人力资源管理角色发展动因的多视角分析与研究展望
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外国经济与管理 2014 年 第 36 卷第 05 期, 页码：40 - 49
摘要
参考文献
摘要
人力资源管理角色发展过程是人力资源管理职能转变的外显化,研究人力资源管理角色转变的动因是分析人力资源管理职能演化的一条主线。当前,针对企业人力资源管理职能向某些特定角色演进原因的理论解释主要包括新制度主义理论、战略选择理论和共同演化理论等。在不同理论流派的探讨中,组织技术特征、战略类型、组织结构构型和人力资源管理部门社会资本等被认为是引发人力资源管理角色转变的关键因素。本文基于对被动接受、主动选择、共同演化三种研究视角下既有研究成果的梳理,构建了一个整体性分析框架,并对未来研究方向进行了展望。
[1]Adler P.Making the HR outsourcing decision[J].Sloan Management Review,2003,40(1):53-60.
[2]Alin P,Taylor J E and Smeds R.Knowledge transformation in project networks:A speech act level cross-boundary analysis[J].Project Management Journal,2011,42(4):58-75.
[3]Brandl J and Pohler D.The human department’s role and conditions that affect its development:Explanations from Australian CEOs[J].Human Resource Management,2010,49(6):1025-1046.
[4]Chen C J and Huang J W.Strategic human resource management practices and innovation performance-The mediating role of knowledge management capacity[J].Journal of Business Research,2009,62(1):104-114.
[5]Chow I H-S.The roles of implementation and organizational culture in the HR-performance link[J].International Journal of Human Resource Management,2012,23(15):3114-3132.
[6]Cunningham I.The HR function in purchaser-provider relationships:Insights from the UK voluntary sector[J].Human Resource Management Journal,2010,20(2):189-205.
[7]Dany F,Guedri Z and Hatt F.New insights into the link between HRM integration and organizational performance:The moderating role of influence distribution between HRM specialists and line managers[J].International Journal of Human Resource Management,2008,11(9):2095-2112.
[8]Edvardsson I R.HRM and knowledge management[J].Employment Relations,2008,30(5):553-561.
[9]Farndale E,et al.Context-bound configurations of corporate HR functions in multinational corporations[J].Human Resource Management,2010,49(1):45-66.
[10]Fennel M L and Alexander J A.Organizational boundary spanning in institutionalized environment[J].Academy of Management Journal,1987,30(3):456-476.
[11]Fields D,Chan A and Akhtar S.Organizational context and human resource management strategy:A structural equation analysis of Hong Kong firms[J].International Journal of Human Resource Management,2000,4(11):264-277.
[12]Florkowski G W and Olivas-Lujan M R.The diffusion of human-resource information-technology innovations in US and non-US firms[J].Personnel Review,2006,35(6):684-710.
[13]Galang M C and Ferris G R.Human resource department power and influence through symbolic actions[J].Human Relations,1997,50(11):1403-1421.
[14]Hailey V H,Farndale E and Truss C.The HR department’s role in organizational performance[J].Human Resource Management Journal,2005,15(3):49-66.
[15]Kamoche K and Harvey M.Knowledge diffusion in the african context:An institutional theory perspective[J].Thunderbird International Business Review,2006,48(2):157-181.
[16]Kang S C,Morris S S and Snell S A.Relational archetypes,organizational learning,and value creation:Extending the human resource architecture[J].Academy of Management Review,2007,32(1):236-256.
[17]Kessler I,Purcell J and Shapiro J C.New forms of employment relations in the public services:The limits of strategic choice[J].Industrial Relations Journal,2000,31(1):17-34.
[18]Kim S and Ryu S.Social capital of the HR department,HR’s change agent role,and HR effectiveness:Evidence from South Korean firms[J].International Journal of Human Resource Management,2011,22(8):1638-1653.
[19]Knights D and Murray F.Politics and pain in managing information technology:A case study from insurance[J].Organization Studies,1992,13(2):211-228.
[20]Lengnick-Hall C A,Beck T E and Lengnick-Hall M L.Developing a capacity for organizational resilience through strategic human resource management[J].Human Resource Management Review,2011,21(3):243-255.
[21]Maier C,et al.Analyzing the impact of HRIS implementations on HR personnel’s job satisfaction and turnover intention[J].Journal of Strategic Information System,2013,22(3):193-207.
[23]Mayne L,Tregaskis O and Brewster C.A comparative analysis of the link between flexibility and HRM strategy[J].Employee Relations,1996,18(3):5-22.
