1、畢業(yè)設(shè)計(jì)（論文）期中工作材料學(xué)生姓名： 盧雨晨 學(xué) 號(hào)： 20082110110224學(xué)院（系）：軟件學(xué)院專(zhuān) 業(yè)：08軟件工程+電子商務(wù)設(shè)計(jì)（論文）題目:基于ssh框架的人力資源管理系統(tǒng)的設(shè)計(jì)與實(shí)現(xiàn)謝劍猛材料目錄序號(hào)名稱(chēng)數(shù)量備注1畢業(yè)設(shè)計(jì)（論文）選題、審題表（不需要寫(xiě)）12畢業(yè)設(shè)計(jì)（論文）任務(wù)書(shū)13畢業(yè)設(shè)計(jì)（論文）開(kāi)題報(bào)告1含文獻(xiàn)綜述）14畢業(yè)設(shè)計(jì)（論文）外文資料翻譯（含原文）15畢業(yè)設(shè)計(jì)（論文）指導(dǎo)記錄表（不需要寫(xiě)）1注：畢業(yè)設(shè)計(jì)（論文）期屮檢查工作結(jié)束后，請(qǐng)將該封面與ei錄屮各材料合訂成冊(cè)，并統(tǒng)一存放在學(xué)生“畢業(yè)設(shè)計(jì)（論文）資料袋”中（打印件一律用街紙型，最后與初稿合訂。填表說(shuō)明1、畢業(yè)設(shè)

2、計(jì)（論文）期中工作材料封面、本科生畢業(yè)設(shè)計(jì)（論文）選題、審題表. «畢業(yè)設(shè)計(jì)（論文）外文資料 翻譯 封面及論文初稿單獨(dú)裝訂。2. 華東交通大學(xué)畢業(yè)設(shè)計(jì)（論文）任務(wù)書(shū)、華東交通大學(xué)畢業(yè)設(shè)計(jì)（論文）開(kāi)題報(bào)告書(shū)附錄a.外文翻譯- 原文部分、附錄b.外文翻譯-譯文部分期中檢查不 用打印，直接匯入終稿并按教務(wù)處要求排版.打印。3、學(xué)院由教學(xué)秘書(shū)組織填寫(xiě)華東交通大學(xué)畢業(yè)設(shè)計(jì)（論文）期中教學(xué)學(xué)院自査表、華東交通大學(xué)畢業(yè)設(shè)計(jì)（論文） 期中抽查表,檢查完后統(tǒng)一由教學(xué)秘書(shū)歸檔。所有表格形成一個(gè)電子文件，由教研室在畢業(yè)設(shè)計(jì)完成后 統(tǒng)一刻錄。5、指導(dǎo)記錄表匯入論文終稿。學(xué)院（系）出 題 教 師姓名專(zhuān)業(yè)專(zhuān)業(yè)技

3、術(shù) 職務(wù)中報(bào)課題名稱(chēng)課題性質(zhì)abcd課題來(lái)源xyz課題簡(jiǎn)介設(shè)計(jì)（論文） 要求（包括應(yīng)具備的條件）課題預(yù)計(jì) 工作量大小大適中小課題預(yù)計(jì) 難易程度難般易設(shè)計(jì) 地點(diǎn)所在專(zhuān)業(yè)委員會(huì)審定意見(jiàn)：審查合格（是口，否口）負(fù)責(zé)人（簽名）：2011年12月9日注：本課題由同學(xué)選定，學(xué)號(hào)：注：1該表作為畢業(yè)設(shè)計(jì)（論文）課題|報(bào)時(shí)專(zhuān)用，由選題教師填寫(xiě)，負(fù)責(zé)人簽名后牛效；2.課題類(lèi)型：（1） a工程設(shè)計(jì)；b技術(shù)開(kāi)發(fā)；c軟件工程；d理論研究；（2） x_真實(shí)課題；y_模擬課題；z_虛擬課題（1）、（2）均要填，如ay、bx等。在表中相應(yīng)欄內(nèi)打“7”；3. 課題被學(xué)生選定，此表須存入該生“畢業(yè)設(shè)計(jì)（論文）資料袋”中存檔（每

