中小型企业中有效的人力资源管理外文文献翻译

文献信息：

标题: Effective Human Resource Management in Small and Medium Size Enterprises in the Republic of Macedonia

作者: Abduli, Selajdin, PhD

出版物名称: International Journal of Academic Research in Economics and Management Sciences

卷: 2

期: 2

页: 169-183

出版日期: Mar 2013

原文

Effective Human Resource Management in Small and Medium Size Enterprises

in the Republic of Macedonia

Abduli, Selajdin

Abstract

Today, Human Resource Management (HRM) functions, practices and procedures are increasingly becoming important, considering the growth of the knowledge based economy. Human resources in any enterprise, whether small or medium constitute an important area of study. Careful human resources management creates good opportunities to ensure efficiency in the production process of goods and services that guarantee a satisfactory level of living in society. If managed effectively and efficiently, human resources can play as an important role in realizing the objectives of the enterprise as an integral source. HRM studies fulfill the need of a businessman to understand the economy, market, organization or any other related area.

Human resource development has a close connection with socio-economic developments in society. The environment creates the opportunity to take important steps to support programs for their effective development and could encourage the company to provide training for employees, informing the labor market for a better assessment of the supply and the demand for work, managing human resources to

fulfill human resource development. Accordingly, this has made the investment in human resources a necessity in such a way as to make the enterprise be able to withstand the challenges facing the environment in which they operate. Designing programs and effective human resource policies will allow for the growth of human resource performance and increase the overall business performance. Moreover, as stated above, this has an impact to increase the competitiveness of the enterprise. Relevant institutions should focus on reforming the education system by conforming to labor market demands, while effective enterprise management should focus on professional training of employees.

Apart from the theoretical analysis of the issues mentioned above, the doctoral thesis is further supported by the empirical analysis, in which 150 small and medium enterprises in the Republic of Macedonia are surveyed.

Keywords: Human resource management, effectiveness, small and medium-size enterprises, performance, training, employment.

1. Introduction

The paper makes an attempt to study the management and efficient use of human resources in Macedonia during the period of transition and economic reforms in the country, respectively, making these reforms which enabled major changes in the structure of the economy, where SMEs operate as an important pillar. By illustrating a position followed by many economists for a sense of competition and globalization trends, the paper will illustrate human resource management and the dynamics of its development as a key strategy in business development. One such comprehensive reform has made SMEs to face challenges in their functioning, such as the procedure of human resources management (HRM). Such a step, albeit difficult, however, has created a good basis to build mechanisms for the functioning of market economy in Macedonia, this necessity, is imposed to managing and using human resources efficiently.

2. The Role of Human Resources in Small and Medium Enterprises

HRM is concerned with all aspects of employment and management of people in organizations. HRM covers the following activities: strategic human resource management, human capital management, corporate social responsibility, knowledge management, organizational development, securing resources (human resource

planning, recruitment and selection, and talent management), management performance, learning and development, compensation management, employee relations, employee welfare, health and safety and the provision of services for employees.

HRM practice has a strong conceptual basis borrowed and based on the science of organizational behavior and strategic management, human capital and theories of industrial relations. This database was built with the help of a large number of research projects by different researchers in the field of management.

The purpose of this paper is to give a general introduction to the practice and concepts of HRM. The paper defines HRM objectives, theories, characteristics, components of HRM systems, development of HRM as a method for managing people, the views expressed in relation to key performers, the context in which it works HRM and ethical dimensions that affect the human resource policy and practice.

Among others the author Ronald R.Sims says "The key to a continued survival and successful organization is not rational or quantitative approaches, but differs significantly in activities of employees and managers that are based on the support and mutual loyalty. The success of the organization today and tomorrow is being seen more and more dependent on the effectiveness of human resource management" (Sims, 2002, p.l).

HRM is a strategic, integrated and coherent approach to recruitment, development and welfare of the people working in organizations. To create better insight about what actually represents human resource management, some aspects of the definition include: Aspect ratios of the company with the workers. Human resource management involves all management decisions and actions that affect the nature of the relationship between the organization and its employees its human resources. HRM also has to do with the management of the workforce in organizations (Wright and Snell, 1997).

HRM includes a set of policies designed to maximize organizational integration, employee commitment, flexibility and quality of work, or working and people management in achieving desired goals. Strategic aspect of the action. According to this aspect of HRM has to do with human resources policies, which should be

integrated with strategic business planning and used to reinforce an appropriate organizational culture (or to change an inappropriate one). Human resources are the source of competitive advantage, because they can relate more effectively by mutually consistent policies that promote commitment and, therefore, are able to feed to the employees a willingness to act in a more flexible way in the interest of pursuit of excellence "appropriate for the organization." Moreover, the management of human resources is a particular method of employment management which seeks to achieve competitive advantage through the strategic development of a workforce more dedicated and capable, using a variety of techniques integrated cultural, structural and personnel (Boxall et al., 2008; Legge, 1989).

