人力资源管理外文文献翻译

文献信息：

文献标题：Applicability of Corporate Social Responsibility to Human Resources Management: Perspective from Spain（人力资源管理的企业社会责任适用性：从西班牙的角度分析）

国外作者：Fernando J. Fuentes-Garc?′a，Julia M.Nu′n?ez-Tabales，Ricardo Veroz-Herrado′n

文献节选：《Journal of Business Ethics》, 2008, 82(1):27-44

字数统计：英文2393单词，13291字符；中文4396汉字

外文文献：

Applicability of Corporate Social Responsibility to Human Resources Management: Perspective from Spain ABSTRACT This article analyses the concept of Corporate Social Responsibility in relation to Human Resources (HR) management. Five potential tools are defined and their advantages and disadvantages are discussed. Finally, the implementation of the most advanced and powerful tool in this area is studied: the SA8000 standard.

KEY WORDS: Corporate Social Responsibility, human resources, interest groups, SA8000 standard, Spain

Introduction: the growing importance of CSR

At the dawn of the third millennium, there is growing interest in the social dimension of business activities; nowadays, citizens are better informed and their values have changed; they are increasingly ecologically and socially aware and demand more from companies than just the efficient production of goods and services.

Companies have responded to the new social demands of their interest groups by

implementing Corporate Social Responsibility (CSR) actions, which include all their environmental and social activities that go beyond mere economic interests and break away from the traditional image of a company that focuses solely on generating value for its shareholders.

Porter and Kramer (2003) believe there is a space where the interests of pure philanthropy and pure business can converge and create both social and economic benefits. In short, CSR can give companies a competitive edge, a strategy that leading companies are already implementing.

The development of CSR is the result of changes in the developed world’s core values (greater concern for environmental deterioration, discriminatory working practices, respect for human rights, etc.) and is linked to three key factors (Nieto and Ferna′ndez, 2004):

?Increased regulation: Regulations have been drawn up by very diverse international organizations (UN, OECD, EU...) and governmental sources, requiring all economic agents to respect certain guidelines that work for the good of society in general.

?Pressure from consumer markets: Consumer markets are now gradually changing and a growing number of consumers are making responsible purchases, choosing organic products or those produced in accordance with CSR criteria (fair trade, limited use of non-renewable resources, fair working conditions, etc.).

?Pressure from the financial market: The pressure from the financial market is the most recent change. In money markets, a growing number of investors are looking for SRI (socially responsible investment), which refers to funds and companies that develop good CSR practices. Certain studies indicate that investors are not solely moved by altruistic values since there is a positive correlation between social and financial performance (it seems that companies with more developed CSR policies and activities have fewer sanctions, greater quality management, better reputations and are able to recruit and retain the best staff).

Reasons that drive companies to adopt CSR criteria

There are two basic reasons that have led companies to adopt CSR criteria:

–On the one hand, greater social awareness on a global scale. Public opinion is increasingly critical of the negative effects of globalization and over the last few years many associations and initiatives have been springing up through nongovernmental organizations, foundations and standards agencies to tackle this issue.

–On the other hand, companies themselves are divulging the advantages offered by CSR not only as a defensive strategy that protects them against possible charges and lawsuits, but also as an offensive strategy to create value. This is consequence of the increasing impact of social criteria in consumers’purchasing decisions, as revealed in a recent CSR study in Europe.

In general, consumers are not willing to buy products or services from companies that engage in unethical behaviour. Faced with growing competition and the increased transparency of information, companies feel obliged to adopt CSR practices.

Even though companies do not usually publicize the specific reasons that have led them to adopt CSR criteria, the European Commission has put together a list of motives, suggested by the companies themselves:

–Business ethics.

–The personal commitment of the company’s directors.

–Improve competitiveness.

–Strengthen the company’s image.

–Prevent negative publicity, lawsuits or campaigns against the company.

–Increase customer loyalty.

–Stand out from the competition.

–Improve human resources management.

–Strengthen the loyalty of management staff.

–Attract new employees.

–Improve adaptation to change.

–Cost reduction.

–Tax breaks.

CSR and HR management

CSR encompasses a wide range of practices, from respect for the environment to the elimination of discrimination and abuse in the work place.

One of the basic aspects of CSR, which is increasingly gaining importance, is the fact that it is also implemented within the company itself, specifically in the area of human resources. Here, CSR spans a wide range of concepts and can vary between the minimum requirements of respecting the workers’basic human rights and the implementation of policies that help employees achieve a work/life balance.

These practices can be classified into four main areas:

–The recognition of and respect for basic human and workers rights established by the various international bodies.

–Adoption of the measures proposed in the European Commission’s Green Book aimed at improving quality of work, such as continuous learning, a better work/life balance, job stability, etc.

