毕业设计外文文献-技术对人力资源管理未来的影响

1、附录A外文翻译一原文局部文献出处：The influence of technology on the future of human resource management文献 Dianna L. Stone*, Dr. Diana L. Deadrick, Kimberly M. Lukaszewski, Richard Johnson外文文献：The Influence of Technology on theFuture of Human Resource ManagementAbstractIn recent years, information technology has had

2、 a profound effect on human resources (HR) processes and practices. However, relatively little research has examined its effectiveness, and most of the existing studies have not assessed the degree to which these new systems enable organizations to reach their HR goals of attracting, motivating and

3、retaining employees. One reason for this is that there are a number of limitations associated with current systems including the fact that they: (a) use one way communication systems, (b) are impersonal and passive, (c) do not always allow for interpersonal interaction, and (d) often create an artif

4、icial distance between individuals and organizations. Thus, the primary purposes of the present article are to review the current effects of technology on HR processes, consider the existing literature on the topic, and discuss the advantages and potential limitations of using these systems. In addi

5、tion, we offer directions for future research and practice on using technology to facilitate HR processes.Information technology has had widespread effects on almost every aspect of our society. From the invention of the telegraph to the creation of smartphones, it has changed the way we live our li

6、ves and do our jobs. For example, technology has altered the way we purchase products, communicate with others, receive health care services, manage our finances, and educate our students. It has also had a profound impact on organizational processes, including those in Human Resource Management (HR

7、) (Gueutal & Stone, 2005; Kavanagh, Thite, & Johnson, 2015; Parry & Tyson, 2011, Strohmeier, 2007), and transformed the way that organizations recruit, select, motivate, and retain employees. Interestingly, a survey of leading consulting firms indicated that H.there are two primary drivers of change

8、 in HR: technology and talent management. .Continuous innovations in technology will fundamentally change the way HR work is accomplished.n (Society for Human Resource Management SHRM, 以通过互动技术实现。同样，研究发现，一些少数民族（例如西班牙裔美国人, 女性）非常注重关系，更喜欢与个人互动而不是信息技。通过这种方式，交互式 电子招聘可用的双向沟通流程应该有助于吸引更多样化的申请人群。总体而言, 互动技术的使用

9、应该对申请人申请工作的动机及其后续满意度产生积极影响。与此相关的是，电子招聘技术的另一个局限是，它是一个组织使用技术的被动过 程;即发布信息并等待申请人申请工作。在未来，电子招聘可能变得更加积极主 动，并使用社交媒体扫描个人档案，识别有才能的员工，并就职位空缺与他们联 系。通过这种方式，组织可以使用技术来接触合格和多样化的求职者，并激励他 们申请工作。此外，这种积极主动的策略在增强申请人资源的多样性方面应该特 别有效。其中一个原因是一些少数民族（例如，西班牙裔美国人，老年人，女性） 可能具有与我们社会中的主导群体不同的奖励偏好。因此，来自社交媒体或众包 的数据可用于识别不同申请人的奖励偏好，并

10、且可以定制招聘策略以满足他们的 需求。众包是指通过在线寻求大群人的信息或贡献而不是传统的面对面设置来主 动获取想法，信息或所需服务的过程。2002, p. ii). In this context, we define information technology (hereinafter referred to as technology) as the application of computers and telecommunication devices to collect, store, retrieve, and disseminate data for business pu

11、rposes ( retrieved June 18, 2014).Despite the pervasive impact of technology on HR in organizations, there has been relatively little research that examines its effectiveness (Gueutal & Stone, 2005; Olivas-Lujan, Ramirez, & Zapata-Cantu, 2007; Parry & Tyson, 2011; Ruel, Bondarouk, & Looise, 2004). T

12、hus, we believe that additional research is needed to assess the degree to which technology and electronic human resource management (eHRM) enable organizations to achieve their HR goals (Parry & Tyson, 2011; Stone, Stone- Romero, & Lukaszewski, 2003). e-HRM is defined as a system that allows manage

13、rs, applicants, and employees access to human resource related information and services through the Internet or an organizations intranet or web portal (Lengnick-Hall & Moritz, 2003).Given the rapid changes in technology in the past decades, we believe that it will influence the nature of HR process

14、es in the future. Thus, the primary purposes of this paper are to (a) review the current effects of technology on HR processes, (b) consider the existing literature on the topic, (c) discuss the advantages and limitations of these new systems, (d) suggest how it may affect the future of HR, and (e)

