战略转型中HRM的演化逻辑:基于丰田实践的研究  

Human Resource Management in the Transition of Strategy: A Case Study of Toyota

作　　者：唐伶[1] 

机构地区：[1]电子科技大学中山学院

出　　处：《日本学刊》2017年第6期80-112,共33页Japanese Studies

基　　金：教育部人文社会科学研究规划基金项目"集体劳动争议的转型态势与处理制度研究--以珠三角为例"(编号:14YJA820026);广东省质量工程建设项目"人力资源管理应用型人才协同培养示范基地"(编号:S-SFD201401)

摘　　要：随着社会高速发展与经济全球化进程加快,企业参与全球竞争的能力越来越依赖于其人力资源管理(HRM)实践,并引起了众多研究者和管理者的关注。与企业战略匹配的人力资源管理实践,可以使企业获得竞争对手难以模仿的竞争优势。丰田是成功实践HRM的典范,其不同阶段的战略、核心理念和人力资源管理实践之间的发展变化具有辩证的互动关系。这对中国企业特别是制造业企业,在当前新一轮国际竞争形势下如何通过科学地开展人力资源管理实践来实现可持续发展,将提供具有较强实际价值的启示。As the national economy and globalization develop further, the key to corporate competitiveness depends on human resource management practice. Scholars and managers start to pay more attention to the strategic value of human resources and the practice of human resource management, recognizing that the theory of human resource management is effective as a part of the corporate strategy, and corporations can enhance performance through human resource management practice. Toyota is considered as a successful example of human resource management in the transition of its corporate strategy, which is built on a positive interaction during business strategy, core values and human resource management practice. It serves as a practical reference for Chinese enterprises in improving human resource management in the new context of international competition.

关 键 词：HRM 战略转型 丰田 丰田模式 制造业企业 

分 类 号：F416.471[经济管理—产业经济]