如何获得业务部门经理对于HR议题的认同?——HR经理权力对业务部门经理任务承诺的作用机制  

How to Obtain Line Managers' Identification with HR Issues? The Influence of HR Mangers' Power on Business Departments Managers' Commitment

作　　者：黎常[1] 陶艳[1] Li Chang Tao Yan(Zhejiang Gongshang Universit)

机构地区：[1]浙江工商大学工商管理学院

出　　处：《中国人力资源开发》2016年第18期42-50,共9页Human Resources Development of China

基　　金：国家自然基金(71502164);浙江省自然科学基金(LQ14G020001)的资助

摘　　要：HR经理要对人力资源战略议题和方案负责,方案的落地离不开跨部门的合作,因此他们必须施加影响来获得其他部门的配合和支持,尤其是各业务部门经理的任务承诺。基于以往关于权力影响策略的相关研究,本文确定了7种在平行影响中频繁使用的策略,并把他们分为理性、软性和强硬策略。先后探讨了HR经理权力和影响策略之间的关系、影响策略与业务部门经理承诺之间的关系以及这3类影响策略在HR经理权力与业务部门经理任务承诺之间的中介作用,最后得出了相关结论。As human resource （HR） managers, they need to be responsible for the strategic issues and projects on human resources. For hitting the ground running with the projects successfully, it＇s iterative for HR managers to use specific tactics to gain task commitment from the managers of different business units. Based on the previous studies about power and influence tactics, this study uncovered three relative tactics after identifying seven influence tactics used frequently in extant literatures, that is, rational tactic, soft tactics and hard tactics. This study can be organized as four parts： firstly, it states the relations between the power of HR managers and their influence tactics; then it states the relations between HR managers＇ influence tactics and commitments from managers of different business units; thirdly, the mediating effects of soft and hard tactics on the relations between the power of HR managers and the task commitments of business departments managers is estimated; last but not least, the conclusion and future implications are given in the end.

关 键 词：HR经理的权力 影响策略 任务承诺 

分 类 号：F272.92[经济管理—企业管理]