人力资源官僚主义外文文献翻译中英文论文.docx

外文资料翻译—英文原文 Strategic talent management:A review and research agenda Fig. 1. Strategic talent management. 3. A theoretical model of strategic talent management Fig. 1 outlines our theoretical model of strategic talent management. The model is based on the definition of strategic talent management identified above. We now outline the model in more detail. 3.1. Identifying pivotal talent positions We argue that the identi?cation of pivotal talent positions should be the ?rst stage in any strategic talent management system. As noted above, while an in?uential stream of talent management literature emphasises the identi?cation of ‘A performers’ and focuses on their retention and development (Axelrod et al., 2002; Frank, Finnegan, Taylor, 2004; Michaels et al., 2001)an emerging literature base advocates a focus on the identi?cation of key positions (Boudreau Ramstad, 2005, 2007)or “A positions” (Huselid et al., 2005) which have the potential to differentially impact on sustainable competitive advantage. Some strategic HRM (SHRM) scholars (c.f. Lepak Snell, 1999), adopt a bottom up focus in their theory development emphasising the idea that employees can contribute to the ?rms strategic objective simply because of their value and uniqueness (Becker Huselid 2006). In contrast, Becker and Huselid (2006: 904) advocate a top–down focus arguing that “When employees are able to contribute to a ?rms strategic objectives they have (strategic) value” and that “…not all strategic processes will be highly dependent on human capital”. Thus, they recognise that the locus of differentiation, in terms of ?t, should be the job not the individual employee. Huselid et al. (2005:2) de?ne these “A positions” by their “disproportionate importance to a companys ability to execute some parts of its strategy and second…the wide variability in the quality of the work displayed among the employees in these positions”. While the organisations strategic human capital is encompassed in the emplo