4、人一份）。4. 設(shè)計(jì)地點(diǎn)請(qǐng)?jiān)敿?xì)到實(shí)驗(yàn)室名稱(chēng)或具體單位，以便考勤，若有修改，必須到教學(xué)秘書(shū)處登記。姓名盧雨晨學(xué)號(hào)畢業(yè)屆別 2012專(zhuān)業(yè)軟件工程+電子商務(wù)2008-2畢業(yè)設(shè)計(jì)（論文）題目 基于ssh框架的人力資源管理系統(tǒng)的設(shè)計(jì)與實(shí)現(xiàn)指導(dǎo)教師謝劍猛學(xué)歷木科/工程碩丄職稱(chēng)講師1、要求（作為評(píng)分標(biāo)準(zhǔn)）：（1）基本要求:對(duì)人力資源管理系統(tǒng)的需求進(jìn)行調(diào)研，依據(jù)需求設(shè)計(jì)系統(tǒng)各個(gè)功能模塊；熟悉ssh （struts、 spring、hibernate）框架的相關(guān)技術(shù)；熟悉eclipse開(kāi)發(fā)環(huán)境；溫習(xí)java；研究三層體系架構(gòu)、b/s 模式等；繪制體系功能框圖、e-r圖，設(shè)計(jì)數(shù)據(jù)庫(kù)邏輯機(jī)構(gòu)表，開(kāi)發(fā)完成所各個(gè)功能模

5、塊（允許使 用開(kāi)源代碼）。嚴(yán)格按照華東交通大學(xué)畢業(yè)設(shè)計(jì)（論文）管理規(guī)范，不舞弊，不抄襲，按照規(guī)定時(shí)間內(nèi)完成。 獨(dú)立完成畢業(yè)論文。（2）創(chuàng)新性要求：a. 界面友好，使用方便，系統(tǒng)構(gòu)架先進(jìn)，安全穩(wěn)定，使用標(biāo)準(zhǔn)接口技術(shù)；b. 采用t新技術(shù)，如ajax2、進(jìn)度安排：第1、2周：了解畢業(yè)設(shè)計(jì)任務(wù)；調(diào)研系統(tǒng)需求；與指導(dǎo)老師溝通確定詳細(xì)計(jì)劃。第3、4、5周：收集相關(guān)資料、借閱圖書(shū)；熟悉ssh框架開(kāi)發(fā)相關(guān)技術(shù)和開(kāi)發(fā)工具；熟悉web 服務(wù)器和數(shù)據(jù)庫(kù)服務(wù)器的配置；完成開(kāi)發(fā)環(huán)境和web服務(wù)器的配置；完成系統(tǒng)設(shè)計(jì)。第6、7、8、9周：系統(tǒng)設(shè)計(jì)、系統(tǒng)實(shí)現(xiàn)；測(cè)試運(yùn)行。第10、11周：修改、調(diào)試代碼，測(cè)試系統(tǒng)。第12、13

6、周：寫(xiě)論文、修改論文。第14周：準(zhǔn)備答辯指導(dǎo)教師簽字： 2011 年 12 月 9 口題目發(fā)出h期2011.12.9設(shè)計(jì)（論文）起止時(shí)間2012.02. 13-2012. 05. 18學(xué)院意見(jiàn)：同意發(fā)布題目畢業(yè)設(shè)計(jì)領(lǐng)導(dǎo)小紐組長(zhǎng)簽章：課題名稱(chēng)基于ssh框架的人力資源管理系統(tǒng)課題來(lái)源c課題類(lèi)型y導(dǎo)師謝劍猛學(xué)生姓名盧雨晨學(xué)號(hào)20082110110224專(zhuān)業(yè)軟件工程+電子商 務(wù)一、開(kāi)題報(bào)告內(nèi)容：1、文獻(xiàn)綜述 1.1選題意義木系統(tǒng)針對(duì)企業(yè)傳統(tǒng)人力資源管理方式落后于企業(yè)信息化的發(fā)展趨勢(shì)設(shè)計(jì)開(kāi)發(fā)。傳統(tǒng)人力資 源管理方式存在有成本高、效率低、保密性差等缺點(diǎn)，無(wú)法適應(yīng)企業(yè)快速高效發(fā)展。推動(dòng)企業(yè)勞 動(dòng)人力資源管理

