HRM Paper写作范文参考：A Critical Analysis of Amazon’s Approach to People Management

HRM Paper写作范文参考-亚马逊人事管理方法的批判性分析。本文是一篇留学生人力资源管理（Human Resource Management）paper写作范文参考，主要内容是讲述亚马逊由杰夫·贝佐斯于1995年成立，当时是一家在线书店，但它已迅速发展成为全球最大的电子商务公司之一，拥有22.4万名员工。2018年，亚马逊以超过9000亿美元的市值成为世界第二大公司。本篇paper认为其巨大的商业成功与独特的商业模式和人员管理密切相关。然而，该公司也因其苛刻的员工管理方式而受到许多批评。本篇paper根据堪萨斯大学发布的一份报告，与其他互联网公司（如苹果、谷歌）相比，亚马逊的员工对自己的工作不太满意。也就是说，公司的人力资源管理HRM实践还存在一些弊端。基于相关概念、理论和事实，本篇paper批判性地分析了亚马逊的人事管理方法，并对其未来的人力资源管理实践提出了建议。具体而言，本篇paper对亚马逊的战略人力资源管理、招聘和选拔、绩效和奖励管理进行了描述、分析和评估，并最终为公司提出了建议。下面就一起来看一下这篇HRM Paper写作范文参考的具体内容。

Amazon was established by Jeff Bezos in 1995 as an online bookstore, but it has rapidly developed into one of the largest e-commerce companies with 224,000 employees worldwide (Rossman, 2016). In 2018, Amazon became the world’s second largest company by market value with over $900 billion (Bhatnagar & Jaiswal, 2018). Its great business success is closely related to the unique business model and people management. However, the company has also received much criticism due to its harsh approach to manage employees. According to a report released by Kansas University, comparing to other internet companies (e.g. Apple, Google), employees of Amazon are less satisfied with their jobs (Matthews et al., 2018). That is to say, there are still some drawbacks in the company’s human resource management HRM practices. Based on relevant concepts, theories, and facts, this paper critically analyzes Amazon’s approach to people management and makes recommendations for its future HRM practices. Specifically, this paper describes, analyzes, and evaluates Amazon’s strategic human resource management (SHRM), recruitment and selection, performance and reward management, and finally makes suggestions for the company.
1. Strategic human resource management (SHRM) 战略人力资源管理
Since the first day of sales, Bezos has always been dedicated to improving social efficiency and creating more value (Rossman, 2016). Amazon’s strategic goal is abandoning short-term profits but aiming to obtain long-term competitive advantage. Amazon is a just company, but it has a flexible and dynamic structure. To support Amazon’s corporate strategy, the company has established a unique “two pizza rule”, namely teams should be as small as only need two pizzas as a meal. Small teams ensure high sensitivity and high involvement (Rossman, 2016). Besides that, Amazon’s corporate culture pushes staff to go beyond conventions to develop innovative ideas and solutions. Amazon has a complete employee training program. The company sees each employee as a growing talent, and makes staff training as an important way to develop personality and capability of employees (Amazon, 2018). For example, Bezos often stressed that, employees’ personality should be treated equally with group character of Amazon through training (Kantor & Streitfeld, 2015). In particular, Amazon’s training program helps employees to get involved in the organization culturally and spiritually. When they have an in-depth understanding of Amazon’s business philosophy, they will be able to better perform their personality and ability.
从销售的第一天起，贝索斯就一直致力于提高社会效率和创造更多价值。亚马逊的战略目标是放弃短期利润，但旨在获得长期竞争优势。亚马逊是一家公正的公司，但它有一个灵活而动态的结构。本篇paper指出为了支持亚马逊的企业战略，该公司制定了一条独特的“两个披萨规则”，即团队应该小到一顿饭只需要两个披萨。小型团队确保高灵敏度和高参与度。除此之外，亚马逊的企业文化推动员工超越传统，开发创新的想法和解决方案。亚马逊有一个完整的员工培训计划。公司将每位员工视为成长中的人才，并将员工培训作为培养员工个性和能力的重要途径。例如，贝佐斯经常强调，通过培训，员工的个性应该与亚马逊的群体性格平等对待。特别是，亚马逊的培训计划帮助员工在文化和精神上融入组织。当他们深入了解亚马逊的商业理念时，他们将能够更好地发挥自己的个性和能力。
Amazon’s above practices can be explained by SHRM theory. SHRM indicates that an organization should find a way to connect HR decisions with strategic goals or to make best practices a way to improve organizational performance. Pfeffer (1998) summarized seven best practices, including reducing status differences, high pay contingent on group, employment security, practicing open-book management, organizing staff into self-managing teams, investing in people, and being selective in recruitment. In addition, Schuler and Jackson (1987) argued that HR policies and employ