家族企业人才流失外文.doc

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1、毕业设计(论文)外文文献翻译 2011 届译文一：系统化的人才管理，企业的核心问题 译文二：员工离职的文献 学生姓名 劳振峰 学 号 0201070213 系 别 经济与管理系 专业班级 工商管理0702班 指导教师 叶国灿 完成日期 2010年11月 SCHEMATIZING TALENT MANAGEMENT, A CORE BUSINESS ISSUESchehar Bano1 Introduction Talent management is of core to the vitality of the business to meet and exceed current as we

2、ll as future business strategies and goals. Framework of talent management proactively anticipates and meets business talent demand which is necessary to successfully execute the business strategy. It insights into the business strategy, then accordingly develops as well as retains prior talent and

3、attracting new talent to cope with the strategic needs in order to get best utilization out of tools and processes to deliver talent management solutions.The concept of talent management was derived from World War II (Cappelli, 2008), however its strategic importance has been realized when McKinsey

4、consultants group claimed the human resource as “War for Talent” in late 1990s (Scullion and Collings, 2010). This war for talent was prompted by the realization that talent shortages were increasingly becoming one of the biggest human resource concerns for multinational corporations (Makela et al.,

5、 2010). Thus, the organizations interested in maximizing productivity and effectiveness adopted systematic and rigorous approaches for attracting, selection, development and retention of talented key employees (Huselid et al., 2005). Thus, find and retains the right person possessing exactly aligned

6、 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 acquires the competitive advantage and adjoin the business requirements, firms need t

7、o reckon, select and groom through training and developing their work force in such a way that ultimately supports in achieving the organizational goals and out lays the clear career path line to the employees. Organizations must be interactive and discuss their talent management programs strategica

8、lly with their work groups. Key terms, core concepts and implementation step by step practices relating to talent management analyses and examines life cycle of talent management from acquisition of talent to its retirement.Talent management is increasingly a part of the corporate strategy for most

9、of the organizations and one does not needs to struggle in order to have access to the literature related to attracting, development and retention of talent. Corporate sector has emerged with immense importance of talent management. For example, CEO A.G. Lafley of worlds largest consumer company nam

10、ely Procter & Gamble claims that he spends one-third to one-half of his time in developing talent (Holstein, 2005). In comprehensive reviews of the talent management literature, Tarique and Schuler (2010) note that many studies have limited focus on human resource practices in context of recruiting

11、talent management, leadership and succession planning development. In order to establish its academic merits, Huselid et al., (2005) have argued that talent management needs to be differing from other HUMAN RESOURCE approaches so that it may focus on identifying the core positions.2 Relationship of

12、Talent Management with Employee Work Engagement H1: Talent Management is positively associated with Employee Work Engagement.Although, this is commonly understandable that employees remain engaged with their work in favorable work settings because they are paid for it, however, literature also hints

13、 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 the commitment of talent management to human resources resulting in lower rate of employee turnover with highe

14、r volume of employee commitment and engagement, Consequently, employee engagement has significant effect on productivity or output of employees and in retention of talent. Despite many citations of an organizational lack of proficiency in talent management (Cappelli, 2008), a 2008 CIPD report “the w

15、ar on talent” found that organizations are now placing greater scrutiny on their talent management processes (CIPD, 2010b). Further, a 2008 Hewitt survey revealed that almost half of the companies studied planned to increase or sustain employee learning, engagement and development budgets during the

16、 economic slowdown (Beechler and Woodward, 2009). Much has been written in the talent management literature on factors contributing to talent engagement and retention. Tymon et al., (2010) research in India found that the key predictors of employees intention to leave are satisfaction with and pride

17、 in the organization and perception 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. Other key factors include building trust and open comm

18、unication channels into the employer-employee relationship (Frank and Taylor, 2004) and fostering employee engagement (Tarique and Schuler, 2010).3 Relationship of Talent Management with Employee Turnover Avoidance H2: Talent Management is positively associated with Employee Turnover Avoidance. In t

19、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 valuable addition to the organizational productivity. Therefore, they are regard

20、ed as key asset. The turnover reduction of these positions or individuals may be particularly important for organizational success; however, improving retention beyond a certain point may present diminishing marginal returns (Boudreau & Ramstad, 2007).the research highlights that dissatisfaction in

21、job may not be the major cause of individuals turnover decision (Lee et al., 1999). Research shows that organizational performance has significantly negative impact on employee turnover with higher social capital (Shaw et al., 2005). In specificity, it is discovered that what leads these employees t

22、o these other opportunities is that the pay level and pay satisfaction are comparably delicate predictors of individual turnovers (Griffeth et al., 2000). To effectively develop and implement evidence-based guidelines for managing turnover requires knowledge of underlying talent management principle

23、s and cause-effect relationships. 4 Relationship of Talent Management with Employee Value Addition H3: Talent Management is positively associated with Employee Value Addition.Employee skills and capabilities that adds varying degrees of value to the organization. Ultimately, this is where talent man

