外文翻譯--與薪酬策略相匹配的創(chuàng)新戰(zhàn)略能提高企業(yè)績效嗎？-文庫吧資料
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【正文】 rn, 1996). This study uses Ramp。D efforts as the most important aspect of innovation (Griliches, 1979, 1986。 Pay policy. An organization often formally or informally establishes a pay policy that determines whether it will be a pay leader, a pay follower, or merely hold an average position in the labor market (Klaas and McClendon, 1996). This study measures the pay policy of a firm by its pay levels, paring a firm’s pay with that of other firms in the same labor market. The firm’s pay level is operationalized by the ratio of each employee’s pay to the average pay of each employee in the same industry. Innovation strategy. In the knowledgecreating view, innovation refers to a firm’s efforts to explore or exploit technological knowledge for new product or process developments (Cohen and Levinthal, 1990). A firm’s Ramp。 Wakelin, 2020。D investments usually allow a firm to benefit from efficiency improvement or differentiation, which can then lead to enhanced value added (Griliches, 1979, 1986).And Prior empirical studies have invariably used value added rather than sales to measure firm performance resulting from innovation (. Goto and Suzuki, 1989。 Song et al., 2020), some HR scholars argue that pay may be valuable in recruiting and retaining employees but is typically unrelated to productivity (Rosenbloom and Hallman, 1981。 Yanadori and Marler, 2020). Although previous studies address the strategic perspective of pay policy, only a few empirical investigations were conducted (. Balkin and GomezMejia, 1990。 Trevor et al., 1997).At the firm level, several studies argue that matching pay policy with business strategy may increase organizational performance (Miles and Snow, 1984。Barber and Bretz, 2020), and performance (Neal, 1993。 MacDuffie, 1995) Previous authors have described SHRM as the process of linking HR practices to business strategy (Ulrich and Lake, 1991). Human resource managers have long regarded pensation as a crucial lever to move employees toward the desired goals of an organization (McLagan and Nel, 1995). Examining the effects of pay policy on an enterprise has bee a very important issue in the HRM field as managers increasingly emphasize SHRM. Prior research has contributed, at the individual level, to the nexus between pay policy and several important constructs by examining issues such as satisfaction (Dyer and Theriault, 1976。中文 3827 字 本科畢業(yè)論文（設計） 外文翻譯 外文出處 Personnel Review, 2020（ 3） :300316 外文作者 KuenHung Tsai， Christine Chou， MingYi Chen 原文 Does matching pay policy with innovation strategy really improve firm performance? Introduction In a fastmoving and globalized world, a firm must maintain its petitive advantage to constantly improve its performance and pete with its petitors. The petitive advantage concept includes the capabilities, resources, relationships, and decisions that permit a firm to capitalize on opportunities and avoid threats within its industry (Hofer and Schendel, 1978). Porter (1985) argued that human resourcemanagement (HRM) helps a firm obtain a petitive advantage by lowering costs, increasing product sourcing and service differentiation, or both. However, achieving a petitive advantage through human resources requires a strategic management perspective (Jackson and Schuler, 1995). This is the basic rationale of strategic human resource management (SHRM). Recent studies have examined SHRM as a means of enhancing organizational petitive advantage, which improves overall firm performance (Arthur, 1994。 Huselid, 1995。 Rice et al., 1990), retention (Holzer, 1990。 Levine, 1993。 Carroll,1987). In addition, a few recent studies discuss the
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