人力资源管理战略【外文翻译】.doc

1、外文翻译原文HUMANRESOURCEMANAGEMENTSTRATEGYANORGANIZATIONSHUMANRESOURCESARE,ACCORDINGTOCURRENTMANAGEMENTTHEORY,THEMOSTIMPORTANTINVESTMENTOFACORPORATIONENORMOUSSUMSOFMONEYARESPENTTORECRUIT,SELECTANDHIREAQUALIFIEDSTAFFADDITIONALEXPENSEISINCURREDINTRAININGANDDEVELOPMENTANDEVENMOREINVESTMENTISMADEONANONGOINGA

2、NDCONTINUALLYINCREASINGBASISTOMAINTAINAQUALITYWORKFORCEWITHCOMPETITIVECOMPENSATIONANDBENEFITSPROGRAMSSTILLMANAGERSOFTENLETGOOFTHEPEOPLEINWHICHSOMUCHTIMEANDMONEYHASBEENINVESTEDWHENTHEEMPLOYEESMAKEMISTAKES,ORWHENTHEREISAPATTERNOFDISAGREEMENTORDIFFERENCESUCHEMPLOYEESROUTINELYLEAVEPROMISINGCAREERSWITHON

3、ECOMPANYTOSTARTALLOVERAGAINSOMEPLACEELSEOFCOURSEMANAGERSEXPECT,ANDSHOULDEXPECT,THEIREMPLOYEESTOBECOMPETENT,RESPONSIBLE,COOPERATIVEANDPRODUCTIVEANDTOPERFORMTHEIRTASKSWITHINTEGRITYANDAHIGHWORKETHICINANIDEALORGANIZATIONEMPLOYEESWORKINHARMONYWITHMANAGEMENTANDPEERS,FOLLOWMANAGEMENTSDIRECTIVESANDPUTFORTHS

4、INCEREEFFORTTOHELPTHEORGANIZATIONMEETITSOBJECTIVESEMPLOYEESAREONLYHUMANHOWEVERANDHUMANSMAKEMISTAKESANDTOEXPECTPERFECTCOMPLIANCEWITHTHENEEDSANDDESIRESOFOTHERSISNOTAVERYREALISTICEXPECTATIONOFADULTSINTHEWORKPLACEMORELIKELY,INFACT,INTODAYSORGANIZATIONEMPLOYEESMAYNOTWORKHARMONIOUSLYWITHPEERSANDMAYJUSTASL

5、IKELYNOTFOLLOWMANAGEMENTSDIRECTIVESTODAYSWORKFORCEINCREASINGLYWANTSTOTHINKFORTHEMSELVESANDTOUSETHEIRSKILLSANDABILITIESINWAYSTHATENHANCETHEIROWNCHANCESFORSUCCESS,ENABLETHEMTOACCOMPLISHTHEIROWNAGENDAS,ANDACHIEVETHEIROWNGOALSTHEPRESENCEANDESSENCEOFTHEHUMANELEMENTINTHEINCREASINGLYFASTPACED,SMALLERSTAFFE

6、D,ANDCOMPETITIVEWORKENVIRONMENTPRACTICALLYGUARANTEESTHATMISTAKES,PROBLEMS,ANDDISAGREEMENTSWILLOCCURTHEYAREAPARTOFLIFE,APARTOFBEINGHUMANFOREXAMPLE,LOOKATWHATHAPPENEDTOAFRIENDOFMINEAMEDICALTECHNOLOGIST,RECENTLYGRADUATEDFROMCOLLEGEANDWORKINGLESSTHANONEYEARINALARGEHOSPITALSHORTLYAFTERSHEBEGANHERNEWJOB,M

7、YFRIENDWASRESPONSIBLEFORRUNNINGABATCHOFNEONATALTESTS。AFTERPLACINGFIFTEENBLOODSAMPLESINACAPILLARYTUBECENTRIFUGEFORANALYSISSHEPRESSEDTHESTARTBUTTONTORUNTHEMACHINEFIVESECONDSLATERSHEHEARSTHESICKENINGSHATTERINGOFGLASSASALLTHESAMPLESAREDESTROYEDUNFAMILIARWITHTHEEQUIPMENT,SHEWASNOTAWARETHATTHEGUARDTHATSHO

