外文翻譯--關于中國灰領工人培訓有效性的探討

1、<p><b>　　中文4227字</b></p><p><b>　　2520單詞</b></p><p>　　出處：Human Resource Development International, 2009, 12(3): 279-296</p><p><b>　　原文：</b>&l

2、t;/p><p>　　Perceptions of the effectiveness of training and development of ‘grey-collar’ workers in the People’s Republic of China</p><p>　　Kate Hutchings, Cherrie J. Zhu, Brian K. Cooper, Yiming Z

3、hang and Sijun Shao</p><p>　　An important human resource development (HRD) implication of the People’s Republic of China’s (PRC) rapidly expanding economy has been the emergence of a critical shortage of gre

4、y-collar workers (GCW). Although ‘grey-collar’ has been commonly used in the West to describe an aging population within the workforce, in China it refers to people who are neither white nor blue collar workers but techn

5、icians. The shortage of GCW constrains the PRC’s economic and developmental sustainability, and has be</p><p>　　Theoretical underpinnings of the research</p><p>　　We take as our theoretical unde

6、rpinning the assumption that strategic human resource management (HRM) ensures motivation and enhanced performance of employees, which in turn leads to enhanced organizational performance (Huselid, Jackson, and Schuler 1

7、997; Wright, Gardner, and Moynihan 2003; Wright et al. 2005). While early research on strategic HRM advocated the development of lists of best practices (Pfeffer 1994), we take as our premise the belief in bundling of hi

8、gh performance work practices</p><p><b>　　Method</b></p><p>　　The research on which this paper is based involved analysis of data collected through a survey of semi-skilled and skill

9、ed employees in the Beijing area of China. While the dramatic socio-economic differences throughout China are recognized, a decision was made to undertake research only in one region for consistency of data, as well as i

10、n recognition of the expected implementation of recommended government initiatives in vocational education and training in organizations in the Beijing area, gi</p><p>　　Timing of training</p><p&g

11、t;　　Figure 1 presents the time when on-the-job training was reported by the respondents. As shown in Figure 1, close to half (45.0%) of the employees reported that the training occurred in the first week of employment. H

12、owever, just under a third (31.6%) of respondents said that on-the-job training was continuously provided by their organization. Only 3.6% or 11 respondents reported no access to on-the-job training.</p><p>

13、　　Table 2 shows that the majority (71.9%) of the employees reported that they had received off-the-job training provided by their organization during work time, and another 39.7% said they received off-the-job training p

14、rovided by their organization outside work time. Few reported receiving training outside the organization which they have requested and was not an initiative of the organization.</p><p>　　Participation in tr

15、aining and development programmes</p><p>　　Table 2 also shows that the majority of respondents (65.8%) reported having attended an occupational skills training programme. Of the employees, 57.4% reported att

16、ending an induction/orientation programme and over a third (36.5%) a technical/professional training programme. However, only about a quarter of respondents reported attending organizational ‘behavioural’ or interpersona

17、l skills training.</p><p>　　Perceived effectiveness of training and development practices</p><p>　　In general, respondents reported that organizational practices were moderately effective across

18、 a range of performance dimensions. Two areas of training effectiveness were, however, poorly endorsed. As shown in Table 3, over half (52.3%) of the employees reported that training practices had not provided them with

19、an increase in salary. In addition, over a third (36.2%) of respondents reported that training practices had not provided them with an opportunity for promotion.</p><p>　　However, respondents reported that t

20、raining and development practices had a positive impact on preparing them to be more effective in their work, increasing their technical abilities, interpersonal abilities, teamwork, job confidence and work motivation, w

21、ith all mean scores at or above the midpoint (3) of the 5-point rating scale. As score of 3 on the 5-point scale relates to belief in a moderate effect of the training practices, it can be thus argued that a mean score c

22、lose to 3 suggests that </p><p>　　Perceived effectiveness of training varied by age, gender and position of the respondent. Spearman’s correlation (rs) for ordinal data revealed that older employees were mor

23、e likely than their younger peers to report that training had provided an increase in salary, greater opportunities for promotion, and prepared them better for future job assignments. In addition, older employees were mo

24、re likely to state that they had developed skills to do a number of jobs, improved their understanding of t</p><p>　　By contrast, there were only two statistically significant relationships between gender an

