关于中国灰领工人培训有效性的探讨.doc

原文： Perceptions of the effectiveness of training and development of ‘grey-collar’ workers in the People’s Republic of China Kate Hutchings, Cherrie J. Zhu, Brian K. Cooper, Yiming Zhang and Sijun Shao An important human resource development (HRD) implication of the People’s Republic of China’s (PRC) rapidly expanding economy has been the emergence of a critical shortage of grey-collar workers (GCW). Although ‘grey-collar’ has been commonly used in the West to describe an aging population within the workforce, in China it refers to people who are neither white nor blue collar workers but technicians. The shortage of GCW constrains the PRC’s economic and developmental sustainability, and has been recognized in central and provincial government initiatives to increase training and development of employees within these fields. While acknowledged as a policy and organizational problem, there has been no research investigating what organizations are doing to develop these employees. Drawing upon a survey of 310 semi-skilled and skilled employees in Beijing, our findings suggest that while the surveyed organizations are investing heavily in both on- and off-the-job training, employees’ perceived value of such differs markedly according to age and position. The research has important implications for China’s HRD strategy in suggesting links between training and other human resource management (HRM) functions are yet to be evidenced. Theoretical underpinnings of the research We take as our theoretical underpinning the assumption that strategic human resource management (HRM) ensures motivation and enhanced performance of employees, which in turn leads to enhanced organizational performance (Huselid, Jackson, and Schuler 1997; Wright, Gardner, and Moynihan 2003; Wright et al. 2005). While early research on strategic HRM advocated the development of lists of best practices (Pfeffer 1994), we take as our premise the belief in bundling of high performance work practices (see Sta