این مقاله انگلیسی ISI در 11 صفحه در سال 2017 منتشر شده و ترجمه آن 15 صفحه میباشد. کیفیت ترجمه این مقاله ویژه – طلایی ⭐️⭐️⭐️ بوده و به صورت کامل ترجمه شده است.

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فهرست مطالب:

چکیده
مقدمه
چالش های روبروی مدیران منابع انسانی جهانی
راهبردهای مورد استفاده توسط مدیران منابع انسانی جهانی
روش
نتایج
چالشهای پیش روی مدیران منابع انسانی جهانی
راهبردهای پیش روی مدیران منابع انسانی
بحث

بخشی از ترجمه:

مطالعه حال حاضر نشان می دهد که مشکلات و مسائل پیش روی مدیران منابع انسانی چندلایه ای و چند بعدی می باشد. از این رو افراد آکادمیک و متخصصان بایستی راهبرد ها و چالش ها را در سطوح میکرو، مزو و ماکرو برای درک کامل مسائل مربوط به اعزام افراد بررسی کنند.اگرچه منابع علمی به وضوح مسائلی را نشان می دهند در این مطالعه عنوان نشده اند، این مقاله حاکی از چالش های مهمی می باشد که مدیران جهانی با آن مواجه می باشند. با توجه به این که 26 مدیر از کانادا و امریکا در این مطالعه مورد مصاحبه و مطالعه قرار گرفتند، مطالعات آینده می توانند در چارچوب بسیاری از چالش ها و راهبردهای دیگر شوند و برای اهداف مختلف استفاده شوند(داش 2010،جنتری و اسپارک 2012، هاس ، هانگر، جاویدان،درفتم و گوپتا 2004).
به طور خلاصه، یافته های این مطالعه حاکی از برخی مشکلات تلفیق و واکنش می باشد که پیش روی بسیاری از شرکت های چند ملیتی می باشند. در این رابطه برخی از مدیران منابع انسانی در سطوح منطقه ای، گروهی و فردی برای حفظ درجات ثبات داخلی در میان ایزومورفیسم (تناظر) سازمانی لازم و مفید می باشند. به عبارت دیگر این تلاش ها به ما درک سیاست ها و رویه های مناسب مدیریت منابع انسانی کمک شایانی می کنند.مطالعات روزنویگ 2006 نشان داد که راهبرد های کوتاه مدت برای حل مسائل مدیریت منابع انسانی کارامد نمی باشند. از این رو روزنویک و نوریا 1994 اذعان کردند که شرکت های چندملیتی مرکز ثقل ارتباط عملیات مختلف می باشند. در عین حال مارتین و همکاران 2012 تاکید خاصی بر افزایش ارزش سهام از طریق برندگذاری کردند که نشان می دهد که مدیران منابع انسانی بایستی در همه ابعاد کاری سهامدارن برای ایجاد پلی بین شرکت های بزرگ و تابعه نقش فعال داشته باشند.

بخشی از مقاله انگلیسی:

