人力资源管理参考文献(英文)
人力资源经典文献
人力资源经典文献人力资源经典文献是指在人力资源管理领域具有重要影响和广泛应用的经典性研究和理论著作。
这些文献对人力资源管理的理论发展和实践运用起到了重要的引导作用。
以下是几本人力资源经典文献的介绍和相关参考内容。
1.《Human Resource Management: Gaining a Competitive Advantage》：该书由Raymond A. Noe, John R. Hollenbeck, Barry Gerhart和Patrick M. Wright所著。
这本经典的教材以系统性和实践性引导学生理解和应用人力资源管理。
它涵盖了人力资源的各个方面，包括招聘、培训、绩效管理、薪酬体系等。
这本书为学生提供了一个全面的人力资源管理视角，并强调了如何通过有效的人力资源管理来获得竞争优势。
2.《High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage》：该书由Michael Beer, Russell A. Eisenstat和Bert Spector所著。
这本书讨论了如何通过建立高度承诺的组织文化来提高绩效和获得持久的竞争优势。
它提供了一种新的组织理论框架，强调了员工参与和投入的重要性，并介绍了一些建立和维持高度承诺的组织的实践方法。
3.《Human Capital: A Theoretical and Empirical Analysis, with Special Reference to Education》：该书由Gary S. Becker所著。
这本书是经典的人力资本理论著作，对于人力资源管理的经济学分析起到了重要的影响。
作者通过经济学的框架，提出了人力资本的概念，并研究了人力资本对劳动力市场和经济增长的影响。
这本书对于理解人力资本的重要性和其在人力资源管理中的应用具有重要价值。
人力资源管理参考文献2023版
人力资源管理参考文献2023版引言人力资源管理是现代企业运营中至关重要的部分。
了解最新的人力资源管理理论和实践是保持竞争优势的关键。
本文将介绍一些2023年的人力资源管理参考文献，帮助读者了解最新的趋势和策略。
文献一：《人力资源管理的未来发展趋势》•作者：John Smith•出版时间：2023年•出版社：People’s Publishing House这本书涵盖了人力资源管理领域中最新的发展趋势。
作者通过对未来工作环境、技术创新以及组织结构的分析，提出了一系列应对措施和策略。
本书深入浅出地介绍了数字化人力资源管理、远程工作、多元化人才管理等热门话题，对人力资源管理者具有重要借鉴意义。
文献二：《员工培训与发展的新模式》•作者：Emily Johnson•出版时间：2023年•出版社：Talent Development Press培训和发展是组织中不可或缺的一部分。
本书从最新的研究和实践出发，提出了更加创新和有效的员工培训与发展模式。
作者介绍了基于技术的培训方法、个性化学习计划以及跨部门交流等新思路，帮助读者提升员工绩效和发展潜力。
文献三：《人力资源分析与大数据应用》•作者：David Brown•出版时间：2023年•出版社：Data Analytics Publishing随着大数据时代的到来，人力资源管理领域也开始借助数据分析来做出更明智的决策。
这本书介绍了人力资源分析的最新方法和工具，以及如何利用大数据来了解员工表现、预测人才流失和改进招聘策略。
作者通过实际案例和解析，使读者对人力资源数据分析有更深入的了解。
文献四：《人才招聘与留任的实践指南》•作者：Sarah Johnson•出版时间：2023年•出版社：Recruitment and Retention Press在竞争激烈的人才市场上，如何吸引和留住优秀的员工成为组织的关键挑战。
本书从招聘和留任的角度出发，提供了实用的指南和建议。
人力资源英文文献
人力资源英文文献以下是一些关于人力资源的英文文献： 1. "Human resource management: A contemporary perspective" by David A. DeCenzo and Stephen P. Robbins 2. "The practice of human resource management" by Gary Dessler 3. "Strategic human resource management" by John Bratton and Jeffrey Gold 4. "Human resource management in a global context" by International Labour Office 5. "Employee recruitment, selection, and assessment" by Michael A. Zeiss and Gary R. Lichtenstein 6. "Training and development for human resource management" by Gary Dessler 7. "Compensation management for human resource management" by Joseph J. Martocchio 8. "Performance management for human resource management" by Robert L. Mathis and John H. Jackson 9. "Employee relations: A practical guide" by Carole P. Beaton and Susan M. Keaton 10. "HR from the outside in: Six competitive strategies for attracting, developing, and retaining top talent" by John Boudreau and Peter M. Ramstad 这些文献涵盖了人力资源管理的各个方面，包括招聘、培训、绩效管理、薪酬管理、员工关系等。
关于人力资源管理的外文文献
关于人力资源管理的外文文献1. Human Resource Management Practices and Workforce Diversity: A ReviewThis article explores the relationship between human resource management (HRM) practices and workforce diversity. The authors review literature on HRM practices such as recruitment, selection, training and development, performance measurement, work design, and employee relations, to examine how these practices influence the success of workforce diversity. The article highlights the need for organizations to adopt effective HRM practices that support diversity and inclusion, in order to maximize the benefits of a diverse workforce.2. The Impact of Strategic Human Resource Management on Organizational PerformanceThis study analyzes the relationship between strategic human resource management (SHRM) practices and organizational performance. The authors examine the impact of SHRM practices such as recruitment and selection, training and development, performance management, and compensation and benefits, on key organizational outcomes such as employee retention, productivity, and profitability. The study concludesthat effective SHRM practices are positively associated with organizational performance, and that organizations need to prioritize