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人力资源中英文文献

人力资源中英文文献
人力资源中英文文献

The Development of Human Resource Management In China Introduction

With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.

Question 1

Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.

In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While the

role seems to highlight people’s social and intellectual needs.

In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).

The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘an annual recruitment and retention plan that g overns academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategy

is on strategic planning for successive generations.

Question 2

With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.

In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprise s establish and implement the employees’ career development planning (Zhao Yin, 2007).

In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, ac cording to the ‘2007 Human Resource Report’, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed.

The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and direct

motivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of exe cutives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3

As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields.

The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative.

Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up the

pace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity.

The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work.

What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much.

Conclusion

This article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.

人力资源管理在中国的发展

导言

随着二十一世纪的到来,人力资源管理作为一个相对较新的管理问题,扮演了一个越来越重要的作用在当今的商业中。本报告主要讨论了关于人力资源管理问题的三个部分。第一部分讨论的三个方面是工作人员和公司的关系,人力资源模式,发展战略和人力资源管理转变职能。第二部分描述了中国人力资源管理探索阶段。制度建设,招聘和动机三个方面的观点。第三部分讨论中国人力资源可能面临的新的挑战。在这一部分将进行了讨论,由于商业时代的不断变化,人力资源将接受处理不确定性和模糊性等的挑战。

问题1

人力资源管理,作为迅速发展的主题毫无疑问,它的功能在许多领域改变了很多。本节将主要讨论人力资源管理的变化和工作人员与公司关系扩大方面人力资源模型的发展和人力资源战略方面,如下:

在工作人员与公司关系方面,转变职能将从三个方面讨论即权力的因素,员工因素和激励方法进行讨论。首先,权力的因素,10年前雇员与公司的关系而言,被视为劳动与企业,而现在越来越多的企业表现出人类精神的理解和尊重。

例如,谷歌在中国的分公司在公司大厅放置了一架钢琴,而且还设置一个厨房和洗衣机为他们的雇员(吉姆韦斯科特,2005年)。第二,在员工方面,10年前员工被视为是理性思考和解决问题的人。他们之所以选择这个公司是因为公司为他们提供了满意的薪水。但今天,员工被视为是要求拥有充分的发展空间,全方位的满意不单单是薪水且成熟的人。第三,在激励方法方面,真正的变化是巨大的。十年前,公司经常将员工的基本需要作为给员工的奖赏。这种方法似乎突出了人们社会和智力的需求。

在人力资源管理模式的方面,在过去的10年一些人力资源管理职能被扩大了。其中作为人力资源管理的新产品之一是人力资源外包,它支持了核心人力资源活动和业务流程在人力资源管理中。外包人力资源的职能或业务流程的决策为企业,特别是其内部人事部门已经起到了极其不错的效力;企业想要获得新的项目或服务(但不希望承担所需的投资),或者那些希望专注于核心竞争力的企业。他们在人力资源外包上获得的好处是显而易见的:获取访问(国内)用专业知识,技能,技术,增加灵活性,降低了成本/降低投资。这种方法已在一些国家取得了巨大成功,例如,加拿大在人力资源外包开支上平均每年将增加13%以上在2005年至2009年之间。(吉姆韦斯科特,2005年)。

大多数人力资源战略已发展了近10年,百分之二十的受访者指出人力资源策略在他们的企业中实施时间不足三年间,百分之六十的报告指出人力资源开发战略一直在发展在过去的3至7年间并且20%的报告表明这一战略是10岁以上。这些数据加强了人力资源管理在过去十年内更战略性作用的概念。人力资源战略讨论了人员征聘和保留的长期目标和短期的运作程序。一些机构主要关注人员征聘和保留的短期目标。例如,一个加拿大的受访者说,他们的人力资源战略涉及'一个年度招聘和挽留计划即执政学术人员招聘和留用下一学术年'(Ronold G Ehrenbdeg, 2005)。其它的反应突出的长远目标和更广泛的问题是关与工作人员的发展以及政策和战略对未来体制和业绩发展的规划。例如,一个澳大利亚的机构指出,他们的人力资源战略是关于人力规划,年龄分析,吸引和保留,并在招聘过程再制定。这一战略的重点是连续几代的战略规划。

问题2

随着中国加入世贸组织,现代企业管理理念已逐渐接受了中国企业,人力资

源管理已经得到了发展和推广在大多数企业中。然而,作为一种管理技能进入管理经验不足30年的中国势必会面临与文化冲突,在中国人力资源管理仍然停留在探索阶段。

在制度建设方面,中国的人力资源管理制度是不完善的。根据中国最近人力资源的报告不足百分之四十的企业建立了企业发展战略与人力资源管理相结合的制度。此外,只有12.9%的人能真正实施这一战略。更有甚者,员工的职业发展规划,工作人员代表制,工作人员的合理化建议三个战略都没有完成。只有9%的企业建立且落实了员工的职业发展规划(赵尹,2007年)。

