整合效用分析与劳动力战略研究:对未来工作的建议

Mark A. Huselid
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引用次数: 0

摘要

公司要求员工执行各种各样的任务,通常有令人生畏的时间限制。对这些行为在公司层面的影响的研究——包括效用分析(UA)和明星员工的研究——有着悠久而富有成果的历史,具有丰富的管理意义。在本文中,我对Joo等人(2022)的研究进行了评论,他们通过强调劳动力绩效差异对824,924名员工(共206个样本)的重要公司层面结果的影响,推进了关于UA和明星员工的文献。在我看来,通过纳入人力资源战略文献中确定的重要调节和中介变量,可以大大增强这一文献。此外,这项工作还可以通过更好地理解明星员工的绩效有助于执行战略的因果过程,以及通过开发更好的劳动力分析来改进。推进这方面的研究可能需要定性和定量研究,以及关于确定和实施有效劳动力战略的广泛案例研究。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Integrating utility analysis and workforce strategy research: suggestions for future work
Abstract Firms ask their employees to perform a wide variety of tasks, often with daunting time constraints. Research on the firm-level impact of these behaviors – including work in utility analysis (UA) and star employees - has a long and fruitful history, rich with managerial implications. In this paper I comment on research by Joo et al. (2022), who advanced the literature on UA and star employees by highlighting the effects of variance in workforce performance on important firm-level outcomes among 824,924 employees, pooled across 206 samples. In my view this literature can be substantially enhanced by incorporating important moderating and mediating variables that have been identified in the HR strategy literature. In addition, this work can also be improved by developing a better understanding of the causal processes through which star employees’ performance helps to execute strategy, and through the development of better workforce analytics. Advancing this line of research will likely require both qualitative and quantitative research as well as extensive case studies on the identification and implementation of effective workforce strategies.
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