24、agement differs from other human resource approaches. Talent management is concerned with identifying the core designation arrangements which have the prospective to differentially effects on the organizational competitive advantage and consecutively. Effective talent management practices for identi

25、fying key knowledge workers involve initially considering how individuals can help the organization to achieve its vision, mission and strategic goals, and highlighting what skills and talents are required (Jones, 2008). Hence, the organizations strategic direction determines which jobs and which em

26、ployees are most important to achieving success. To help ensure that the most appropriate talent is effectively deployed the human resource throughout the organization, some researchers (Collings and Mellahi, 2009) focus on those pivotal talent positions that may impact on organizational competitive

27、 advantage. Talented employees are subsequently identified to fill those positions human resource tough recruiting ahead of the curve. This is similar to the Exclusive Positions perspective of talent management which seeks to fill “A positions” with “A players”, fill support positions with “B player

28、s”, and outsource “C players” (Iles et al, 2010). There is extensive evidence available which shows 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 (

29、Whelan et al., 2010), they invariable turn to their personal contacts, even when a world class knowledge management system is in place (Cross and Borgatti, 2002). 5 Discussion and ConclusionEmployee turnover was found certainly problematic and in some cases devastating for organizations. However, tu

30、rnover is a complex phenomenon. It is not constantly destructive, and in several cases may even be beneficial for organizations. Establishing and utilizing effective evidence-based guidelines and strategies for refraining turnovers have many requirements. For instance, human resource managers have a

31、 linked comprehension and structure for interpreting what turnover is and how it affects the organization. It is important to create an omniscient understanding that defines the types of turnovers, understands the costs and benefits associated with them, and identifies the importance of turnovers to

32、 an organization. As a result, many managers hold important misconceptions about turnover. For example, many managers may believe that turnover is uniformly bad, that most employees quit their jobs because of pay, that job dissatisfaction is the primary reason people leave, that there is little mana

33、gers can do to affect individual turnover decisions, or that generic best practices are the best way to manage retention. These misunderstandings can be harmful to organizations and to managerial authorities since they may lead managers to enact unbeneficial strategies that fail to decrease turnover

34、, that are not cost friendly, or even those that encourage the wrong employees while eliminating the most productive ones. Human resource managers need to implement more strategic roles to set up new organizational systems in their organizations (Ringo et al., 2010). Employers simply hire workers to

35、 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 todays knowledge-based society (Barlett and Goshal, 2002), connoting that firm leaders have become very focused on the

36、 issue of the availability and skills of knowledge workers that is desired. Most practitioners and scholars agree that knowledge workers are highly educated and are able to adapt to an environment where they must work with information and apply their intellect in specific circumstances to solve prob

37、lems and create new knowledge, thus adding their value to the organizational productivity (Davenport et al., 2002). However, managing their talent remains on the top priority. With respect to one aspect of their talent, they require trainings to acquire new knowledge. Training solutions should be re

38、sponsive to dynamic competitive conditions and aligned with competency requirements. High quality training programs help assess employee skills through human resource rating; identify required competencies; develop skills, knowledge and attitudes; and improve performance (Abel, 2008). In summary, al

39、l 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 change or crisis arises due to enhancements in knowledge based economic society. The major focus

40、of talent management is on the attraction, deployment, retention, development and utilization of talent and implementation of support structures like information technology systems and performance management in the organization. Finally, researchers highlight the consequences of talent management an

41、d suggested various strategies to ensure the retention of key talent, employee engagement and value addition.系统化的人才管理，企业的核心问题 施克尔柏诺1前言人才管理是企业活力的核心，满足并超越企业当前和今后的经营战略和目标。积极的人才管理框架预测和满足企业人才的成功执行企业策略的需求，人才管理框架深入到企业战略的见解，并据此协助人才战略来开发和保留现有人才和吸引新人才的需求，以有效利用方法和过程，提供了人才管理解决方案。人才管理的概念源于第二次世界大战（卡普利，2008），当麦肯锡顾

42、问组织在1990年底声称人力资源可以看做是 “人才争夺战” （Scullion的和科林斯，2010年），他已意识到人才管理战略重要性。人才争夺战是由于人才短缺日益成为跨国公司的最大人力资源问题之一（马卡拉等，2010）而引发的。因此，组织为了使生产力最大化和高效率，而采取系统化和严格的方式来吸引、选拔、发展和保留关键人才。（Huselid等，2005）因此，寻找和保留合适的，确实拥有天赋的人，与实现一个公司的市场竞争力是不相一致的。公司可能也具备实施正确的配置、程序、制度体系和实践的地方(Lawler,2008)。为了获得竞争优势和满足企业的需求，公司评估、选拔和通过培训来培养和发展员工的劳动