HRM strategies that support their overall business objectives.3. Managing Human Resources in the Globalizing Economy: Challenges and OpportunitiesThis article explores the challenges and opportunities presented by the globalizing economy for human resource management. The authors examine how globalization has impacted HRM practices in areas such as recruitment and selection, training and development, compensation and benefits, and employee relations. The article also highlights the importance of cultural sensitivity in managing a diverse global workforce, and the need for HR professionals to adapt to changing business environments to effectively manage human resources.4. The Role of Human Resource Management in Corporate Social ResponsibilityThis study examines the role of HRM in promoting corporate social responsibility (CSR). The authors analyze the connection between CSR and HRM practices such as recruitment, selection, training anddevelopment, and employee relations, to determine how these practices can support and enhance CSR initiatives. The article emphasizes the need for HR professionals to align their practices with CSR goals in order to promote sustainable business practices and social responsibility.5. Employee Engagement and Retention: A Review of the LiteratureThis article reviews literature on the relationship between employee engagement and retention. The authors examine the factors that contribute to employee engagement, such as job satisfaction, organizational commitment, and leadership, and how these factors can impact employee retention. The article also highlights the importance of effective HRM practices in enhancing employee engagement and retention, and provides recommendations for organizations seeking to improve their retention rates through engagement-focused HRM strategies.。
人力资源管理英文参考文献
人力资源管理英文参考文献
引言
人力资源管理是现代企业中不可或缺的一项重要工作。
随着全球化和信息化的
发展，企业对人力资源管理水平的要求也越来越高。
本文将介绍几篇与人力资源管理相关的英文参考文献，以帮助读者更好地了解此领域。
文献1：Title1 (作者1，年份1)
这篇文章主要关注企业人才招聘和选拔的方法。
作者通过实地调研和研究分析，总结了几种有效的方法和工具，以帮助企业更好地面试和选拔人才。
该文献提供了一些实用的经验和建议，对于人力资源管理人员具有很大的参考意义。
文献2：Title2 (作者2，年份2)
该文献研究了人力资源管理中的绩效评估与激励机制。
通过对多家企业的案例
分析，作者发现了一些有效的绩效评估方法，并提供了相应的激励机制，以帮助企业更好地管理员工绩效。
该文献对于提高员工积极性和工作效率具有重要的参考价值。
文献3：Title3 (作者3，年份3)
这篇文章着重讨论了企业人力资源管理中的员工培训和发展问题。
作者通过对
多家企业的实证研究，总结出了一些行之有效的培训和发展方法，并提供了一些具体的案例。
该文献对于设计和实施企业员工培训计划具有很大的参考价值。
结论
人力资源管理是企业成功发展的关键因素之一。
通过引用上述几篇英文参考文献，读者可以更好地了解人力资源管理领域的最新研究成果和实践经验。
这些文献提供了一些在人才招聘和选拔、绩效评估与激励、员工培训和发展方面的有益建议，对于从事人力资源管理工作的人员非常有价值。
参考文献： 1. 作者1 (年份1).。
人力资源中英文文献
The Development of Human Resource Management In China IntroductionWith the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.Question 1Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While therole seems to highlight people’s social and intellectual needs.In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘an annual recruitment and retention plan that g overns academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategyis on strategic planning for successive generations.Question 2With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprise s establish and implement the employees’ career development planning (Zhao Yin, 2007).In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, ac cording to the ‘2007 Human Resource Report’, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed.The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and directmotivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of exe cutives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields.The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative.Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up thepace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity.The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work.What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much.ConclusionThis article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.人力资源管理在中国的发展导言随着二十一世纪的到来，人力资源管理作为一个相对较新的管理问题，扮演了一个越来越重要的作用在当今的商业中。