15、offer directions for future research and practice.How has technology affected HR processes?The principal goals of HR in organizations are to attract, select, motivate, and retain talented employees in their roles (Katz & Kahn, 1978). These goals have become extremely important in recent years becaus

16、e organizations compete on the basis of the skills and talents of their workers (Huselid, 1995). Technology has transformed the way HR processes are currently managed, mainly in terms of how organizations collect, store, use, and disseminate information about applicants and employees. In addition, i

17、t has altered the nature of jobs, job relationships, and supervision. Innovations such as telework, virtual teams, and web-based job applications are due to commensurate innovations in technology. Apart from the impact of technology on HR processes, Kiesler and her colleagues argued that IT now medi

18、ates the relationship between individuals and organizations, and subordinates and supervisors (Kiesler, Siegel, & McGuire, 1984). It has also reduced the influence of distance in organizations so that employees can work from home or interact with team members across geographical boundaries. Furtherm

19、ore, it has enabled organizations to hire individuals with specialized skills in remote parts of the world (eg, software developers) (Aguinis, Henle, & Beaty, 2001; Aguinis & Lawal, 2013). Therefore, in the paragraphs below, we provide an overview of some of applications of technology and eHRM in or

20、ganizations. We also provide a brief review of the research on the topic, but note that our review is not exhaustive.Goal 1: Attracting a talented and diverse workforceOne of the primary goals of HR is to attract and retain a talented workforce (Katz & Kahn, 1978). The first step is thus recruiting

21、a qualified, diverse, and motivated applicant pool. Effective recruitment can not only enhance the skills and diversity of the workforce, but can also help build customer satisfaction, foster innovation, and encourage creativity (Cox, 1993). Over time, various forms of technology have been introduce

22、d to attract applicants, ranging from passive, one-way technologies (e.g., webbased job ads, job boards) to more interactive techniques (such as virtual job fairs). Some estimates indicate that approximately 90% of large organizations use one or more forms of technology to advertise jobs and enable

23、applicants to submit online applications (e.g.，Mackelden, 2013). The following paragraphs focus on the use of technology for recruitment, and this process has been labeled as electronic recruiting (e-recruiting).Research on e-recruitingOne of the key questions surrounding e-recruiting is Does inform

24、ation technology enable organizations to increase the number of successful placements made? Although researchers have begun to analyze e-recruitment factors that affect applicant attraction to organizations (e.g., types of applicants attracted to the organization, website attributes, customization o

25、f information provided), little or no research has assessed the effects of e-recruitment on the success of job placements or retention rates (see Dineen & Allen, 2013; Dineen & Soltis, 2011; Stone, Lukazewski, & Isenhour, 2005; Stone et al., 2003).Perhaps the most essential question regarding the ef

26、ficacy of e-recruiting is nDoes it attract talented and diverse applicants who can perform successfully in organizations?1 Although few studies have addressed this question, those results indicated that e-recruiting attracts greater numbers of applicants, but not higher quality applicants as compare

27、d with traditional recruiting technologies (Chapman & Webster, 2003; Galanaki, 2002). Furthermore, the increased volume of applicants increases administrative and transaction costs (Stone et al., 2005). Even though one study did find that e-recruiting attracted applicants with higher levels of drive

28、, achievement, and persistence than traditional recruiting, that same study found that e-recruiting also appealed to job hoppers with unfavorable backgrounds (McManus & Ferguson, 2003).In terms of diversity, research thus far suggested that e-recruiting may not help organizations increase workforce

29、diversity (e.g., Kuhn & Skuterud, 2000; McManus & Ferguson, 2003; Zusman & Landis, 2002). For instance, some studies found that older applicants, ethnic minorities, and women were less likely to use e-recruiting than Anglo-Americans (e.g., Kuhn & Skuterud, 2000; McManus & Ferguson, 2003), thus limit

30、ing the degree to which organizations meet their diversity goals (see Stone et al., 2003; Stone, Lukaszewski, Stone-Romero, & Johnson, 2013 for a more thorough discussion). One reason for this is that some ethnic minorities (e.g., African-Americans, Hispanic Americans) still have less Internet acces

31、s at home, and others (eg, older individuals and women) often have higher computer anxiety and lower computer-self- efficacy than their counterparts (Johnson, Stone, & Navas, 2011; Pew Internet and American Life Project, 2010; Wallace & Clariana, 2005). Notably, the differences between traditional a

32、nd e-recruiting may be less problematic as younger, more technology-oriented applicants enter the workforce.In contrast to the studies that focused on applicant characteristics, other research on e-recruiting has focused on characteristics of the technology such as website attributes and the use of