8、ULDHAVEBEENSECUREDTOHOLDTHEGLASSTUBESINPLACEHADBEENUNINTENTIONALLYLEFTOFFOFANDOUTOFTHECENTRIFUGEBYANOTHERTECHNICIANMORTIFIEDANDSICKENED,SHEHADNOCHOICEBUTTOTELLHERSUPERVISORABOUTTHEACCIDENTTHESUPERVISORINTURNREPORTEDTHEPROBLEMTOTHEMATERNITYDIVISIONHEADWHOWASFURIOUSABOUTTHEERRORTOSAYSHEONLYHARSHLYREVI

9、LEDTHETECHNICIANANDTHEDEPARTMENTWOULDBEAGROSSUNDERSTATEMENTWHATWOULDTHETYPICALRESPONSEONEMIGHTEXPECTOFTHESUPERVISORTOWARDTHEYOUNGANDINEXPERIENCEDTECHNICIANIMMEDIATEDISMISSALSEVEREREPRIMANDPUNISHMENTPERHAPSPUNISHMENTMETEDOUTOVERANEXTENDEDPERIODOFTIMEANDCONSISTINGOFTHEMANAGERSBEINGOVERLYWATCHFULOVERTH

10、ETECHNICIANSWORKWOULDBEAPPROPRIATETHISWOULDMAKEITCLEARTHATSHECOULDNOTBETRUSTEDORISINCOMPETENTOR,PERHAPSSHEMIGHTBERELEGATEDTOPERFORMINGMENIALCLERICALTASKSFORATIMEWELLBEYONDTHEEXPECTEDTRAININGPERIOD,PERHAPSUNTILSHEGOTBOREDANDQUITTHEOUTCOMEOFMYFRIENDSSITUATIONWILLBEEXPLAINEDLATERFORNOW,CONSIDERANOTHERC

11、ASEINWHICHCONFLICTBETWEENAMANAGERANDHEREMPLOYEEOCCURSASARESULTOFTHEEMPLOYEESOVERLYAMBITIOUSEFFORTSTOBERECOGNIZEDASCAPABLE,CREATIVE,ANDCOMPETENTCAROLISAMARKETINGINFORMATIONCOORDINATORFORALARGECOMMERCIALDESIGNFIRMSEVERALMONTHSINTOHERNEWJOBCAROLPERFORMSONEOFTHEMOREMUNDANEANDSEEMINGLYMEANINGLESSTASKSTHA

12、TISPARTOFHERRESPONSIBILITY,CLIPPINGANDFILINGCOMPETITORADSFROMINDUSTRYTRADEJOURNALSSHEKEEPSTHECOMPETITORADINFORMATIONINAFILEINHERWORKAREAINALLTHEMONTHSCAROLHASBEENCLIPPINGANDFILINGADS,NOONEINTHECOMPANYHASEVERASKEDTOSEETHEFILESCAROLDECIDESTOCOMPILETHEINFORMATIONSHEHASCOLLECTEDOVERTHEMONTHSINTOASTATIST

13、ICALREPORTTHATWOULDDETAILCOMPETITIVEADVERTISINGACTIVITYACCORDINGTOFREQUENCYOFPLACEMENT,PRODUCT,ANDJOURNALPLACEMENTSHEPREPARESSEVERALCOPIESANDSENDSTHEMTOMANAGEMENTLEVELEMPLOYEESINTHEMARKETINGDEPARTMENTUPONSEEINGTHEREPORT,CAROLSMANAGERBECOMESUPSETWITHHERBECAUSESHEFEELSTHATSHESHOULDHAVEBEENINFORMEDOFTH

14、EREPORTPRIORTOCAROLSSENDINGITOUTTHOUGHTHEINFORMATIONINTHEREPORTWASVERYWELLRECEIVEDBYMEMBERSOFTHEMARKETINGDEPARTMENT,CAROLSMANAGERISANGRYANDUPSETABOUTCAROLSAPPARENTLACKOFRESPECTANDDISREGARDFORTHECHAINOFCOMMANDINTHEDAYSANDWEEKSTHATFOLLOWED,THEIRWORKINGRELATIONSHIPISSTRAINEDWHATISTHEISSUEINTHISCASEWHAT

