人力资源管理英文论文

Human Resource Management

Assignment Cover

人力资源管理

课程论文

MODULE CODE AND NAME

课程及名称

Module Name科目名称：___人力资源管理__ _ Lecturer 讲师：__ 陈刚

Section Code 专业班级：__10市场营销（全英班）Student ID 学生证号码：___ 1040413104

Student Name学生姓名：___ 陈佩珊

Human Resource Management and Managers

Summery

Human resource management from the rise since the mid-80s, as a new subject, the development of a ten years time, however, but the human resource management theories and methods have been widely used in an international context together, and have achieved remarkable results.

With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more im portant role in today’s business activities.How to carry out the enterprise human resources management and development activities, to establish a 21st century economic development and adaptation of human resources management system, enterprise managers will be facing a major issue.

This report will be divided into two sections about human resource management. The first section will introduce what is human resource management and it importance in modern management process. The second section will discuss what should managers in organization do while managing employees, and introduce some human resource management tools.

Key words:

Human Resource Management, Strategic Human Resource Management, Human Resource Management Tools

As we know an organization consists of people with formally assigned roles who work together to achieve the organization's goals. A manager is the person responsible for accomplishing the organization's goals, and who does so by managing the efforts of the organization's people. Most experts agree that managing involves five functions that include planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. In modern era, how to manage staff has become an important part of business management, not only in companies but also all kinds of organizations. And staff management became an science, that what we talking about today, Human Resource Management (HRM)

What Is Human Resource Management?

Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. The topics we'll discuss should therefore provide you with the concepts and techniques you need to perform the "people" or personnel aspects of your management job. And these include conducting job analyses, planing labor needs and recruiting job, selecting job, orienting and training new employees, managing

wages and salaries, providing incentives and benefits, appraising performance, communicating, training and developing managers, and building employee commitment. And a manager should also know how to equal opportunity and affirmative action, give concern of the employee health and safety, and handling grievances and labor relations. Why Is Human Resource Management Important to All Organizations?

You might ask why are these concepts and techniques important to all organizations? Perhaps it's easier to answer this question by listing some of the personnel mistakes organization don't want to make while managing. For example, company don't want to: Hire the wrong person for the job

Experience high turnover

Have your people not doing their best

Waste time with useless interviews

Have your company taken to court because of your discriminatory actions

Have your company cited under federal occupational safety laws for unsafe practices

Have some employees think their salaries are unfair relative to others in the organization

Allow a lack of training to undermine your department's effectiveness

Commit any unfair labor practices

As you can see these abjective problems above, which can drop the company into trouble situation. It's necessary for the company to start HRM, and keep in move smoothly.

Employers are also experimenting with offering human resource services in new ways. For example, some employers organize their HR services around four groups: transactional, corporate, embedded, and centers of expertise.

The transactional HR group focuses on using centralized call venters and outsourcing arrangements with vendors (such as benefits advisors) to provide specialized support in day-to day transactional HR activities (such as changing benefits plans and providing updated appraisal forms) to the company's employees. The corporate HR group focuses on assisting top management in "top level" big picture issues such as developing the company's long-term strategic plan.

The embedded HR unit assigns HR generalists (also known as "relationship managers" or "HR business partners") directly to departments like sales and the departments need.

The centers of expertise are like specialized HR consulting firms within the company —for instance, providing specialized assistance in areas such as organizational change.

Someone always has to staff the organization, so human resource managers have long played important roles. Working cooperatively with line managers, they've helped administer benefits, screen employees, and recommend appraisal forms, for instance. However, exactly what they do and how they do it is changing. Some of the reasons for these changes are obvious. For example, employers can now use intranets to let employees change their own benefits plans, something they obviously couldn't do, say,

20 or so years ago. Some other trends shaping human resource management practices are perhaps more subtle. These trends include globalization, technology, deregulation, debt or "leverage", changes in demographics and the nature of work, and economic challenges.

Globalization and competition trends

Indebtedness ("leverage") and deregulation

Technological trend

Trends in the nature of work

Workforce and demographic trend

Economic challenges and trends

As trends like these translate into changes in human resource management practices, and in what employers expect from their human resource managers. We'll look at some specifics.

The new human resource managers.today, we've seen that companies are competing in a very challenging new environment. Globalization, competition, technology, workforce trends, and economic upheaval confront employers with new challenges.

In that context, they expect and demand that their human resource managers exhibit the competencies required to help the company address thew=se new challenges proactively. They focus more on big picture issues, they find new ways to provide transactional services, and they have new proficiencies.

Strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. It required employees with the knowledge, skills, and motivation to run the new automated plant.

Therefore, included detailed guidelines regarding what skills and knowledge the workers would need, as well as exactly how to recruit, test, select, and train such workers

High-performance work systems.the multitude of competitive and economic challenges also means that employers must focus like a laser on productivity and performance improvement. A high-performance work system is a set of human resource management policies and practices that together produce superior employee performance.

Evidence-based human resource management. Saying you have a "high-performance" organization assumes that you can actually measure how you're dong. In today's challenging environment, employers naturally expect that their human resource management teams be able to do this. Providing evidence such as this is the heart of evidence-based human resource management. This is the use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions. Put simply, evidence-based human resource management is the deliberate use of the best-available evidence in making decisions about the human resource management practices you are focusing on.

We'll find that as human resource management has played such important role in

organization management, managers would take more responsibilities and pay more attentions in human resource managing.anything the company does, or plans to do, will require managers and other personnel, and therefore a personnel plan. For example, a consulting company's projected number of clients will help determine how many consultants and support staff it needs at each stage of the plan. You may not realize it when you're managing, but your company's strategic plan is guiding much of what you do. Management expert Peter Drucker once said that management "... Is the responsibility for execution." what he means is that as a manager you'll be judged on at least one thing —on the extent to which you accomplished your unit's goals. Organizations exist to achieve some purpose, and if they fail to achieve their ends, to that extent they have failed. As Drucker also said, "there has to be something to point to and say, [we] have not worked in vain." those aims or goals —and the hard work you put into accomplishing them —all of people you hire and how you hire them, what you train them to do, and how you appraise and reward them, for instance —depend on the goals that trickled down to you from your firm's overall plan.

Managing The New Workforce

In the film Slumdog Millionaire, the hero works in an Indian call center. Here, hundreds of his colleagues spend their days juggling calls from client companies' users around the world, the client companies offshored this call-handling task to the call center's relatively low-paid employees.

Offshoring increasingly plays a role in employers' competitive strategies. Offshoring is the exporting of jobs from developed countries to countries where labor and other costs are lower. When a pharmaceuticals company decides to have its drugs produced in China, or you find yourself on the phone with a call center employee in Bangalore, India, offshoring is taking place.

Historically, offshring involved mostly lower skilled manufacturing jobs as, say, clothing manufacturers chose to assemble thir garment abroad. Increasingly, however, employers —are offshoring thousands of higher skies jobs, for instance, in financial, legal, and security analysis.

The human resource manager plays a role at each stage of the offshorin decision. For example, the CEO should have the human resource team involved in the earliest stages of gathering information about things like the educational and pay levels of the countries to which the firm is thinking of offshoring jobs. However, HR's main involvement is usually once the company decides to offshore. For example, the human resource management team needs to establish policies governing things like compliance whit ethical safety and work standards, and pay levels. Human resource management's involvement back home may be even more crucial. Current, home-country employees and their unions may well resist the transfer of work. Maintaining employee commitment and open communications whit employees is therefore important. Strategic Human Resource Management

We're seen that once a company decides how it's going to compete, it turns to formulating departmental strategies to support its competitive aims. One of those

departments is human resource management.

Every company needs its human resource management policies and activities to make sense in terms of its broad strategic aims. Strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. The basic idea behind strategic human resource management is simple: In formulating human resource the employee skills and behaviors that the company needs to formulates a strategic plan. That strategic plan implies certain workforce requirements. ( For example, do we need more computer-literate employees for our new machines? ) Given these workforce requirements, human resource management formulates HR strategies ( policies and practices) to produce the desired workforce skills, competencies, and behaviors. Finally, the human resource manager identifies the measures he or she can use to gauge the extent to which its new policies and practices are actually producing the required employee skills and behaviors. These measures might include, for instance, "hours of computer training per employee", "productivity per employee", and (via customer surveys)"customer satisfaction". Managers call the specific human resource management policies and practices they use to support their strategic aims human resource strategies.

Strategic HR in Action: Improving Mergers and Acquisitions.

As the tredit crises worsened a few years ago, Merrill Lynch looked to Bank of America(BOA) to throw it a lifeline, and BOA obliged bu buying Merrill. Within 2 momths, that purchase wasn't looking so attractive. Dozens of top Merrill managers had quit, and costs were skyrocketing. BOA's experience isn't unique. Until recently, it appears that only about half of all mergers and acquisitions achieved their anticipated goals.