25、d perceptions of training effectiveness. Females were less likely than males to report that training practices had increased their technical abilities and that training had prepared them better for future job assignments

26、. In interpreting these results, it is important to note correlations close to .10 in magnitude are relatively weak by Cohen’s (1992) standards for effect size.</p><p>　　Compared with managers/supervisors, w

27、orkers were less likely to report that training had provided greater opportunities for promotion and an increase in salary . Workers were also likely to believe that training had increased their technical abilities , and

28、 improved their understanding of the business . Although the effects were not as strong, workers were also less likely than managers to say that training had prepared them better for future job assignments, developed ski

29、lls to do a number of j</p><p>　　Discussion</p><p>　　Our findings are consistent with recommendations by MOLSS that GCW should receive extensive on-the-job training to enhance their technical sk

30、ills. Close to half of our respondents reported that the training they received occurred in the first week of employment, and almost a third maintained that on-the-job training was continuously provided by their organiza

31、tions. Yet, there is limited indication of MOLSS recommendations that organizations should also invest in development of employees’ skills </p><p>　　Training effectiveness was not strongly indicated in this

32、study, with cases of positive impact reported in improved personal and team work practices, technical abilities and work motivation, the latter being surprising given that a large percentage of respondents suggested that

33、 training practices had not provided them with an increase in salary or promotion. This contradicts earlier research on China’s HRM practices suggesting that, in the post-Iron Rice Bowl economy of industrialized China, t

34、he</p><p>　　Our research suggests a few gender differences, namely that females were less likely than males to report that training practices had increased their technical abilities and that training had pre

35、pared them better for future job assignments; a finding which conflicts with earlier research indicating that increased levels of training in China have been linked to higher levels of job performance (Zhu and Dowling 20

36、00). However, the magnitude of these gender differences were relatively small and, gi</p><p>　　More importantly, older employees were more likely to report that training had provided: an increase in salary;

37、greater opportunities for promotion; prepared them better for future job assignments; developed skills to do a number of jobs; improved their understanding of the business; and increased their confidence to undertake wor

38、k tasks. However, the research findings indicate that older employees were less likely to be motivated to continue their work in the organization compared with their yo</p><p>　　Further, compared with manage

39、rs/supervisors, workers were less likely to report that training had provided greater opportunities for promotion, an increase in salary, increased their technical abilities, improved their understanding of the business,

40、 prepared them better for future job assignments, developed skills to do a number of jobs, increased confidence to undertake work tasks, and taught them about the organization’s values. Workers were also less likely to b

41、elieve that training practices </p><p>　　Conclusions, implications and issues for future research </p><p>　　This research has some important implications for theory about HRD and HRM in China in

42、 suggesting that, in this cohort of organizations, there is no indication of a definitive link between training and development practices and other HRM functions such as remuneration and promotion, performance assessment

43、 and broader career development. To this end, the findings of our research contradict a body of current research on HRM in China, which has proffered that rewards and incentives, rather than sen</p><p>　　are

44、 distinct differences between the HRM practices of Chinese enterprises across the varying sectors, with foreign-invested enterprises being much more likely to adopt Westernized strategic HRM approaches or a hybrid of Wes

45、tern and traditional practices, while SOEs and COEs are more likely to follow practices utilized during earlier years of Communist rule (for further discussion see Zhu 2005).</p><p>　　Our research adds value

46、 in being one of the first studies to examine GCW and to provide understanding of the attitudes of this group of workers towards training and development. However, what is more significant is that these initial findings

47、add to the literature on HRM in China generally in suggesting that there is a continuing propensity for SOEs to maintain historical employee relations practices – which has implications for such organizations’ potential

48、ability to provide HRD practices, pol</p><p>　　Human Resource Development International,2009(12)：279-296</p><p><b>　　譯文：</b></p><p>　　關于中國灰領工人培訓有效性的探討</p><p&g

49、t;　　Kate Hutchings, Cherrie J. Zhu, Brian K. Cooper, Yiming Zhang and Sijun Shao</p><p>　　一個重要的人力資源開發(fā)(HRD)研究提出，隨著中國(HRD)經濟的快速增長已經出現(xiàn)了灰領工人的嚴重短缺(GCW)。盡管灰領工人在西方國家被廣泛使用來描述勞動力中的老年人口，在中國，它指的不是白領也不是藍領，而是技術人員。中國經濟的持續(xù)