15、HASHAPPENEDBETWEENTHEMANAGERANDTHEEMPLOYEEHOWCANASITUATIONSUCHASTHIS,WHICHRESULTSINCONFLICTOFBOTHAPERSONALANDPROCEDURALNATURE,BEAPPROPRIATELYRESOLVEDCONFLICTTHATISPERCEIVEDNEGATIVELYANDASATHREATTOONESPOWER,AUTHORITY,ORSELFESTEEMISVERYLIKELYTOBEDESTRUCTIVETOTHERELATIONSHIPOFTHEPARTIESINVOLVED,WHICHCA

16、NULTIMATELYLEADTODYSFUNCTIONINTHEORGANIZATIONANDINTHISSITUATION,ITDID,ASWASEVIDENCEDINTHEINCREASINGLYCOOLWORKINGRELATIONSHIPBETWEENTHEMANAGERANDEMPLOYEE,ALOWEREDLEVELOFMORALE,ANDCURTAILEDCREATIVITYCONTEMPORARYCONFLICTMANAGEMENTTECHNIQUESSUGGESTTHATANEWVIEWOFCONFLICTISNEEDEDIFGOODWORKINGRELATIONSHIPS

17、ARETOBEMAINTAINEDINSTEADOFPERCEIVINGCONFLICTASANEGATIVEEXPERIENCEINWHICHAMANAGERANDEMPLOYEEBATTLEOVERAPROCEDUREORIDEAINANATTEMPTTOHAVETHEIRRESPECTIVEVIEWPOINTPREVAIL,CONTEMPORARYCONFLICTMANAGEMENTAUTHORSROGERFISHERANDWILLIAMURYOFTHEHARVARDNEGOTIATIONPROJECTSUGGESTTHATITISBETTERIFTHECONFLICTSITUATION

18、CANBESEENASANOPPORTUNITYFORDEFININGDIFFERENCES,REACHINGAMUTUALLYAGREEABLERESOLUTION,ANDENRICHINGTHERELATIONSHIPTYPICALLYHOWEVER,PEOPLEDONOTHANDLEPROBLEMSITUATIONSORCONFLICTASEFFECTIVELYASTHETHEORIESSUGGESTTHEYSHOULDHUMANEMOTIONSANDPERSONALAGENDASGETCONFUSEDWITHTHEREALISSUEANDTHISPROCESSOFTENLEADSTOA

19、NATTACKONTHEOTHERPARTYINDEFENSEOFONESOWNINTERESTSTHISCANBEAVERYSERIOUSPROBLEMFORAMANAGERANDHISORHEREMPLOYEEGOODWORKINGRELATIONSHIPSAREESSENTIALTOORGANIZATIONALEFFECTIVENESSYETITISTHEQUALITYOFTHEINTERPERSONALRELATIONSHIPSTHATOFTENSUFFERSINTHEAFTERMATHOFSOMEWRONGDOINGORCONFLICTTENSESITUATIONSTHATARENO

20、TMANAGEDWELLORREMAINUNRESOLVEDMAYKEEPTHEPARTIESINVOLVEDINASTATEOFMENTALANGUISHANDCONSTANTBATTLEFORPOWEROR,INTHEWORSTCASESCENARIO,TOSEEKREVENGEWHENANEMPLOYEEMAKESACOSTLYMISTAKE,INNOCENTTHOUGHITMAYBE,ORDISREGARDSAMANAGERSAUTHORITY,ORBEHAVESINANYNUMBEROFINAPPROPRIATEWAYSTHATCANNOTBEJUSTIFIED,EXCUSED,OR

21、CONDONED,CAUSINGABREACHINTHERELATIONSHIP,HOWCANTHEQUALITYOFTHERELATIONSHIPBERESTOREDTOITSORIGINALSTANDING,ORSTRENGTHENED,ORATTHEVERYLEASTSALVAGEDINEITHEROFTHETWOCASEEXAMPLESMENTIONED,WOULDITBEREALISTICTOBELIEVETHATTHEREWILLBENOHARDFEELINGSBETWEENTHEPARTIESTHATTHEMANAGERWILLNOTFEELSOMEDEGREEOFANGERAN