33、customization as a means of influencing applicant satisfaction and attraction to the organization (Dineen & Allen, 2013; Dineen & Soltis, 2011). These results suggested that although the ease of use of the website and its perceived quality were positively related to applicants* attraction to the org

34、anization (Scheu, Ryan, & Nona, 1999; Zusman & Landis, 2002), the attractiveness of the website was not related to applicants* motivation to apply for jobs (Cober, Brown, Levy, Keeping, & Cober, 2003). Other research examined the relative effects of objective (e.g., job attributes), subjective (bran

35、d image, fit), and critical factors (e.g., website medium) on applicants* attraction to organizations (Allen, Mahto, and Otondo, 2007). Those findings revealed that organizational image and media richness were positively related to website credibility and attitudes toward the organization (Allen et

36、al., 2007; Badger, Kaminsky, & Behrend, 2014; Lyons & Marler, 2011). Media richness refers to the social, visual, and aural cues inherent in interpersonal communication including non-verbal behaviors, eye contact, and head nodding, (Daft & Lengel, 1986).Still other studies assessed the impact of cus

37、tomization, or personalization, of e- recruiting information on applicants* attraction to organizations, and found that it (a) encouraged applicants to apply for jobs, (b) persuaded poor-fitting job seekers to eliminate themselves from the applicant pool; and (c) influenced well-fitting applicants t

38、o apply for jobs (see Cable & Turban, 2001; Dineen & Allen, 2013; Dineen & Noe, 2009).Limitations of e-recruiting and directions for the futureTo date, the research findings on e-recruitment are somewhat mixed, but some evidence suggests that it may increase the efficiency and lower the costs of the

39、 recruiting process (Capelli, 2001). However, studies do not clearly indicate if it helps organizations enhance the goals of attracting a large pool of talented and diverse job applicants (Allen et al., 2007; Chapman & Webster, 2003; Galanaki, 2002: McManus & Ferguson, 2003). One reason for this may

40、 be that the current technologies use static, or one-way communication processes that merely provide information to applicants about job openings and enable them apply for jobs online (e.g.9 websites, job boards). These technologies do not give applicants the opportunity to ask questions or interact

41、 with organizational members. As a result, applicants do not have the opportunity to communicate with actual organizational members or clarify the nature of jobs or the benefits of working for the organization. Thus, we believe that current e-recruiting practices may be extremely impersonal, passive

42、, and create an artificial distance between applicants and organizations.In contrast to one-way technology, some new interactive technologies may enhance the personalization of e-recruiting, and increase its overall effectiveness (eg, Web 2.0, social media, virtual reality, blogs, virtual job previe

43、ws) (see Dineen & Allen, 2013; Sullivan, 2014). For instance, in the future Web 2.0 users will be able to attend virtual job fairs, develop interactive dialogues with organizational members, and experience a virtual preview of life in the organization. A virtual job fair is an online event where emp

44、loyers and potential applicants connect in a virtual environment using computer- based simulations, chat rooms, webinars, and webcasts to browse company booths, upload resumes, and meet with employers ( retrieved June 13, 2014). Some organizations are already using Second Life Virtual Environments t

45、o conduct job fairs (T-Mobile, eBay, Verizon, U.S. Army) (Kaplan & Haenlein, 2009). Second Life Virtual Environments allow multiple users to access simulated worlds, and take the form of avatars that are visible to others. The users are also presented with perceptual stimuli, allowed to manipulate e

46、lements in the simulated world, and experience a degree of telepresence ( :/secondlife /whatis/ retrieved June 14, 2014).The trend toward use of more interactive technologies for e-recruiting is a positive step toward enhancing the organizations image as a warm and welcoming place to work, and ensur

47、ing that e-recruiting meets its intended goals. Research findings regarding traditional recruiting highlight the effectiveness of techniques in terms of interpersonal style of recruiters and their perceived credibility (Rynes, 1991) both of which are possible with interactive technology. Likewise, s

48、tudies found that some minorities (eg, Hispanic-Americans, women) are very relationship-oriented and prefer interacting with individuals rather than information technology (Johnson et aL, 2011). In this way, the two-way communication processes available with interactive e- recruiting should help att

49、ract a more diverse pool of applicants. Overall, the use of interactive technologies should have a positive impact applicants* motivation to apply for jobs and their subsequent satisfaction levels.In a related vein, another limitation of e-recruiting technology has been that it is a passive process

