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论文编号：	6514
作者编号：	1120080757
上传时间：	2014/6/12 23:41:18
中文题目：	企业人力资源管理角色发展研究
英文题目：	Research on Enterprise’s Human Resource Management Role Development
指导老师：	李新建
中文关键字：	人力资源管理；角色发展；组织边界；跨边界角色；共同演化
英文关键字：	Human resource management；Role development；Organizational boundary；Boundary-spanning role；Co-evolution
中文摘要：	组织竞争环境的日趋复杂与激变带来了组织管理方式的变革，并不断推动着企业人力资源管理职能与角色的转型。伴随职能形态的演化，人力资源管理角色经历了多个阶段的发展：从一般性行政管理角色向服务传递者角色过渡，继而再由服务传递者角色向战略性伙伴角色提升。尽管主流理论强调人力资源管理战略性角色对组织绩效的贡献，但现实中为数众多企业人力资源管理职能依旧徘徊在低层次边缘，并没有沿着主流理论指明的方向转变。因此，通过研究，厘清理论与现实之间的分歧是理解人力资源管理源自哪里，要向何处去，以及如何走向未来的根本。角色类别划分是人力资源管理角色转变研究的基础。绝大多数针对人力资源管理角色分类的研究主要从角色任务视角进行区分和命名。例如，美国学者Ulrich等将当代企业人力资源管理角色概括为：战略伙伴、变革代理人、员工发言人和行政管理专家。虽然这一研究范式依循了角色理论对角色结构的认知图式，却没有全面体现出角色的基本性质及完整内涵，也间接造成了角色分类的高度离散。当前，跨组织边界的人力资源管理业务形态不断涌现使企业人力资源管理职能面临着新的挑战——平衡组织内、外不同利益相关者的诉求。传统意义上组织边界之内的人力资源管理职能开始“溢出”组织边界，必然影响到其角色形态的发展。从跨组织边界的分析视角出发，对人力资源管理传统角色及新角色形态（跨边界角色）进行全面解析具有很强的现实意义和理论价值。有别于静态界定人力资源管理的角色类别，角色转变研究侧重于诠释角色发展的机理。然而，当前研究仍旧停留在如何调整角色行为实现角色转变这一表象问题的探讨上，缺乏对人力资源管理角色发展深层问题的系统解构。作为贯穿人力资源管理角色发展研究的主线，角色形成、角色演化、角色定位及角色选择等相关问题有待全面探讨，而角色发展动因与过程的研究则是理解上述问题的关键。本研究旨在构筑人力资源管理角色发展研究的理论体系，并达到以下目的：其一，从人力资源管理角色发展现实出发，反思西方人力资源角色结构学派的主流观点；其二，从跨组织边界的分析视角，探讨企业人力资源管理跨边界角色的功能及结构；其三，运用中国企业的第一手资料，剖析人力资源管理角色发展的动因及过程形态，构建人力资源管理角色发展研究的理论体系；其四，从人力资源职能角色发展视角，深化企业战略人力资源管理的理论研究。本研究主要运用了文献分析、理论推演和问卷调查等研究方法。首先，通过对已有文献成果的系统梳理及与现实问题的比较，提出了研究问题并构建了研究框架；其次，通过逻辑推理和归纳，构建了角色分析的P-R-T结构模型，并针对人力资源管理角色结构进行了静态和相对动态的探讨；随后，从跨组织边界的分析视角，解析了人力资源管理跨边界角色的生成，并对其结构功能与内涵进行探讨；继而分析了人力资源管理角色发展的动因与过程。在此基础上，通过问卷调查与假设检验，构建了人力资源管理角色发展分析的理论模型。最后，针对我国企业人力资源管理角色发展现状提出了相应的对策建议。本研究主要得出了如下结论：第一，角色类别划分是角色发展研究的前提与基础。只有从角色的整体结构，即角色的关系特征、任务特征和任职者特征出发才能合理界定企业人力资源管理的角色类别，避免角色分类的混乱。既有研究在探讨人力资源管理角色类别时，往往只是基于角色任务特征对“角色主体的行为模式”进行区分。这一研究范式并未完整体现角色的内在结构差异，无法区分不同角色之间的本质差异。第二，组织已经从一个相对封闭的系统走向开放，组织间人力资源管理业务的兴起促成了人力资源管理外部角色——跨边界角色的形成。组织间人力资源管理业务形态的涌现与演化，以及组织内人力资源管理分权化等实践形式的不断发展都使得跨边界角色成为人力资源管理的重要角色形态。基于理论推演与归纳，本研究概括出五种主要的跨边界角色形象：使节、关系构建者、知识管理者、任务协调者和“守门人”。不同于乌尔里奇的角色模型，跨边界角色类别主要刻画了人力资源管理职能服务于外部利益相关者的角色形象；与乌尔里奇的角色分类共同构成了企业人力资源管理的角色系统。第三，企业人力资源管理角色的发展并非凭空产生，而是内外环境因素共同作用的结果。有别于传统研究偏向于从单一视角出发对人力资源管理角色转变进行阐释，本研究从共同演化理论出发，整合分析了组织战略、组织间关系、组织结构、人力资源部门社会资本对人力资源管理角色发展的影响，并通过实证研究发现：在中国情境下，开放式创新战略和组织结构机械化程度都对企业人力资源管理角色扮演具有正向作用，而整合型组织间关系的中介作用与人力资源部门结构型资本的调节作用也得到了证实。
英文摘要：	The increasingly complex and competitive environment has changed the organizational management mode, and constantly has propelled the transformation of enterprise’s human resource management functions. With the evolution of HRM functions, HRM roles development has undergone several stages: firstly transferred from the administrative roles to the service-delivery roles, and then played the strategic partnership roles. Although the mainstream theories emphasize the contribution of the strategic roles of HRM to organizational performance, but HRM still has been regarded as worthless. Therefore, clarifying the differences between theories and reality is the fundmental for understanding such questions as “where does HRM come from?”, “ where does HRM go?” , and “how to go to the future?” Most HRM roles are classified based on the roles task feature in research. For example, Ulrich has classified HRM roles into four groups: strategic partners, change agents, employee champion and administration experts. Although this paradigm matches the structural role theory, it can’t reflect the overall structure of HRM roles, and then results in disputes. At present, cross-boundaries HRM practices have emerged in large numbers of enterpriese, which is much more important for HR managers to balance the different demands coming from stakeholders inside and outside enterprise. It is valuable to exploring the new HRM functional roles from