50、性發(fā)展驅使灰領工人的嚴重短缺，中央和地方政府已經認識并積極的在這些領域增強雇員培訓和開發(fā)。當這個作為一個政策和組織問題被公認，還沒有研究調查發(fā)現(xiàn)組織正在發(fā)展這些員工。通過北京310個半熟練和熟練工人的調查描述，我們發(fā)現(xiàn)當被調查的公司在工作時間和工作時間以外投入大量的培訓，雇員的知覺價值會根據(jù)年齡和地位產生明顯的不同。這個研究對中國人力資源開發(fā)戰(zhàn)略具有重要影響，它提出培訓和其它人力資源管理函數(shù)的聯(lián)系被證明。</p><

51、p><b>　　理論為基礎的研究</b></p><p>　　我們把戰(zhàn)略人力資源管理(HRM)確保積極性和增強員工的績效作為假設理論的基礎，從而提高組織的績效(Huselid, Jackson, and Schuler 1997; Wright, Gardner, and Moynihan 2003; Wright et al.2005)。而早期戰(zhàn)略人力資源管理的研究提出最佳實踐的名單

52、發(fā)展(Pfeffer 1994)，我們把捆綁高性能的工作方法或者對人力資源管理有一個最有效確保組織績效的系統(tǒng)方法(see Bowen and Ostroff 2004)作為我們的前提信仰。重要的是，它已經注意到，培訓是研究高性能工作系統(tǒng)的許多實踐原因的一個關鍵因素(Ashton and Sung, 2002, cited in Smith and Smith 2007)。作為一種關鍵的人力資源管理功能，我們認為，培訓和開發(fā)是最有效的激勵

53、和留住高質量人力資源的方法，當實施和一些其他高性能的工作方法相一致，它是相關的，即獎勵和績效管理。我們培訓有效性的評估是通過一群組織增強灰領工人技術水平的研究，它是基于組織保障需要的信仰，培訓使教育和職業(yè)發(fā)展相結合超出當前位置或組織，</p><p><b>　　方法</b></p><p>　　研究摘要是以通過對中國北京地區(qū)的半熟練和熟練技術員工的調查來收集有關的數(shù)

54、據(jù)分析為基礎。當遍及中國引人注目的社會經濟差異被注意到，決定在不同的地區(qū)進行一致性數(shù)據(jù)的研究，而且預期實現(xiàn)的認可建議在北京地區(qū)之內政府主動實施職業(yè)教育和培訓，考慮到他們之內中央政府區(qū)。目前的研究開始在中國的組織中通過學術水平和專業(yè)技能的協(xié)作進行，基于澳大利亞大學和研究人員在中國農業(yè)勞動和社會保障（階級）的理論。</p><p><b>　　培訓時間</b></p><p&

55、gt;　　圖一通過被調查者給出了在職培訓的時間。如圖一所示，接近一半（45.0%）的雇員報告說，培訓發(fā)生在就業(yè)的第一個星期。然而，只有不到三分之一的受訪者（31.6%）說，在職培訓是他們組織不斷提供的。只有3.6%，即11名受訪者報告沒有發(fā)生在職培訓。</p><p>　　表二表明，大部分員工（71.9%）報告說，他們已經收到的在職培訓，由他們的組織在工作時間提供，另有39.7%的人表示他們收到的在職培訓，由他們

56、的組織在工作時間以外提供。少數(shù)報告提出員工接受企業(yè)外的培訓當他們要求且不是組織提倡的。</p><p><b>　　參與培訓和發(fā)展計劃</b></p><p>　　表2還顯示，大部分的受訪者（65.8%）報告說，參加了職業(yè)技能培訓計劃。雇員中，57.4%的人報告說參加入職/迎新活動，及超過三分之一（36.5%）人參加技術/專業(yè)培訓計劃。然而，只有大約四分之一的受訪者報

57、告說參見了組織的“行為”或人際技巧訓練。</p><p>　　知覺成效的培訓和開發(fā)實踐</p><p>　　一般而言，被受訪者報告說，組織實踐通過一系列業(yè)績標準是適度有效的。訓練成效的兩個領域，然而，質量低劣的認可。如表三，超過一半（52.3%）的雇員報告說，培訓實踐沒有提供他們一個薪水的相應增加。此外，超過三分之一（36.2%）的受訪者報告，培訓實踐并沒有提供他們晉升的機會。</p

