[雙語翻譯]外文翻譯--高等教育機構戰(zhàn)略性人力資源管理來自沙特的經驗證據(jù)

1、6250 英文單詞， 英文單詞，3.6 萬英文字符，中文 萬英文字符，中文 10800 字文獻出處： 文獻出處：Allui A, Sahni J. Strategic Human Resource Management in Higher Education Institutions: Empirical Evidence from Saudi [J]. Procedia - Social and Behavioral Sciences

2、, 2016, 235:361-371.Strategic Human Resource Management in Higher Education Institutions: Empirical Evidence from SaudiAlwiya Allui recruitment and selection; training and development; private universities; Saudi.1. Int

3、roductionGlobalization, international competition, innovation, and technology advancements have accentuated the importance of HRM for competitive advantage. According to Bontis, (1996), human capital may be the only sust

4、ainable competitive advantage that an organization has in the ever changing, globalized world. A study by Hasani and Sheikesmeili (2016) concludes that, more than ever before, human capital is more important than new tec

5、hnologies or financial and material body of knowledge about higher education human resource management practices in Saudi. There was no single piece of literature that was discovered that succinctly, fully, and accuratel

6、y described the characteristics of a human resource office that is considered a strategic partner, especially from the perspective of higher education in Saudi Arabia.2. Literature Review2.1 Strategic HRM AlignmentTocher

7、 and Rutherford (2009) defined human resource management (HRM) as the set of activities and functions directed to developing and maintaining the labor structure in firms. The activities in HRM are recruitment, selection,

8、 appraisal, training, compensation, and employee relations (Guest, 2011). The role of HRM is to translate the strategic aims of the organization into human resource policies and to create human resource strategies that g

9、enerate a competitive advantage (Tyson, 1995). According to Walker (1992), strategic HRM is defined as ‘the means of aligning the management of human resource with the strategic content of the business and human resource

10、 strategy so that the latter supports the accomplishment of the former and, indeed, helps to define it’. Strategic HRM involves designing and implementing a set of proactive HR policies/practices that ensures that an org

11、anization’s human capital contributes to the achievements of its corporate objectives (David, Chin and Victor, 2002). SHRM highlights the growing proactive nature of the human resource (HR) function, its potential import

12、ance to the success of organizations and the possibility of change in the HR function from being reactive, prescriptive, and administrative to being proactive, descriptive and executive (Boxall, 1994). Sahoo, Das, Husel

13、id, Jackson, Miles Truss, Gratton, Hope-Hailey, Stiles, & Zaleska, 2002). SHRM has been a substantial concept to enhance the strategic capabilities of organizations, ensuring the availability of committed, motivate

14、d, and skilled labor (Branine & Pollard, 2010). Organizations with strong strategic capabilities have a tendency to integrate their HR processes into their central corporate strategies to achieve ideal outcomes (Leng

15、nick-Hall, et al., 2011).In the early 1980’s the strategic concept in academic staffing began to gain popularity, due to the fact that resources in educational funding in America were becoming scarce. This is also due to

16、 the fact that faculty and supporting staff salaries, wages, and fringe benefits average 70 to 80% of an institution's operating budget (Mortimer, 1985). Hence the concept of strategic staffing gained momentum to pla

17、y a vital role in the labor-intensive industry of higher education (Mortimer & Tierney, 1979). According to Keller (1983), American higher education in the 1980’s entered a new era that required new procedures and ne

18、w attitudes: better planning, strategic decision-making, and more directed change in human resource management. After his ground breaking publication of Academic Strategy (Keller, 1983), many colleges and universities be

19、came interested in instituting a strategic approach to human resource management in their organizations.Smylie and Wenzel (2006) studied the factors that affect the effectiveness of teaching/learning processes at Chicago