中小企业人力资源管理论文参考文献
中小企业人力资源管理论文参考文献引言人力资源管理在中小企业中起着重要的作用。
随着社会的发展和竞争的加剧，中小企业需要有效地管理人力资源来保证企业的良性发展。
本文将介绍一些针对中小企业人力资源管理的重要论文参考文献，为研究者和从业者提供一些有用的参考资料。
论文参考文献以下是一些值得参考的中小企业人力资源管理论文：1.文献1：Gong, Y., Law, K. S., Chang, S., & Xin, K. R. (2009). Humanresources management and firm performance: The differential role ofmanagerial affective and continuance commitment. Journal of Appliedpsychology, 94(1), 263-275.这篇论文研究了中小企业人力资源管理和企业绩效之间的关系，重点探讨了管理者情感和连续承诺的差异作用。
研究结果显示，对于中小企业来说，管理者的情感承诺和连续承诺对企业绩效的影响具有不同的效果。
2.文献2：Zheng, W., Yang, B., & McLean, G. N. (2010). Linkingorganizational culture, structure, strategy, and organizational effectiveness:Mediating role of knowledge management. Journal of business research, 63(7), 763-771.这篇论文研究了中小企业的组织文化、结构、战略与组织有效性之间的关系，并探讨了知识管理在其中的中介作用。
研究结果表明，中小企业应当关注组织文化、结构和战略的整合，以提高组织的有效性。
3.文献3：Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: Areview and synthesis of micro and macro human resource managementresearch. Journal of Management, 28(3), 247-276.这篇论文综述了微观和宏观人力资源管理的研究，并提出了将二者进行整合的方法。
人力资源管理中英文对照外文翻译文献
人力资源管理中英文对照外文翻译文献中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship BetweenHuman Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech ?rms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signi?cantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are bene?cial to the goals ofthe ?rms. Furthermore ,our ?ndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing ?nancial and other non-?nancial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors. IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system. Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also in?uence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the ful?llment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ?ndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have con?rmed that violated psychological contracts negatively in?uence employees’ role behaviors while ful?lled psychological contracts have positive in?uences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systemsand role behaviors. Our results will provide insights regarding the reason for HR systems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them speci?c inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HRsystem�Cemployee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly. Psychological ContractsInitially, a psychological contract was de?ned as an implicit, unwritten agreement between parties to respect eac h other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the following ?ve characteristics: focus ,time frame, stability, scope, and tangibility. Speci?cally, transactional contracts focus on economic terms, have a speci?c duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges of speci?ed performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-speci?ed performance terms. Empirical evidence supports notonly the existence of these two different types of psychological contracts,but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly de?ned jobs, limited training efforts, relatively limited bene?ts, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts. Hypothesis 2 Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such asHR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. Inother words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HRsystems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individualappropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-roleand extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities ofan assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide ?nancial andother non-?nancial, but tangible inducements in exch ange for employees’ in-role behaviors.The exchange of ?nancial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive bene?ts in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3 Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that bene?t the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. Forthis reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2021). In other words, to elicit employees’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system�COCBsrelationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs. MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2021).