和劳动力等因素的变化，人力资源管理开始受到组织的更多关注，并成为一个正式的部门。人力资源重要性的提高并非偶然。相反，这些趋势是商业环境具体变化的函数。随着全球化速度的加快，企业在全球环境中的竞争能力越来越取决于拥有合适的人才。来自竞争对手、股东和客户的压力要求人们能够在竞争之前创造新的产品、服务和流程
Strategic Human Resources Management 战略人力资源管理
It is now widely accepted that an organization’s success is determined by decisions employees make and behaviors in which they engage. Managing people as an organization’s primary asset has inspired HR to become increasingly more effective at developing programs and policies that leverage talent to align with organizational competencies and at executing organizational strategy (Ruona and Gibson, 2004).
现在人们普遍认为，一个组织的成功取决于员工做出的决定和他们参与的行为。将人作为组织的主要资产进行管理，激励人力资源部在制定计划和政策方面变得越来越有效，这些计划和政策利用人才与组织能力相一致，并执行组织战略。
The importance of fitting structure, systems and management practices to an organization’s stage of development is widely accepted. As the organization grows and develops, it needs change. By understanding how an organization changes as it grows, it is possible to understand how human resource management must change (Baird and Meshoulam, 1988). Perhaps the change that has most impacted organizations in the past decade has been the growing realization that people are an organization’s primary source of competitive advantage.
适应组织发展阶段的结构、系统和管理实践的重要性被广泛接受。随着组织的成长和发展，它需要改变。通过了解一个组织在成长过程中如何变化，就有可能了解人力资源管理必须如何变化。也许在过去十年中对组织影响最大的变化是人们越来越认识到人是组织竞争优势的主要来源。
The field of HRM has recently seen the human resources that it selects, trains and retains move from a supportive to a strategic role in organizations. This occurred because in strategic management sources of competitive advantage were no longer sought in external, but in the internal environment of a firm, namely in its resources, particularly its human ones. Accordingly the field of HRM reconsidered its own role, resulting in the emergence of a new distinct discipline termed Strategic Human Resources Management (Wielemaker and Flint, 2005).
人力资源管理领域最近发现，它选择、培训和保留的人力资源在组织中从支持性角色转变为战略性角色。这是因为在战略管理中，竞争优势的来源不再是在外部，而是在企业的内部环境中，即其资源，特别是人力资源中。因此，人力资源管理领域重新考虑了其自身的作用，从而产生了一个新的独特学科，称为战略人力资源管理。
Recent works on business strategy have indicated that firms’ competitive advantage can be generated from firm human resources. According to the resource based view, the firm that can develop sustained competitive advantage through creating value in a manner that is rare and difficult for competitors to imitate. Traditional sources of competitive advantage such as natural resources, technology and economics of scale have become increasingly easy to imitate (Chang and Huang, 2005).
最近关于企业战略的研究表明，企业的竞争优势可以从企业人力资源中产生。根据基于资源的观点，企业能够通过创造价值来发展持续的竞争优势，这种方式对于竞争对手来说是罕见且难以模仿的。传统的竞争优势来源，如自然资源、技术和规模经济，越来越容易模仿。
Driven by a number of significant internal and external environmental factors, HRM has progressed from a largely maintenance function to the source of sustained competitive advantage for organizations operating in a global economy (Ferris et al., 1999: 385). Environmental factors such as uncertainty, technological innovation and demographic changes affect human resource strategy.
Numerous environmental characteristics have been investigated to determine how they constrain human resources or strategy formulation ((Lengnick-Hall and Lengnick-Hall, 1988).
在一系列重要的内部和外部环境因素的推动下，人力资源管理已从主要的维护职能发展成为在全球经济中运营的组织持续竞争优势的来源。不确定性、技术创新和人口变化等环境因素影响着人力资源战略。
已经对许多环境特征进行了调查，以确定它们如何约束人力资源或战略制定。
By the effect of these factors; human resource planners started to learn the language and techniques of strategic planning, assumed a more proactive stance in promoting strategic thinking in the human resources area and extended the personnel function well beyond the limits of its traditional activities (Miles and Snow, 1984). Human resources can make contributions to strategy and strategic planning in a number of ways. Systems such as performance appraisal, staffing, training and compensation help enable managers to implement the organization’s strategic plan. Human resources pl