22、DRESENTMENTTOWARDTHEEMPLOYEEANDTHATTHISANGERANDRESENTMENTWILLNOTIMPACTTHERELATIONSHIPINNEGATIVEWAYS,REGARDLESSOFHOWSUBTLEONESNEGATIVEFEELINGSCANBECOMESOENTANGLEDWITHTHEPROBLEMTHATINSTEADOFKEEPINGTHESITUATIONINCONTEXT,ONEOVERLOOKSTHEPOSITIVEANDKNOWNASPECTSOFTHEOTHERPARTYANDSEESHIMORHERSOLELYAS“THEPRO

23、BLEM”ACCORDINGTODUDLEYWEEKS,ITISNOTUNUSUALFORSOMEPEOPLETOVIEWASINGLECONFLICTASDEFININGTHEENTIRERELATIONSHIPWHATSORTOFCONSTRUCTIVEACTIONCANAMANAGERTAKETORESTOREARELATIONSHIPTHATHAS,ASARESULTOFDISAGREEMENTORCONFLICT,BECOMEUNTENABLEIWOULDLIKETOSUGGESTTHATFORGIVENESSOFFERSAWAYFORTHEMANAGERTODEALWITHTHEN

24、EGATIVEANDPOTENTIALLYDESTRUCTIVEFEELINGSTHATMAYRESULTAFTERACONFLICTBETWEENMANAGERANDEMPLOYEEINAWAYTHATCANEMPOWERBOTHFORGIVENESSASAWAYOFLIFE,BUTNOTINBUSINESSFORGIVENESSINTHEWORKPLACEWOULDNTFORGIVENESSMAKEONELOOKSOFTIFAMANAGERISINCONFLICTWITHANEMPLOYEEOVERSOMEWRONGFULACTIONOFTHEEMPLOYEESDOINGBUTDECIDE

25、STOFORGIVETHEEMPLOYEEWOULDITNOTAPPEARTOOTHERSINTHEORGANIZATIONTHATTHEMANAGERISCONDONINGTHENEGATIVEBEHAVIORORTHATITMIGHTLOOKLIKEHEORSHEISTAKINGTHEEASYWAYOUTBYCHOOSINGTOLOOKTHEOTHERWAY,TOEXCUSE,THEACTIONSORBEHAVIOROFTHEEMPLOYEEWITHOUTHOLDINGTHEEMPLOYEEACCOUNTABLEOTHEREMPLOYEESMIGHTPERCEIVEAMANAGERSFOR

26、GIVENESSASCONDONING,EXCUSING,ORJUSTIFYINGWRONGFULBEHAVIORANDTHINKTHEMANAGERADUPE,AWEAKLING,INEFFECTIVEASABUSINESSPERSON,ITOOWOULDHAVETHOUGHTFORGIVENESSANINAPPROPRIATEACTIONIFNOTUNDESIRABLEINMANYCONFLICTSITUATIONSINWHICHIHAVEBEENINVOLVEDORWITNESSEDAMONGOTHERSFORGIVENESSOFOTHERSISDIFFICULTANDNOTEXACTL

27、YTHEACTIONOFCHOICEFORMOSTPEOPLEEVENINONESPERSONALLIFETHISSEEMSESPECIALLYTRUEINBUSINESSWHEREPEOPLEAREEXPECTEDTOTAKEAFIRMSTANDONISSUESANDTODEALWITHPROBLEMSINANIMPERSONAL,QUICK,ANDDECISIVEMANNERINA1981RESEARCHSTUDYREPORTONVALUESANDTHEAMERICANMANAGER,FORGIVENESSWASRANKEDFIFTEENTHOUTOFEIGHTEENINIMPORTANC

28、EBYTHEMANAGERSSURVEYEDPOSNERANDSCHMIDT,1982THERESEARCHERSUSEDROKEACHSLISTOFINSTRUMENTALVALUESASTHEIRBENCHMARKANUPDATEDSTUDYCONDUCTEDIN1991INDICATESLITTLETONOCHANGEINTHERANKINGOFTHISVALUEACCORDINGTOTHEAUTHORSOFTHESTUDYPOSNERANDSCHMIDT,1992DESPITETHEAPPARENTLACKOFENTHUSIASMFORFORGIVENESSONTHEPARTOFBUS

29、INESSPEOPLE,AFTERSTUDYINGTHECONCEPTOFVIRTUEFROMAPHILOSOPHICALANDTHEOLOGICALPERSPECTIVEIHAVECOMETOBELIEVETHATFORGIVENESSISAVIRTUETHATISIMPORTANTFORTODAYSMANAGERUNFORTUNATELY,THEATTITUDESANDBELIEFSPEOPLEHAVEWITHRESPECTTOFORGIVENESSAREOFTENMISCONCEIVEDFORGIVENESSISGENERALLYANDOFTENPERCEIVEDASLETTINGSOM

