Question

英语高手帮我翻译一下（英译汉）

Fueled by this practitioner concern, recent academic research has attempted to demonstrate the impact of HRM on firm performance. Not surprisingly, first attempts at empirical linkage looked in areas of HRM that were already the most brightly lit by prior research. Early in this stream, research linked individual HR practices such as training, (Russel, Terborg & Powers 19%) selection (Terpstra & Rozell 1993) appraisals (Barman 1991) and compensation (Milkovich 1992) to firm financial performance. Huselid’s (1995) work linking an index of HR practices to both financial and market outcomes and MacDuffie’s (1995) study linking bundles of HR practices to productivity and quality exemplified a progression toward examining the link between systems of HR practices and performance. Academic interest in showing HR’s impact on firm performance is evidenced by the fact that in the past 2 years three journals (Academy of Management Journal, 1996, No. 4； Industrial Relations, 1996, No. 3；and International Journal of Human Resource Management, 1997, No, 3) have devoted special issues to research establishing this linkage.
Thus, both research and practice have seen an increasing preoccupation with linking HRM to the firm’s performance. In spite of this emphasis, current research may not provide sufficient justification for the HR function for three reasons. First, while a majority of the published studies do show significant relationships between HR and firm performance, these relationships are neither universal nor consistent (Becker & Gerhart 1996；Wright & Sherman forthcoming). Second, while models of strategic HRM imply firm performance as the dependent variable of ultimate performance, theory building in the area requires greater precision regarding how firm performance should be defined and assessed (McMahan, Virick & Wright forthcoming；Wright & McMahan 1992；Wright & Sherman forthcoming). Finally, from the standpoint of HR practitioners seeking to justify their programs alongside those of their colleagues in accounting and finance, a focus on accounting and financial measures of performance may be futile, as it requires competing according to accounting rules, time frames and goal-value assumptions (Pfeffer 1997). This paper is based on the assumption that theory should drive decision analysis for research measures. Indeed, the lamppost metaphor is employed to draw attention to the tendency to adopt highly visible or practical measures instead of theoretically derived and more difficult to operationalize measures for organizational performance.

Answer 1

这引起了医生的关注,但最近的学术研究表明试图影响公司业绩的人才. 不足为奇的是,第一次尝试与实验研究方面着手,已经灯火通明了最前的研究. 早在本溪、个人研究与实践,如人力资源培训(乐、国科学Terborg19%)选择(1993Terpstra科学RozellBarman)考核(1991)、补偿(Milkovich1992)公司财务状况. Huselid(1995年)的工作指标挂钩的做法对HR、财务、市场销路MacDuffie的研究(1995)连接成的做法HR产量和质量逐步体现了对研究系统连接HR做法和成绩. 学术兴趣展示HR的影响公司业绩,这证明在过去2年3期刊(学校管理杂志,1996年第4期;劳资关系,1996年第3期;与国际期刊人力资源管理,1997年无,3)倾注了专题研究建立这种联系. 于是,越来越多的研究和实践,把人才的主要公司的业绩. 尽管这一重点,目前的研究没有提供足够的理由可以HR功能的原因有三. 首先,虽然大部分的出版确实表现出很大的关系研究人力资源与公司业绩关系,这不是普及、连贯(1996贝克科学莱昂纳多&Wright;谢尔曼发行). 第二,模型人才战略意味着公司业绩应变量的最终成绩,理论建设方面,需要更准确就公司业绩应界定和评估(McMahan,科学Virick即将赖特;Wright&McMahan1992;Wright&谢尔曼发行). 最后,站在HR从业人员设法为其节目的同时,他们的同事、会计财务、注重会计及财务业绩衡量可能徒劳无功,因为竞争的需要,按照会计准则、时限和目标假设值(Pfeffer1997). 这个文件是假设理论分析研究决定要推动的措施. 事实上,被用来比喻灯柱注意的倾向十分明显,或采取切实可行的措施,而不是从理论上和措施难以落实组织绩效.