The overall goal of human resource management is to ensure that the company will be able to achieve success through people. HRM aims to increase the effectiveness and organizational skills, which means the ability of an organization to achieve its goals using the available resources in the best way possible. Some authors in their studies have found that HRM systems can be the source of firms' organizational capabilities that allow one to learn and benefit from new opportunities. But HRM has an ethical dimension, which also means that one should be concerned for the rights and needs of people in organizations through the exercise of social responsibility (see: Beer et al., 1984; Grimshaw and Rubery, 2008; Guest, 2008; Storey, 2007; Ulrich and Lake, 1990)

Dyer and Holder (1988) analyzed the objectives of human resource management from a different perspective, taking into consideration the given input concept (what kind of behavior is expected of employees?), the composition (what is the percentage of staff and skills mixture ratio?), the competence (what is the overall level of desired capacity?) and the commitment (what is the level of engagement and identification of employees?).

3. Human Resource Management System

HRM is a system in itself, open, which aims at integration. An open system is dependent on the input environment, which are transformed during turnovers that are exchanged in an environment. Wright and Snell defined an open system HRM as a model of competence of organizations. Capacities and skills are treated as inputs from the environment; behaviors of employees are treated as part of the turnover; while satisfaction and performance of employees is treated as outputs.

From the literature review, HRM in traditional form, can be seen as a collection of multiple discrete practices with no clear or obvious connection between them. While modern treatments see HRM as an integrated and coherent package of practices that reinforce each other. Kepes and Delery comment that a defining characteristic of HRM is that HRM systems are a source of competitive advantage, not its individual practices. "Coherent Systems sorted internally form strong connections that create positive synergistic effects on the results of the organization" (Armstrong, 2009, p.13).

As shown in Figure 1 an HRM system brings together human resources philosophies that describe inclusive values and guiding principles adopted in managing people, human resource strategies that determine the direction of targeting HRM, human resource policies that provide guidelines defining how these values, principles, and strategies should be implemented and applied in certain areas of HRM, human resource processes, including formal procedures and methods used to make it possible to take effective strategic plans and human resource policies, practices related to human resources consisting of methods used in managing people, and human resources programs, which enable the implementation according to the strategic planning, human resource policies and practices.

4. Effective Role in Human Resource Assessment

Assessment of human resources management refers to the procedures and processes by which is measured, evaluated and communicated to the value added of human resource management practices applied in the enterprise. In other words, the evaluation of human resource management contributes to the identification of the financial contribution of HRM in the company's final score, or index return realized investment (ROI) that HRM functions realized in achieving the highest levels enterprise performance.

Best practices or practices with high performance work systems and methods are described in HRM which have positive effects, universal add-on enterprise performance. Best management practices developed, implemented with the view that through their rise to higher overall performance level of employees in the enterprise, ultimately they lead to higher levels of performance of the enterprise.

Work environment plays an important role in improving the effectiveness of

human resources. A secure job, healthy, pleasing, makes the individual feel comfortable in the company. Each of these elements with the importance of providing security for the individual and gives them the motivation and incentive to stay in the enterprise. This situation is usually evidenced through surveys, questionnaires through which internal answers reveal whether enterprise employees are satisfied and if they are not satisfied with what they feel should change.

Employees in an enterprise do not want to be found uninformed of what is happening in the company, so do not want to find themselves in a situation of informative darkness. They feel motivated and enthusiastic only when the management of the company is open to relations with them on the development of policies and procedures, know the salary, clients, contracts, goals and objectives of the enterprise. Such a situation of open management encourages active participation in management. Asking employees for ideas they have to make changes in the enterprise will stimulate their creative judgment. Management open to any element relating to the performance of the enterprise will help in establishing credibility and motivation of individuals in the enterprise.

Any good performance in the execution of duties by individuals in the enterprise can be estimated several ways, from verbal praise, until the award of bonuses or giving different payments. Enterprise through these forms encourages individuals so that they are more effective in performing tasks and simultaneously opens prospects for their moral growth for a much longer period. Incentives for increased performance can be applied for every individual and for every team. But care should be taken in any bonuses to be given from, should be based on a reason given and made transparent.