30、EONEOFFTHEHOOK,FORGETTING,GIVINGUPORGIVINGIN,ORBEINGSOFTBUTAUTHENTICFORGIVENESSISNEITHERONEOFTHESEWHATISTHISOFTENMISCONCEIVED,MISUNDERSTOODANDCOMPLEXPHENOMENONCALLEDFORGIVENESSHOWANDWHEREDOESITFITINTHEPERIPHERYOFADISCUSSIONONBUSINESSETHICS,CONFLICTMANAGEMENTANDHUMANRESOURCESTRATEGYINORDERTOEVENCONSI

31、DERFORGIVENESSASANOPTIONINCONFLICTMANAGEMENTANDHUMANRESOURCEMANAGEMENTWEMUSTFIRSTUNDERSTANDITINTHECONTEXTOFMORALPHILOSOPHYANDTHENINBUSINESSETHICSAPHILOSOPHICALUNDERSTANDINGOFFORGIVENESSINMORALPHILOSOPHYFORGIVENESSHASHISTORICALLYBEENVIEWEDASAMORALGOODHOWEVER,MUCHDISCUSSIONONPHILOSOPHICALANDTHEOLOGICA

32、LETHICSHASBEEN,WELL,TOOPHILOSOPHICALFORTHEAVERAGEPERSONTOMAKESENSEOFLETALONETOAPPLYTHEIDEALISTICINSIGHTSGLEANEDBYTHEPROFESSIONALSTOREALLIFEANDEVERYDAYLIVINGONLYINTHEPASTTWENTYYEARSORSOHAVEPHILOSOPHERS,THEOLOGIANS,ANDEVENPSYCHOLOGISTSATTEMPTEDTODEFINEFORGIVENESSINWAYSTHATENABLEONETOAPPLYITMOREAPTLYIN

33、DAILYLIFEONEOFTHEREASONSTHATFORGIVENESSHASBECOMESOINTERESTINGTOMORALPHILOSOPHERSANDTHEOLOGIANSISBECAUSEOFTHERENEWEDINTERESTINVIRTUEETHICS,WHICHEMPHASIZESNOTSOMUCHWHATAPERSONDOESORSHOULDDO,BUTWHATKINDOFPERSONONEISORSHOULDBEAVIRTUEISANOPERATIVEHABITTHATDISPOSESAPERSONTODOGOOD,EASILYANDPROMPTLYAPERSONO

34、FVIRTUEPOSSESSESSOMECOMBINATIONOFTRAITSANDATTITUDESTHATTOGETHERMAKEUPTHEPERSONSCHARACTER,WHICHISTHENREVEALEDINHIGHLYIDEALMORALACTIONSVIRTUEETHICISTSADDRESSNOTONLYTHEPARTICULAR“TRAITSANDATTITUDESTHATREFLECTGOODCHARACTERBUTALSOPAYCAREFULATTENTIONTOTHEROLEOFTHEAFFECTIONS”PHILOSOPHERSAGREETHATITISHOWONE

35、THINKSANDFEELSTHATDETERMINEHOWONEBEHAVESFEELINGSPLAYANIMPORTANTROLEINONESMORALLIFE,ONESSTATEOFINNERWELLNESS,ANDINONESSOCIALANDPUBLICLIFEANDACTIONSASWELLWECANEASILYRECOGNIZETHATTHISISSOBYREFLECTINGONTHEFEELINGSWEHAVEEXPERIENCEDINRELATIONTOAPERSONORSITUATIONANDRECALLINGHOWTHOSEFEELINGS,POSITIVEORNEGAT

36、IVE,INFLUENCEDOURACTIONSINRELATIONTOTHEOTHERORTOTHESITUATIONSOMECONTEMPORARYVIEWSONFORGIVENESSSUGGESTTHATITISAVIRTUE,WHICHLIKEOTHERVIRTUESENABLESONETOLIVEWELLASAVIRTUE,FORGIVENESSENABLESONETODEALMOREEFFECTIVELYWITHTHENEGATIVEFEELINGSASSOCIATEDWITHRELATIONALMORALDILEMMASSUCHASDISLOYALTY,BETRAYALINARE