58、><p>　　然而，受訪者報告說，培訓和開發(fā)實踐進行有關準備將對他們的工作產生更有效的影響，技術能力，人際交往能力，團隊精神，工作的信心和工作積極性都在提升，表示所有的平均分數(shù)達到或者高于中點（3）5評分量表。截至3分在5分制績點量表涉及到在一個適度的訓練效果，因此它可以辯稱，平均得分接近3表明，典型的反應是一個對培訓的知覺價值有利的態(tài)度。應該指出的是，某些受訪者較少，培訓和開發(fā)實踐以糾正遺忘任何績效問題，平均得分（

59、2.51），略低于比例的中點。值得注意的是，沒有一個平均分被認為非常高（如以上國際4評分尺度），這表明培訓有效性水平在這個樣品中是適度的。</p><p>　　培訓有效性隨年齡，性別和被申請者的位置而改變。Spearman的相關(rs)數(shù)據(jù)顯示，年齡較大的員工比年齡小的員工更有可能通過培訓，被提供增加薪水，晉升機會和為他們準備更好的未來工作分配。此外，年齡較大的員工更有可能表示，他們具有成熟的技能去做很多工作，提

60、升對業(yè)務的了解，并且增加他們進行工作任務的信心。年齡較大的員工很少說這種訓練是提供在他們第一次工作于組織，激勵他們繼續(xù)工作，并且在組織中建立團隊合作。</p><p>　　相比之下，只有兩個顯著的關系在培訓效果的性別和認知。女性比男性不太可能被報道說，訓練實踐提高了他們的技術能力，并為他們的將來準備了更好的工作任務。這些結果解釋，重要的是要密切注意Cohen’s (1992)標準效果尺度的相關程度在10左右是相當

61、薄弱的。</p><p>　　相對于經理/主管，工人較少可能報告說，培訓提供了更多的晉升機會并且加薪。工人們也可能認為，培訓提高了他們的技術能力，提高他們對業(yè)務的理解。雖然效果沒有那么強，工人也不可能像經理一樣認為，培訓已經為他們將來準備了更好的工作任務，發(fā)展技能從事許多動作，增加承擔工作任務的信心，并交給他們組織的價值。最后，工人們也不可能會認為，培訓被更好的實施相對于他們被雇傭的別的組織。然而，工人比管理者更

62、可能報告，培訓實踐被提供當他們第一次在組織工作。</p><p><b>　　討論</b></p><p>　　我們的研究結果被勞動社會保障部一致建議，灰領工人應該廣泛地接受在職培訓，提高他們的技能技術。接近一半的受訪者報告說，他們在就業(yè)的第一個星期接受培訓，近三分之一的認為，在職培訓通過他們的組織持續(xù)不斷的被提供。然而，勞動社會保障部有限指示建議，組織應該通過在工作

63、場所外進一步的研究管理，對員工技能的發(fā)展進行投資。雖然超過50%的受訪者表示，他們已經有職業(yè)技術與繼續(xù)教育或者技術資格證書，并且高比例的員工在他們目前的組織工作了10年多，但是很少有證據(jù)表示他們目前的雇主會承擔他們的深造提供時間和資源。雖然多數(shù)受訪者報告說，他們已經收到了由他們組織在工作時間提供的在職培訓，只有極少數(shù)表示，他們收到了組織對學習上的支持，大多數(shù)工作時間外的培訓是以職業(yè)技巧培訓計劃的形式存在，并且不涉及可以幫助事業(yè)發(fā)展的“行

64、為”或人際關系技巧培訓。這一發(fā)現(xiàn)支持了先前的證據(jù)表明，在中國的工業(yè)企業(yè)缺乏行為訓練(e.g. Von Glinow and Teagarden 1990; Zhu 2005).勞動社會保障部進一步的建議，即，海外培訓，并沒有表示在這項研究。可以說，不管怎樣，我們所研究的組織，不被期待參加海外培訓，因為</p><p>　　訓練效果在學習中沒有強烈表示，積極的影響報告提高個人和團隊工作的工作模式，技術能力和工作動機

