗ⒂诤诵穆毼坏淖R別。</p><p>　　2人才管理與員工工作投入的關(guān)系</p><p>　　假設(shè)1：人才管理與員工工作投入有正相關(guān)關(guān)系。</p><p>　　雖然，這就是通常理解的員工在良好的工作環(huán)境中保持從事的工作，因為他們是有償?shù)摹Ｈ欢?，從文獻可知，工作投入是來自工作滿意度，在大多數(shù)情況下是源自于有效的人才

45、管理實施。有效的人才管理程序和體系，體現(xiàn)了人力資源的人才管理的承諾，降低員工離職率和較高的員工參與，因而，員工工作投入對生產(chǎn)力或員工的離職和保留人才具有顯著的影響。盡管很多組織缺乏人才管理的能力，但在2008年CIPD關(guān)于“人才爭奪戰(zhàn)”的報告中指出，許多組織現(xiàn)在更嚴格審查他們的人才管理流程(CIPD, 2010b)。此外，2008年的休伊特調(diào)查顯示，幾乎一半的企業(yè)研究在經(jīng)濟放緩期間，計劃增加或維持員工學習、工作投入和發(fā)展預(yù)算。（Beec

46、hler和Woodward，2009）</p><p>　　在人才管理文獻中寫了很多影響人才管理和人才保留的因素。Tymon等，（2010）在印度的研究發(fā)現(xiàn)，員工離職意愿的關(guān)鍵預(yù)測因子是對組織的滿意度和自豪度，和作為社會責任的雇主的看法。以往的研究表明，企業(yè)的社會責任，是促進員工參與社會活動，也與員工工作投入有關(guān)。其他關(guān)鍵因素包括：建立雇主和雇員關(guān)系（弗蘭克和泰勒，2004）的信任和開放的溝通渠道，促進員工工作投

47、入（Tarique和Schuler，2010年）。</p><p>　　3人才管理與規(guī)避員工離職的關(guān)系</p><p>　　假設(shè)2：人才管理與規(guī)避員工離職有正相關(guān)關(guān)系。</p><p>　　在當前競爭激烈的商業(yè)環(huán)境，人才管理的積極招聘有價值的員工和保留高績效的員工仍是關(guān)鍵(Smith, 2009)。是因為他們創(chuàng)造價值，除了組織的生產(chǎn)力。因此，他們被看做是關(guān)鍵的資產(chǎn)。

48、這些職位或個人的營業(yè)績的減少對組織的成功尤其重要。然而，逐漸提高的績效超過某個特定值，可能出現(xiàn)邊際收益遞減(Boudreau & Ramstad,2007年)。研究結(jié)果表明，工作不滿意可能是影響員工離職的決定，但未必是主要因素(Lee et al., 1999)。</p><p>　　研究表明，組織績效對員工離職與較高的社會資本有顯著的負面影響(Shaw et al., 2005)。尤其是，發(fā)現(xiàn)薪酬水平和

49、薪酬滿意度是導(dǎo)致這些員工為了其他機會，個人離職的微妙的預(yù)測因子(Griffeth et al., 2000)。為了有效的制定和以員工離職為基礎(chǔ)，對員工離職管理要求具有人才管理的基本原則和因果管理的知識。</p><p>　　4人才管理與員工價值增值的關(guān)系</p><p>　　假設(shè)3：人才管理與員工價值增值呈正相關(guān)。 員工的技能和能力，為組織增加了不同程度的價值。歸根結(jié)底，這是區(qū)別

50、與人力資源方式的人才管理。人才管理關(guān)注的是確定核心計劃安排，其對組織競爭優(yōu)勢具有前瞻性的差異影響。 有效的人才管理實踐是識別關(guān)鍵知識工作者，涉及初步考慮個體如何幫助組織實現(xiàn)目標、任務(wù)和戰(zhàn)略目標，并強調(diào)需要什么樣的技能(Jones, 2008)。因此，這個組織的戰(zhàn)略方向決定某項工作和某個員工獲得成功是非常重要的。為了確保人力資源有效的將最合適的人才部署在整個組織中，一些學者(Collings 和 Mellahi, 2009)集中