Introduction Globalization poses various challenges for human resource (HR) executives. At the macro (or organizational) level, some businesses still struggle with the extent to which human resource management (HRM) policies and practices are standardized while respecting local customs, traditions and needs (Chen & Eldridge, 2010; Tregaskis, Heraty, & Morley, 2001). Furthermore, global HR executives will have to be cognizant of the foreign employment laws and grapple with managing stakeholders interests on the domestic and global platforms (Forstenlechner, 2010b; OSullivan, 2010; Posthuma, Roehling, & Campion, 2006). Extending the work of Bartlett and Ghoshal (1989) which investigates the influence of headquarter on its subsidiaries, Rosenzweig and Nohria (1994) find that HRM practices reflect local practices more closely when the subsidiary is founded by acquisition, when there is heavy dependence on local resources, lesser presence of expatriates, and weaker communication between the two organizations. At the meso (or group) level, a lack of knowledge about cross cultural business etiquettes may result in embarrassing and costly cultural faux pas (Shapiro, Ozanne, & Saatcioglu, 2008). At the micro (or individual) level, there are numerous issues pertaining to the expatriates and host country nationals. For example, the lack of language skills can present a communication challenge for the expatriates and host country nationals (Forster, 2000; Selmer, 2006). Expatriates who have a poor cultural fit may also experience adjustment difficulties (Selmer, 1999). In order to respond to these challenges, global HR executives are compelled to search for strategies and practices that will render their organizations successful. At the macro level, strategic global HRM is used to ensure that the organizations overarching values, objectives and goals are supported by the HR policies, procedures and practices (Brewster & Suutari, 2005; Labedz & Lee, 2011). At the meso level, HR executives are mainly concerned with dealing with issues relating to unions in the host country (Millar & Choi, 2008). At the micro level, HR executives are attempting to foster a global mindset among the workforce through developing HR competencies and business-related competencies (Bennett, Aston, & Colquhoun, 2000; Forster, 2000; Levy, Beechler, Taylor, & Boyacigiller, 2007). Given the focus on international trades and foreign direct investments by the Canadian and American businesses and governments (Foreign Affairs and International Foreign Affairs, 2011; World Investment Report, 2011), there are theoretical and practical reasons for understanding the challenges faced by HR executives as well as the strategies used by these executives in overcoming those challenges. The extant literature on international HRM has mainly focused on the micro aspects, such as expatriate selection, development, reasons for failure, remuneration, talent management, and post assignment issues (Bennett et al., 2000; Biemann & Andresen, 2010; Dalton & Druker, 2012; Edwards & Rees, 2011). Our study makes a contribution to the literature by integrating the macro, meso and micro levels faced by several global HR executives and their responses to these challenges. For the purposes of this study, a set of semi-structured interview questions was designed and 26 executives with global HRM responsibilities from various industries were interviewed in Canada and the United States (US). The responses were analyzed with NVivo and the themes were organized into three levels. We begin with a review of the literature. Literature review Challenges faced by global HR executives The extant literature on international HRM has focused on a multitude of challenges faced by global HRM executives. At the macro level, HR executives are concerned with the global coordination and alignment of HR policies and procedures to the business goals. A major challenge in this area is having the knowledge about the extent and limitations to which HR policies and procedures can be standardized across the globe (Bjo¨rkman & Budhwar, 2007; Dalton & Druker, 2012; Lu & Bjo¨rkman, 1997). While there might be some overarching global policies and procedures that are used to coordinate and align HR and the business across the globe, the executions of strategies at the local level are usually different as a result of environmental factors (Levy et al., 2007). As institutional theory points out, an organization adapts as a result of pressures from its environment in order to improve the chances of survival (Bjo¨rkman, Fey, & Park, 2007; DiMaggio & Powell, 1991; Scott, 2001; Su¨b & Kleiner, 2008). These pressures, called institutional isomorphism by DiMaggio and Powell (1983), come from coercive (e.g., political and union pressures from the environment), mimetic (e.g., pressure to mimic best practices in the environment) and normative (e.g., professional norms that are expected) isomorphism. Thus, effective global HR executives will need to have the acumen to achieve the business goals through HR policies and procedures while respecting the local customs, traditions and needs (Khilji, 2003; Littrell, 2002).

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فهرست مطالب:

چکیده
۱ مقدمه
۲ قالب کاری نظری
۳ زمینه های تاجتماعی و اقتصادی
۴ تغییر در سازمان های دولتی

بخشی از ترجمه:

 با در نظر کرفتن نتایج و عواقب بحران های مالی و اقتصادی برای سال 2009 پیش بینی شد. رومانی مدلی را در خصوص تغییرات سازمانی دولتی بر اساس دلایل اقتصادی ارایه دارد:
سازمان دهی مجدد ساختار سازمانی برای بهبود کارایی فعالیت به عنوان وسیله ای برای تقویت و افزایش قوای سازمانی
تعریف مجدد از خصوصیات کارکردی واحد ها
کاهش کارکرد های تشریفاتی و نیز کارکرد های اجرایی مدیریتی برای کاهش هزینه ها
کاهش 25 درصدی مربوط به هزینه های حقوق کارکنان از مدیریت عمومی و نیز کاهش کارکنان از 2010 در بخش دولتی موجب افزایش فشار در بازار کار د رومانی شده و بحران های اجتماعی و نیز اقتصادی و مالی به وجود اورده است.
همه فعالیت های اتخاذ شده در نتیجه بحران ها موجب اعمال اثراتی روی سیستم مدیریت کارکرد عمومی و کارکنان شده و بر شیوه انجام و اعمال فعالیت های خاص به سیستم های دولتی در چارچوب سازمان های دولتی تاثیر گذاشته است.

