是实施在线申请和筛选。
Recruitment and selection are two indispensable HR policies in most modern organizations. The process usually consists of business or workforce needs, job-competency analysis, job description and personal specification, attracting application, candidate selection, make appointment, joining and introduction, which is valid in the case of Amazon (CIPD, 2013). Barber (1998) defines recruitment as activities with the basic purpose of attracting and identifying potential employees. Obviously, Amazon’s activities and practices around recruitment can profoundly influence the specific type and number of candidates, job acceptance and whether applicants withdraw from the recruitment process. For Amazon, recruitment is of great importance to organizations because less applicants can lead to lack of talents, while improper recruitment can bring extra costs on training. Amazon has developed a “brand” as an ideal place to work (CIPD, 2015). The company always stresses “we are creating history” and “we were establishing a permanent enterprise” to attract innovative talents with a belief in Amazon. As for selection, it is a process that managers adopt certain tools to choose from a pool of candidates for job vacancies (Bratton & Gold, 2012). Memon et al. (2014) argue that, when selecting people, organizations need to apply person-organization (P-O) fit, because it helps organizations gain competitive advantage, attract and retain talents for long-term development, and reduce turnover. Amazon attaches extreme importance to P-O fit. For example, the company only selects those candidates with a great understanding of its 14 leadership principles and a firm belief in Amazon’s future (Rossman, 2016).
在大多数现代组织中，招聘和选拔是两项不可或缺的人力资源政策。该过程通常包括业务或劳动力需求、工作能力分析、职位描述和个人规范、吸引申请、候选人选择、预约、加入和介绍，本篇paper认为这在亚马逊的情况下有效。Barber将招聘定义为以吸引和识别潜在员工为基本目的的活动。显然，亚马逊围绕招聘的活动和做法会深刻影响求职者的具体类型和数量、工作接受度以及求职者是否退出招聘过程。对于亚马逊来说，招聘对组织来说非常重要，因为申请者少会导致人才短缺，而招聘不当会带来额外的培训成本。亚马逊开发了一个“品牌”作为理想的工作场所。该公司始终强调“我们正在创造历史”和“我们正在建立一个永久性的企业”，以吸引对亚马逊充满信心的创新人才。至于选拔，Paper认为这是一个管理人员采用某些工具从职位空缺候选人库中进行选择的过程。Memon等人认为，在选人时，组织需要应用人组织匹配，因为这有助于组织获得竞争优势，吸引和留住人才以实现长期发展，并减少人员流动。亚马逊非常重视P-O健身。例如，该公司只选择那些对其14项领导原则有深刻理解并对亚马逊未来有坚定信念的候选人。
Existing theories of recruitment and selection to a large extent can well explain Amazon’s activities and practices. The company makes recruitment and selection a key part of HRM and sets strict standards to achieve P-O fit. Amazon’s recruitment policies have a strategic basis, because senior management see talents as a source of sustainable competitive advantage. In addition, Amazon’s recruitment and selection activities demonstrate validity and value of employer branding. Specifically, Amazon has successfully branded itself distinctive with intangible qualities and attributes to attract to talents who will perform their best in the organizational culture. However, many studies show that interviews cannot ensure P-O fit effectively, because an interviewee may conceal the true self intentionally to appeal to the potential employer (Pilbeam & Corbridge, 2010). It is paradoxical that Amazon and many other organizations still adopts the interview approach to select candidates.
本篇paper提出现有的招聘和选拔理论在很大程度上可以很好地解释亚马逊的活动和实践。该公司将招聘和选拔作为人力资源管理的关键部分，并制定了严格的标准来实现P-O匹配。亚马逊的招聘政策具有战略基础，因为高级管理层将人才视为可持续竞争优势的来源。此外，亚马逊的招聘和选拔活动证明了雇主品牌的有效性和价值。具体而言，亚马逊成功地用无形的品质和属性为自己打上了与众不同的烙印，以吸引那些在组织文化中表现最好的人才。然而，许多研究表明，面试不能有效地确保P-O适合，因为面试者可能会故意隐瞒真实的自我，以吸引潜在的雇主。自相矛盾的是，亚马逊和许多其他组织仍然采用面试的方式来选择候选人。
3. Performance and reward management 绩效和奖励管理
Amazon has a controversial performance and reward management system. Amazon (2018)’s compensation system consists base salary, signing bonus, and restricted share units (RSU). It also provides many welfares to employees, including medical insurance, 401(k) plan, family support network, adoption subsidy, Leave Share and Ramp Back, employee discount, and paid leave. Amazon offers limited incentives to new employees, but provides more incentives to those who have served the c