在聘用条件,在我国企业招聘的形式和层次不够丰富不够。虽然现代企业可以通过诸如网络,猎头公司,招聘会,校园招聘,广告媒体等多种方式来进行招聘,而且可以提供企业人力资源信息的渠道越来越多,大多数的公司的人仍然选择形式招聘会。然而,根据2007年的人力资源报告,调查出已尝试通过网络招聘公司的比例为35%,这比2006年的比例高了12%以上。其次,公司使用的招聘技术仍然处于发展阶段。只有一半的企业计划使用专业的测试工具来找到合适的工作人员。例如知识测试,心理测试和演示的方式等引进到中国并且受到热烈欢迎。

中国企业的激励机制还处于发展阶段。大多数中国公司都有激励策略。只有少数企业愿意选择短期和直接的激励策略等。目前,中国有百分之七十的员工与不同种族的人进行相同的工作却得到不同等级的薪水(赵尹,2007年)。支付是一种最普通的激励方式。支付管理人员奖励直接显示在他们的收入稳步增长-工资,这是非常直观。然而,与行政人员的社会地位和整体能力,物力和财力的提高不再是积极性的关键点。来自中国数据库最权威的数据库显示,19.6%的受访企业使用企业的虚拟资产作为长期激励的方法其中18.9%的企业给予员工购股权作为对员工的长期激励制度,而78.2%的企业还没有实现长期激励。作为长期激励员工的方法,还包括为员工创造一个有可能吸引雇员的平台,一个他们可以充分发挥自己的能力的平台。

问题3

二十一世纪以来人力资源的职能已经改变,这也是中国的人力资源管理人员将要迎接挑战。对于中国来说还正处于问题2所述的探索阶段,面临的挑战要

比那些较发达的人力资源管理国家更大。信息领域、经济领域和知识领域是中国人力资源管理主要面临的三个挑战。

对人力资源管理的第一个挑战是从工业时代到信息时代人力资源管理角色的转变。工厂的工作由厂房的机器完成取代为在办公室工作或在电脑终端下完成。工作方式的替换使得人们对工作产生了越来越多的新想法和新概念。信息和知识作为新的就业机会的来源已经取代了大部分制造业。因此,考虑了数以千计在工厂的工人将不再符合传统人力资源管理的模式。虽然员工的人数会有所减少,但人力资源管理的困难程度是不会降低,因为员工有更丰富的认识和信息。

就像现在流行的说法'任何事情都在悄无声息的变化着',随着技术,工具的发展,人类利用它们使得自己的生活节奏变得越来越快。因此,人力资源管理可能面临的第二个挑战的是处理不确定性和模糊事态的能力。一个静态的稳定的可以预测世界变化的常设机构,现正在转变为一个灵活的更适应新世界改革和变革的常设机构。可持续发展的重点在于将传统和过去寻找创造和创新的方法转变为新的解决问题的方式,新的制作工艺,新产品和服务。维持地位并不重要,重要的对未来的展望和机构的命运。我们习惯了确定性和可预见性问题。我们必须习惯于不确定性和模糊性问题。

下一个挑战将是人力资源管理人员的适应能力即从体力劳动到脑力劳动的转变(亚历山大,1997年)。不增加价值的重复体力劳动正被越来越多地精神创造力所取代。常规和单调正在让位给创新并且正在与传统决裂。过去,人们只会考虑工人本身的问题,那是一个老旧概念。现在,人们意识到倡导者们那些具有重要贡献的行为和知识是他们自己的智慧和才能。我们已经习惯于重复的体力劳动。我们需要习惯于思想性,创造性和创新性的工作。

此外,另外一个问题,中国人力资源经理者将要面临组织员工从过去的单一劳动转变为集体的共同劳动的挑战(FangCai, 2005)。随着技术越来越复杂和困难,这几乎是不可能只有一个人完成的项目。因此,团队行为必然要取代个人行为。对个别老强调效率(上取决于该组织的总有效率)正在被集团的协同作用所取代。这是一个多方面作出努力的问题,而不是简单地将它们总和到一起。我们习惯个人化的,孤立的工作,我们需要改变为高性能的团队合作。因此人力资源管理的职能是为该公司提供合适的人选,并协调小组之间的关系,特别是在中

