外文翻译--与薪酬策略相匹配的创新战略能提高企业绩效吗？.docVIP

本科毕业论文（设计） 外文翻译 外文出处 Personnel Review, 2008（3）:300-316 外文作者 Kuen-Hung Tsai，Christine Chou，Ming-Yi Chen 原文 Does matching pay policy with innovation strategy really improve firm performance? Introduction In a fast-moving and globalized world, a firm must maintain its competitive advantage to constantly improve its performance and compete with its competitors. The competitive advantage concept includes the capabilities, resources, relationships, and decisions that permit a firm to capitalize on opportunities and avoid threats within its industry (Hofer and Schendel, 1978). Porter (1985) argued that human resourcemanagement (HRM) helps a firm obtain a competitive advantage by lowering costs, increasing product sourcing and service differentiation, or both. However, achieving a competitive advantage through human resources requires a strategic management perspective (Jackson and Schuler, 1995). This is the basic rationale of strategic human resource management (SHRM). Recent studies have examined SHRM as a means of enhancing organizational competitive advantage, which improves overall firm performance (Arthur, 1994; Huselid, 1995; MacDuffie, 1995) Previous authors have described SHRM as the process of linking HR practices to business strategy (Ulrich and Lake, 1991). Human resource managers have long regarded compensation as a crucial lever to move employees toward the desired goals of an organization (McLagan and Nel, 1995). Examining the effects of pay policy on an enterprise has become a very important issue in the HRM field as managers increasingly emphasize SHRM. Prior research has contributed, at the individual level, to the nexus between pay policy and several important constructs by examining issues such as satisfaction (Dyer and Theriault, 1976; Rice et al., 1990), retention (Holzer, 1990;Barber and Bretz, 2000), and performance (Neal, 1993; Levine, 1993; Trevor et al., 1997).At the firm level,