When managers and acquisitions do fail, it's often not due to financial or technical issues but to personnel-related ones. These may include, for example, employee resistance, mass exits bu high-quality employees, and declining morale and productivity. As one study concluded some years ago, mergers and acquisitions often fail due to "a lack of adequate preparation of the personnel involved and a failure to provide training which fosters self-awareness, cultural sensitivity, and a spirit of cooperation".

Using HRM Ir's ironic that, until recently, top executives rarely involved their human resource managers in planning the merger or acquisition. Surveys by consultants Towers Perrin found that prior to 2000, human resource executives played limited roles in merger and acquisition (M&A) planning and due diligence. They tended to gey involved only when management began integrating the two companies into one. Today by contrast "close to two thirds of the [survey] participants are involved in M&A due diligence now". So, it's probably not surprising that there's been a rise in M&A success as employers have called in their human resource experts earlier. For example, a more recent survey concluded that almost 80% of recent mergers and acquisitions had satisfactory results. Another survey found that mergers in which top management asked human resource management to apply its expertise consistently outperformed those in which HR was less involved.

Due Diligence Stage Before finalizing a deal, it is usual for the acquirer (or merger partners) to perform "due diligence" reviews to assure they know what they're getting into. For the human resource teams, due diligence includes reviewing things like organizational culture and structure, employee compensation and benefits, labor relations, pending employee litigation, human resource policies and procedures, and key employees. Employee benefits are one obvious example. For example, do the target firm's health insurance contracts have termination clause that could eliminate coverage for all employees if you lay too many off after the merger?

Integration Stage There are critical human resource issues during the first few months of a merger or acquisition. These include choosing the top management team, insuring top management leadership, communicating changes effectively to employees, retaining key talent, and aligning cultures.

Using HR Consultants Several global human resource consulting companies, such as Towers Perrin , provide merger-related human resource management services. The services they provide help to illustrate human resource experts' potential role in facilitating mergers and acquisitions.

Manage the deal costs.

Manage the messages.

Define and implement an effective HR service delivery strategy.

Develop a workable change management plan.

Design and implement the tight staffing model.

Aligning total rewards.

Shaws Example Shaws Supermarkets acquired Star Markets several years ago. At the time, Shaws had 126 stores and Star had 54. The two firms' human resource management teams played an important role in this successful acquisition. For example, they worked to: develop preliminary organizational designs, identify the members of the top three levels of management, assess critical managers and employees, create retention policies for key people, plan for and execute the separation of redundant staff, develop a total rewards strategy for the combined company, and integrate payroll benefits and human resource information systems.

Strategic Human Resource Management Tools

Managers use several tools to help them translate the company's broad strategic foals into specific human resource management policies and activities. Three important tools include the strategy map, the HR Scorecard, and the digital dashboard.

Strategy Map The strategy map shows the "big picture"of how each department's performance contributes to achieving the company's overall strategic goal. It helps the manager understand the role his or her department plays in helping execute the company's strategic plan.

The HR Scorecard Many employers quantify and computerize the map's activities. The HR Scorecard helps them to do so. The HR Scorecard is not a scorecard. It refers to a process for assigning financial and nonfinancial goals or metrics to the human resource management- related chain of activities required for achieving the company's strategic aims and for monitoring results. Managers use special scorecard software to

facilitate this . The computerized scorecard process helps you to quantify the relationships between (1) the HR activities (amount of testing, training, and so forth), (2) the resulting employee behaviors (customers service, for instance), and (3) the resulting firm-wide strategic out comes and performance (such as customer satisfaction and profitability).

Digital Dashboards The saying "a picture is worth a thousand words" explains the purpose of the digital dashboard. A digital dashboard presents the manager with desktop graphs and charts, and so a computerized picture of where the company stands on all those metrics from the HR Scorecard process. As in the illustration just below, a top manager's dashboard for Southwest Airlines might display on the PC screen real-time trends for strategy map activities such as fast turnaround, attracting and keeping customers, and on-time flights. This gives the manager time to take corrective action. For example. If ground crews are turning planes around slower today, financial results tomorrow may decline unless the manager takes action.