国,一个和谐关系特别突出的国家。

结论

本文首先分析了现今人力资源管理职能的改变。在人员与公司的关系方面,员工与公司之间出现的一个更加密切的关系和人性化的趋势。人力资源的外包模式显示出其强大的竞争力,并可能成为人力资源管理主要的方式作为使用。其次,这篇文章指出,中国今天仍然在人力资源管理的探索阶段停留。在未完成的人力资源管理体系建设中,单一的招聘形式,不断增长的面试技术和在华企业长期缺乏动力,所有这些事实表明,中国在人力资源管理的发展方面还有很长的路要走。第三,中国人力资源管理面临的挑战是严峻和众多的。从工业时代变化为信息时代,稳定到改变,体力到脑力劳动成为中国人力资源管理首要面临的挑战。总而言之,中国的人力资源还需要一条很长的路要走。

人力资源专业词汇汇总--(中英文)超全

目录 导论:人力资源环境与策略2第一篇设计:工作分析与人力规划5第二篇招聘:人力资源选拔与预测8第三篇开发:人力资源培训与评价12第四篇报酬:薪资方案与福利计划18第五篇影响:员工健康与劳资关系22

导论:人力资源环境与策略 第一章人力资源策略 1.人力资源政策与哲学 。人力资源管理(human resource management ,HRM) 。人力资源管理目标objectives of HRM 。人力资源管理职责duties of HRM 。人力资源管理任务tasks of HRM 。战略性人力资源管理strategic HRM 。人力资源政策human resource policy 。人力资源哲学human resource philosophy 。精神契约psychological contract 。企业认同感organization commitment 2.组织:行为与文化 。正式组织formal organization 。非正式组织informal organization 。组织文化organization culture

。亚文化subculture 。跨文化cross-national culture 。价值观values 。态度attitudes 。角色行为role behavior 。个人主义—集体主义individualism-collectivism 。不确定性规避uncertainty avoidance 。权力距离power distance 。直线和职能职权line and staff authority 3.激励与组织绩效 。激励motivation 。需要层次理论hierarchy of needs theory 。X理论与Y理论theory X & theory Y 。组织体系Ⅰ与组织体系Ⅳsystem Ⅰ& system Ⅳ 。激励-保健理论motivation-hygiene theory 。ERG理论ERG theory 。麦克莱兰德需要理mc-clelland’s theory of needs 。期望理论expectency theory 。公平理论equity theory 。强化理论reinforcement theory 。波特-劳勒期望机率理论borter-lawler’s theory of expectency 第二章人力资源环境

人力资源管理外文文献翻译

文献信息: 文献标题:Challenges and opportunities affecting the future of human resource management(影响人力资源管理未来的挑战和机遇) 国外作者:Dianna L. Stone,Diana L. Deadrick 文献出处:《Human Resource Management Review》, 2015, 25(2):139-145 字数统计:英文3725单词,21193字符;中文6933汉字 外文文献: Challenges and opportunities affecting the future of human resource management Abstract Today, the field of Human Resource Management (HR) is experiencing numerous pressures for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new directions. However, we believe that these challenges also create numerous opportunities for HR and organizations as a whole. Thus, the primary purposes of this article are to examine some of the challenges and opportunities that should influence the future of HR. We also consider implications for future research and practice in the field. Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology 1.Change from a manufacturing to a service or knowledge economy One of the major challenges influencing the future of HR processes is the change from a manufacturing to a service or knowledgebased economy. This new economy is characterized by a decline in manufacturing and a growth in service or knowledge as the core of the economic base. A service economy can be defined as a system based on buying and selling of services or providing something for others (Oxford

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The Performance Management of Loews Hotel Table of Contents Introduction (1) 1. Questions in Loews Hotel (1) 2. Management Ability Improvement (2) 3. Performance Management (3) 4. The Methods of Performance Evaluation (5) 4.1. Trait Method (5) 4.2. Behavior Methods (5) 4.3. Result-oriented Methods (6) 5. 360-degree Performance Appraisal (7) 6. Summarize (8) Reference (9)

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海南大学经济与管理学院 2014-2015学年冬季小学期课程论文 题目:我国国有企业绩效管理研究文献综述 班级:12级人力资源管理2班 姓名:魏子贵 学号:20120610310069 指导老师:唐建荣 完成日期:2015年2月28号