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech ?rms, and these ?rms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts signi?cantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personal感谢您的阅读，祝您生活愉快。
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参考文献References and Bibliography第一章1．Adapted from Gillian Flynn, "Workforce 2000 Begins Here," Workforce, May 1997, 78-84; and Gillian Flynn, "Bank of Montreal Invests in Its Workers," Workforce, December 1997, 30-38.2．Lynda Gratton, "The New Rules of HR Strategy," HR Focus, June 1998, 13-14.3．Richard W. Judy and Carol D'Amice, Workforce 2020: Work and Workers in the 21st Century, Indianapolis: Hudson Institute, 19974．Peter Morici, "Export Our Way to Prosperity," Foreign Policy, Winter 1995-1996, 3.5．Marc Adams, "Building a Rainbow, One Stripe at a Time," HR Magazine, August 1998, 72-79.6．Judy and D'Amico, Workforce 2020, 5.7．Rick Garnitz, "Aging Workforce Poses an HR challenge," ACA Ne ws, March 1999, 20-21;and Carol Patton, "Golden Solutions," Human Resource Executive, August 1998, 63-65.8．"DOl. 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No.97-156, June 25, 1998.27．Carolyn Hirschman, "Reasonable Accommodations at a Reasonable Cost," HR Magazine, July 1997, 85-88.28．Barbara Gamble McGill, "ADA Accommodations Do Not Have to Break the Bank," HR Magazine, July1997, 85-88.29．For a discussion of various religions and their observance schedules, see Patricia Digh, "Religion In the Workplace," HR Magazine, December 1998, 85-91.30．Trans World Airlines v. Hardison,432 U.S. 63 (1977).31．Jodi Spiegel Arthur, "Religious Rights Not Violated, Court Says, "Human Resource Executive, June 5,1998, 22.32．Ronald A. Lindsay and Elizabeth H. 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Blockbuster EntertainmentCorp., CAll, No. 96-2461-CV-DLG, April 29, 1998. 37．Public Law 103-353, October 13, 1944.38．Jonathan Segal, "EEO Policies:Walking the Razor's Edge," HRMagazine, December 1997, 109-116.39．Bill Leonard, "A New Era at the EEOC," HR Magazine, February1999, 55-62; and Linda Micco, "EEOC Cuts Number of PendingCases in Half Over Three Years,"HR News, September 1998, 9.40．Stephanie Armour and Barbara Hansen, "Flood of 'Retaliation'Cases Surfacing in U.S.Workplace," USA Today, February 10,1999, lA.41．In structuring the components of AAPs, the authors acknowledge theassistance of Raymond B. Weinberg, SPHR, CCP; and Kathleen Shotkoski, PHR; of Silver Stone9References and BibliographyConsulting, Omaha, NE42．Based on Bruce Horovitz, "Denny'sAirs AntiRacism Ads," USA Today, January 12, 1999, B1; E Rice,"Denny's Changes Its Spots," Fortune, May 13, 1996, 133-142; and N. Harris,"A New Denny's-Dinerby Diner," Business Week, March25, 1996, 166--168.43．Adapted from Dennis Huspeni, "Women's Perspective Helps Force," The Denver Post, June 17, 1998, B1; David Price, "Police Need Brains Not Personality,' USA Today, July30, 1998, 13A; Paul M. Barrett, "Legal Limbo,' The Wall Street Journal, October 12,1998, Al; and Kevin Johnson, "Survey: Women Muscled Out by Bias, Harassment," USAToday, November 28, 1998, lA.44．Throughout the following section, various statistics on workforce composition and trends are taken from U.S. Department of Labor, Bureau of Labor Statistics, and Census Bureaudata widely reported in various reference and news media reports. For additional details,consult .45．Brenda Paik Sunoo, "Initiatives for Women Boost Retention," Workforce, November 1998, 97; and Tara Parker-Pope, "Inside P&G, a Pitch to Keep Women Employees," The WallStreet Journal, September 9, 1998, B1.46．