1、1 外文翻译 原文 Human Resource Development and the Resource-Based Model of Core Competencies: Methods for Diagnosis and Assessment Material Source： Human Resource Development Review 2008 7: 387 Author： Alan Clardy The resource-based theory of organizational performance emphasizes the sustained competitive
2、 advantages gained from production capabilities that are rare and hard to imitate. Under certain conditions, such capabilities become core competencies and tend to involve the firms human resources.There is not yet a standard research protocol for how to research core competencies.Based on a review
3、of existing studies on core competencies from a variety of fields, a framework for studying core competencies is proposed here based on four questions: Does the firm have a competitive advantage?If so, is it based on capabilities? What is the nature of the specific core competencies involved? Does t
4、he competition have core competencies, and if yes, what are they? The implications of this model for researchers and practitioners are discussed. Keywords: resource-based theory; human resource development; diagnosis and research; core competencies One standard, recommended human resource developmen
5、t (HRD) practice is needs or front-end assessment, whereby the knowledge, skills, and abilities(KSAs) needed for job or task performance are identified and then used as the basis for assessing the extent to which individuals in those jobs possess those KSAs (Goldstein Rothwell Rothwell Dooley, Lindn
6、er, Dooley, indeed, as will be argued, traditional competency assessment procedures are likely to fail in identifying core competencies as defined by the RBV. The purpose of this article is to propose a method for identifying and assessing an organizations core competencies using the RBV framework,
7、particularly as that method applies to HRD. As will be noted shortly, there is no accepted or comprehensive framework for carrying out such a diagnosis, limiting HRDs ability to play the role of a strategic partner. Thus, this discussion establishes a foundation onto which specific data collection a
8、nd analytic procedures for carrying out a diagnosis of a firms core competencies can be developed. As a result, this methodology should enable HRD to play a greater strategic role in the direction and operations of the organization. In the first section, the traditional HRD approach to competency as
9、sessment will be reviewed, followed, in the second, by a discussion of the RBV of core competencies. The third section provides an extended review of the methods and procedures proposed or used for assessing and diagnosing the RBV of core competencies. This discussion is organized in terms of four k
10、ey issues in core competency analysis. The concluding section presents an initial framework for assessing core competencies for the HRD professional and then considers the implications of this analysis for both researchers and practitioners. (Core) Competencies in HRD Theory and Practice Traditional
11、ly, the analytic focus of HRD planning and programming, particularly as this applies to training, was to identify job-specific KSAs (Goldstein Rothwell at the same time, the emphasis shifted from enabling adequate performance to producing superior performance (Spencer Prahalad a few (Southwest Airli
12、nes and Dell Computers are oft-noted examples) perform at an above-average level on an ongoing basis. Firms that consistently perform on a superior basis are said to have a “sustained competitive advantage”(Oster, 1999; Porter, 1985). In this condition, the question becomes “What is the reason for t
13、he ongoing superior performance, or alternatively, what is the source of sustained competitive advantage?” Two schools of strategy provided answers to these questions. The positioning approach, championed by Porter (1980, 1985), argued that a firms performance derives from the firms product, product
14、ion, and marketing posture relative to its competitors. The resource-based approach (see Barney that is, they are found at the level of multiple people doing various 5 tasks in a coordinated, managed, and supported system of performance(Grant, 1996; Hamel, 1994; Schoemaker (b) core competencies are
15、indicated if a firms performance is better than its competition over the long term; (c) core competencies are properties of organization or system, being more than the proficiencies or traits of specific individual; (d) to be the source of sustained superior performance, core competencies must be ha
16、rd for competitors to obtain, and in practice, this means such competencies are based on the firms human resources performing in the context of a unique sociotechnical system; and (e) when core competencies exist, they differentiate the possessorfirm from the competition, creating an organization as
17、ymmetrically configured to its competitors. Core competencies are capabilities qua organizational routines that enable sustained superior firm performance. 译文 人力资源发展和基于资源的核心竞争力模型：诊断和评价的方法 资料来源： Human Resource Development Review 2008 7: 387 作者： Alan Clardy 该理论编制的执行强调的是持久竞争的优势来获得一种很少也很难被模仿的生产能力。在某种环境下
18、这样的能力会变成核心竞争力并且潜移默化的影响公司的人力资源。现在还没有一个标准的研究协议对于怎样去研究核心竞争力。基于一个正在研究多种领域核心竞争力的评论，一个研究核心竞争力的框架在这里被提出，基于这四个问题：企业是否具有竞 争优势？如果有，它是基于何种能力？具体涉及的核心竞争力是什么性质的？竞争中是否有核心竞争力，如果有的话，他们是什么？ 研究人员和从业人员 对该 模型的 含意 进行了讨论。 关键词： 基于资源理论；人力资源发展；诊断和研究；核心竞争力 有一个标准，建议人力资源发展 (HRD)实行务必要前后评估，即知识，技能和能力 (KSAs)需要与工作或者任务的执行相一致，同时它也 作为评
19、估拥有这些技术和能力 (KSAs)的 工作 人员的基础范围 (Goldstein Rothwell Rothwell Dooley, Lindner,Dooley, Rothwell Prahalad Porter, 1985)。在这种环境下，问题就变成了“进行出众表现的原因是什么，或者另外一个，什么是持续竞争优势的来源？”两个学校的战略为这些问题提供了答案。随着地位的靠近， Porter (1980,1985)或得了胜利，他主张企业的成绩来源于企业的产品，生产，以及行销，还有和与竞争者的关系。以资源为基础的方式 (详见 Barney Hamel, 1994; Schoemaker & Ami
20、t, 1997)。 此外，机构 还拥有自主的竞争力在一些特别个体上 ( Collis,1994)。 竞争力作为日常事务就像一个机构不仅要在经行中的生产里表现出色，还要成为组织更新和创新的引擎。一个著名的例子就是装配线：当亨利福特在 1913 年引进它的时候，它大量生产的能击败了那些受困于更古老，手工生产系统的竞争者。因此福特汽车统治了汽车制造工业 10 余年之久 (Brinkley, 2003)。 50 年之后，丰田集团的 just-in-time 制造系统产生了同样的提升效果。竞争力可能有一些子系统，从行销和组织生产过程的认识到人力资源管理系统甚至更多 (Clardy,2007)。因此我们有理由进行一个讨论，竞争力是核心竞争力和持续竞争优势的基础。
