人力資源管理的定義因其模糊難懂的概念而備受爭(zhēng)議。許多學(xué)者對(duì)人力資源管理提出了自己的見(jiàn)解�，F(xiàn)代人力資源管理不同于傳統(tǒng)的人事管理，，它不再是管理人員但戰(zhàn)略、連貫和全面的方法來(lái)管理和發(fā)展，組織的人力資源的過(guò)程中的每一個(gè)方面是完全集成的整個(gè)組織的管理中�！薄�
人力資源管理隨著現(xiàn)代企業(yè)的發(fā)展而發(fā)生變化，對(duì)企業(yè)的發(fā)展也至關(guān)重要。本文對(duì)人力資源管理的基本原理，基于層的模型和David Guest模型的分析，在這層指出他的觀點(diǎn)，人是公司發(fā)展的戰(zhàn)略資源，而客人強(qiáng)調(diào)人才可以通過(guò)后天的培養(yǎng)和發(fā)展在人力資源管理過(guò)程中的高承諾的重要性。為了支持上述論點(diǎn)，提供了豐田和西門子管理的實(shí)際例子。

The definition of HRM always bears controversy due to its vague and elusive concept. Many scholars in HRM put forward their own opinions on it. Modern human resource management is different from traditional personnel management, it is no longer the management of personnel but 'a strategic, coherent and comprehensive approach to the management and development of the organisation's human resources in which every aspect of that process is wholly integrated within the overall management of the organization.' (Armstrong, 1992).

HRM is changing with the development of modern corporation and it is vital for the development of companies as well. The essay focuses on the analysis of underlying principles of HRM based on John Storey 's model and David Guest's model, in which Storey pointed out his view that people are strategic resources for corporate growth while Guest emphasized on the importance of high commitment of talents that could be acquired through training and development in the process of HRM. In order to support the above arguments, actual management examples of Toyota and Simens are provided.

Main Body 正文
Employee Commitment 員工承諾
The first model used in this essay is John Storey's model, in which he holds a view that human resources can give competitive edge and the aim of HRM should not be mere compliance with rules but employee commitment, therefore employees should, for example, be very carefully selected and developed (Storey 2007). Another famous model in HRM, David Guest's Model also illustrates the necessity of high commitment. Guest (1997) implicitly embodied his belief that fundamental elements of the HRM approach such as commitment have a direct relationship with valued business consequences. From this point of view, companies should treat employees not as the machine of producing profits but precious resources, which could increase employee commitment and employees will then provide excellent performance, generating profits in the end. Many multinational companies that are service-oriented find the significance of customer service for the operation of business. They know that they need employees to work as the owner of the company.

The good performance of Toyota Motor in Kenturky is a good example of the utilization of employee commitment. For example, Toyota has programs that guarantee fair treatment of employees' grievances and disciplinary concerns. It also has programs that help ensure employees can use all their skills and gifts at work, such as career-oriented performance appraisal procedures and extensive training and development opportunities (Dessler 2005). The long commitment of employees helps company maintain a sustainable development and finally contributes to its promising performance.

Training and Development 培訓(xùn)和發(fā)展
Another important principle of HRM is training and development since training and development practices can promote entrepreneurial behavior to the extent that training programs encourage high employee participation (Kuratko and Morris, 2002). According to Harrison, R.(2005), Training and development is related to organizational activity aimed at improving the performance of individuals and groups in organizational settings, which encompasses three main activities: training, education, and development: training refers to the activity which evaluates against employee's current job while education focusing on the potential jobs of an individual in the future, and development refers to the activity of employing employee and future potential talents (Garavan, Costine, and Heraty, 1995). Training can be regarded as a response to change of outside environment and knowledge structure brought by the impending globalization and fierce competition.

For example, the world-leading electrical and electronics engineering company, Simens always deliver quality products and services to its customers and thus need to enhance employee's skill level, knowledge and competence, so as to maintain competitive advantages. Therefore Simens adopt on-the-job training at place of work as well as off-the-job training that takes place away from the workplace. The first type of training is realized through shadowing, mentoring, coaching and job rotation while the second type is carried out in courses, presentations and qualifications.

In addition, Simens carried out the 2-year Siemens Graduate Development Programme in 2005, to develop graduates with essential skills they need for performing daily role and to equip them for a long-term career at Siemens. Graduate that joins Siemens could attend the programme at any site of Siemens regardless of work role to help them understand the company business and establish networks among graduate population (Siemens Training and Development as a Strategy for Growth, 2009). The output of Simens' adoption of training and development program is the enhancement of performance and employee commitment since people would feel encouraged and valued due to increasing competence and capability.

Conclusion 結(jié)論
Based on the above analysis, a conclusion can be arrived that human resource management should emphasis on cultivating employee commitment through training and development as well as other motivation measures. Companies are advised to change their management philosophy and pay more attention to employee training and development. HRM has changed from traditional personnel management to talent management. Human resources shall be regarded as precious resources of companies that could bring long-term profits and stable development. The increased morale, work efficiency and skills of employees could change into actual benefits for the company. The HRM of companies could rest on the above two principles to promote corporate development in the future.