43、力，这种方式最终支持了组织目标的实现，为员工奠定了清晰的职业道路。组织必须要跟工作小组互动并讨论他们的人才管理计划战略。从有关人才管理的关键术语、核心概念和实施步骤，来分析和检验人才的吸收到退休的人才管理周期。人才管理日益成为企业战略的一部分，一个组织不需要调阅有关的吸引，发展和留住人才的文献。企业领域出现了人才管理的重要性。例如，世界上最大的消费品公司宝洁公司的首席执行官A.G. Lafley 宣称，他花了三分之一到一半的时间再培养天赋上(Holstein, 2005)。综合评审有关人才管理的文献，Tarique 和 Schuler (2010)指出，很多研究都局限于人力资源的招聘人才管理、

44、领导和继任计划发展的范围的实践。为了建立其学术的价值，Huselid, (2005)认为人才管理必须不同于其他人力资源的方式，以便能够专注于核心职位的识别。2人才管理与员工工作投入的关系 假设1：人才管理与员工工作投入有正相关关系。虽然，这就是通常理解的员工在良好的工作环境中保持从事的工作，因为他们是有偿的。然而，从文献可知，工作投入是来自工作满意度，在大多数情况下是源自于有效的人才管理实施。有效的人才管理程序和体系，体现了人力资源的人才管理的承诺，降低员工离职率和较高的员工参与，因而，员工工作投入对生产力或员工的离职和保留人才具有显著的影响。尽管很多组织缺乏人才管理的能力，但在2008年CI

45、PD关于“人才争夺战”的报告中指出，许多组织现在更严格审查他们的人才管理流程(CIPD, 2010b)。此外，2008年的休伊特调查显示，几乎一半的企业研究在经济放缓期间，计划增加或维持员工学习、工作投入和发展预算。（Beechler和Woodward，2009）在人才管理文献中写了很多影响人才管理和人才保留的因素。Tymon等，（2010）在印度的研究发现，员工离职意愿的关键预测因子是对组织的满意度和自豪度，和作为社会责任的雇主的看法。以往的研究表明，企业的社会责任，是促进员工参与社会活动，也与员工工作投入有关。其他关键因素包括：建立雇主和雇员关系（弗兰克和泰勒，2004）的信任和开放的沟通

46、渠道，促进员工工作投入（Tarique和Schuler，2010年）。3人才管理与规避员工离职的关系假设2：人才管理与规避员工离职有正相关关系。在当前竞争激烈的商业环境，人才管理的积极招聘有价值的员工和保留高绩效的员工仍是关键(Smith, 2009)。是因为他们创造价值，除了组织的生产力。因此，他们被看做是关键的资产。这些职位或个人的营业绩的减少对组织的成功尤其重要。然而，逐渐提高的绩效超过某个特定值，可能出现边际收益递减(Boudreau & Ramstad,2007年)。研究结果表明，工作不满意可能是影响员工离职的决定，但未必是主要因素(Lee et al., 1999)。研究表明，组织

47、绩效对员工离职与较高的社会资本有显著的负面影响(Shaw et al., 2005)。尤其是，发现薪酬水平和薪酬满意度是导致这些员工为了其他机会，个人离职的微妙的预测因子(Griffeth et al., 2000)。为了有效的制定和以员工离职为基础，对员工离职管理要求具有人才管理的基本原则和因果管理的知识。4人才管理与员工价值增值的关系假设3：人才管理与员工价值增值呈正相关。 员工的技能和能力，为组织增加了不同程度的价值。归根结底，这是区别与人力资源方式的人才管理。人才管理关注的是确定核心计划安排，其对组织竞争优势具有前瞻性的差异影响。 有效的人才管理实践是识别关键知识工作者，涉及初步考虑个

48、体如何帮助组织实现目标、任务和战略目标，并强调需要什么样的技能(Jones, 2008)。因此，这个组织的战略方向决定某项工作和某个员工获得成功是非常重要的。为了确保人力资源有效的将最合适的人才部署在整个组织中，一些学者(Collings 和 Mellahi, 2009)集中研究那些可能影响组织的竞争优势的关键人才的工作岗位。才华出众的员工随后证实为是填补那些人力资源很难招聘的职位。这类似于排斥人才管理的立场，它致力于填补“位置”与“一个扮演者”，支持“B扮演者”，和外包的“C扮演者”尔斯等人，2010年）。 有大量证据表明，当知识工作者需要用信息来解决复杂的问题(Assimakopoulos 和 Yan, 2006)，做出具有战略意义的决定(Cross and Prusak, 2002)，或是评估新技术(Whelan et al., 2010)，他们一成不变的转向个人接触，即使当一个世界级的知识管理体系到位(Cross 和Borgatti, 2002)。5讨论与结论 员工离职存在很多问题，在某些情况下对组织具有毁灭性的打击。然而，员工离职是一个复杂的现象。它不是连续的破坏，并在一些情况下甚至可能对组织有益的。建立和利用有效的，以实践为基础的指导方针和规避员工离职的战略具有很多要求。例如，人力资源管理者有联系的理解和结构解释什么是员工离职和对组织有什么