turnitin 检测：人力资源竞争问题
为这一批判性分析选择的第一篇文章是“将人力资源责任下放到一线:威胁、机遇还是合作?”作者:Whittaker, S. and Marchington, M.(2003)。根据作者的说法，竞争资源的趋势、糟糕的媒体评论和高失业率一直在给人力资源经理施加压力。这些压力迫使人力资源部门将新的战略创新视为保持竞争优势的努力。员工被认为是战略资源，而不是采取一种反常的维度，认为个人是最好的资产(Whittaker & Marchington, 2003)。然而，作者认为，为了接受战略人力资源管理的实际权力，组织必须考虑放弃对人力资源管理的人文观念，在这种观念中，个人被视为获取经济利益的副产品。
turnitin 检测：人力资源竞争问题
考虑到人力资源管理将由直线经理发起，这是一种职责，需要更加关注人员的招聘、入职、考核、奖励和培训。从员工的工作表现来看，这是考虑到人力资源方面(Whittaker & Marchington, 2003)。高级直线经理在这一过程中有着特殊的意义，这不仅体现在他们对培养足智型人才的承诺上，也体现在他们对管理者的支持上，后者在满足企业短期需求的同时，努力构建员工的敬业度(Whittaker & Marchington, 2003)。如果直线经理和人力资源职能部门必须合作以提高组织绩效，则人力资源部门的人员配备必须是数量有限、经验丰富的专家。因此，直线经理与人力资源职能之间存在着很强的关系。
turnitin 检测：人力资源竞争问题
The first article selected for this critical analysis is “Devolving HR responsibility to the line: Threat, Opportunity or Partnership?” by Whittaker, S. and Marchington, M. (2003). According to the authors, trends to competitive sources, poor media review, and higher unemployment have been pressurizing managers of HR. These pressures have made HR to look at new strategic innovations as an effort of maintaining competitive edge. Employees are identified as strategic resource who instead taking up a perverse dimension for the cliché of individuals being the best assets (Whittaker & Marchington, 2003). However, as per the author, in order to embrace the actual power about strategic HRM, organizations have to consider renouncing the humane perception about HRM, in which individuals are treated as by- products for gaining financially.
turnitin 检测：人力资源竞争问题
Considering the fact that HRM will be initiated by the line managers as it is duty, and there is a significant need of paying more attention on how there is recruitment, induction, appraisal, rewarding and training of people. This is done considering the aspects of HR when viewing it from employee’s performance of jobs (Whittaker & Marchington, 2003). There is an exceptional significance of senior line managers within the process, both with respect to their commitment for developing resourceful humans and for supporting supervisors who put in effort for building the engagement of employee, while meeting the short-term needs of business (Whittaker & Marchington, 2003). If the line managers and HR function have to work in partnership for achieving improvement in the performance of organization, there must be staffing of HR department with limited number of specialists having maximum experience. Hence, there is a strong relationship between line managers and HR function.