7、方式走向科學(xué)化、規(guī)范化、信息化是企業(yè)發(fā)展的必然趨勢(shì)。隨著計(jì)算機(jī)在企業(yè)管理屮應(yīng)川的普及。利川計(jì)算機(jī)實(shí)現(xiàn)企業(yè)人事管理勢(shì)在必行。合理的利川 有助于企業(yè)發(fā)展的管理系統(tǒng)是企業(yè)改革的一種優(yōu)越的體現(xiàn)。不僅保證了核算準(zhǔn)確度，還成倍的提 高了工作效率.而口便于查詢(xún)。建立人力資源管理系統(tǒng)，能夠?yàn)楣芾砣藛T提供充足的信息和快捷 的查詢(xún)手段，有效提高信息處理的速度和準(zhǔn)確性，為人力資源管理提高效率、降低成木、并實(shí)現(xiàn) 人事管理的優(yōu)化，也以減輕人事管理人員和操作人員的工作負(fù)擔(dān)。對(duì)人力資源進(jìn)行電子化管理， 很好的解決了管理效率低，決策依據(jù)少的等傳統(tǒng)人力資源管理缺點(diǎn)。1. 2課題研究現(xiàn)狀與發(fā)展趨勢(shì)國(guó)外人力資源管理系統(tǒng)起步較早，完

8、整性和成熟度高，開(kāi)發(fā)出了適用于不同行業(yè)的解決方案， 對(duì)于基于互聯(lián)網(wǎng)技術(shù)的研究和支持也是不遺余力的。國(guó)外雖然有著較為成熟的產(chǎn)品，在成熟度、 先進(jìn)性上都要優(yōu)于大多數(shù)的國(guó)內(nèi)產(chǎn)品，但在我國(guó)大多數(shù)公司人力資源管理制度并不規(guī)范，這就導(dǎo) 致了國(guó)外的產(chǎn)品實(shí)用性、有效性大打折扣，而且其價(jià)格過(guò)于昂貴，讓國(guó)內(nèi)企業(yè)難以接受。我國(guó)正處在由傳統(tǒng)管理方式向人力資源管理過(guò)渡的轉(zhuǎn)型吋期，企業(yè)中的管理方法從思想到行 動(dòng)都發(fā)牛著巨大的變化，處于摸索中的人力資源管理隨時(shí)都可能發(fā)牛這樣那樣的變革，對(duì)人力資 源管理軟件提出了挑戰(zhàn)，必須要開(kāi)發(fā)能夠適應(yīng)企業(yè)發(fā)展變化的人力資源管理軟件。隨著internet技術(shù)的不斷發(fā)展，應(yīng)用系統(tǒng)的體系結(jié)構(gòu)從c