بخشی از مقاله انگلیسی:

1. Introduction Today, the debates about the organizational change in the governmental organizations under the terms of the economic and financial crisis, require, on one hand, the understanding of the governmental organiz democratic political systems and on the other hand, how to define management in those organizations (Matei & shaped also by the performance of governments, governmental organizations, addressing specific socio-economic needs. The systemic approach of public administration (Matei & Matei, 2011) will represent the theoretical support in turning into account the research database, studies, based both on quantitative and qualitative analyses. The sample comprises governmental organizations from Romania. 2. Theoretical framework Public administration is set forth through a variety of organizational forms which imply the presence and the involvement of entire categories of people among which a series of specific relations will be established, depending on the various organizational levels (Matei, 2000, p. 156). The specialization of tasks leads to an increase in efficiency (Hood, 1991), in which case the governments have structurally broken down important monolithic organizations from the public sector into components of a smaller dimension, holding a certain level of autonomy (Laegreid & Verhoest, 2010, p. 1). From the late 1980s, this fact was clear in the increase of decentralization as well as in the visible expansion of the types and numbers of autonomous agencies. These governmental organizations have been given varied descriptions: public un-departmental organisms, hybrid organizations, independent agencies, half-autonomous public organizations (Greve et al., 1999; Flinders, 2004). What a governmental organization is and what it does vary significantly according to the national and organizational cultures, as well as to the juridical systems and the political systems (Smullen, 2004; Christensen & Laegreid, 2006). In this paper the definition given by Pollitt and other authors to governmental organizations will be used (Pollitt et al., 2004; Pollitt & Talbot, 2004). Thus, the governmental organization is a structurally disaggregated organism, separated from the ministry, which deals with national level public tasks, in a permanent manner, employing civil servants, while being financed mainly by the state budget and answering to the public juridical procedures. Governmental organizations are autonomous from the ministry in terms of taking decisions regarding public, staff and financial policies. Matei and Matei (2012) provide a framework for approaching the public administration reforms in the context of deepening the European integration, also adaptable to the description of the impact of the economic and financial crisis. Pollitt and Talbot (2004) state that the benefits aimed at by these governmental organizations are not always reached and that there are always downsides to this form of organization. Among these disadvantages are the matters related to responsibility shared by the governmental organization and the line ministry and unwanted results, such as loss of control and poor coordination, corruption and weak performances (Pollitt & Talbot, 2004). Such governmental organizations were also established in Romania, in very high numbers, starting with the year 2000, their existence being ensured by a legal framework specific to each one. Various names are given to this form of organizations, such as: agency, administration, centre, archive, committee, council, inspectorate, office etc. The theoretical support for the analysis of these governmental organizations from Romania is ensured by the systematic approach of the public administration which has proven itself to be of great use in solving the complex issues related to people and the socio-economic environment (Matei, 2000). 3. The economic and social contexts According to the data provided by the National Institute of Statistics, during 2000 from 40, 2 billion euro to 136, 8 billion euro. From a technical viewpoint, Romania entered recession in 2009, when the GDP plummeted two consecutive trimesters, compared to the previous trimesters. In 2009, the GDP was 115, 9 billion euro, down by 7, 1% compared to 2008. The fall was determined by the reduction of the gross added value from all the sectors of activity (see Table 1.) The year 2009 generated critical situations for all categories of structures and organizations of Romanian society. For the public administration, the effects of the crises manifested themselves through the budget changes of the public entities, through cuts, postponements or even renouncing some activity components.

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