1、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 lite
2、rature. 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
3、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
4、 how attributes of individual employees affect an organizations ability to obtain a positive return from a quality assurance programs effort. The Baldrige Criteria also specifically address the areas of recruitment, placement, and retention of new members of the workforce (National Institute of Stan
5、dards and Technology, p. 20). Roberts (2009, f 1) echoes Greenes 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 ass
6、urance 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 S
7、ources. 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 units staff that is seeking candidates, can be challenged to identify pr
8、eviously 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 ab
9、out 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 *
10、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 others rank can submit ideas with l
11、ess intimidation or even with anonymity. Whatever variation is used, several guidelines should be followed including not editing initial ideas (clarification is permissible), not criticizing submitted ideas, and an equal opportunity for each member to participate. Combining similar ideas and creatin
12、g categories for ideas may be performed in the group setting or by leadership independent of the group. The results of any combining or categorizing should be shared with all. A Study of the Contribution of Human Factors to Human-Machine System Failures in Dynamic Mission Operations By Timothy A. Da
13、vis Definition of Terms This study applied a cognitive system view of the human-aircraft configuration by investigating dynamic mission-oriented operations requiring effective human-machine system interaction. For the purposes of this study, the following definitions applied: System. Kossia koff and
14、 Sweet (2003, 3) define a system as, a set of interrelated components working together toward some common objective. Human-machine system, Specific focus was applied to human-machine systems in this investigation. These systems were considered to be non-autonomous systems requiring human interaction
15、 to complete tasks or respond to unplanned system operating anomalies. Dynamic environment. The term dynamic implies that the conditions under which the system operates change over time or orientation. A change in the external operating environment, a mission re-tasking, unpredictable operator syste
16、m inputs, or system component failures are examples of possible dynamic mission conditions. Failure severity. The following abbreviated definitions , presented in OPNAVINST 3750.6R (2001), describe the severity categories utilized in USN/USMC aircraft mishap investigations: o Class A severity. A mis
17、hap in which the ,total cost of damage to property or aircraft exceeds $1,000,000, or a Naval aircraft is destroyed or missing, or any fatality or permanent total disability resulting from the direct involvement of a Naval aircraft. o Class B severity. A mishap in which the ,total cost of damage to
18、property or aircraft is $200,000 or more, but less than $1,000,000, or a permanent partial disability or the hospitalization of three or more personnel results. o Class C severity. A mishap in which the, total cost of damage to property of aircraft is $20,000 or more, but less than $200,000, or an i
19、njuryre quiring five or more lost workdays results (DoN 2007, 3-10). NOTE: Any event in which the ,total cost of property or aircraft damage is less than $20,000 and there are no reportable injuries is not considered an aviation mishap. These events are reported as hazards(DoN 2007, 3-10). Organizat
20、ion of the Study The first chapter of this study introduces the subject matter that was investigated. This section includes a narrative of the background and purpose behind this study, a discussion of the research problem, a description of the significance and relevance of the investigation, and an
21、explanation of both the general and specific questions that the study attempted to answer. Chapter 1 concludes by outlining the assumptions and limitations that bounded the conduct of this investigation. Chapter 2 presents a review of the literature relevant to the study to include material pertaini
22、ng to the subject, purpose, and variables encountered in this investigation. Specifically, this chapter examines the current state of research in the areas of human error and human error modeling, and aviation mishap causal factors. Chapter 3 outlines the research methods utilized in this study to i
23、nclude a description of the collected data, as well as the method for data collection and analysis. Chapter 4 presents the collected data, the analysis of the data, and findings of the investigation. Finally, chapter 5 concludes the study with a summary of the research findings, recommendations for
24、the application of the findings, applicable investigation conclusions, and implications for further research. Examining the impact of human resource development practices on performance improvement through continuous improvement at an automotive supplier in north America-Lin Gao Abstract The purpose
25、 of this study was to examine how Human Resource Development (HRD) practices may impact business performance via Continuous Improvement (CI) activities as a whole, and the relationships among them within the context of various levels of employees and different functional areas at one North American
26、Automotive Supplier. Dimensions of HRD practices HRD framework (Garavan, 2007) have been adapted as independent variables, and have been regrouped into four factors: Learning Culture, Training Management, Employee Development, and Competency Enhancement. Sixteen indicators adapted from the Performan
27、ce Improvement Model (Jorgensen, Boer & Laugen, 2006) have been explored as three dependent variables: Speed/Cost Performance, Relationship Performance, and Organization Performance. In addition, six CI abilities have been examined as mediators from the CI Maturity Model (Bessant & Caffyn, 1997) and
28、 two different moderators four employee position levels and three functional areas have been defined based on the real practices of the target population. Data were collected via a web questionnaire using Survey Monkey distributed to the employees of the North American Automotive Supplier with the s
29、upport of its HR department. Based on the 2nd CI Net survey (2003) in Europe, the questionnaire was modified by two expert panel reviews under North American settings. Collected data were analyzed by using two statistical packages, SPSS 18.0 and AMOS 18.0. Factor analyses and Structural Equation Mod
30、el (SEM) analyses were conducted in order to answer three research questions: (a) the relationship among three variables HRD practices (independent variables), Performance Improvement (Dependent Variables), and CI abilities (mediator), (b) the relationship among three variables under the first moder
31、ator employee position level, and (c) the relationship among three variables under the second moderator functional area. Exploratory factor analysis (EFA) and Confirmatory Factor Analysis (CFA) were conducted to identify a variable factor structure of independent variables, dependent variables, and
32、mediators. SEM analyses were performed to investigate the relationships among three variables in general and the relationships under two different moderators. The results presented that (a) hypothesized measurement models are valid and reliable in the North American context. (b) to answer the first
33、research question, Structural Model 1 series indicated that HRD practices strongly and positively influenced performance improvement as fully mediated by CI abilities in general, and hypothesis 1 was supported. (c) to answer the second research question, Structural Model 2 series demonstrated that t
34、he overall relationship under any employee position level was not supported in general. Only small, positive, and direct support from operational employee to Performance Improvement was found. So, hypothesis 2 was not supported. (e) to answer the third research question, Structural Model 3 series demonstrated the result which was only HR function provided small, negative, and direct
