人力资源管理论文(英文)
HENAN UNIVERSITY OF TECHNOLOGY
河南工业大学
Bachelor of Management
Assignment Cover
工商管理学士学位课程
作业封面
MODULE CODE AND NAME
科目代码及名称
Module Code 科目代码：B12
Module Name科目名称：人力资源管理
Lecturer 讲师：崔颖
Section Code专业班级：市场营销0905班
Student ID 学生证号码：200948950508
Student Name学生姓名：张润楠
Announcement: I declare that this assignment is ENTIRELY my independent work except where referenced. I have marked any Reference sources and am aware of programme regulations concerning plagiarism and referencing.
声明：除了标明出处的引用资料之外，此作业是我独立调查完成的。文内所有引用的资料已经详细标明出处，并且我了解课程中有关抄袭及引用方面的规定。
Signature 签名：
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)
Introduction
Loews Hotel has some problems in performance management. Its staffs can’t have a great performance when they are working. So the article will provide some good advice and help the CEO to solve the problems in his job. To begin with the questions Tisch have in managing the company and how to improve his managerial ability. Then I will tell Jonathan Tisch and other Loews hotel managers’ experience that how to affect the company’s performance management. It can be divided who four pasts-----Object design, the Directing of process, Assessment feedback, Motivation and improvement. In addition, I will describe several kinds of performance evaluation which suit the hotel industry. And I will explain both good and bad aspects of each possible choice. And comparing these methods which are actually used in real hotels. The performance evaluation is trite-oriented approach, action-oriented approach and result-oriented approach. Finally I will analyze the things I have mentioned on the front of this article and find the best fit method of measuring performance. The method is 360 degree assessment method. So we can know the performance management of hotel comprehensively. And we can also find know the performance management of hotel comprehensively. And we can , also find and solve the problems in hotel. According to these methods of performance management, we can make the hotel more live fully.
Key words: Performance management Evaluation Methods
1. Questions in Loews Hotel
Mr. Tisch is the chairman and CEO of Loews hotel. However he is not the best CEO of the hotel. When he manages the hotel, there are several questions have to be solved. The first question is that the CEO d oesn’t bring forward to make a work description or standard occupational responsibility. So the staffs don’t have a standard when they are working. They don’t know what they should do additional. An excellent employee often finishes every task on time. They always do more works than general employees. But they have the same salary. So it is easy to make the team creating contradictions. If they status sustains for a long time, the profit of the hotel may decrease. So it is necessary to make a workable description or standardizing occupational responsibility. If Mr. Tisch can do this, the work efficiency of employees might be promoted. The second question is an important question. The Loews hotel doesn’t set employees' performances assess criteria and direct to implement. Performance is assessed criteria are an important part of Human Resource
Management. You can know the conduction of employees when they are working. Only by establishing and perfecting scientific performance appraisal system and carrying out the staff incentive policies through can attract and retain talents, making good use of talents. And the excellent employees often provide manta good things to a company. A favorable performance assessment might urge employees working hard. Then guests maybe come to the Loews hotel many times rather than other hotels. The third question is that Mr. Tisch and other managers don’t learn to care for their employees. Maybe managers will spend much more time in staying with their employees than their family. If you are always appearing with the manager image in front of the employees, they might be fed up with this. They work under pressure for a long time. It must do something wrong in their job. Then the guests might be uncomfortable or angry with the hotel. It is a dangerous thing to a hotel. So it is important to care for employees for a good manager. Your concern can be shown anywhere. For example, Google always has a microwave-oven in the office. Because employees often have no time to eat breakfast. Then the employees had affection for the company gradually. The simple and convenient way is commending employees. When employees finish their job, they aspire to get the manager’s approval. So if managers often commend their employees rather than criticism, the employees might work harder and harder. Isn’t it what the managers want to see? The final question is that the regulatory system is not perfect in the hotel. The regulatory system can help managers to know the employees working hard or not. Humans are all mentally lazy, they don’t want to work hard but want more and more money. Now it is time for it just to let the regulatory system flow. Every employee should be responsible for his performance.