the perspective of beyond organizational boundaries. Many researchers have explored the HRM roles transformation mechanism with dynamic analysis methods, however, most researches still focus on how to change HR managers’ behavioural pattern to meet up with roles expectation. And the same time, there are no adequate systematic theories which explain the question: Why HRM functions usually develop from administrative roles to strategic roles in most western countries? From theories constructing viewpoint, roles’ formation, evolution, transformation and position are the relative themes in strategic HRM field. Among them, roles development’s reasons and process are the basic topics in these themes. The purpose of this research as following: (1) making a reflection on the views in HRM roles research in western mainstream theories. (2)elaborating the reasons of HRM roles development from across organizational boundaries. (3)constructing the systematic theories of HRM roles development research in context of China. (4)extending research scopes in strategic human resource management field. This research utilizes multiple methods including literature analysis, deduction and questionaire. With literature review, this research designes the analysis path and constructs the P-R-T model for analyzing the structural content of HRM roles. By means of logic deduction and induction, this research makes an investigation about the HRM roles configuration. After that, this research explores the characteristics, structure of HRM boundary-spanning roles arising from inter-organizaitonal HRM practices. Lastly, this research constructs an empirical framework for explaining HRM roles development mechanism and tests the hypothesis with statistical analysis. Finally, this research provides suggestions for improving the level of HRM roles development of Chinese organizations. The conclusions as following: Firstly, roles classifications are the foundation for roles development research. Current studies overemphasize the difference among the roles task and behaviorial feature, but not to explain the overall feature of HRM roles structure. This paradigm results in confusion in understanding roles categories. The confusion of roles nomination and categories could be avoided on basis of P-R-T model. It is essential for HRM roles classification from the complete roles structure viewpoint. Secondly, organizations have changed from closed system to open system in nowadays. Inter-organization HRM business emerges and propells the emergence of HRM new roles——boundary spanner. Based on across organizational boundaries viewpoint, this research constructs five new rols of HRM function, such as: ambassador、relationship-facilitor、knowledge-champion、task-coordinatior and gatekeeper. Such roles are different from Ulrich’ role classfication.But both constitute the entire HRM roles system. Thirdly, HRM roles development is propelled by multiply factors inside and outside organization, which can’t separate from environment. This research makes an investigation about the relationship of HRM roles development with organizational strategies, structure, HR departmental social capital, inter-organizational relationship on basis of co-evolution framework, and finds that: open-innovative strategy , the level of organizational mechanism have the positive influences on HRM roles development. While integrated inter-organizational relationship is the moderate variable, HR departmental structural social capital is the mediator variable in the relationship of HRM roles development (dependent variable) with independent variables in the context of China.
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