51、研究那些可能影響組織的競爭優(yōu)勢的關(guān)鍵人才的工作崗位。才華出眾的員工隨后證實為是填補那些人力資源很難招聘的職位。這類似于排斥人才管理的立場，它致力于填補“位置”與“一個扮演者”，支持“B扮演者”，和外包的“C扮演者”爾斯等人，2010年）。 有大量證據(jù)表明，當知識工作者需要用信息來解決復(fù)雜的問題(Assimakopoulos 和 Yan, 2006)，做出具有戰(zhàn)略意義的決定(Cross and Prusak, 2002)，或是評估

52、新技</p><p><b>　　5討論與結(jié)論 </b></p><p>　　員工離職存在很多問題，在某些情況下對組織具有毀滅性的打擊。然而，員工離職是一個復(fù)雜的現(xiàn)象。它不是連續(xù)的破壞，并在一些情況下甚至可能對組織有益的。建立和利用有效的，以實踐為基礎(chǔ)的指導(dǎo)方針和規(guī)避員工離職的戰(zhàn)略具有很多要求。例如，人力資源管理者有聯(lián)系的理解和結(jié)構(gòu)解釋什么是員工離職和對組織有什么影響

53、。這對創(chuàng)造一個無所不知的理解，定義員工離職的類型，了解與員工相關(guān)的成本和收益，并識別員工離職者對組織的重要性非常重要。因此，很多經(jīng)理人對員工離職有很重要的誤解。例如，許多管理者可能會認為一個離職者都是壞的，大多數(shù)人員離職是因為他們的工資，即工作不滿是員工離開的主要原因，很少經(jīng)理人能夠影響員工離職的決定，或者說一般最佳實踐是最好的方式來管理保留。這些誤解可能有害于組織和管理機構(gòu)，因為他們可能導(dǎo)致管理者制定未能減少員工離職的管理戰(zhàn)略，這些事

54、沒意義的成本，甚至那些會鼓勵不好的員工消除了最高生產(chǎn)力的員工。</p><p>　　人力資源管理者需要在組織中扮演更多的戰(zhàn)略角色，建立新的組織系統(tǒng)(Ringo et al., 2010)。雇主簡單的雇用工人只是利用他們的技能優(yōu)勢，因為它們是價值增值的最好來源。與此相反，在當今的知識型社會，人力資本無疑是企業(yè)競爭優(yōu)勢的最重要的戰(zhàn)略(Barlett和Goshal, 2002)，企業(yè)的領(lǐng)導(dǎo)者已專注于工作者的可用性和知識

55、技能為理想化。大多數(shù)從業(yè)者和學者一致認為，知識工作者都受過高等教育，并他們能夠適應(yīng)必須用信息和在特定情形下解決問題和創(chuàng)造新知識的環(huán)境，從而為組織生產(chǎn)力增加其價值(Davenport et al., 2002)。</p><p>　　然而，目前管理人才仍然是首要任務(wù)。就某方面的才華，他們需要培訓以學習新的知識。培訓解決方案應(yīng)能滿足動態(tài)競爭條件和滿足能力的要求。高質(zhì)量的培訓計劃有助于通過人力資源評估員工的技能，識別所

56、需的能力，開發(fā)所需的技能，知識、態(tài)度和提高績效(Abel, 2008)。</p><p>　　總之，所有的組織都意識到了自己的管理核心人才的價值，并已著手新的人力資源實踐，鼓勵人才管理作為重中之重，響應(yīng)變化或危機的產(chǎn)生是由于以知識為基礎(chǔ)的經(jīng)濟社會增強。人才管理的主要重點是吸引，部署，保留，開發(fā)和人才的利用和系統(tǒng)支持結(jié)構(gòu)，如在組織的信息技術(shù)系統(tǒng)和績效管理。最后，研究人員強調(diào)人才管理的后果，并提出各種策略以確保保留關(guān)