37、LATIONSHIPOROFCONFIDENCES,BEINGLIEDTOORCHEATEDOUTOFAFAIREXCHANGE,ORSOMEOTHERACTOFINTENTIONALOREVENUNINTENTIONALWRONGDOINGFORGIVENESSFITSINTODISCUSSIONONMORALPHILOSOPHYBECAUSEASAVIRTUE,ITISRECOGNIZEDASA“PARTOFASETOFCONCERNSCENTERINGONTHEROLEOFFEELINGSINTHEMORALLIFE”ITFITSINTODISCUSSIONONBUSINESSETHIC

38、SBECAUSEVIRTUEISANIMPORTANTASPECTOFCHARACTERDEVELOPMENTORTHESORTOFPERSONONEISANDTHESORTOFPERSONONEIS,ASEXEMPLIFIEDBYPOSITIVEANDNEGATIVECHARACTERTRAITS,PLAYSASIGNIFICANTROLEINDECISIONMAKINGANDETHICALBEHAVIORTHEBENEFITSOFFORGIVINGFORGIVENESSISARESTORATIVEVIRTUEIFPRACTICEDOFTENENOUGHTHATFORGIVINGBECOME

39、SINCORPORATEDASPARTOFAMANAGERSREPERTOIREOFMANAGEMENTTECHNIQUES,AHABIT,FORGIVENESSCANENABLETHEMANAGERLOCKEDINTOAMALIGNANTPATTERNOFBEHAVIORORCYCLEOFCONFLICTFUELEDBYPASTRESENTMENTANDANGER,TOMOVEBEYONDHERNEGATIVEFEELINGSFORTHEGOODOFTHEWORKINGRELATIONSHIPANDTHEORGANIZATIONTHISISIMPORTANTBECAUSEEMPLOYEESW

40、HOWORKINANATMOSPHEREVEILEDWITHTHEFEAROFRETRIBUTIONFORIDEASTHATDONOTWORKOUTORMISTAKESTHATMAYBETHERESULTOFTHEIREFFORTSLOSETHEIRENTHUSIASMTOTAKERISKSANDLEARNTOCENSORTHEIRCREATIVETHINKING,ASWASTHECASEWITHCAROL,THEMARKETINGINFORMATIONCOORDINATOR,WHOSESITUATIONWASDESCRIBEDEARLIERBUTNOW,RECALLTHESITUATIONM

41、YMEDTECHFRIENDWASINAFTERMAKINGAMISTAKEONTHEJOBANDCAUSINGBLOODSAMPLESFROMFIFTEENNEWBORNBABIESTOBEDESTROYEDSHEWASMORTIFIEDANDSICKENED,ANDFEAREDSHEWOULDLOSEHERJOBASHERSUPERVISOR,WHATWOULDHAVEBEENYOURRESPONSETOHERUNFORTUNATESITUATION,ANDYOUROWN,AFTERHAVINGTOEXPLAINTHEERRORTOTHEDIVISIONHEAD,WHOSEREACTION

42、WASVEILEDWITHANGERANDTHREATSHEREISWHATDIDHAPPENWHENTHETECHNICIANTOLDHERSUPERVISORABOUTTHEACCIDENT,THESUPERVISORWASACTUALLYQUITEUNDERSTANDINGTHOUGHSHEEXPLAINEDTOTHEMATERNITYDIVISIONHEADTHATITWASANUNINTENTIONALANDVERYUNFORTUNATEACCIDENTTHEDIVISIONHEADVEHEMENTLYINSISTEDTHATTHETECHNICIANREDRAWTHESAMPLES

43、HERSELFTHELABSUPERVISORSTATEDTHATITWASNOTTHEMEDTECHSJOBTODOSO,ANDSINCESHEWASSOUPSETASARESULTOFTHEMISHAPWOULDBEINNOSHAPETODRAWBLOODFROMFIFTEENINFANTSINASAFEMANNERFEARINGTHATSHEWOULDBEFIREDFORHERERROR,THEMEDTECHFOUNDINHERSUPERVISOR,ACOMPASSIONATEANDUNDERSTANDINGMENTORINSTEADOFTHESEVEREREPRIMANDSHEEXPE