9、/s結(jié)構(gòu)向更加靈活的b/s體系結(jié)構(gòu) 轉(zhuǎn)變。在原來(lái)的c/s結(jié)構(gòu)當(dāng)中，幾乎所有的應(yīng)用邏輯都在客八端實(shí)現(xiàn)，使得應(yīng)用程序的維護(hù)、移植 和互操作變得相當(dāng)?shù)膹?fù)雜和困難。b/s模式中，開(kāi)發(fā)、維護(hù)等幾乎所有工作都集中在服務(wù)器端，當(dāng) 企業(yè)對(duì)網(wǎng)絡(luò)應(yīng)川進(jìn)行升級(jí)時(shí)，只需要更新服務(wù)器端的軟件即可，這樣減輕了系統(tǒng)維護(hù)與升級(jí)的成 木。b/s結(jié)構(gòu)利用不斷成熟和普及的瀏覽器技術(shù)實(shí)現(xiàn)原來(lái)盂要復(fù)雜專(zhuān)用軟件才能實(shí)現(xiàn)的強(qiáng)大功能, 且開(kāi)發(fā)維護(hù)成本更低，更適于開(kāi)發(fā)人力資源管理系統(tǒng)。1. 3應(yīng)用技術(shù)介紹木文所闡述的人力資源管理系統(tǒng)是采川b/s模式，運(yùn)用myeclipse開(kāi)發(fā)平臺(tái)，struts, spring, hibernate框架,mvc

10、開(kāi)發(fā)模式和java, jsp等相關(guān)技術(shù)開(kāi)發(fā)的。木系統(tǒng)依據(jù)實(shí)際需求設(shè)計(jì)數(shù)據(jù)庫(kù) 結(jié)構(gòu)，并實(shí)現(xiàn)了人力資源管理系統(tǒng)的基本功能，如職工檔案信息，薪資信息等數(shù)據(jù)的查詢(xún),添加等 功能，從而提升了企業(yè)的效率和競(jìng)爭(zhēng)力，滿(mǎn)足了現(xiàn)代企業(yè)管理的需求。stmts+spring+hibemate集成框架，是目前較流行的一種web應(yīng)用程序開(kāi)源框架。集成ssh 框架的系統(tǒng)從職責(zé)上分為四層：表示層、業(yè)務(wù)邏輯層、數(shù)據(jù)持久層和域模塊層，以幫助開(kāi)發(fā)人員 在短期內(nèi)搭建結(jié)構(gòu)淸晰、對(duì)復(fù)用性好、維護(hù)方便的web應(yīng)用程序。其中使用struts作為系統(tǒng)的整 體基礎(chǔ)架構(gòu)，負(fù)責(zé)mvc的分離，在struts框架的模型部分，利用hibernate框架對(duì)

11、持久層提供支 持，業(yè)務(wù)層jlj spring支持。具體做法是：川面向?qū)ο蟮姆治龇椒ǜ鶕?jù)需求提出一些模型，將這些 模型實(shí)現(xiàn)為基本的java刈豫，然后編寫(xiě)基本的dao接口，并給出hibernate的dao實(shí)現(xiàn)，采用 hibernate架構(gòu)實(shí)現(xiàn)的dao類(lèi)來(lái)實(shí)現(xiàn)java類(lèi)與數(shù)據(jù)庫(kù)之間的轉(zhuǎn)換和訪(fǎng)問(wèn)，最后山spring完成業(yè)務(wù) 邏輯。采用這種開(kāi)發(fā)模型，不僅實(shí)現(xiàn)了視圖、控制器與模型的徹底分離，而且還實(shí)現(xiàn)了業(yè)務(wù)邏輯層與持久層的分離。這樣無(wú)論前端如何變化，模型層只需很少的改動(dòng)，并h.數(shù)據(jù)庫(kù)的變化也不會(huì)對(duì) 前端有所影響，大大提高了系統(tǒng)的可復(fù)用性。而且由于不同層z間耦合度小，有利于團(tuán)隊(duì)成員并 行工作，大大提高了開(kāi)發(fā)

12、效率。2、參考文獻(xiàn)1 .孫衛(wèi)琴.精通struts:基于mvc的java web設(shè)計(jì)與開(kāi)發(fā)m.北京：電子工業(yè)出版社,2004.2 林信良.spring 2.0技術(shù)手冊(cè)m.北京：電子工業(yè)出版社,2007.3 .李剛.著.struts2權(quán)威指南北京：電子工業(yè)出版社,2007.4 .刑素萍.java辦公自動(dòng)化項(xiàng)目方案精解.北京：航空工業(yè)出版社,2006.5 .埃克爾著,陳吳鵬譯,ja陽(yáng)編程思想（第4版）m,機(jī)械工業(yè)出版社,2007, 66 ,霍斯特曼等著，陳昊鵬等譯.java核心技術(shù)卷ii :高級(jí)特ftm.2008.12 課題類(lèi)型：（1） a工程設(shè)計(jì)；b技術(shù)開(kāi)發(fā)；c軟件工程；d理論研究;（2）x真實(shí)課

