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If sustainable competitive advantage depends on work-force skills, American firms have a problem. Human-resource management is not traditionally seen as central to the competitive survival or the firm in the United States. Skill acquisition is considered an individual responsibility. Labor is simply another factor of production to be hired-reined at the lowest possible cost-much as one buys raw materials or equipment.
The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central - usually the second most important executive, after the CEO, in the firm's hierarchy.
While American firms often talk about the vast amounts spent on training their work forces, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies.
As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do), the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is tip and running at capacity and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with he equipment can be employed. Tine result is a slower pace of technological change. And in the end the skills of the population affect the wages of the top half. If the bottom half can't effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear.
注：请将答案用英文写在答题纸上。
56. What does the management of human resources in American companies think about employees skill training?
57. What is the position of the head of human-resource. management in an American firm?
58. money most American firms put in training mainly goes to ______.
59. According to the passage, the decisive factor in maintaining a firm's competitive advantage is ______.
60. What is the main idea of the passage?