Table of Contents 目录
Executive Summary 摘要
Introduction 介绍
Selection of Improvement area 改善区域的选择
Evaluation of alternative solutions 评估替代解决办法
Transformation of leadership style 领导方式的转变
Internal communication and an incentive system 内部沟通与激励机制
Implementation of the solution 解决方案的实施
Evaluation and control of the proposed implementation 对拟议执行情况的评估和控制
Conclusion 结论
Reference List 参考列表
Introduction 介绍
Human Resource Management is one of the critical management issues that businesses and organizations across the globe are concerned with. In the past, managers in organizations often focused on hiring employees and paying them a particular wage without necessarily considering whether their employees were satisfied and local to their organizations or not. However, by the end of the 20th century and the beginning of the 21st century, most businesses and organizations across the globe have realized that human resource management play a critical role in supporting both their short and long term strategies in their respective industries. One of largest employers in the United States is Amazon.com Inc. This report therefore examines human resource management at Amazon.com Inc. as an area that needs changes and improvement.
人力资源管理是全球企业和组织关注的关键管理问题之一。在过去，组织中的管理者通常专注于雇佣员工并向他们支付特定的工资，而不必考虑他们的员工是否满意以及他们组织的本地性。然而，到了20世纪末和21世纪初，全球大多数企业和组织都认识到，人力资源管理在支持各自行业的短期和长期战略方面发挥着关键作用。美国更大的雇主之一是亚马逊公司。因此，本报告将亚马逊公司的人力资源管理视为需要改变和改进的领域。
Selection of Improvement area 改善区域的选择
As mentioned above, Amazon.com Inc., one of the most successful ecommerce businesses not only in the United States but also across the globe, is one of the largest employers in the United States. In reference to Fiegerman (2017), by October 2017, Amazon has a workforce of approximately 541,900 employees compared to approximately 300,000 in the same period in 2016. In line with this, apart from being among the largest employers in the United States, this company was also increasing its workforce every year. Therefore, one can conclude that apart from the infrastructure of its distribution network across the United States as well as in other parts of the globe such as Europe, another critical resource of this company is its human capital. Moreover, as Fiegerman (2017) observes, the upscaling of Amazon as a business is highly dependent on its ability to recruit and retain a high quality workforce.
如上所述，亚马逊公司是美国乃至全球最成功的电子商务企业之一，也是美国更大的雇主之一。参考FiedGerman（2017），截至2017年10月，亚马逊的员工总数约为541900人，而2016年同期约为300000人。与此相一致，除了是美国更大的雇主之一外，该公司还每年增加员工。因此，我们可以得出结论，除了其遍布美国以及欧洲等全球其他地区的分销网络基础设施外，该公司的另一个关键资源是其人力资本。此外，正如FiedGerman（2017）所观察到的，亚马逊作为一家企业的规模提升在很大程度上取决于其招聘和保留高质量劳动力的能力。
Despite its massive workforce, there are concerns that Amazon has poor human resource management practices, thus undermining its ability to integrate human resources in its strategic management. In reference Boewe and Schulten (2017), there are emerging concerns that Amazon manages its workforce in poor working conditions. For instance, on April 9, 2013, close to 1,100 employees of this company’s employees in Germany staged a protest to force it to consider a collective agreement that was based on the regulations that governed mail-order and retail companies. Similarly, studies reveal that warehouse workers at Amazon work longer hours in poor working conditions and yet earn less as compared to their counterparts in the retail industry (LaVecchia, 2017). In addition, LaVecchia (2017) observes that there is a high level of discrimination with respect to remuneration of Amazon employees. In this case, whereas the top management earned large salaries and huge bonuses, its low level employees earned barely minimum wages despite the demand for high performance. With this in mind, there is a need to observe that Amazon is ranked among the top companies in the United States with the highest level of employee turnover (McCraw and Childs, 2018). According to McCraw and Childs (2018), most of Amazon’s employees feel that the pressure to millions of orders per month often force most of its employees to quit and seek employment in other businesses and organizations.
尽管亚马逊拥有庞大的员工队伍，但仍有人担心亚马逊的人力资源管理实践不善，从而削弱了其将人力资源整合到战略管理中的能力。在参考Boewe和Schulten（2017年）中，人们开始担心亚马逊在恶劣的工作条件下管理员工。例如，2013年4月9日，该公司近1100名员工在德国举行抗议活动，迫使其考虑一项集体协议，该协议基于管理邮购和零售公司的规定。类似地，研究表明，亚马逊的仓库工人在恶劣的工作条件下工作时间更长，但与零售业的同行相比收入更低（LaVecchia，2017）。此外，LaVecchia（2017）观察到，亚马逊员工的薪酬存在高度歧视。在这种情况下，尽管高层管理人员获得了高额工资和巨额奖金，但其低层员工几乎没有获得更低工资，尽管他们需要高绩效。考虑到这一点，有必要观察亚马逊是美国员工流动率更高的公司之一（McCraw和Childs，2018）。根据McCraw和Childs（2018）的数据，亚马逊的大多数员工认为每月数百万订单的压力往往迫使其大多数员工辞职，并在其他企业和组织中寻找工作。
One of the questions that arise regards the justification on why Amazon needs to redefine its approach to human resource management. To begin, Amazon needs to consider its human resource management approach since its workforce play an instrumental role in promoting the sustainability of its knowledge management. According to Oltra (2005), firms that are unable to manage their knowledge cannot sustain their competitiveness in the long run since knowledge is a critical strategic asset. Similarly, Chen and Huang (2009) reiterate that organizations that have strong human resource management practices are capable of promoting innovation as compared to those with poor human resource management practices. In addition to this, Purcell and Kinnie (2007) observe that there is a direct relationship between good human resource practices and organizational performance. Speaking from this point of view, to sustain its high performance both in the short- and long-run, the company needs to improve its relationship with its workforce.
出现的一个问题涉及亚马逊为什么需要重新定义其人力资源管理方法的理由。首先，亚马逊需要考虑其人力资源管理方法，因为它的员工在促进其知识管理的可持续性方面起着辅助作用。根据Oltra（2005），无法管理其知识的企业无法长期保持竞争力，因为知识是一项关键的战略资产。同样，Chen和Huang（2009）重申，与人力资源管理实践较差的组织相比，人力资源管理实践较强的组织能够促进创新。此外，Purcell和Kinnie（2007）观察到良好的人力资源实践与组织绩效之间存在直接关系。从这个角度讲，为了在短期和长期保持高绩效，公司需要改善与员工的关系。