2. Management Ability Improvement
A good manager needs to improve his management ability. There are several abilities necessary to Mr. Tisch:
1. Communicating Ability. To know the rope of employees in the hotel, listen to their thoughts. A manager must have good communicating ability. Active listening is an important part of this. If you can do this, the employees would support and get along well with you. Then they will not be afraid of managers and managers will not lose their prestige. Employees often come up with constructive advice and their needs. So managers should learn how to listen to employees.
2. Coordination Ability. Managers should always understand the employees’ mood changes. Then
they can talk to employees solving the
problems. If contradictions have been existing in the team, it was too late. People always make mistakes to deal with the emergency. Good managers should resolve contradictions in advance, then they can solve any problems.
3. Planning Ability. Managers’ planning ability is important to the hotel. Not only they should make a short-term strategy, but also to make a long-term strategy. In other words, excellent managers must be forethought. And they should let employees know the company’s long-term planning in time.
4. Managers must aspire to get a great team. So managers must train some talented employees to help them managing the team. It is important in Human Resource Management.
5. Govern Ability. It is said that a leader never sets up a company, but he will set a team to build a company. So managers must improve their ability and skills to manage their employees. To win the trust of the employees are very important. If managers can do this, his employees would respect him and finish the tasks for him. This is the proper way towards a virtuous circle to the hotel.
3. Performance Management
There are four steps of performance management. Mr. Tisch and other managers manage hotel by these steps. And their experience can affect the company’s performance management in the four steps:
1. Object design. Company should make a plan for organizational structure, functions, duties and responsibilities in front of the performance management. The primary mission of object design is important. We should make a target for company, sections and employees. Then managers should communicate with others to establish a single target. The most important thing is communicating in object design. Managers should use their experience to ensure that employees understand and agree with the performance goals and their liabilities. So the importance of managers’ expe rience showed in this step. Managers know the direction of development direction. And they know what they should finish in the next phase. So the experiences of the managers ensure the accuracy of the targets. Company can avoid mistakes and ensure errors are not missed in the process of development.
2. Performance coaching. Performance coaching is the key issues of performance management. The primary mission is observing and recording performance information. Managers can make an assessment and adjustment of medium term by these information. Performance coaching is the
process that managers and employees
discuss about the completion of performance and the gap of ability and performance. Managers make employees realize the progress of their job by feedback. Managers always direct performance of employees and follow up with corrections where needed. When employees have difficulties in their job, the experience of managers can help them. Because managers had met a lot of emergencies in their career. They know how to do with these difficulties. And some managers enhance the ability of their employees by training. Coaching is based on feedback on directional discussion, focus on training the ability and improve the performance level of employees.
3. Performance evaluation. Performance evaluation is an important basic work of Human Resource development and management, the study of which having very important realistic significance. Performance evaluation is a very important comment on the Human Resource Management system. It is a significant step to establish a set of performance evaluation system for the performance management. It has standards of performance evaluation: (1) Performance evaluation should consist with enterprises’ culture and management.(2) It must have emphasis in performance evaluating.(3) Assessment must be effective. Evaluation is the objective and visually of enterprise’s culture and management. We have to know what we should promote or oppose. Managers should direct employees correctly. We can not evaluate everything of the employee's job. So in order to improve the efficiency of the assessment, reduce the cost of the assessment and make employees realizing the points of their job, evaluation content should choose the main content of the post work appraisal.
4. Performance incentive. Performance is to achieve the organizational development strategy and objects, using the scientific method, through the individual employees’ or groups’ behavior, work attitudes and job performance and overall quality of the comprehensive testing assessment, analysis and evaluation, and fully mobilize the thesis of the staff, the process of initiatives and creative activity. The primary mission of performance incentive is that adjust the position and salary welfare, make a training development plan, and determine the next phase of the performance improvement plan by the result of performance. There are some people finishes their job perfectly and somebody badly. Managers must give a different evaluation to them. Then they have the power to work harder. So managers have to judge the result of their experience, It is important to the hotel. To the good employees, managers must recognize them. But to the others, managers must do something to punish them.
So the experiences of managers are very important to the Loews Hotel. It can affect the performance evaluation of the hotel. Managers must pay attention to it.