65、，后者是令人驚奇的存在，因為有一大部分的受訪者認為，培訓實踐并沒有提供他們加薪或晉升。這否定了中國人力資源管理實踐早期的研究暗示，在中國經濟工業(yè)化時代，工人的技能，動機和外部激勵之間的關系在逐步成長(Cooke 2005)。</p><p>　　我們的研究表明，一些性別差異，即女性比男性不太可能報告說，培訓實踐提高了他們的技術能力，并為未來準備了更好的工作任務；這一發(fā)現(xiàn)與之前的研究沖突，在中國培訓水平的提高與工作

66、績效的提高相聯(lián)系(Zhu and Dowling 2000)。然而，這些性別差異大小相對較小，因為幾乎83%的受訪者為男性，調查結果的解釋必須謹慎。</p><p>　　更重要的是，老員工更有可能報告說提供培訓：加薪；更好的晉升機會；為他們未來準備更好的工作任務；發(fā)展技能做很多的工作；提高他們對業(yè)務的理解；并增加他們承擔工作任務的信心。然而，研究結果表明，老員工不太可能受到激勵在該組織繼續(xù)工作相對與年輕員工。這種

67、關聯(lián)性是有些令人吃驚，這可能是因為一種情況：即雇員隨著年齡的增長，他們可以換到更好的組織，為他們提供更好的報酬和激勵因為他們有豐富的經驗和技能，或者只是簡單的考慮退休。由于只有17.1%的受訪者的年齡在40歲以上，但是，這一發(fā)現(xiàn)應該不能一概而論。</p><p>　　此外，與經理/主管相比，工人不太可能報告說，培訓為他們提供了更好的晉升機會，增加薪水，提高他們的技術能力，提高他們對業(yè)務的理解，為今后準備更好的工作

68、任務，發(fā)展技能做更多的工作，增加承擔工作任務的信心，并教他們關于組織的價值觀。工人們也不太可能相信，培訓實踐更好地被實施相對于他們被雇傭的其他組織，但是更可能報告，培訓在他們進入組織的開始就被提供了。</p><p>　　還要注意，許多工人比他們平輩的管理者還要年輕。雖然這是可以預料的，管理者報告說，培訓通向晉升和加薪，因為他們更高層次的職位提供的證據(jù)表明，他們已經收到了組織的獎勵，他們可能把它歸因為培訓和發(fā)展計

69、劃，并開展其他活動，可能導致更多的報酬或晉升時，發(fā)現(xiàn)老員工比年輕的工人更可能報告說，培訓導致加薪和晉升，這是很奇怪的。</p><p>　　進行未來研究的結論、內涵和問題</p><p>　　本研究有一些關于中國人力資源開發(fā)和管理的重要理論建議，在列隊的組織中，沒有跡象顯示一個明確的關系在培訓和發(fā)展實踐以及其它人力資源管理功能，如報酬和晉升，績效考核和廣闊的職業(yè)發(fā)展。為了這個目的，我們的研

70、究結果否定了大量的中國人力資源管理現(xiàn)有的研究，提出獎勵和激勵而不是老資格（雇員的任期）和政治關系越來越影響晉升(Farley, Hoenig, and Yang 2004; Zhu and Warner 2005)。此外，我們的研究結果顯示，幾乎沒有系統(tǒng)地考慮研究組織在人力資源管理實現(xiàn)和政策戰(zhàn)略的方法，大多數(shù)的培訓只是在形式上的感應而不是職業(yè)發(fā)展和繼續(xù)教育。值得注意的是，雖然如此，我們的研究包括在中國政治中心的國有企業(yè)和集體企業(yè)(COE

71、s)，而且它預期的發(fā)現(xiàn)在私人企業(yè)和外資企業(yè)可能會有不同?，F(xiàn)有的研究表明，這種特性進化轉軌經濟背景下的人力資源管理，已經超越了一個集中注意力在只連接人力資源管理發(fā)展其他方面的功能和策略的培訓和發(fā)展，以及中國機構證明，越來越多的戰(zhàn)略思路，超越純粹的人事管理的作用。然而，早期的研究對中國人力資源管理同時還建議，在中國企業(yè)不同部門的人力資源管理部門實踐和極有可能采用</p><p>　　我們的研究為第一個現(xiàn)有研究增加價值