[24]Miller K,Joseph L and Apker J.Strategic ambiguity in the role development process[J].Journal of Applied Communication Research,2000,28(3):193-214.
[25]Navrbjerg S E and Minbaeva D B.HRM and IR in multinational corporations in Denmark:Uneasy bedfellows[J].International Journal of Human Resource Management,2009,20(8):1720-1736.
[26]Oeser O A and Harary F.A mathematical model for structural role theory[J].Human Relation,1964,17(1):1-28.
[27]Paauwe J and Boselie P.Challenging“strategic HRM”and the relevance of the institutional setting[J].Human Resource Management Journal,2003,13(3):56-70.
[28]Parry E.An examination of E-HRM as a means to increase the value of the HR function[J].International Journal of Human Resource Management,2011,22(5):1146-1162.
[29]Russ G S,Galang M C and Ferris G R.Power and influence of the human resource function through boundary spanning and information management[J].Human Resource Management Review,1998,2(8):125-148.
[30]Stirpe L,Trullen J and Bonache J.Factors helping the HR function gain greater acceptance for its proposals and innovations:Evidence from Spain[J].International Journal of Human Resource Management,2013,20(24):3794-3811.
[31]Truss C.Changing HR functional forms in the UK public sector[J].International Journal of Human Resource Management,2009,20(4):717-737.
[32]高中华,李超平,吴春波.中国情境下人力资源管理角色的实证研究[R].第四届(2009)中国管理学年会——组织行为学与人力资源管理分会场会议论文,2009.
[33]孟繁强.战略人力资源管理的匹配与冗余——两种逻辑的形成与耦合[J].经济管理,2010,(3):73-78.
[34]王金龙,杨伶.战略漂移情境下人力资源管理战略性角色研究[EB/OL].领导科学网http://www.ldkxzzs.com/index/mag-article.phpnum=2122&page=3,2013.
[35]奚从清.角色论——个人与社会的互动[M].杭州:浙江大学出版社,2010.
[36]杨斌.人力资源管理对战略漂移的制衡机制[R].中国人力资源开发教学与实践研究会第11届年会暨学术研讨会会议论文,2010.
①“社会互动”(social interaction)一词被认为是由德国社会学家奥尔格·齐美尔(Georg Simmel)提出的,主要指人与人之间以及人与群体之间的交互影响。
①所谓服从类角色,主要是指为了遵循国家政策、法律和法规等方面的硬性要求,由企业人力资源管理部门及人员承担的一些基本角色。例如20世纪60年代左右,美国政府出台了公平雇佣方面的法案,要求企业对员工就业权利进行保护。至此,规避员工管理中的歧视行为成为大多数美国企业人力资源管理部门的一项基础工作。
[2]Alin P,Taylor J E and Smeds R.Knowledge transformation in project networks:A speech act level cross-boundary analysis[J].Project Management Journal,2011,42(4):58-75.
[3]Brandl J and Pohler D.The human department’s role and conditions that affect its development:Explanations from Australian CEOs[J].Human Resource Management,2010,49(6):1025-1046.
[4]Chen C J and Huang J W.Strategic human resource management practices and innovation performance-The mediating role of knowledge management capacity[J].Journal of Business Research,2009,62(1):104-114.
[5]Chow I H-S.The roles of implementation and organizational culture in the HR-performance link[J].International Journal of Human Resource Management,2012,23(15):3114-3132.
[6]Cunningham I.The HR function in purchaser-provider relationships:Insights from the UK voluntary sector[J].Human Resource Management Journal,2010,20(2):189-205.
[7]Dany F,Guedri Z and Hatt F.New insights into the link between HRM integration and organizational performance:The moderating role of influence distribution between HRM specialists and line managers[J].International Journal of Human Resource Management,2008,11(9):2095-2112.
[8]Edvardsson I R.HRM and knowledge management[J].Employment Relations,2008,30(5):553-561.
[9]Farndale E,et al.Context-bound configurations of corporate HR functions in multinational corporations[J].Human Resource Management,2010,49(1):45-66.
[10]Fennel M L and Alexander J A.Organizational boundary spanning in institutionalized environment[J].Academy of Management Journal,1987,30(3):456-476.
[11]Fields D,Chan A and Akhtar S.Organizational context and human resource management strategy:A structural equation analysis of Hong Kong firms[J].International Journal of Human Resource Management,2000,4(11):264-277.
[12]Florkowski G W and Olivas-Lujan M R.The diffusion of human-resource information-technology innovations in US and non-US firms[J].Personnel Review,2006,35(6):684-710.
