外文翻译

外文部分

Applying production-related quality techniques to the human resource function of a service or knowledge-provision organization——by Philip B. Nielsen ，Spring 2010

Human Resources Literature

References to or applications of quality assurance techniques are rare in current human resource literature. Fitz-enz (2000, p. 106) indicts the human resource profession for a lack of understanding and use of performance indicators. Several authors acknowledge the value of quality assurance to the human resource effort. Klien and Shurtleff (1995, If 1), for instance, point out that HR plays a key role in the total quality management process by assuring that all employees have the right mix of knowledge, skills and abilities to use TQM [Total Quality Management] to achieve goals and objectives. Recruitment and selection also need to include quality factors as part of the process. They recognize how attributes of individual employees affect an organization's ability to obtain a positive return from a quality assurance program's effort. The Baldrige Criteria also specifically address the areas of recruitment, placement, and retention of new members of the workforce (National Institute of Standards and Technology, p. 20). Roberts (2009, ]f 1) echoes Greene's emphasis on the need for and verification of the quality of human resource information.

Identified Human Resource Challenges

Klien and Shurtleff (1995, If 1) provide an outline of reoccurring human resource challenges which quality assurance techniques can possibly address. Including aspects known to the author, the following list of human resource challenges form the basis for which quality assurance techniques are applied in the remainder of this project:

* Recruitment

* Training

* Retention and Turnover

Identifying Candidate Sources.

Sources of candidates differ based on industry and employer within an industry. Identifying candidate sources may be straightforward or complex. The human resource staff in conjunction with or separate from an operating unit's staff that is seeking candidates, can be challenged to identify previously overlooked candidate sources as well as new sources tangential to existing candidate sources. The quality assurance technique of brainstorming can be helpful in expanding the range of recruiting sources.

Brainstorming is a group activity with two primary goals: identifying numerous ideas about a single topic and involving all group members (Bauer, Duffy, Westcott, 2006, pp. 89-90). Several variations exist to accommodate the unique dynamics of each group:

* Unstructured - nearly simultaneous involvement by all group members

* Structured - sequential involvement by each group member

* Silent - each group member identifies ideas, captures them on paper, and a moderator shares publicly all submitted ideas Tague (2005, pp. 132-135) identifies one important advantage to the Silent brainstorming variation; shy group members or members intimidated by other's rank can submit ideas with less intimidation or even with anonymity.