1、 1 外文翻译 原文 Line Manager Involvement in Human Resource Development Material Source: Kauno technologijos universitetas Author: Jurgita Siugzdiniene Current models of human resource development (HRD) suggest that expectations about a line manager role in HRD are changing as organizations are striving t
2、o make the HRD function leaner and more strategic. In this context, line managers are increasingly held responsible and accountable for human resource development. Thus, this paper investigates the themes and implications, concerning the role of the line managers in human resource development. It al
3、so seeks to explore current developmental roles of line managers in Lithuanian government institutions and to define and discuss the factors inhibiting their greater involvement in HRD. The results of the research have revealed that line managers in government institutions of Lithuania have not assu
4、med the responsibility for HRD. It was confirmed that it is difficult to fulfill this role, either because of their work load or lack of skills and management tradition in this area. It has been also concluded that substantial investments in capacity development of the line managers and HRD speciali
5、sts are needed to make sure that line managers and HRD specialists are capable of carrying out their new roles. Changing role of line manager in the context of strategic HRD There are two distinctive features of the contemporary HRD approach - the devolution of HRD practices to line managers and the
6、 integration of HRD with business strategy, or the emergence of Strategic Human Resource Development (SHRD).The concept of SHRD has been explored by several authors in recent years 3; 6; 11 - 13. It has been acknowledged that SHRD is a prerequisite for a learning culture to emerge and for a learning
7、 organization to develop 3. Thus, a key focus of SHRD is the establishment of strong linkages with the strategic goals of organization and the creation of a learning environment and structural design, which promotes learning to improve performance 3; 6; 7; 13. SHRD involves the integration of HRD wi
8、th business objectives and this approach can be recognized through the presence of 2 enabling characteristics, which are crucial to facilitate the emergence of SHRD. The devolution of HRD policies and practices to line managers is one of the key enabling characteristics of the SHRD system3; 6; 13. T
9、he fundamental assumption is that line managers can drive HRD policies and practices, which are designed to achieve the organizations strategic objectives through identifying, developing and supporting the appropriate knowledge, skills, commitment, and performance in employees 10.The emergence of SH
10、RD has significantly influenced the relationship between work and HRD activities. In the past HRD used to be primarily associated with training activities, now it is becoming predominately linked with learning from experience and self directed learning. It is extended to facilitating and supporting
11、the learning processes within organizations and teams. Learning is no longer considered as a classroom activity required to develop specific skills or knowledge to enable employees to carry out specific functions, instead learning is necessary to cope with the changing demands of the organizational
12、environment 5; 14. The processes of learning and working are becoming very much intertwined and on the job learning is stimulated as much as possible. Informal learning is also considered as very important learning activity. This means that traditional training activities are no longer HRDs main pro
