ee behaviour should be fit with strategy of an organization. Amazon’s HR practices to a large extent are consistent with Preffer’s seven best practices. In particular, the company organizes small teams to reduce differences in status, encourages self-management of employees, and invest much in staff training and development. Amazon also advocates in-group and departmental sharing to trigger creativity. The SHRM model of “best fit” explains how senior management decisions effectively align with employee behaviour to develop Amazon into a successful e-commerce giant. As employees clear understand and recognize the corporate culture and work in a flexible team-based manner, they will be motivated to propose new ideas and improve organizational performance.
本篇paper认为亚马逊的上述做法可以用SHRM理论来解释。SHRM指出，组织应该找到一种方法，将人力资源决策与战略目标联系起来，或者将最佳实践作为提高组织绩效的一种方法。Pfeffer总结了七种最佳实践，包括减少身份差异、高薪取决于团队、就业保障、实行公开账簿管理、将员工组织成自我管理的团队、对人员进行投资以及在招聘中有选择性。此外，Schuler和Jackson认为，人力资源政策和员工行为应符合组织的战略。亚马逊的人力资源实践在很大程度上与Preffer的七个最佳实践相一致。特别是，该公司组织小型团队以减少地位差异，鼓励员工自我管理，并在员工培训和发展方面投入大量资金。亚马逊还提倡在小组和部门内共享，以激发创造力。“最佳匹配”的SHRM模型解释了高级管理层的决策如何有效地与员工行为相一致，从而将亚马逊发展成为一个成功的电子商务巨头。当员工清楚地理解和认可企业文化，并以灵活的团队方式工作时，他们将有动力提出新想法，提高组织绩效。
Research findings of SHRM to a large extent can explain Amazon’s HR policies. For example, Amazon’s “two pizza rule” and aggressive corporate culture fit Preffer’s best practices in several aspects. Besides that, Amazon really systemically designed and arranged its human resource activities (e.g. staff training) to support pursuit of strategic goals (e.g. constant innovation, create added-value to society), which is consistent with the definition and characteristics of SHRM (Wright & McMahan, 1992). However, SHRM theory still has some limitations. For example, Amazon has multiple departments with different functions and job positions (e.g. technical, financial, marketing, logistics), which leave a question with SHRM, that is whether it is necessary to develop different HR polices for different employees. If so, a variety of broader fairness issues will occur. Besides that, the concept of “best practices” is paradoxical, because they are situational and not the norm in many cases.
SHRM的研究结果在很大程度上可以解释亚马逊的人力资源政策。例如，亚马逊的“两个披萨规则”和积极的企业文化在几个方面符合Preffer的最佳实践。除此之外，亚马逊真正系统地设计和安排了其人力资源活动（如员工培训），以支持追求战略目标（如不断创新、为社会创造附加值），这与SHRM的定义和特征一致。然而，SHRM理论仍有一定的局限性。例如，亚马逊有多个部门，具有不同的职能和职位（如技术、财务、营销、物流），这给SHRM留下了一个问题，即是否有必要为不同的员工制定不同的人力资源政策。如果是这样，就会出现各种更广泛的公平问题。除此之外，本篇paper认为“最佳做法”的概念是自相矛盾的，因为它们是情境性的，在许多情况下不是规范。
2. Recruitment and selection 招聘和选拔
Bezos has made a strict process to recruit talents and select candidates. Amazon implements a standardized and simplified recruitment mechanism supported by Bar Raiser. The company has two mandatory recruitment standards, including performance and qualification (Rossman, 2016). Meanwhile, the company attaches much importance to potential long-term value contribution of employees. Amazon assigns Bar Raisers to strictly evaluate candidates from the perspective of corporate culture and leadership principle (Heskett, 2015). Bar Raisers also discuss with other interviewers at the final selection stage and have the veto right, so as to ensure candidates can improve talent standards of the entire organization. Bezos believes that having a diverse staff team is the key to Amazon’s constant innovation and long-term competitiveness, so he embraces creative talents from diverse backgrounds (Bhatnagar & Jaiswal, 2018). As a result, Amazon’s staff team includes professional skater, literature scholar, artist, rock singer etc. To control recruitment cost, Amazon does not adopt traditional writing test, but implements online application and screening.
贝索斯制定了一个严格的招聘人才和选拔候选人的程序。亚马逊实施了由BarRaiser支持的标准化和简化的招聘机制。该公司有两个强制性招聘标准，包括绩效和资格。同时，公司非常重视员工潜在的长期价值贡献。亚马逊指派Bar Raisers从企业文化和领导原则的角度严格评估候选人。Bar Raisers还在最终选拔阶段与其他面试官进行讨论，并拥有否决权，以确保候选人能够提高整个组织的人才水平。贝佐斯认为，拥有多元化的员工团队是亚马逊持续创新和长期竞争力的关键，因此他拥抱来自不同背景的创意人才。因此，亚马逊的员工团队包括职业滑冰运动员、文学学者、艺术家、摇滚歌手等。本篇paper指出为了控制招聘成本，亚马逊不采用传统的写作测试，而