4. The Methods of Performance Evaluation
There are several kinds of performance evaluation which suit the hotel industry. Every method has advantages and disadvantages. Then I will make an analyst about these methods.
4.1. Trait Method
Trait approaches to performance appraisal are designed to measure the extent to which an employee possesses certain characteristics----such as dependability, creativity, initiative and leadership----that are viewed as important for the job and the organization in general. The fact that trait methods are the most popular is due in large part to the ease with which they are developed.
In the graphic rating----scale method each trait or characteristics to be rated is represented by a scale on which a rater indicates the degree to which an employee possesses that trait or characteristics. The method is a modification of the basic rating-scale method. The forced-choice method requires the rater to choose from statements, often in pairs, that appear equally favorable or equally unfavorable.
The advantages of trait methods: The standards of assessment is correctly. We can get a natural result of this method. Then managers will appraise the employees easily by the results’ Tisch can evaluate the performance immediately and effectively.
The disadvantages of trait methods: It’s hard to make standards. Manager must know the details of each job. Though Mr. Tisch had a role reversal, obviously he can’t know the details. And the assessor may be subjective in performance evaluation .They can’t get a true result.
4.2. Behavior Methods
Behavior methods include critical incident method, narrative forms, behaviorally anchored rating scales and 360-degree performance appraisal.
With the critical incident method, the supervisor keeps a log of positive and negative examples of a subordinate’s work-related behavior. This method has several advantages. It provides actual examples of good and poor performance the supervisor can use to explain the person’s rating. It ensures that the manager or supervisor thinks about the subordinate’s appraisal all during the year. The
disadvantage is that it can’t get a grade.
A behaviorally anchored rating scale combines the benefits of narratives, critical incidents, and quantified scales by anchoring a rating scale with specific behavioral examples of good or poor performance. It’s proponent say it provides better, more equitable appraisals than do the other tools we discussed. BARS seems to have advantages: People who know and do the job and its requirements better than anyone develop the BARS. This should produce a good gauge of job performance. The critical incidents along the scale make clear what to look for in terms of superior performance, average performance, and so forth. The critical incidents make it easier to explain the ratings to appraises. BARS-based evaluations also seem to be relatively consistent and reliable, in th at different raters’ appraisals of the same person tend to be similar.
4.3. Result-oriented Methods
Result-oriented methods include management by objectives, alternation ranking method, paired comparison method and forced distribution method.
Ranking employees from best to worst on a trait or traits is another option. Since it is usually easier to distinguish between the worst and best employees, an alternation ranking method is the most popular. This method is easy to use in performance evaluation. But if the grades of tow employees are similar, it was difficult to rank.
The paired comparison method helps make the ranking method more precise. For every trait, your pair and compare every subordinate with every other subordinate. The standards of this method are singly. Some sections may not suit this method. It might make a wrong data in performance evaluation.
The forced distribution method is similar to grading on a cure. With this method, you place predetermined percentages of rates into performance categories.
Stripped to its basics, management by objectives requires the management to set specific measurable goals with each employee and then periodically discuss the latter’s progress toward these goals. You could engage in a modest and informal MBO program with subordinates by jointly setting goals and periodically providing feedback. There are three problems in using MBO. Setting unclear, immeasurable objectives are the main one. An objective such as “will do a better job of training” is useless. On the other hand, “will have four subordinates promoted during the year” is a measurable objective. Second, MBO is time-consuming. Setting objectives, measuring progress,
and
giving feedback can take several hours per employee per year, over and above the time you already spend doing each person’s appraisal. Third, setting objectives with the subordinate sometimes turns into a guy-of-war, with you pushing for higher quotas and the subordinate pushing for lower ones. Knowing the job and the person’s ability is imp ortant. To motivate performance, the objectives must be fair and attainable. The more you know about the job and the person’s ability, the more confident you can be about the standards you set.
In performance evaluation of hotel industry. Manage rs can’t us e a single method.. They should use the different method in the different condition. Then the result might be correctly and employees will believe the department of human resource.
