دانلود رایگان مقاله انگلیسی تاثیر مدیریت منابع انسانی بر سرمایه برگشتی و عملیات مالی شرکت به همراه ترجمه فارسی
|عنوان فارسی مقاله:||تاثیر مدیریت منابع انسانی بر سرمایه برگشتی و عملیات مالی شرکت|
|عنوان انگلیسی مقاله:||the impact of human resource management on turnover productivity and corporate financial performance|
|رشته های مرتبط:||مدیریت ،مدیریت منابع انسانی، مدیریت مالی، توسعه منابع انسانی، مدیریت استراتژیک منابع انسانی|
|فرمت مقالات رایگان||مقالات انگلیسی و ترجمه های فارسی رایگان با فرمت PDF میباشند|
|کیفیت ترجمه||کیفیت ترجمه این مقاله خوب میباشد|
|نشریه||آکادمی ژورنال مدیریت (Academy of Management Journal)|
مقاله انگلیسی رایگان
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بخشی از ترجمه فارسی:
اين مقاله ارزيابي خطوط ارتباطي بين سيستمهاي با عملياتي با اجراي عالي و كارهاي شركت را مورد توجه قرار ميدهد. نتايج براساس نمونه ملي تقريباً از هزار شركت نشان ميدهد كه اين عمليات تاثير بسيار مهم آماري و اقتصادي بر روي هم نتايج كاري كارنهاني جنبره نشده و هم سنجشهاي بلند مدت و كوتاه مدت عمليات مالي شركت دارد. حمايت از پيشبينيهايي كه عمليات كاري با اجراي مالي بر روي كارهاي شركت در قسمت موكول به ارتباط بين آنها هست و با استراتژيهاي كه محدود ميباشند ارتباط دارد.
بخشی از مقاله انگلیسی:
This study comprebensively evaluated the links between systems of Higb Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand Firms indicate tbat these practices have an economically and statistically significant impact on hotb intermediate employee outcomes (turnover and productivity) and sbort- and long-term measures of corporate financial performance. Support for predictions tbat the impact of Higb Performance Work Practices on firm performancw is in part contingent on their interrelationsbips and links with competitiive strategy was limited.
The impact of human resource management (HRM) policies and practices on firm performance is an important topic in the fields of human resource management, industrial relations, and industrial and organizational psychology (Boudreau, 1991; Jones & Wright, 1992; Kleiner, 1990). An increasing hody of work contains the argument that the use of High Performance Work Practices, including comprehensive employee recruitment and selection procedures, incentive compensation and performance management systems, and extensive employee involvement and training, can improve the knowledge, skills, and ahiJities of a firm’s current and potential employees, increase their motivation, reduce shirking, and enhance retention of quality employees while encouraging nonperformers to leave the firm (Jones & Wright, 1992; U.S. Department of Labor, 1993).
Arguments made in related research are that a firm’s current and potential human resources are important considerations in the development and execution of its strategic husiness plan. This literattire, although largely conceptual, concludes that human resource management practices can help to create a source of sustained competitive advantage, especially when they are aligned with a firm’s competitive strategy (Begin, 1991; Butler, Ferris, & Napier, 1991; Cappelli & Singh, 1992; Jackson & Schuler, 1995; Porter, 1985; Schuler, 1992; Wright & McMahan, 1992).
In hoth this largely theoretical literature and the emerging conventional wisdom among human resource professionals there is a growing consensus that organizational human resource policies can, if properly configured, provide a direct and economically significant contribution to firm performance. The presumption is that more effective systems of HRM practices, which simultaneously exploit the potential for complementarities or synergies among such practices and help to implement a firm’s competitive strategy, are sources of sustained competitive advantage. Unfortunately, very little empirical evidence supports such a helief. What empirical work does exist has largely focused on individual HRM practices to the exclusion of overall HRM systems.
This study departs from ihe previous human resources literature in three ways. First, the level of analysis used to estimate the firm-level impact of HRM practices is the system, and the perspective is strategic rather than functional. This approach is supported by the development and validation of an instrument that reflects the system of High Performance Work Practices adopted hy each firm studied. Second, the analytical focus is comprehensive. The dependent variables include both intermediate employment outcomes and firm-level measures of financial performance, and the results are hased on a national sample of firms drawn from a wide range of industries. Moreover, the analyses explicitly address two methodological problems confronting survey-based research on this topic; the potential for simultaneity, or reverse causality, between High Performance Work Practices and firm performance and stirvey response bias. Third, this study also provides one of the first tests of the prediction that the impact of High Performance Work Practices on firm performance is contingent on both the degree of complementarity, or internal fit, among these practices and the degree of alignment, or external fit, between a firm’s system of such practices and its competitive strategy.
The belief that individual employee performance has implications for firm-level outcomes has been prevalent among academics and practitioners for many years. Interest in this area has recently intensified, however, as scholars have begun to argue that, collectively, a firm’s employees can also provide a unique source of competitive advantage that is difficult for its competitors to replicate. For example, Wright and McMahan (1992). drawing on Barney’s (1991) resource-based theory of the firm, contended that human resources can provide a source of sustained competitive advantage when four basic requirements are met. First, they must add value to the firm’s production processes: levels of individual performance must matter. Second, the skills the firm seeks must be rare. Since human performance is normally distributed, Wright and McMahan noted, all human resources meet hoth of these criteria. The third criterion is that the combined human capital investments a firm’s employees represent cannot he easily imitated. Although human resources are not subject to the same degree of imitability as equipment or facilities, investments in firm-specific human capital can further decrease the probability of such imitation by qualitatively differentiating a firm’s employees from those of its competitors. Finally, a firm’s human resources must not be subject to replacement by technological advances or other substitutes if they are to provide a source of sustainable competitive advantage. Although labor-saving technologies may limit the returns for some forms of investment in human capital, the continuing shift toward a service economy and the already high levels of automation in many industries make such forms of substitution increasingly less probable.