13、題；y模擬課題；z虛擬課題（1）、（2）均要填，如ay、bx等。此部分可以附頁(yè)華東交通大學(xué)畢業(yè)設(shè)計(jì)（論文）開(kāi)題報(bào)告書(shū)（續(xù)）二、方法及預(yù)期目的：1、擬采用的研究方法（手段）首先對(duì)企業(yè)人力資源管理系統(tǒng)進(jìn)行簡(jiǎn)單的分析介紹，對(duì)其進(jìn)行市場(chǎng)分析、技術(shù)可行性分析、 客戶(hù)需求分析以及功能模塊如何搭建的詳細(xì)分析。收集資料，調(diào)查有關(guān)文獻(xiàn)及技術(shù)參數(shù)，收集 有關(guān)數(shù)據(jù)，并對(duì)這些資料和數(shù)據(jù)進(jìn)行歸納和分析。其次對(duì)系統(tǒng)結(jié)構(gòu)進(jìn)行設(shè)計(jì)，包括邏輯上的設(shè)計(jì)、數(shù)據(jù)庫(kù)的設(shè)計(jì)、功能模塊的劃分等。根據(jù) 設(shè)計(jì)，逐步完成各個(gè)功能模塊的制作及程序的編寫(xiě)。最后當(dāng)程序初步設(shè)計(jì)完成后，應(yīng)進(jìn)行上機(jī)調(diào)試，在應(yīng)川過(guò)程屮逐步修改，完善系統(tǒng)功能， 以期達(dá)到最好效

14、果。2、本課題要研究或解決的問(wèn)題及預(yù)期目的 研究?jī)?nèi)容：1. 對(duì)企業(yè)人力資源管理工作迓行深入調(diào)研，全而進(jìn)行需求分析，找出現(xiàn)有管理系統(tǒng)的突 出問(wèn)題。2. 研究實(shí)現(xiàn)企業(yè)人力資源的新需求，如招聘信息的網(wǎng)絡(luò)化、信息化實(shí)現(xiàn)，員工培訓(xùn)信息的 建立與維護(hù)等，實(shí)現(xiàn)人力資源管理系統(tǒng)功能及安全性升級(jí)與完善。預(yù)期目標(biāo)：1該系統(tǒng)應(yīng)良好實(shí)現(xiàn)企業(yè)人力資源管理的相關(guān)需求，應(yīng)完成以下兒人功能：(1)(2)(3)(4)(5)(6)女全管理 系統(tǒng)管理 檔案管理 培訓(xùn)管理 考勤管理 薪酬管理包括女全賢錄，密碼修改，女全退出。對(duì)不同的用戶(hù)進(jìn)行權(quán)限管理，可以根據(jù)不同的職位分配不同權(quán)限。 對(duì)公司員工的一些基本的信息進(jìn)行管理。完成新員工的崗