5. 360-degree Performance Appraisal
In recent years, a new performance appraisal approach called 360-degree performance appraisal became much more popular with lots of domestic and foreign companies. 360-degree feedback as an evaluation method that originates from western countries is also introduced into the hotel industry.
360-degree performance appraisal is a powerful tool for enhancing the development of virtually any organization member. 360-degree performance appraisal can help individuals understand exactly how others perceive them and the contributions they make. It can highlight areas of deficiency where development is needed. Perhaps even more important, it can pinpoint areas of significant strength where development efforts can turn a middling major leaguer into a genuine all-star. But the jury’s formal performance appraisal process, if it should, just how these two procedures should interact.
Mr. Tisch can do a performance evaluation by 360-degree performance appraisal. It’s the best approach to the hotel industry. Managers could get feedback from employees, guests and other leaders. So managers can know an employee comprehensively, It may save manpower and material resources for hotel. An effective method is the best method. And managers also realize the weakness of the hotel. Then they can get an improvement by this method. Employees of the hotel will know the faults when they are working. Guests might be happier and happier, the profit of the hotel must be decreased.
So 360-degree performance appraisal is the best method of hotel industry. Manager should get
correct data of employees. Then they can make
the rules of the data. The problems of human resource management can be solved by it.
6. Summarize
A Loews hotel has some questions. The article has enumerators several questions in the hotel. Managers have to solve these questions as soon as possible. Because the questions are bad to the hotel’s management. Managers should improve their managerial ability at the same time. Communicating ability, coordination ability, planning ability, training skills and govern ability are very important to managers, they have to improve these abilities in day-to-day operation and management.
The experience of managers has a deep effect on performance evaluation. The influence can be found in four sides----object design, performance coaching, performance evaluation and performance incentive. Managers’ experience shouldn’t be ignored in the hotel. It often tides employees over the difficulty. So managers should pay attention to it.
Performance evaluation is important in Human Resource Management. There are kinds of methods to evaluate the job of employees. Each method has different traits. So managers should choose methods carefully. They should check the effects of each method in the work. Then they will find the best one to the hotel.
I find that a 360 - degree performance appraisal is the best approach to the hotel industry by searching a lot of data. The Human Resource Department can make performance evaluation effectively. Then managers could set punishment mechanism by the results. It will promote the development of the hotel.
Reference
[1].Mosimann, Roland P., Patrick Mosimann and Meg Dussault, The Performance Manager. 2007 ISBN 978-0-9730124-1-5
[2].Brennan, E. James, Performance Management Workbook. 1989 ISBN 0-13-658634-1
[3].Chambers,J.2000.Nothing Except E-Companies. Business Week.234.pp210-212.
[4].Grensing,L.1999.Hiring to Fit Your Corporation.HRMagazine.139.pp50-54.
[5].Robbins,S.P.and Coulter,M.2007.Management.8th ed.Beijing: Tsinghua University Press.
[6].Robbins,S.P.andJudge,T.A.2008.HumanResourcesSelecion.12th ed.Beijing:Tsinghua University Press.