13、duct. This changing view of learning in the context of SHRD has far-reaching implications for line managers who are expected to manage the workspace as a place to fit learning. Since HRD activities are increasingly devolved to operational managers the actual training and development activities are b
14、eing carried out by line management and employees, while HRD specialists monitor the quality and provide assistance and advice3; 6; 15. Based on Nonaka and Takeuchi 16 knowledge is created by line managers at the intersection of the vertical and horizontal flows of information within the organizatio
15、n and line managers should be able to identify the knowledge gaps and communication problems. Furthermore, line managers are a key link in the learning process within organizations, and a channel through which the knowledge is transferred 19. It is suggested that line managers are in a very powerful
16、 position to block or support implementation of HRD strategies and activities 21. A line managers influence does not come from any hierarchical authority, but from “a unique knowledge base, and their ability to integrate both strategic and operating level information” 9, p.1328. Line managers balanc
17、e the demands of senior management and employees and are both the suppliers of information to senior managers, and the implementers of the decisions taken by senior 3 managers 10. They are in a position of responsibility without authority to influence senior management decision making. Implications
18、of greater line manager involvement in HRD The perception prevails that a number of benefits exist in using line managers as developers of people 3; 4; 6; 17; 24. The following key arguments for devolution of HRD to line managers are provided by different scholars: allowing HRD decisions to be tailo
19、red to the real needs and circumstances at the operational level; improving employee relationships and the work environment; enabling more effective decision making because of the shorter lines of communication, and others. The main advantages presented in the scientific literature are summarized an
20、d discussed below. Firstly, a line managers role is critical in creating and stimulating the appropriate work environment supportive for learning 4; 10; 17. It requires the promotion of positive attitudes towards continuous learning, since learning is not something that happens only during formal cl
21、assroom training activities, but it is an integral facet of everyday working life. A line manager is expected to encourage the individual or team to take responsibility for how they will manage their own learning processes. It should happen through the provision of various opportunities for learning
22、, for instance organizing meetings between employees with similar experience, creating mentor and job rotation systems, coaching, and others. Secondly, the research confirms that usually line managers lack knowledge and competence in human resource management 3 5; 10. Therefore, greater line manager
23、s involvement in HRD activities may lead to a development and transformation of the managers themselves and they would become more competent in managing people. This can also positively contribute to broader organizational change. Thirdly, line managers can help to improve the quality of HRD interve