摘要:自改革开放以来,我国的市场制度从规划经济逐步过渡到市场经济,市场经济体制建设开始以来,我国的国有企业的管理模式逐步走向成熟,绩效管理成为我国国有企业的重要管理手段之一。但是在实施过程中,存在了很多问题,本文就这个问题对我国的很多学者提出的解决办法进行文献综述,希望能够使国有企业的绩效管理的效果能得到最大的发挥。 关键词:国有企业绩效管理系统考核 一、绩效管理的概述 绩效管理最开始在企业中的体现主要是进行绩效评估,绩效评估有着悠久的历史,可以追溯到三皇五帝时期《尚书*荛典》里有“纳于大麓,暴风骤雨弗迷”,就是指荛将帝位禅让给禹之前对其进行了绩效考核,但是随着经济与管理水平的发展,越来越多的管理者和研究者意识到绩效评估的局限性和不足。绩效管理正是在对传统绩效评估进行改进和发展的基础上逐渐形成和发展起来的。所谓绩效管理,是指各级管理者和员工为了达到组织目标共同参与的绩效计划制定、绩效辅导沟通、绩效考核评价、绩效结果应用、绩效目标提升的持续循环过程,绩效管理的目的是持续提升个人、部门和组织的绩效。主要包括:对员工工作结果的管理和对影响员工工作结果的行为、表现及素质等的管理。李智勇、陆珂在《国有企业开展绩效管理的思考》(2008)提出绩效管理不是仅仅停留在“结果考核”水平上的事后管理,而是一个以员工为中心的一系列干预活动的过程管理。绩效管理不仅针对员工以往的业绩进行考核,还包括绩效目标的设定与分解、绩效跟踪、考核与反馈、指导辅助、绩效改善计划制定等环节。 二、国有企业绩效管理中存在的问题 国有企业如何增强企业的竞争优势、如何留住优秀人才成为当今一大难题。绩效管理作为现代企业人力资源管理的一种重要工具和手段,在战略实现人才开

人力资源管理系统专业词汇(中英文对照)

人力资源管理专业词汇(中英文对照) 人力资源管理:(Human Resource Management ,HRM) 人力资源经理:( human resource manager) 高级管理人员:(executive) 职业:(profession) 道德标准:(ethics) 操作工:(operative employees) 专家:(specialist) 人力资源认证协会:(the Human Resource Certification Institute,HRCI) 外部环境:(external environment) 内部环境:(internal environment) 政策:(policy) 企业文化:(corporate culture) 目标/使命:(mission) 股东:(shareholders/stakeholder) 非正式组织:(informal organization) 跨国公司:(multinational corporation,MNC) 管理多样性:(managing diversity) 二、工作:(job) 职位:(posting) 工作分析:(job analysis) 工作说明:(job description) 工作规范:(job specification) 工作分析计划表:(job analysis schedule,JAS) 职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary) 地区服务经理助理:(assistant district service manager) 三、人力资源计划:(Human Resource Planning,HRP) 战略规划:(strategic planning) 长期趋势:(long term trend) 要求预测:(requirement forecast) 供给预测:(availability forecast) 管理人力储备:(management inventory) 裁减:(downsizing) 人力资源信息系统:(Human Resource Information System,HRIS) 四、招聘:(recruitment) 员工申请表:(employee requisition) 招聘方法:(recruitment methods) 内部提升:(Promotion From Within ,PFW) 工作公告:(job posting) 广告:(advertising) 职业介绍所:(employment agency) 特殊事件:(special events) 实习:(internship)

HR专业英语

人力资源管理 Human Resource Management, HRM 人力资源经理:( human resource manager) 高级管理人员:(executive) 职业:(profession) 道德标准:(ethics) 操作工:(operative employees/operation staff) 专家:(specialist) 人力资源认证协会:(the Human Resource Certification Institute,HRCI) 2 外部环境 external environment 内部环境:(internal environment) 政策:(policy) 企业文化:(corporate culture) 目标:(mission/goal) 股东:(shareholders) 非正式组织:(informal organization) 跨国公司:(multinational corporation,MNC) 管理多样性:(managing diversity) 3 工作

Job 职位发布:(job posting) 职位:(position) 工作分析:(job analysis) 工作描述:(job deion),简称JD 工作规范:(job specification) 工作分析计划表:(job analysis schedule,JAS) 职位分析问卷调查法:(Management Position Deion Questionnaire, MPDQ) 4 人力资源规划 Human Resource Planning, HRP 战略规划:(strategic planning) 长期趋势:(long-term trend) 需求预测:(requirement forecast) 供给预测:(availability forecast) 管理人力储备:(management inventory) 裁减:(downsizing) 人力资源信息系统:(Human Resource Information System,HRIS) 5 招聘 recruitment

人力资源中英文献

The original Stage of development and classification of human resources Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential. Generally say, the academic circles development of human resource experience: Personal management, human resource management be recently till now rise of manpower capital management. The main dissimilarity namely lay in the principle that company and business enterprise treat an employee of variety and development. At the personal management stage, the work of the personnel managers is a management officers and workers' welfare, and with the legal procedure of labor union. The upper level management of the company section sees various activity and office clerk of personnel section all make a company of the big pen be pure expenditure, but possibly of reduction this part of expenditure. The company maintain inactive support attitude to the activity of personnel department. At the management stage of human resource, business enterprise the employee is seen into a business enterprise of can increase in value of property but disheveled hair exhibition with period full make use of potential. Human resource section is full exploitation post analysis, work analysis, the post all say, personnel choice and job advertisement, employee training and so on activity come to raise the business

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