rsen, Cooper and Zhu, 2007).
出于某些原因，需要将人力资源管理与业务相结合。首先，集成为解决复杂的组织问题提供了更广泛的解决方案。第二，一体化确保在制定目标和评估实施能力时考虑到人力、财力和技术资源。第三，通过整合，组织必须明确考虑组成他们的个人，并必须执行政策。最后，在整合人力资源和战略关切方面的互惠性限制了战略考虑从属于人力资源偏好，并忽视了人力资源作为组织能力和竞争优势的重要来源。这减少了子优化的潜在来源。整合是指人力资源管理参与组织战略的制定和实施，并使人力资源管理与组织的战略需求保持一致。为了实现人力资源管理与企业战略的战略整合和协调，一份有文件证明的人力资源管理战略也很有用，因为它可以使人力资源管理者在企业决策中的作用和权威更加具体，并提高应对外部因素（如劳动力市场紧张）的能力。记录的人力资源管理战略有助于组织制定人力资源管理愿景和目标，并监控绩效。
To make HR managers more available for participation in strategic decision making processes, it is argued that the responsibility of routine execution and administration of HR practices should be delegated to line managers as they have direct and frequent contact with employees and a capacity to understand, motivate, control and respond quickly to employees (Andersen, Cooper and Zhu, 2007).
为了让人力资源经理更容易参与战略决策过程，有人认为，人力资源实践的日常执行和管理责任应委托给直线经理，因为直线经理与员工有直接和频繁的接触，并有能力理解、激励、控制和快速回应员工（Andersen、Cooper和Zhu，2007）。
The New Human Resources Management for the 21st Century 面向21世纪的新人力资源管理
HR must now be judged on whether it enhances the firm’s competitive advantage by adding real, measurable economic value as a business partner. The HR function and its processes now must become a strategic player (Beatty and Schneier, 1997).
人力资源部现在必须判断它是否通过增加作为商业伙伴的真实、可衡量的经济价值来增强公司的竞争优势。人力资源职能及其流程现在必须成为战略角色。
21st century HR requires factors like; increased centrality of people to organizational success, focus on whole systems and integrated solutions, strategic alignment and impact, capacity for change. These factors are described below briefly (Ruona and Gibson, 2004).
Increased Centrality of People to Organizational Success: Undoubtedly the most powerful force affecting the evolution of HRM is the increased centrality of people to organizational success. The emergence of resource based views of organizations has placed increasing importance on intellectual and social capital.
21世纪人力资源需要以下因素：；提高人员对组织成功的中心地位，关注整个系统和综合解决方案，战略协调和影响，变革能力。下文简要介绍了这些因素。
提高人对组织成功的中心地位：无疑，影响人力资源管理发展的最强大的力量是提高人对企业成功的中心作用。基于资源的组织观点的出现，使智力和社会资本日益受到重视。
Focus on Whole Systems and Integrated Solutions: It is clear that HRM has become increasingly systematic during their evolutions. With the strategic proactive role of HRM, the challenge for HRM is to continue to develop innovative systems by focusing on the integrated functions and systems of organization.
关注整个系统和综合解决方案：很明显，人力资源管理在其发展过程中变得越来越系统化。随着人力资源管理的战略性主动作用，人力资源管理面临的挑战是通过关注组织的综合职能和系统，继续开发创新系统。
Strategic Alignment and Impact: 21st century HR has become more integrated by its measurement efforts and it is expected that the importance of these efforts will increase in the coming years. This is all being driven by increased pressure to work on issues that are most important to the business and to provide organizational leaders with understandable information that helps them to make better and more strategic decisions about the workforce. Ultimately, it is essential to work together to enhance HR’s capacity to contribute to organizational and financial performance.
战略协调和影响：21世纪人力资源已经通过其测量工作变得更加整合，预计这些工作的重要性将在未来几年内提高。这一切都是由压力增加所推动的，即处理对企业最重要的问题，并向组织领导提供可理解的信息，帮助他们对员工做出更好、更具战略性的决策。最终，必须共同努力，提高人力资源部为组织和财务绩效做出贡献的能力。
Capacity for Change: Today’s organizations must thrive in complex and unpredictable environments and must be extremely agile. This demands the development and implementation of structures and processes that facilitate incremental change.
The new human resources management for the 21st century should play a strategic role by contributing the strategy formulation process and being a strategic partner during the implementation of these strategies. The HR practices should be designed consistent with the strategies of the organization taking into consideration the essential HR needs. In parallel with these, organizations can be able to be more flexible, flat and agile in order to struggle with the changes in the competitive environm