50、in which organizations use technology; i.e., post information and wait for applicants to apply for jobs. In the future, e-recruiting may become much more proactive and use social media (e.g., Linkedin) to scan individual profiles, identify talented employees, and contact them about job openings. In

51、this way, organizations can use technology to reach out to qualified and diverse job applicants, and motivate them to apply for jobs. Moreover, this proactive strategy should be especially effective in terms of enhancing the diversity of the applicant pool. One reason for this is that some minoritie

52、s (e.g.9 Hispanic-Americans, older individuals, women) may have reward preferences that are different from the dominate group in our society (e.g., Bell, Marquardt, & Berry, 2014; Guerrero & Posthuma, 2014; Hertel, van der Heyden, de Lange, & Diller, 2013; Stone, Johnson, Stone-Romero, & Hartman, 20

53、06). Therefore, data from social media or crowdsourcing can be used to identify the reward preferences of diverse applicants, and recruitment strategies can be tailored to meet their needs (see Stone et al., 2006; Sullivan, 2014). Crowdsourcing refers to the process of proactively obtaining ideas, i

54、nformation, or needed services by soliciting information or contributions from large groups of people online rather than in traditional face-to-face settings.附录B外文翻译一译文局部技术对人力资源管理未来的影响概要近年来，信息技术对人力资源（HR）流程和实践产生了深远的影响。然而, 相对较少的研究已经检验了其有效性，并且大多数现有研究尚未评估这些新系统 使组织到达吸引，激励和留住员工的人力资源目标的程度。其中一个原因是当前 系统存在许多限

55、制，包括它们：（a）使用单向通信系统，（b）是非个人和被动的， （c）并不总是允许人际交往，（d）经常在个人和组织之间建立人为距离。因此， 本文的主要目的是回顾技术对人力资源流程的当前影响，考虑有关该主题的现有 文献，并讨论使用这些系统的优势和潜在局限性。此外，我们还提供了有关使用 技术促进人力资源流程的未来研究和实践的指导。信息技术对我们社会的几乎每个方面都产生了广泛的影响。从电报的创造到 智能手机的创造，它改变了我们的生活方式和工作方式。例如，技术改变了我们 购买产品，与他人沟通，接受医疗保健服务，管理财务和教育学生的方式。它还 对组织过程产生了深远的影响，包括人力资源管理（HR）,并改变

56、了组织招募， 选择，激励和留住员工的方式。有趣的是，一项针对领先咨询公司的调查说明, ”人力资源变革有两个主要驱动因素：技术和人才管理技术的不断创新将从根本上改变人力资源工作的实现方式在这种情况下，我们将信息技 术（以下简称技术）定义为计算机和电信设备的应用，以便为业务目的收集，存 储，检索和传播数据。尽管技术对组织中的人力资源普遍存在影响，但研究其有效性的研究相对较 少。因此，我们认为需要进一步的研究来评估技术和电子人力资源管理（eHRM） 使组织实现人力资源目标的程度。e-HRM被定义为一种系统，允许管理人员， 申请人和员工通过互联网或组织的内部网或门户网站访问与人力资源相关的信 息和服务

57、。鉴于过去几十年技术的快速变化，我们认为它将影响未来人力资源流程的 性质。因此，本文的主要目的是（a）审查技术对人力资源流程的当前影响，（b） 考虑有关该主题的现有文献，（c）讨论这些新系统的优点和局限性，（d）提出它 如何影响人力资源的未来，以及（e）为未来的研究和实践提供方向。技术如何影响人力资源流程？人力资源在组织中的主要目标是吸引，选择，激励和留住有才能的员工。近 年来，这些目标变得极为重要，因为组织在其工人的技能和才能的基础上进行竞 争。技术改变了人力资源流程目前的管理方式，主要是组织如何收集，存储，使 用和传播有关申请人和员工的信息。此外，它改变了工作性质，工作关系和监督。远程工作，虚拟团队和基于Web的工作应用等创新归功于相应的技术创新。除了 技术对人力资源流程的影响之外，Kiesler和她的同事认为，IT现在可以调解个 人与组织，下属和主管之间的关系。它还减少了组织中距离的影响，使员工可以 在家工作或跨越地理边界与团队成员互动。止匕外，它使组织能够雇用具有世界偏 远地区专业技能的人员（例如，软件开发人员）。因此，在下面的段落中，我们 概述了组织中技术和eHRM的一些应用。我们还对该主题的研究进行了简要回顾, 但请注意，我们的评论并非详尽无遗。目标1：吸引有才能和多元化的员工队伍人力资源的主要目标之一是吸引和留住有才能的劳动力