anning also links strategic management and business planning with these systems (Greer, 1995).
受这些因素的影响；人力资源规划人员开始学习战略规划的语言和技巧，在人力资源领域采取更积极主动的立场来促进战略思维，并将人事职能远远超出其传统活动的范围。人力资源可以通过多种方式为战略和战略规划做出贡献。绩效评估、人员配置、培训和薪酬等系统有助于管理人员实施组织的战略计划。人力资源规划还将战略管理和业务规划与这些系统联系起来。
The concept of strategic human resource management evolved with an emphasis on a proactive, integrative and value-driven approach to HRM. Strategic HRM, views human resources as assets for investment and the management of human resources as strategic rather than reactive, prescriptive and administrative. The definition of strategic HRM highlights two important dimensions that distinguish it from traditional HRM. Vertically, it links HR practices with the strategic management process of the firm and horizontally, it emphasizes that HR practices are integrated and support each other (Andersen, Cooper and Zhu, 2007).
战略人力资源管理的概念是随着对人力资源管理采取主动、综合和价值驱动的方法而发展起来的。战略性人力资源管理将人力资源视为投资资产，将人力资源管理视为战略性而非反应性、规范性和行政性。战略人力资源管理的定义突出了它与传统人力资源管理不同的两个重要方面。纵向上，它将人力资源实践与公司的战略管理过程联系起来，横向上，它强调人力资源实践是相互整合和支持的。
Most of the writings indicating greater integration between HRM and strategic business planning take either of two predominant approaches. One group of authors suggest a reactive role for the HR function, viewing organization strategy as the driving force determining HRM strategies and policies. These authors have concentrated on developing specific HRM strategies to fit identified business objectives. They contend that HR systems such as selection, training and compensation should be tailored to match the company’s objectives and product life cycles. A second group of authors suggest that HR should also play a more central and proactive role by becoming involved in the strategy formulation process itself (Golden and Ramanujam, 1985).
大多数表明人力资源管理与战略业务规划之间更大整合的著作都采用两种主要方法之一。一组作者建议人力资源职能部门发挥反应性作用，将组织战略视为决定人力资源管理战略和政策的驱动力。这些作者专注于制定特定的人力资源管理战略，以适应确定的业务目标。他们认为，人力资源系统（如选拔、培训和薪酬）应根据公司的目标和产品生命周期进行调整。第二组作者建议，人力资源部也应通过参与战略制定过程本身，发挥更为核心和主动的作用。
As a result, today’s leading edge human resources staff is actively engaged on the management team, contributing participants in the planning and implementation of necessary changes. Human resource staff needs to be business oriented, aligned with the business and effective as consultants and business partners. The integration of human resources with the business requires a new paradigm for managing human resources in an organization (Walker, 1994).
因此，当今领先的人力资源员工积极参与管理团队，参与必要变革的规划和实施。人力资源员工需要以业务为导向，与业务保持一致，并作为顾问和业务合作伙伴发挥作用。人力资源与企业的整合需要一种新的组织人力资源管理模式。
It is desirable to integrate human resources management and business for some reasons. First, integration provides a broader range of solutions for solving complex organizational problems. Second, integration ensures that human, financial and technological resources are given consideration in setting goals and assessing implementation capabilities. Third, through integration organizations must explicitly consider the individuals who comprise them and must implement policies. Finally, reciprocity in integrating human resources and strategic concerns limits the subordination of strategic considerations to human resources preferences and the neglect of human resources as a vital source of organizational competence and competitive advantage. This reduces a potential source of sub optimization (Lengnick-Hall and Lengnick-Hall, 1988).Integration refers to the involvement of HRM in the formulation and implementation of organizational strategies and the alignment of HRM with the strategic needs of an organization. To achieve strategic integration and alignment of HRM with business strategies, a documented HRM strategy would also be useful as it can make more concrete the role and authority of HR managers in corporate decision making and increase capacity to cope with externalities such as a tight labour market. A documented HRM strategy helps the organization to develop and HRM vision and objectives and to monitor performance (Ande