15、前培訓(xùn)、在職培訓(xùn)信息，建立維護(hù)培訓(xùn)檔案等工作。 系統(tǒng)支持請(qǐng)假、出差、加班、補(bǔ)休、調(diào)班、停工等考勤業(yè)務(wù)管理。 對(duì)每個(gè)員工薪酬信息進(jìn)行增加、刪除、編輯操作；可以按不同關(guān)鍵詞述行員工薪酬信息查詢(xún)；企業(yè)町在網(wǎng)站上發(fā)布招聘信息，實(shí)時(shí)發(fā)布各類(lèi)招聘職位。2、進(jìn)度表第 1、2周：了解畢業(yè)設(shè)計(jì)任務(wù)；調(diào)研系統(tǒng)需求； 與指導(dǎo)老師溝通確定詳細(xì)計(jì)劃。第 3、 4、 5周：收集相關(guān)資料、借閱圖書(shū)；熟悉ssh框架開(kāi)發(fā)相關(guān)技術(shù)和開(kāi)發(fā)工具; 熟悉web服務(wù)器和數(shù)據(jù)庫(kù)服務(wù)粘的配置; 完成開(kāi)發(fā)環(huán)境和web服務(wù)器的配置； 完成系統(tǒng)設(shè)計(jì)。招聘管理:(7)第6、7、8、9周：系統(tǒng)設(shè)計(jì)、系統(tǒng)實(shí)現(xiàn)；測(cè)試運(yùn)行。 第 10、11周：修改、調(diào)試代

16、碼，測(cè)試系統(tǒng)。第 12、13周：撰寫(xiě)論文、修改論文。第 14 周：準(zhǔn)備答辯三、指導(dǎo)老師意見(jiàn)同意開(kāi)題指導(dǎo)教師簽名:日期:2012. 3. 15畢業(yè)設(shè) 計(jì)卷文片卜丈資料觀譯外文出處： human systems management 28 (2009) 47 - 56附 件：a外文翻譯-原 文部分b.外文翻譯-譯文部分 指導(dǎo)教師評(píng)語(yǔ)：簽名：年刀日附錄a外文翻譯-原文部分iluman systems management 28 (2009) 47 - 56doi 10.3233/hsm-2009-0692 ios pressinvestigating the use of strategic hum

17、an resource management in french small and medium-sized enterprises: longitudinal studyauthor:abdelwahab ait razouk and mohamed bayadintroductionthere is broad agreement that strategic human re-source management (shrm) has made great strides for a few years 10, 30, 56. several factors as eco-nomic,

18、technological and demographic changes con-tributed to it while pushing companies to reconsider the place of hr, as well as to carry out a change of their mode of management and especially of their hrm practices 10, 35. weakening institutional con-straints also contributed to the development of hr fl

19、ex-ible practices 36.traditionally, hrm function was in charge of pri-mariy administrative management of human re-sources, control 1ing them to minimise their costs 36. partisans of shrm disagree with this vision 10, 11, 23. they consider that human capital is a resource in which it is necessary to

20、invest by mobilizing a set of strategic practices. these practices contribute to at-tract, to develop and to retain the competences that improve firm performance 11, 52, 71. however, if the shrm seems confirmed by the researchers in north america and valid for large companies 32, 39, is it the case

21、for european firms and more specifically french ones? what is the place of shrm practices in small and medium-sized enterprises (smes) in france?wonder ing about these quest i ons leads us to meet the n eed to understand shrm in an other con text than the usa one 32. in their article, henema n et al

22、. 32 note that very lit tie attention has been paid to smes' human resource management practices studies in countries outside the usa these authors affirm that: uother countries could be a source of information to fill our gaps in knowledge in the u.s. in taking an international perspective, car

23、e would need to be taken to ensure that what works in one culture applies to another culture" . the french context can be an interesting counterexample in this field because it is marked by the 1 egal constraints and the institutions, in particular unions, in spite of their weakening during the

24、 last decade 14,15,28.by this study, we will try to enrich our knowledge in shrm in smes. research on shrm in smes remains little developed in general 34 and particularly in france 1,12,44,58. our interest to study french smes can be also just ifi ed by thei r capacity for adapt ing and creat ing we

25、alth 24. in addition, although for a long time hrm practices in smes were given a minor place, recent studies supported the smes' tendency to in vest more and more in hr and invited to intensify research on hrm practices in smes 4, 68.this paper is organized as follows. in section 2, we will dev

26、elop the origins of shrm, its def ini t ion and its position in the literature of smes. secti on 3 will relate to research methodology. finally, the results will be exposed in section 4 and discussed in section 5 with tracks for future researchrelationship between hrm and strategy: what and why?theo