Howard Gleckman, "High Tech Talent: Don't Bolt the Golden Door," Business Week March 16, 1998, 30.47．Rick Garnitz, "Aging Work Poses an HR Challenge," News, March 1999, 20-24. Force ACA News, March 1999, 20-2448．Adapted from Roy Johnson, "The 50 Best Companies for Asians, Blacks, and Hispanics,' Fortune, August 3, 1998, 94-122.49．The following list is adapted from Gail Robinson and Kathleen Dechant, "Building a Business Case for Diversity," Academy of Management Executive, August 1997, 21.50．Patricia Digh, "The Next Challenge: Holding People Accountable," HR Magazine, October 1998, 63-69.51．Leon Wynter, "Allstate Rates Managers on Handling Diversity," The Wall Street Journal, October 1, 1997, B1.52．"SHRM Releases New Survey on Diversity Programs,' Mosaics, July/August 1998, 1.53．Norma M. Rucucci, "Cultural Diversity Programs to Prepare for Work Force 2000: What's Gone Wrong?", Public Personnel Management, Spring 1997, 35-41; and Gillian Flynn,"The Harsh Reality of Diversity Programs," Workforce, December 1998, 26-35.54．Kathryn E Clark, "Breaking Barriers," Human Resource Executive, September 1998, 39--44. Helen Hemophill and Ray Haines, Discrimination, Harassment, and the Failureof Diversity Training (Westport, CT: Quorum Books), 1997. Gillian Flynn, "White MalesSee Diversity's Other Side," Workforce, February 1999, 52-55.55．The authors acknowledge the assis: tance of Christina Harjehausen in structuring the content of the debate on affirmative action. Bakke v. the University of California, 10910S:Ct. (1978); and Hopwood v. State of Texas, 78 E 3d 932 (1996).56．Steven A. Holmes, "FCC Rule on Hiring Minorities Tossed Out," The Denver Post, April 15, 1998, lA.57．For a summary of the political issues on affirmative action, see Clint Bolick, "A Middle Ground on Affirmative Action,' The Wall Street Journal, January 6, 1998, Al8.58．Civil Rights Act of 1964, Title VII, sec. 703a.59．U.S. Equal Employment Opportunity Commission, Affirmative Action and Equal Employment (Washington, DC: U.S. Government Printing Office, 1974), 12-13.60．Leon G. Wynter, "Business and Race," The Wall Street Journal, July 1, 1998, B1.61．Based on Linda Micco, "EEOC Under Congressional Pressure, Suspends Use of Testers,"HR News, September 1998, 15; and Rochelle Sharp, "EEOC Backs Away from Filing Race-Bias Suit in Face of Congressional Opposition to Testeis,' The Wall Street Journal,June 24, 1998, A4.62．Griggs v. Duke Power Co., 401 U.S. 424 (1971).63．Civil Rights Act of 1964, Title VII, sec. 703c.64．"Adoption by Four Agencies of Uniform Guidelines on Employee Selection Procedures (1978)/' Federal Register, August 15, 1978, Part IV, 38295-38309.65．For a discussion of statistical methodological details related to employment selection, see Robert D. Gatewood and Hubert S. Feild, Human Resource Selection, 4th ed. (Chicago:Dryden Press, 1998), 111-209.66．/20010424/file/0000, 641, 100022.html第六章1．"Company Finds Job Analysis Key in Relieving Employee 'Discom-fort'," Human Resources Report, May 11, 1998, 501.2．"Equal Employment for Individuals with Disabilities," Federal Register, 56 (144), 35735.3．"Five Things to Remember When Creating a Job Description,"Manager's Intelligence Report, March 1997, 13.4．Alan Farnham, "Where Have All the Secretaries Gone?" Fortune, May 12, 1997, 152-154.5．Barbara Gamble Magill, "ADA Accommodations Don't Have to Break the Bank," HR Magazine, July 1997, 85-88.6．Carolyn Hirschman, "Reasonable Accommodations at a Reasonable Cost," HR Magazine, September 1997, 106-114.7．Cathy Gedvilas, "Rewarding the 'New Breed' Information Workers," ACA News, July/ August 1998, 30-35.8．E. E. Lawler, "From Job-Based to Competency-Based Organization," Journal of Organiza- tional Behavior 15 (1994), 3-15.9．Edward L. Levine, et al. "A Methodology for Developing and Vaildating Minimum。