本文選題：人力資源管理 + 科技化實踐　； 參考：《北京交通大學(xué)學(xué)報(社會科學(xué)版)》2017年03期

【摘要】：人力資源管理(HRM)科技化實踐帶來了HRM效率提高和成本降低,但是,它在吸引人才、激勵員工、保留員工等方面的有效性問題尚未引起實務(wù)界和學(xué)界的充分重視,目前相關(guān)研究滯后,且在觀點和結(jié)論上存在爭議和沖突�？蓮恼心寂c甄選、培訓(xùn)與開發(fā)、績效與薪酬等HRM核心方面梳理已有相關(guān)代表性研究,以審視HRM科技化實踐的有效性并反思其局限性。研究可見:HRM科技化實踐并不必然地帶來實踐有效性的提高,需要避免片面追求效率和科技化;學(xué)術(shù)界對其研究分散而缺乏系統(tǒng)性,存在一系列亟待研究的多層次問題,尤其需要加強和深化其有效性方面的研究。
[Abstract]:Human Resource Management (HRM) has brought about the improvement of HRM efficiency and the reduction of its cost. However, its effectiveness in attracting talents, motivating employees and retaining staff has not been paid enough attention to by the practical and academic circles. At present, the related research lags behind, and there are disputes and conflicts in viewpoints and conclusions. In order to review the effectiveness of HRM's science-technology practice and reflect its limitations, we can sort out the existing representative research on the core aspects of HRM, such as recruitment and selection, training and development, performance and compensation, etc. It can be seen from the study that the scientific and technological practice of: HRM does not necessarily bring about the improvement of the effectiveness of practice, it needs to avoid the one-sided pursuit of efficiency and technicalization, and the academic circles are scattered and lack of systematization of their research, and there are a series of multi-level problems that need to be studied. In particular, research on its effectiveness needs to be strengthened and deepened.
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本文編號：1909067