27、rists and practitioners always wan ted to make hrm a vector of the strategy, carrying it from opera-tional level to strategic level. according to ulrich and brockbank 65, this way hrm gains in credibility.authors such as drucker estincited, from the 1970s, that this integration of human resources to

28、 the field of strategy has become necessary because it is not enough any more “to make things well" , by improving efficiency (or productivity) but it is also necessary "to make the good things” , i.e. to increase effectivenessthe relationship between hrm and strategy is built also by the

29、means of a change in the strategic paradigm as well as in the role of human capital.strategic paradigm changetraditionally, strategy was dominated by external approach of strategy, defined as the set of decision cri-teria chosen by the company managers to direct, in a determining way and towards the

30、 duration， firm ' s ac-tivities and configuration 40,51, 53. this approach, primarily inspired by contingency theory 16, 18, 40, 51, is associated today with internal approach of strat-egy 6, 50. the new strategic vision supports that both internal and external approaches of strategy are indis-s

31、ociable and complementary. in this way, the defini-tion of strategy must integrate firm' s internal resources which determine its formulation and i ts implementa-tion 6,50. shrm emerged through thi s change of strategic vision 11, 22.in iirm 1 i teratme, relati on ships between hrm and strategy

32、are con cei ved according to this now visi on of strateg y baird and mcshoulam 5 have def in ed, for example, the relati on ship betwee n hrh and strat-egy as the comb in at i on of vertical fit and horiz on tai f i t , which expl ains how hrm could contribute to the achievemcnt of strategic objecti

33、ves vertical fit is de-fended by several important strategic models. among the models most quoted in the literature in shrm, let us note those elaborate by porter 53, 54 and by m訂es and snow 46, 47. accordingly to porter, for example, three strategic positioning can be considered as com-pet it ive a

34、dva nt age. these are strategies of di f fere nt i 且一 tion , of costsand of focus. porter thinks that a company which pursues a strategy of costs minimization will of-fer produets and quality services while betting espe-cially on technological innovation, economies of scale and the control of produc

35、tion costs. to adopt a hrm system, it should be taken into account, as liouville and baya cl 44 have specified it, job design, training linked with productivity increase, performance evalua-tion, compensation related to internal equity, etc. con-versely, a company which chooses differentiation wil 1

36、 be 1 ed to offer new products and serv ices by in ten sify-ing innovation in t his field. tn this objec ti ve, hrm wi 11 be considered as proactive and flexible. tt can rest on broad autonomy, management of competences, com-pensation related to individual objectives, etc. lastly, the company which

37、pursues a strategy of focus will adopt a n in termediate model which mixes the assets of the two preceding strategies this type of compa ny will be inclined to favor, as proposed by wai to n 67, a sys-tem of “hybrid" hrm which draws from both hrm systems carried by companies whose strategy is b

38、ased on differentiation or lowers costs.human resource determining strategyauthors like 10, 35, 56 estimate that hrm practices are not only the result of firm's strategic orientations since they can also partly deter-mine them hrm practices in particular are assets be-hind the development of spe

39、cific competencies which, consequently, contribute to the def in ition of firm strat-eg y. this allusion to firms' internal competences indi-cates the evolution of various strategy research trends, thanks to the contribution of the resources based viewtheory 6, 8. these reflections were finally

40、reinforced by the works carried out into "core compe tencies” 31 a nd into the “best practices” of huma n resource, des-ig nated as sources of competitive advantage 1,29, 49, 52. for ten years, the evolution of the strategy field thus has showed the progressive switch from an ex-ternal represen

41、tation of the competitive advantage to-wards an inlerrml analysis of ski 1 is, capacities and more generally of resources not easily substitutable and im-itable 9shrm practices: what is it?shrm is mainly defined as a set of coherent practices, in tended for the reach of the best long-term performanc

42、e 20, 71. this approach of hr strat-egy emerges like a consensual vision among the re-searchers in spi te of the exi stence of other positions. indeed, the 1iterature is shared between authors who study shrm through the hr department 60, others who focuses on firm， s human capital (employees col-lec