译文

马其顿共和国中小型企业中有效的人力资源管理

摘要

今天，人力资源管理的功能、实践和程序正变得越来越重要，正成为知识经济的增长点。人力资源在任何企业，不论是在中型或是小型企业，它都是研究的一个重要的领域。人力资源管理为提高商品和服务生产过程的效率创造了良好的

机会，以保证企业的产品或服务能达到一个令人满意的水平。如何对企业进行有效地管理，人力资源在实现企业的目标额的过程中扮演了一个重要的角色。人力资源管理研究满足了一个商人了解经济、市场、组织或其他相关的领域的需要。

人力资源发展与社会经济发展有着密切的联系。环境为采取重要措施来有效地开发人力资源以及鼓励公司的员工培训计划，创造了机会。通过劳动力市场来补充人才，管理人力资源并实现企业的人力资源开发。因此，这使得人力资源投入必须以企业能够承受的方式来运作。设计有效的人力资源政策和程序，增加人力资源发展的绩效和整个业务的绩效。此外，如上所述，这有助于增加企业的竞争力。相关机构应该关注教育制度的改革，以遵循劳动力市场的要求，有效的企业管理应该专注于员工的专业培训。

除了上述问题的理论分析，本文还有进一步实证分析，选取了150个马其顿共和国的中小企业进行调查。

关键词:人力资源管理；有效性；中小企业；绩效；培训；雇佣

1 引言

本文试图研究马其顿的过渡和经济改革过程中人力资源的管理和使用的有效性。中小企业作为一个重要的支柱，进行这些改革使主要经济结构发生的变化。通过阐述许多经济学家对竞争和全球化趋势的看法，本文将说明人力资源管理及其作为企业发展的重要策略的动态性。这样一个全面的改革使得中小企业在运营过程中能够应对挑战，如人力资源管理(HRM)的过程。这一步骤，虽然困难，但是却为马其顿构建市场经济的运作机制创造了一个良好的基础，这些都有赖于人力资源管理的实施和有效利用。

2 中小企业人力资源的作用

人力资源管理涉及组织中所有人的雇佣和管理。人力资源管理包括以下活动：战略人力资源管理、人力资本管理、企业社会责任、知识管理、组织发展、资源保护(人力资源规划、招聘与选拔、人才管理)，管理性能、学习和发展、薪酬管理、员工关系、员工福利、健康和安全、为员工提供服务。

人力资源管理实践有很强的概念基础，基于科学的组织行为、战略管理、人力资本和劳资关系的理论。这个数据库是建立在管理的不同领域的大量研究项目的帮助下。

本文的目的是为人力资源管理的实践和概念作一些介绍。本文定义了人力资

源管理的目标、理论、特点、人力资源管理系统的组件、开发人力资源管理作为管理人们的方法、关键的绩效以及影响人力资源政策和实践的背景。

其中，罗纳德西姆斯说，员工和经理的活动有极大的差别，是基于支持和相互忠诚。今天和明天的组织的成功被认为越来越多的依赖于人力资源管理的有效性”(西姆斯2002)。

人力资源管理是一个战略、连贯的、综合的招聘、人员发展和福利分配方法。为了创建更好的洞察力关于什么是真正的人力资源管理，某些方面的定义包括:员工之间纵向和横向上的比较。人力资源管理包含所有的管理决策以及影响组织和员工、人力资源的行动。人力资源管理与组织中的员工管理也密切相关。(赖特和斯内尔1997)

人力资源管理包含了一系列的政策，旨在实现最大化的组织整合、员工承诺、灵活性和工作质量，或者说是实现预期的目标的工作和人员管理、战略方面的行动。根据这方面的人力资源管理与人力资源政，应结合使用战略业务规划和加强组织文化。人力资源是竞争优势的来源，因为他们可以通过相互一致的政策，来促进更有效地承诺。因此，能够满足员工的要求，采取更灵活的方式追求卓越的适当的组织利益。“此外，人力资源管理是一个具体的雇佣管理办法，通过更专门的劳动力发展战略，使用各种综合技术文化、结构和人员等，旨在实现竞争优势(斯奥等2008; 莱格1989)。

人力资源管理的总体目标是确保公司能够通过员工管理取得成功。人力资源管理的目标是提高效率和组织能力，这意味着一个组织可以用最好的资源使用方式实现其目标的能力使用。格雷姆肖一些作者研究发现，人力资源管理系统可以才成为公司的组织能力的来源，它允许一个人能够学习和受益于新的机遇。但从人力资源管理的伦理维度看，这也意味着一个人应该关心人民的权利和督促组织行使社会责任(贝尔等1984;格雷姆肖和贝瑞2008；格斯特2008；斯托里2007；乌尔里希呵呵莱克1990)。

代尔和霍尔德(1988) 从不同的角度分析了人力资源管理的目标。考虑给定的输入概念(什么样的行为是员工所预期的?)，组成(员工和技能混合比例的百分比是什么?)，能力(所需的能力的总体水平是什么?)和承诺(所能为员工提供的发展职位级别是什么?)。

3 人力资源管理系统（完整译文请到百度文库）