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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
人力资源管理英文论文
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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。
人力资源部门与业务部门的配合方法
人力资源部门与业务部门的配合方法 在日常工作中，往往是在业务部门在与员工沟通遇到进退两难的瓶颈时，才寻求HR的支持。而那时，员工与企业的矛盾已经激化，将企业置于被动的境地，加大了HR的工作难度，最终效果很难保证。在HR介入之后，业务部门的支持也十分有限，这时往往过于期待和依赖HR，当最终结果与业务部门的期待不能一致时，通常归咎于HR的处理方式并质疑其专业性。另外，更有甚者，在业务部门遭遇“员工”对处理的质疑时，将员工“一推了之”，这无 疑在HR介入之前，就已经造成了员工的对立或仇视心理，为日后的沟通过程设置了无形的屏障。 她举了一个例子。某试用期员工，入职时间不长，业务部门本着“不想要”的想法直 接与员工谈话。使业务经理始料未及的是，自己对其试用期的不满和员工的自我评价完全 不一致。结果自然是员工不接受解除劳动合同的结果。最后转到HR这边，业务部门自己又说不清楚该员工到底哪个地方不好，导致HR无据可依却要“生硬地”解决这一问题。业务 部门对员工的思想动态与心理变化的忽略，以及日常管理存在的潜在“不利因素”都导致 了HR与员工的沟通难度明显加大。 这种现象的出现，其中一个原因在于，业务部门与HR的配合不畅。业务部门不知道什么时间、如何与人力部门进行配合。 所以想简单探讨一下两类部门的配合方法。 首先，要让业务部门认识到，在哪些问题上，需要得到HR的支持。 这一点要想做到，需要HR部门对业务部门进行引导。实践中很多业务部门都将HR部 门定位于支持和辅助部门，这种支持，通常被业务部门狭义地理解为提供服务或收拾残局。更值得一提得是，特别是遇到具体事件时，不知道哪些事情应该寻求HR部门的支持。业务部门自身，通常不能够很好地感觉到这一点。所以需要HR部门自已为业务部门进行一下梳 理，最好的情形下，编辑一些操作手册，并且对业务部门的管理者进行一下适当地培训， 厘清究竟哪些事宜业务部门应该寻求HR部门的支持。
人力资源管理论文人力资源英文论文
人力资源管理论文人力资源英文论文 Internet与现代企业人力资源管理 [摘要]Internet的飞速发展以巨大的冲击力改变人们的生活观念，给现代企业发展带来了机遇和挑战，怎样让现代企业的人力资源管理跟上Internet的步伐，从EHRM的多方面来谈Internet时代下的现代企业人力资源管理。 [关键字]电子化人力资源管理；EHRM战略规划；EHRM应用分析 一、Internet给现代企业人力资源管理带来的冲击 在以知识为主宰的经济时代，人力资源与知识资本优势成为现代企业重要的核心能力，人力资源的价值成为衡量现代企业整提竞争力的标准。Internet的发展使人力资源管理面临着前所未有的冲击和挑战，一是组织的扁平化；二是人员流动性增强；三是工作方式改变和工作团体虚拟化。随着Internet的迅猛发展，人类现在21世纪将全面迎来电子化时代，也就是我们常说的“E”时代。在新的时代背景下，现代企业的竞争大大加剧。现代企业必须适应环境的变化进行变革，包括生产的、内部管理的等等，具体人力资源部门也是如此。因此，我们需要一个崭新的模式来发展人力资源管理——EHRM应运而生，即电子化的人力资源管理。
1.EHRM的概述。EHRM是基于先进的软件和高速、大容量的硬件基础上的新的人力资源管理模式。EHRM通过集中式的信息库、自动处理信息、员工自主服务、外协以及服务共享，达到降低成本、提高效率、改进员工服务模式的目的。它通过与现代企业现有的Internet 相联系，保证人力资源与日新月异的技术环境同步发展。 2.EHRM的“E”体现以及运用。EHPM中的“E”包含两层含义：不仅仅是“Electronic”即电子化的人力资源管理，同时更重要的是“Efficiency”即高效的人力资源管理。人力资源部门通过人力资源管理手段，促进现代企业不同角色参与到人力资源管理活动中来，并希望借助信息技术手段真正实现“全面人力资源管理”。与传统人力资源管理系统不同，EHRM是从“全面人力资源管理”的角度出发，利用Internet／Intranet技术为人力资源管理搭建一个标准化、规范化、网络化的工作平台，在满足人力资源管理部门业务的基础上，还能将人力资源管理生态链上不同的角色联系起来，使得EHRM成为现代企业实行“全面人力资源管理”的纽带。 3.EHRM的基本形式。目前，EHRM系统在应用中主要有电子化沟通、电子化人事管理、电子化招聘、电子化培训、电子化自助和电子化绩效管理等几种形式。 4.Internet时代现代企业的人力资源管理战略规划 (1)Internet时代现代企业人力资源管理的基本战略
人力资源管理英文论文
页眉内容 Managing human resource Introduction Nowadays, as the stress of the competition become heavier and heavier, people who go to an interview or work in a firm pay more and more attention to the EEO. The EEO is the law of the Civil Rights Act of 1964 was the first federal law designed to protect most U.S. employees from employment discrimination based upon that employee's (or applicant's) race, color, religion, sex, or national origin. The Title also established the U.S. Equal Employment Opportunity Commission to assist in the protection of U.S. employees from discrimination.EEO legislation requires fair treatment for all members of the community and the elimination of discrimination. It means selecting the best person for the job in terms of their job-related skills. EEO includes following aspects: RACE, COLOR, RELIGION, SEX, NATIONAL ORIGIN Title VII of the Civil Rights Act of 1964, as amended, protects applicants and employees from discrimination in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment, on the basis of race, color, religion, sex (including pregnancy), or national origin. Religious discrimination includes failing to reasonably accommodate an employee’s reli gious practices where the accommodation does not impose undue hardship. DISABILITY Title I and Title V of the Americans with Disabilities Act of 1990, as amended, protect qualified individuals from discrimination on the basis of disability in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment. Disability discrimination includes not making reasonable accommodation to the known physical or mental limitations of an otherwise qualified individual with a disability who is an applicant or employee, barring undue hardship. AGE The Age Discrimination in Employment Act of 1967, as amended, protects
人力资源管理 英语作文十篇
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人力资源管理英文专业词汇英文版