43、tive knowledge, skills and abilities) 32,43,48,57,72 and, finally, those who define hrm as individual practices 62,70 orbundies 20, 29 concerning hr department, for example, we can quote the contribu-tions of ulrich 63, 64 and tyson and fell 61. tyson and fell drew up a kind of typology of the vario

44、us hr professionals, according to the dominant tasks they set up for this function in the firm the authors identify three great types of hr professionals: the executant, the administrator of contracts, the architect this first typology is deepened and enriched by the works of ui-rich 63, 64, and ulr

45、ich and brockbank 65 who iden-tified the principal roles those hr professionals must play to be able to be gradually commi tied to the strate-gic level: lawyer of the employees, developer of human capital, functional expert, strategic partner hr loaderhowcver, the vision of shrm in terms of practice

46、s is most dominant in the 1 iterature. shrm is often de-signed by high-involvement management practices3, high-commitment practices 67, high-performanee numagement practices10, 52. shrm supposes the construction of a coherent system of mobilizing hr practices which ensures the co-operation of employ

47、ees through a higher implication level (in opposition to em-ployees' control), in order to in crease firm，s econo mic and social performance 26, 68, 69. shrm practices such as autonomy, training, information sharing，participation in the decisions and compensstion seek to make employees a source

48、of competitive advantage while acting on commitment and involvement 10, 52 in our study, we have chosen this last definition of shrm which we will try to analyze in the french con-text, in opposition to traditional hrmshrm in small and medium-sized enterprisesthe first works on iirm in smes claimed

49、for a long time that these last invest less in human capital and that their iirm practices remain informal 45. however, recent research note that hr practices in smes are rather sophisticated for example, desh-pandc and golhar 21 raised in their research the similari ties between hrm practices of ma

50、nufacluring smes and those of large firms moreover, mays on and barrett 45, quot ing the study of baco n and hoque 4,consider smes which adopt hrm practices are likely to be influenced by coercive networks rather than ad-visory networks in another study on 446 us firms with less than 100 employees,

51、way 68 notes the pres-enee of practices raising high-performanee work sys-tems (hpws) moreover, these practices improve the productivity and the turnoverin franee, several researchers support adoption of shrm to face with the 21st century' s challenges 12 - 14. however, the little study which ex

52、ists in this field does not answer all the questions concerning the po-sition of shrm practices in small and medium-sized enterprises. among the existing studies, we can quote research of som and cerdin 58 and liouville and bayad 44. in a study concerning 28 french organiza-tions (large and smes fir

53、ms), som and cerdin 58 an-alyzed siirm practices evolution like role and struc"ture of iir department, recruitment, :retraining and redeployment, performance apprai sal, compensation,and rightsizing. these authors affirm a tendency to-wards shrm in the studied companies and notice that these pr

54、actices have positive effects on their perfor-mance. in another research, liouvilie and bayad 44 analyzed the link between shrm practices such as ed-ucation and training, empowerment, communication, employee participation, promoting personal and man-aging careers, improving working conditions, and t

55、he performance in 300 smes manufactures. the first re-sult of this study is that the shrm is well established compared to technical hrm in smes. the second resuit is that siirm practices contribute to increase firms' performanee.however, although of the last studies point out the presenee of shr

56、m practices, their objective was espe一cially to analyze the impact of shrm on performance these studies did not analyze the position of shrm di-rectly. in addition, their character cross-sectional does only allow a photograph of the events. moreover, som and cerdin have worked on a mixed sample (lar

57、ge and smes firms), what is not the case for the research of liouville and bayad which studied smes. tn this con-text, our study wi11 attempt to improve these method-ological weaknesses and provide us complernentary el-ements necessary to our comprehension of the hrm in the smal1 and medium-sized firms. if it appears that hrm evolves to a more strategic dimension of prac-tices, what is the place of strategic hrm in the french smes? is this true that administ