[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(jīng)驗證據(jù)（英文）

1、 Procedia - Social and Behavioral Sciences 235 ( 2016 ) 361 – 371 Available online at www.sciencedirect.com ScienceDirect1877-0428 © 2016 The Authors. Published by Elsevier Ltd. This is an open access article

2、 under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of the organizing committee of ISMC 2016. doi: 10.1016/j.sbspro.2016.11.044 12th International Strate

3、gic Management Conference, ISMC 2016, 28-30 October 2016, Antalya, Turkey Strategic Human Resource Management in Higher Education Institutions: Empirical Evidence from Saudi Alwiya Allui? recruitment and selection; tra

4、ining and development; private universities; Saudi. ? Corresponding author. Tel. +966504108696 Email address: aallui@psu.edu.sa © 2016 The Authors. Published by Elsevier Ltd. This is an open access article under th

5、e CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of the organizing committee of ISMC 2016.363Alwiya Allui and Jolly Sahni / Procedia - Social and Behavioral S

6、ciences 235 ( 2016 ) 361 – 371 selection, appraisal, training, compensation, and employee relations (Guest, 2011). The role of HRM is to translate the strategic aims of the organization into human resource policie

7、s and to create human resource strategies that generate 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 st

8、rategic content of the business and human resource 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 proa

9、ctive HR policies/practices that ensures that an organization’s human capital contributes to the achievements of its corporate objectives (David, Chin and Victor, 2002). SHRM highlights the growing proactive nature of

10、the human resource (HR) function, its potential importance to the success of organizations and the possibility of change in the HR function from being reactive, prescriptive, and administrative to being proactive, desc

11、riptive and executive (Boxall, 1994). Sahoo, Das, Huselid, Jackson, Miles Truss, Gratton, Hope-Hailey, Stiles, & Zaleska, 2002). SHRM has been a substantial concept to enhance the strategic capabilities of organi

12、zations, ensuring the availability of committed, motivated, and skilled labor (Branine & Pollard, 2010). Organizations with strong strategic capabilities have a tendency to integrate their HR processes into their c

13、entral corporate strategies to achieve ideal outcomes (Lengnick-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 education

14、al funding in America were becoming scarce. This is also due to the fact that faculty and supporting staff salaries, wages, and fringe benefits average 70 to 80% of an institution's operating budget (Mortimer, 1985

15、). Hence the concept of strategic staffing gained momentum to play a vital role in the labor-intensive industry of higher education (Mortimer & Tierney, 1979). According to Keller (1983), American higher education

16、in the 1980’s entered a new era that required new procedures and new attitudes: better planning, strategic decision-making, and more directed change in human resource management. After his ground breaking publication o

17、f Academic Strategy (Keller, 1983), many colleges and universities became interested in instituting a strategic approach to human resource management in their organizations. Smylie and Wenzel (2006) studied the factor

18、s that affect the effectiveness of teaching/learning processes at Chicago universities and found that SHRM practices such as staffing, vocational development training, communication, reward and evaluation are some of t

19、he significant factors in this regard. Smylie and Wenzel (2006) also found that the application of SHRM practices and evaluation would raise higher education effectiveness. Bahrami et.al, (2013), looked at the relation

20、s between strategic human resource management and intellectual capital in Iranian universities. Their findings indicated significant multiple correlations between SHRM practices (staffing, training, performance apprais

21、al, compensation, and participation) and intellectual capital (human, structural, and relational capital). They concluded that effective SHRM can enhance intangible assets of a university. Bergquist (1992) strongly bel

22、ieves that when human resource offices are properly positioned, effectively structured, sufficiently funded, adequately staffed, organizationally supported, and well managed, the tripartite mission of any college or uni

23、versity— teaching, research, and service—is more likely to be effectively and efficiently attained. In a recent study (Sahni & Jain, 2015), researchers recommended integration of HRM practices into the overall opera

24、tions and strategies in order to achieve organizational effectiveness. 2.2 Recruitment and Selection System The processes of recruitment and selection in labor-intensive firms have been critical to achieve long-term s

25、ustainability (Ofori & Aryeetey, 2011). A typical selection process in an organisation involves judging candidates on a variety of dimensions, ranging from the objective and measurable e.g., years of experience and

26、educational attainment, to the subjective and personal e.g., quality of output expected and leadership potential. To do this effectively, colleges and universities rely on a number of selection tools or devices. These

27、include application forms, evaluation of written information including letters, resumes and vitae, portfolios, and writing samples, simulated demonstrations by the applicants, tests, interviews of various sorts, physic

28、al examinations, reference and background checks, and sometimes onsite visits to the current employer. Applying inadequate methods of recruitment and selection might lead to a high cost to businesses (Nankervis & S