24、ntions by closing the gap between organizational performance and individual performance 4; 10. Line managers, rather than HRD specialists, are very familiar with the business context and both organizational and individual learning needs; therefore they should be able to address the most pressing lea
25、rning needs. They are closer to the daily operations and customers. This gives line managers unique knowledge concerning organizational realities and needs, which can inform their understanding of the important issues and possible knowledge gaps. Without a systematic training needs analysis linked t
26、o the performance appraisal process it is unlikely that HRD will make a meaningful strategic contribution to enhancing organizational effectiveness. Identifying training 4 needs arising from strategic goals, new technology and changes in the work process and linking it with performance appraisal pro
27、cess then becomes critical at the operational level for which a line manager is responsible. Despite the arguments provided above, recent research has shown that delegating HRD responsibility carries a number of challenges and risks and line management involvement in HRD work is not without complica
28、tions 4; 22. Research provides mixed results about the implications of devolution and the competence of line managers in HRD work more generally 18. It has been confirmed that workloads of line managers may marginalize their efforts in developing employees and they may not be able to pay sufficient
29、attention to employee development. Performance criteria and reward systems are more likely to consider business results, than a longer term people development role 20. The responsibility for HRD is not very often included among line managers performance objectives. Also, it might be difficult for li
30、ne managers to play two opposing roles of assessor and coach. Moreover, line managers are not specialists in HRD and may lack confidence, knowledge and organizational support to assume the responsibility for HRD. Senior managers must be highly supportive in HRD role of line managers and an incentive
31、 system should be developed to motivate them 21. Furthermore, acting as a HRD facilitator demands a coaching management style, as opposed to a directive management style. Lack of coaching skills and insufficient line management motivation for this role is reinforced by findings that the least popula
32、r HRD delivery mechanisms include coaching and mentoring. This may be due to the large commitment of time and resources needed, yet these methods have consistently been emphasized as critical contribution to SHRD 23. It is important to emphasize here that the devolvement of HRD activities to the lin
33、e does not mean that traditional HRD function should vanish or be abolished. It is about increasing the role of line managers in HRD, but not about taking over the HRD function from the specialists. There is little reason to believe that line managers can be better developers than specialists traine
34、d in HRD 4. The role of HRD specialists is also changing. HRD specialists are liberated from routine administration an can focus on strategic and change management issues. They should be recognized as HRD advisors instead of merely HRD providers. This calls for a partnership between line management
35、and HRD specialists. HRD specialists should be able to offer regular support to line managers helping them to analyze performance problems, assess learning needs, develop individual learning plans and develop their own coaching skills 3; 12; 13. 5 However, the key question is what is expected of lin