[13]Galang M C and Ferris G R.Human resource department power and influence through symbolic actions[J].Human Relations,1997,50(11):1403-1421.
[14]Hailey V H,Farndale E and Truss C.The HR department’s role in organizational performance[J].Human Resource Management Journal,2005,15(3):49-66.
[15]Kamoche K and Harvey M.Knowledge diffusion in the african context:An institutional theory perspective[J].Thunderbird International Business Review,2006,48(2):157-181.
[16]Kang S C,Morris S S and Snell S A.Relational archetypes,organizational learning,and value creation:Extending the human resource architecture[J].Academy of Management Review,2007,32(1):236-256.
[17]Kessler I,Purcell J and Shapiro J C.New forms of employment relations in the public services:The limits of strategic choice[J].Industrial Relations Journal,2000,31(1):17-34.
[18]Kim S and Ryu S.Social capital of the HR department,HR’s change agent role,and HR effectiveness:Evidence from South Korean firms[J].International Journal of Human Resource Management,2011,22(8):1638-1653.
[19]Knights D and Murray F.Politics and pain in managing information technology:A case study from insurance[J].Organization Studies,1992,13(2):211-228.
[20]Lengnick-Hall C A,Beck T E and Lengnick-Hall M L.Developing a capacity for organizational resilience through strategic human resource management[J].Human Resource Management Review,2011,21(3):243-255.
[21]Maier C,et al.Analyzing the impact of HRIS implementations on HR personnel’s job satisfaction and turnover intention[J].Journal of Strategic Information System,2013,22(3):193-207.
[23]Mayne L,Tregaskis O and Brewster C.A comparative analysis of the link between flexibility and HRM strategy[J].Employee Relations,1996,18(3):5-22.
[24]Miller K,Joseph L and Apker J.Strategic ambiguity in the role development process[J].Journal of Applied Communication Research,2000,28(3):193-214.
[25]Navrbjerg S E and Minbaeva D B.HRM and IR in multinational corporations in Denmark:Uneasy bedfellows[J].International Journal of Human Resource Management,2009,20(8):1720-1736.
[26]Oeser O A and Harary F.A mathematical model for structural role theory[J].Human Relation,1964,17(1):1-28.
[27]Paauwe J and Boselie P.Challenging“strategic HRM”and the relevance of the institutional setting[J].Human Resource Management Journal,2003,13(3):56-70.
[28]Parry E.An examination of E-HRM as a means to increase the value of the HR function[J].International Journal of Human Resource Management,2011,22(5):1146-1162.
[29]Russ G S,Galang M C and Ferris G R.Power and influence of the human resource function through boundary spanning and information management[J].Human Resource Management Review,1998,2(8):125-148.
[30]Stirpe L,Trullen J and Bonache J.Factors helping the HR function gain greater acceptance for its proposals and innovations:Evidence from Spain[J].International Journal of Human Resource Management,2013,20(24):3794-3811.
[31]Truss C.Changing HR functional forms in the UK public sector[J].International Journal of Human Resource Management,2009,20(4):717-737.
[32]高中华,李超平,吴春波.中国情境下人力资源管理角色的实证研究[R].第四届(2009)中国管理学年会——组织行为学与人力资源管理分会场会议论文,2009.
[33]孟繁强.战略人力资源管理的匹配与冗余——两种逻辑的形成与耦合[J].经济管理,2010,(3):73-78.
[34]王金龙,杨伶.战略漂移情境下人力资源管理战略性角色研究[EB/OL].领导科学网http://www.ldkxzzs.com/index/mag-article.phpnum=2122&page=3,2013.
[35]奚从清.角色论——个人与社会的互动[M].杭州:浙江大学出版社,2010.
[36]杨斌.人力资源管理对战略漂移的制衡机制[R].中国人力资源开发教学与实践研究会第11届年会暨学术研讨会会议论文,2010.
①“社会互动”(social interaction)一词被认为是由德国社会学家奥尔格·齐美尔(Georg Simmel)提出的,主要指人与人之间以及人与群体之间的交互影响。
①所谓服从类角色,主要是指为了遵循国家政策、法律和法规等方面的硬性要求,由企业人力资源管理部门及人员承担的一些基本角色。例如20世纪60年代左右,美国政府出台了公平雇佣方面的法案,要求企业对员工就业权利进行保护。至此,规避员工管理中的歧视行为成为大多数美国企业人力资源管理部门的一项基础工作。
引用本文
李隽, 李新建, 王玉姣. 人力资源管理角色发展动因的多视角分析与研究展望[J]. 外国经济与管理, 2014, 36(5): 40–49.
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