Reference

Gary Dessler, Human Resource Management

Stephen P·Robbins, David A..DeCenzo, Henry Moon, Fundamentals of Management Orville C·Walker, John W·Mullins, Harper W·Boyd, Marketing Strategy

Fishkin C·A, Shape of Risk: A New Look at Risk Management

人力资源管理英文词汇

人力资源管理英文词汇 [日期：2006-05-31] 来源：作者： [字体：大中 小] 5天5夜突破英语听说，100%保证！——点击进入 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:(mission) 股东:(shareholders) 非正式组织:(informal organization) 跨国公司:(multinational corporation, MNC) 管理多样性:(managing diversity) 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, MP DQ) 行政秘书:(executive secretary) 地区服务经理助理:(assistant district service manager) 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) 招聘:(recruitment)

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

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

人力资源管理常见英文词汇

人力资源管理常见英文 单词 人力资本：human capital 工作投入 work/job engagement 管理过程 management process 直线管理者 line manager 职能管理者 staff manager 职能控制 functional control 人事职能staff(service)function 劳动力 labor(work)force 劳资关系 labor relations 公平就业机会 equal opportunity 反雇佣歧视行为affirmative action 雇员健康与安全employee health and safety 员工申诉 grievance 失业unemployment 病假工资 sick pay 工会 trade union 人性化管理humanized management 住房补贴 subsidized housing 集体谈判 collective bargaining 充分就业 full employment 就业立法employment legislation 企业家的 entrepreneurial 工业行动 industrial action 谈判工资 negotiated wage 市场工资率 market rate 工作分析job analysis Methods of collecting job analysis information:inteiview、questionaires问卷法、observation观察法、participant dairy/logs 工作日志写实法、position analysis questionnaire PAQ职位分析问卷 工作描述 job description 工作说明 job specification 工作承担者在职（位）者 job incumbent/holder 权限 authority 工作权限Authority of incumbent 工作标识 job identification 工作概要(综述) job summary 知识、技能、能力 KSA 职位弱化 Dejobbing 扁平化组织flattened organization 工作扩大化 job enlargement 工作轮换 Job rotation 无边界组织boundaryless organization 工作丰富化 job enrichmment 流程再造 reengineering 继任、接班 succession 富余 redundancy 人员流动 turnover 招聘 recruitment 人力资源规划及补充 HR planning and recruiting 人力资源需求personal need/demand 人力资源供给 personal supply （企业）（外）部供给 Supply of inside/outside candidate Methods of predicting

人力资源管理英文论文

Human Resource Management Assignment Cover 人力资源管理 课程论文 MODULE CODE AND NAME 课程及名称 Module Name科目名称：___人力资源管理__ _ Lecturer 讲师：__ 陈刚 Section Code 专业班级：__10市场营销（全英班）Student ID 学生证号码：___ 1040413104 Student Name学生姓名：___ 陈佩珊

Human Resource Management and Managers Summery Human resource management from the rise since the mid-80s, as a new subject, the development of a ten years time, however, but the human resource management theories and methods have been widely used in an international context together, and have achieved remarkable results. With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more im portant role in today’s business activities.How to carry out the enterprise human resources management and development activities, to establish a 21st century economic development and adaptation of human resources management system, enterprise managers will be facing a major issue. This report will be divided into two sections about human resource management. The first section will introduce what is human resource management and it importance in modern management process. The second section will discuss what should managers in organization do while managing employees, and introduce some human resource management tools. Key words: Human Resource Management, Strategic Human Resource Management, Human Resource Management Tools As we know an organization consists of people with formally assigned roles who work together to achieve the organization's goals. A manager is the person responsible for accomplishing the organization's goals, and who does so by managing the efforts of the organization's people. Most experts agree that managing involves five functions that include planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. In modern era, how to manage staff has become an important part of business management, not only in companies but also all kinds of organizations. And staff management became an science, that what we talking about today, Human Resource Management (HRM) What Is Human Resource Management? Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. The topics we'll discuss should therefore provide you with the concepts and techniques you need to perform the "people" or personnel aspects of your management job. And these include conducting job analyses, planing labor needs and recruiting job, selecting job, orienting and training new employees, managing

人力资源管理专业词汇(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)

人力资源3000字外文文献翻译

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. 人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，其中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集信息管道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。 发展简史 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. 一般说来，人力资源在学术界的发展经历了：人事管理，人力资源管理，到现在新近兴起的人力资本管理。其主要不同即在于公司和企业对待职员的理念的变化和发展。

人力资源管理英文专业词汇英文版

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。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Ⅳ system 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 1.人力资源法律环境 。公平就业机会 equal employment opportunity，EEO 。公平就业机会委员会equal employment opportunity commission，EEOC 。实际职业资格 bona fide occupational qualification，BFOQ