ent by gaining competitive advantage with their HR assets.
变革能力：当今的组织必须在复杂和不可预测的环境中蓬勃发展，并且必须极其灵活。这需要制定和实施促进渐进式变革的结构和流程。 21世纪新的人力资源管理应发挥战略作用，为战略制定过程作出贡献，并在实施这些战略过程中成为战略伙伴。人力资源实践的设计应符合组织的战略，并考虑到基本的人力资源需求。与此同时，组织可以更加灵活、扁平和灵活，通过人力资源资产获得竞争优势，应对竞争环境的变化。
HR professionals need to lead flatter organizations by encouraging individuals to exercise more initiative, autonomy and accountability by providing tools and techniques that improve their effectiveness and by enabling the acquisition of critical competencies through continuous learning opportunities (Schoonover, 2010).
人力资源专业人员需要领导更扁平的组织，通过提供提高其效率的工具和技术，鼓励个人行使更多的主动性、自主性和问责制，并通过持续学习机会获得关键能力。
Conclusion 结论
Strategic human resources management has gained more importance for the organizations in recent years because human resources are seen as the most valuable assets of the organizations for gaining competitive. Human resources departments have started to play a strategic role in the organizations and all HR functions are integrated with the mission, vision and strategies of the organizations. The new HRM perspective for the 21st century requires HRM to be strategic partners of the organization that coordinates all functions and supporting the strategies by attracting and retaining the essential qualified employees
REFERENCES 参考文献
Andersen, K. K., Cooper, B. K. and Zhu, C. J. (2007) ‘The effect of SHRM practices on perceived financial performance: some initial evidence from Australia’, Asia Pacific Journal of Human Resources, vol. 45, no. 2, pp. 168-179.
Anthony, W. P., Perrewe, P. L. and Kacmar, K. M. (1996) Strategic human resource management, USA: The Dryden Press.
Baird, L. and Meshoulam, I. (1988) ‘Managing two fits of strategic human resource management’, Academy of Management, vol.13, no.1, pp. 116-128.
Beatty, W. R. and Schneier, C. E. (1997) ‘New HR roles to impact organizational performance: From partners to players’, Human Resources Management, pp. 29-36.
Brockbank, W. (1999) ‘If HR were really strategically proactive: Present and future directions in
HR’s contribution to competitive advantage’, Human Resource Management, vol. 38, no. 4, pp. 337-352.
Chang, W. A. and Huang, T. C. (2005) ‘Relationship between strategic human resource management and firm performance’, International Journal of Manpower, vol. 26, no. 5, pp. 434-474.
Ferris, G. et al. (1999) ‘Human resource management: Some new directions’, Journal of Management, vol. 25, no. 3, pp. 385-416.
Greer, C. R. (1995) Strategy and human resources, New Jersey: Prentice Hall.
Golden, K. A. and Ramanujam, V. (1985) ‘Between a dream and a nightmare: On the integration of human resource management and strategic business planning processes’, Human Resource Management Review, vol. 24, no. 4, pp. 429-452.
Lengnick-Hall, C. A. and Lengnick-Hall, M. L. (1988) ‘Strategic human resources management: A review of the literature and a proposed typology’, Academy of Management, vol. 13, no. 3, pp. 454-470.
Miles, R. E. and. Snow, C. C. (1984) ‘Designing strategic human resources systems’, Organizational Dynamics, vol. 13, no. 1, pp. 36-52.
Pfeffer, J. (1994) Competitive advantage through people: unleashing the power of the workforce, USA: Harvard Business School Press.
Ruona, W. E. A. and Gibson, S. K. (2004) ‘The making of twenty-first century HR: an analysis of the convergence of HRM, HRD and OD’, Human Resources Management, vol. 43, no. 1, pp. 49-66.
Essay总结近年来，战略人力资源管理对组织来说越来越重要，因为人力资源被视为组织获得竞争力的最宝贵资产。人力资源部门已经开始在组织中发挥战略作用，所有人力资源职能都与组织的使命、愿景和战略相结合。21世纪新的人力资源管理视角要求人力资源管理成为组织的战略合作伙伴，通过吸引和留住必要的合格员工来协调所有职能并支持战略。本站提供各国各专业留学生essay写作指导服务，如有需要可咨询本平台。