36、e managers in relation to HRD? Based on the scientific literature analysis five main roles of line managers in HRD have been distinguished 3; 4; 6; 24: (1) Line managers should discuss periodically the performance and the development and learning needs of their subordinates; (2) Line managers should
37、 partner with HRD training specialists on strategic HRD/HRM issues; (3) Line managers should show interest and support learning of their subordinates on a daily bases; (4) Line managers should train and coach their subordinates; (5) Line managers should actively participate in HRD strategy developme
38、nt process. 译文 直线经理在人力资源发展中所参与的角色 资料来源： Kauno technologijos universitetas 作者： Jurgita Siugzdiniene 目前人力资源发展模式 (HRD)使得直线经理急需转变它的角色定位，组织力图使 HRD 的功能发挥的更加精炼和战略化。在这样的背景下，需要直线经理对人力资源的发展越来越负责。因此，本文从它的主题和影响来对直线经理在人力资源发展中的角色进行探讨。也试图探讨和界定直线经理在立陶宛政府机构所扮演的角色，并讨论这些因素在 HRD 中的制约性。 研究结果表明，直线经理没有为 HRD 承担相应的责任。同时证实了这
39、个角色的确很难担当，也许是超出了他们的本职工作，或者是本身的工作能力有限并且缺乏相关的管理技能。由此我们可以得出这样的结论，许多资深的直线经理和人力 资源开发的专家都需要确保两者能够执行新的角色。 直线经理在人力资源开发战略化背景下的角色转变，目前有两种特色的现代人力资源开发方法。一个是权力下放，就是以人力资源与业务开发为一体的政策，还有一个是战略化的发展概念 (SHRD)。近年来，许多学者对 SHRD 进行了研究并承认了 SHRD 是学习文化和建立学习型组织的前提条件。因此，把组织和组织的战略目标结合起来并且建立学习型的环境和组织结构是非常重要的，可以以此来促进学习从而提高工作技能。 SHR
40、D 包括人力资源开发与经营目标的整合，他具有识别的功能，这是非常重要的，正 是如此才促使了 SHRD 的出现。权利下放是人力资源发展的一项政策和措施，直线经理就是 SHRD 中最关键的部分。基本的设想就是直线经理可以驾驭人力资源发展的政策和措施，旨在实现组织的战略目标，并通过寻找、发6 展和支持适当的知识、技能、责任感、和业绩的员工。 SHRD 的出现对工作和人力资源发展活动的关系有明显的影响。过去的人力资源开发主要是用于培训方面的事情，当是现在它主要是用来学习相关的经验和自主的学习。这就是为了促进及支持组织内部和团队之间的学习过程。 从而学习不再被认为仅仅是课堂活动，而是需要开发员工特殊的技
41、能和 知识来满足工作的需要，而不是通过学习来应付组织环境变化的需要。学习和工作的过程变的非常的错综复杂，尽可能多的激励员工在工作中学习是非常重要的。非正式学习也被认为是非常重要的学习活动。这意味着传统的培训活动不再是人力资源开发的主要任务。这种学习观的改变对 SHRD 产生了巨大的影响，直线经浙江万里学院商学院 外文 文献 原文 7 理们都期望将工作地方经营成为员工学习的地方。自从人力资源开发越来越多的交给业务经理来进行实际的培训，更多的发展工作就交给直线经理和员工来执行，而人力资源部的专家负责质量的检测和提供协助以及建议等。基于Nonaka 和竹内弘高的研 究，组织中水平和垂直流通的信息是由
42、直线经理所控制的，他必须能够识别知识间的间隙和沟通中的问题。 此外，直线经理对组织内部来说是一个关键环节，尤其是在学习和管道知识转移的过程中。直线经理的位置非常重要，是辅助实施人力资源发展战略和活动的。一个部门经理的影响不是来自高层，而是来自他们自身的水平和整合战略的能力。在高级管理人员和员工之间直线经理起平衡作用，他们处在一个需要承担相应责任的位置上来影响高层的决策。 直线经理参与人力资源开发具有更深远的意义。这广泛的存在着一个认知，许多开发人员利用直线经理来获得许多好处。以下的学者针对权力下放提供了一些关键参数：使 HRD 的决定在被真正需求同时根据整体的水平来缓和员工之间的关系，提供更好
43、的工作环境提高决策的有效性等等。对一些主要权威的文献进行了总结和讨论。 首先，部门经理的角色是非常重要的，要求具有创新意识，并应用有效的激励机制来提高员工的工作效率。督促下面的员工不断学习并且对其进行培训。这可以给员工提供各种学习的机会，比如组织员工之间经验交流会议，设定工作导师和工作轮换 制度、培训和其他等。 其次，研究发现：通常直线经理的人力资源管理专业知识和能力比较缺乏。因此，直线经理较多的参与人力资源开发活动可能会导致部门主管的变革和发展，他们在管理员工时也会变的更加有胜任力。这也通常可以对组织变革产生积极的作用。 再次 ， 直线经理可以通过弥补组织绩效和个人绩效之间的差距来帮助员工提
44、高工作质量和改善人力资源发展的工作。熟悉业务环境和组织及个人的学习需要的是直线经理而不是人力资源管理专家，因此，直线经理应该可以处理最迫切的学习需求，他们更接近日常操作和客户，这使直线经理对有关组织目标实现和 组织需要等有了独到的认识，并告诉他们如何理解重要的问题和可能存在的知识差距。没有系统的培训需求分析与绩效评估过程人力资源开发是不可能对组织效能做出有意义的战略贡献的。因识别培训的需求战略目标、新技术和变化联系在一起，直线经理就负责工作过程和绩效评估过程。尽管以上所提供的观点存在争论，但最近的研究表明，人力资源发展存在一系列的挑战和风险，参与直线管理工作不是人力资源的工作。研究表明直线经理
45、的努力在员工发展会变的边缘化，而且他们可能无法足够重视员工的发展。绩效标准和奖励机制更加注重于员工的业绩，而不是员工的长久 发展。负责人力资源开发经常浙江万里学院商学院 外文 文献 原文 8 不包括在直线经理的绩效目标中的。同时，对于直线经理来说担任两个相互对立的角色是十分困难的。 除此之外，直线经理不是 HRD 方面的专家，他们可能会缺乏自信，知识和组织支持为人力资源发展承担责任。高级管理人员必须高度支持在人力资源部中任职的经理或则一个适合的激励系统也许慧刺激他们。此外 ,作为人力资源开发中的教练要求的是管理模式 ,而不是一种管理风格，缺乏培训能力和对直线经理的激励不足，以及加强生产线管理这
46、些都是发现最人力资源部的部受欢迎的机制也包括指导和培训。这可能是由于大量承诺的资源和时 间的需要 ,但这些方法一直强调对 SHRD 重要贡献。 首先需强调的是在这一地区的人力资源开发活动并不意味着传统的人力资源开发功能应该消失或被废除。从专家的意见来看这是关于增加在人力资源部经理的角色 ,但不是关于接管人力资源发展的职能。几乎没有理由相信直线经理就可以比专家们在人力资源开发方面做的更好，而且人力资源专家所扮演的角色也在改变，他们都脱离日常管理可以专注于战略及变更管理问题。他们应该被认为是人力资源开发顾问不是只人力资源开发提供者 。 这需要直线经理和人力资源经理在管理之间的合作。人力资源管理专家应能定期提供 数据支持直线经理帮助他们分析其绩效问题 ， 评估学习的需要 ， 制定个人学习计划和发展自己的培训能力。 然而 ， 关键的问题是直线经理和人事经理之间期望的关系是怎么样的？根据科学的文献分析 5 个直线经理在人力资源管理中的五个角色的区别可以分为：（ 1）直线经理应该讨论定期和性能及其发展他们的下属的学习需求； (2)在战略人力资源开发 /人力资源管理问题上直线经理应该成为人力资源开发专家的合作伙伴 ； (3)直线经理应该对下属的学习和表现的支持 ； (4)直线经理应该训练和培养他们的下属 ； (5)直线经理都应积极参与人力资源开发的战略过程 发展。