人力资源管理英文专业词汇［第二部分］- - Cafeteria benefit programs：Cafeteria benefit programs allow employees toselect the fringe benefits and services that answer their individual needs. career：A career is all the jobs that are held during one's working life. career counseling：Career counseling assists employees in finding appropriate career goals and paths.career development Career development consists of those experiences and improvements that one undertakes to achieve a career plan. career goals： Career goals are the future positions that one strives to reach. These goals serve as benchmarks along one's career path. career path：A career path is the sequential pattern of jobs that form one'scareer. career planning：Career planning is the process by which one selects career goals and paths to those goals. career plateau： A career plateau occurs when an employee is in a position he or she does well enough not to be demoted or fired but not wellenough to be promoted. change agents： Change agents are people who have the role of stimulatingchange within a group. checkoff ：A checkoff provision in a union-management labor agreement requires the employer to deduct union dues from employee paychecks and to remit those moneys to the union. Civil Rights： Act of 1964 This act was passed to make various forms of discrimination illegal. closed shop： A closed shop is a workplace where all employees are required to be members of the union before they are hired. These arrangementsare illegal under the National Labor Relations Act. codetermination ：Codetermination is a form of industrial democracy
人力资源管理体系(英文版)
人力资源管理体系 (英文版) 1
An HR Audit ? Department Organization Questionnaire The Human Resources Department is structured, organized and equipped to provide overall strategy, direction and effective management of the organization’s human resources function to accomplish organizational objectives. 1.Is there one department or function within the organization that is responsible and accountable for planning, establishing, overseeing and coordinating all human resource policies, systems and services for all 11 major categories? 2.Does the senior-level human resources manager report to the same level position as all other major staff and line departments within the organization? 3.Does the senior human resources manager participate in addressing the organiz ation’s strategic, tactical and policy issues? 4.Does the senior human resources manager integrate all HR activities with the organization’s strategic business plan.
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业务部门人力资源部访谈提纲【本文为Word版，可修改编辑！】 人力资源部访谈提纲（业务部门） 访谈人： 访谈时间： 纪要人： 纪要时间：
目录 1.访谈目标...............................................................................................................................１ 2.被访谈人员基本资料...........................................................................................................１ 3. 访谈内容.............................................................................................................................１ 3.1 组织机构的运作模式.............................................................................................１3.2 人员岗位编制管理..................................................................................................２3.3 人事管理.....................................................................................................................２3.4 招聘管理.....................................................................................................................３3.5 考勤（时间）管理..................................................................................................４3.6 薪酬与福利管理.......................................................................................................５3.7 绩效管理与激励.......................................................................................................８3.8 员工发展.....................................................................................................................９3.9 外籍人员管理 .......................................................................................................１０3.10 项目小组的管理 ................................................................................................１０3.11 对未来管理及信息化的期望 ........................................................................１０3.12 其它........................................................................................................................１０
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