44、CTED,SHEWASTOLDSHEWASAVALUEDEMPLOYEE,ANDWASFORGIVENFORTHEERRORTHOUGHSHEWASHELDACCOUNTABLE,HERSUPERVISORWASABLETOSEEPASTTHEMISTAKEOFTHENOVICETECHNICIAN,CONSIDERHERPERFORMANCETODATE,ANDRECOGNIZETHEPOTENTIALOFTHEPERSONINSTEADOFHOLDINGTHEINCIDENTAGAINSTHER,THESUPERVISORSUGGESTEDTHATSHEDEVISEASOLUTIONTOT

45、HEPROBLEMSOTHATSUCHANOCCURRENCEWOULDNOTHAPPENAGAINITNEVERDIDHAPPENAGAIN,TOMYFRIENDORTOANYONEELSE,BECAUSESHEWROTEAPROCEDURETHATWOULDENSURETHATEACHUSEROFTHECENTRIFUGEWOULDNOTONLYDOUBLECHECKTHATALLCOMPONENTPARTSWEREREPLACEDINTHEMACHINEAFTERUSE,BUTALSOWOULDMAKESURETHEMACHINEWASCLEANEDANDREADYFORTHENEXTP

46、ERSONTOUSEITMYFRIENDHASNEVERFORGOTTENTHEKINDNESS,UNDERSTANDINGANDFORGIVINGNATUREOFHERSUPERVISORSHEHASREMAINEDWITHTHESAMEHOSPITALFORFIFTEENYEARS,HASBEENPROMOTEDINHERDEPARTMENTANDHASENJOYEDAWARMFRIENDSHIPWITHHERSUPERVISORTHROUGHOUTTHEYEARSSHESAYSTHATTHERESPECTSHEHASFORTHISPERSONFORTHEWAYSHEHANDLEDTHES

47、ITUATIONISBEYONDWHATCANBEDESCRIBEDINWORDSWHENAMANAGERFORGIVES,HEORSHECOMMUNICATESTOEMPLOYEESTHATTHEYARENOTBEINGJUDGEDORDEFINEDSOLELYBYTHEIRNEGATIVEBEHAVIORORWRONGFULACTIONINADDITION,FORGIVINGANEMPLOYEEFORAPASTINDISCRETION,WRONGFULDEED,MISTAKEORMISBEHAVIORCANPROVIDEAFOUNDATIONOFTRUSTANDRESPECTUPONWHI

48、CHMOREPOSITIVEFUTUREINTERACTIONSCANBEBUILTASMYFRIENDSEXPERIENCEILLUSTRATES,FORGIVENESSISATRANSFORMINGPROCESS,ONETHATENABLESEACHPERSONINVOLVEDTOSEETHINGSDIFFERENTLYITEMPOWERSTHEFORGIVERANDTHEFORGIVEEBYRELEASINGTHEPROVERBIALALBATROSSFROMAROUNDTHEIRNECKS,FREEINGEVERYONETOFOCUSATTENTIONBACKTOWARDTHEIRWO

49、RKANDACHIEVINGTHEGOALSOFTHEORGANIZATIONASNOTEDSOCIOLOGISTHANNAHARENDTONCEWROTEOFFORGIVINGITISTHEONLYREACTIONWHICHDOESNOTMERELYREACTBUTACTSANEWANDUNEXPECTEDLY,UNCONDITIONEDBYTHEACTWHICHPROVOKEDITANDTHEREFOREFREEINGFROMITSCONSEQUENCESBOTHTHEONEWHOFORGIVESANDTHEONEWHOISFORGIVENARENDT,1959,P241SOURCEMJKURZYNSKIJOURNALOFBUSINESSETHICS,1998,VOLUME17,NUMBER1,PAGES7785译文人力资源管理战略一个组织的人力资源,根据现行管理理论,是最重要的公司投资。大笔大笔地花钱招募,选择和雇用一个合格的职员。额外的费用了多数用于人员的训练和发展甚至更多的投资用于保持持续增长的用于保证高素质人力资源所需要的有竞争力的薪酬和福利计划之基础。尽管如此，管理者还是经常放过在如此多的时间和金钱的投资下犯错误的员工,或当有不同意或差异的模式的时候。该等承诺忠于一家公司的雇员只是照例地离开并在其他地方重新