–Actions in the area of outsourcing, which affect contractors, sub-contractors and suppliers.

–Actions related to changes deriving from company restructuring operations, owing to the social consequences of such operations.

The following classification can be used to rank companies according to their CSR activities in this area:

–Level zero: these companies do not even comply with legal requirements or respect the basic human rights established by the various international organizations.

–Level one: these companies carry out certain social activities, although they make no modifications of their management and therefore they cannot be considered CSR actions.

–Level two: these companies implement a reactive strategy in terms of risk prevention by adopting formal initiatives which do not imply a significant change in their management.

–Level three: these companies adopt an active approach, integrating CSR criteria into their management.

CSR compliance and communication alternatives in HR management

As mentioned previously, production activities are increasingly being relocated to areas where costs are lower and the authorities are more permissive regarding certain abusive practices. But globalization has also meant that the media publish more information about the activities of companies and any possible abuses.

Many people are not willing to purchase products from companies that do not respect the human rights of their workers or employ children in factories located in other parts of the world, even if that same company does not carry out these practices in Europe. Faced with increasingly aware public opinion about the abuses of multinational companies, said companies are expected not only to be honest and honourable, but in particular to appear to be so (much like Caesar’s wife).

Large companies suffer from a profound (and often unfair) assumption of guilt that leads them to look for alternatives to strengthen and clean up their corporate image in the eyes of society. The main routes currently used to tackle CSR obligations are:

–lists of socially responsible companies;

–sustainability indexes;

–the establishment of codes of conduct;

–the support or ratification of international declarations/standards;

–Social reports that seek to increase transparency in human resources management;

–certificates guaranteeing that certain human resources ethical management standards are being enforced, accreditations of compliance similar to traditional quality or environmental certificates (such as ISO 9000 or 14000).

Sustainability indexes

Companies must prove that they carry out certain CSR activities defined by the

index provider in order to gain such accreditation.

The two indexes that have had the greatest media impact are the Dow Jones Sustainability Index (DJSI Word) and the FTSE4GooD, launched by the two reputable index providers, Dow Jones and FTSE (Financial Times Stock Exchange), respectively.

The Dow Jones Sustainability Index (DJSI Word) aims to provide guidance for investors who are concerned about sustainable development and social practices.7 It uses the following social criteria:

–corporate citizenship

–commitment to interest groups

–working practices

–development of human capital

–organizational learning

–social information

–attraction and retention of qualified workers

–standards for suppliers

–specific criteria for each industry

The SA8000 standard

Origin and content

The SA8000 standard was drafted in 1997 in the United States, with the aim of improving labour conditions on a global scale. It was drawn up by a group of experts brought together by the Council on Economic Priorities Accreditation Agency, CEPAA, including individuals from organizations that represented several interested parties (trade unions, manufacturers, retailers, academic institutions, NGOs, and consultancy firms and certification companies). In 1998, the Social Accountability International (SAI) organization was set up to direct the implementation of the SA8000 standard.

Although it is still a little too early for interest groups to know enough about this standard and therefore demand that companies adopt it, standards like this will

undoubtedly be imposed and become widespread in organizations just as quality standards have, and hopefully just as quickly.

The following elements are involved in the SA8000 certification process:

?an active subject, a certifier, to carry out external verification. The active subject must have expert knowledge about the standard and also gain in-depth knowledge about the company being analysed.

?a passive subject, the organization, which can be a business organization or not, and which uses a workforce, either directly or indirectly (through outsourcing) and wishes to obtain the SA8000 certificate.

?Another fundamental requirement is that the expert must base his or her work on proof that reveals sufficient evidence. A company cannot be reviewed from a distance without in-depth knowledge of the tasks being judged.

? A document must be issued that provides a summary of the expert’s opinion, and the expert is responsible for this document. If the certificate is awarded, it has a certain validity timeframe. When this period expires, the company must be reviewed again.

?The report is aimed at parties that are interested in knowing whether the company complies with the requirements of the SA8000 standard (these parties are the company’s customers, owners, employees, authorities, governments, etc.) The SA8000 standard indicates three ways in which it can be used:

?firstly, as a useful reference for internal audits carried out by the organization itself;

?secondly, when the company is audited by another affiliated company (customer, parent company...) in order to verify compliance with the requirements of a standard chosen by the affiliated company; for example a clothing retail outlet might audit the companies that manufacture the garments supplied in relation to the requirements of the SA8000 standard;

?thirdly, when the company is audited by an external independent organization that is not a direct customer or supplier, the audit will be carried out by a certification body, a specialist financial audit company, or an NGO, as long as said body is

authorized by CEPAA to perform such audits.

The advantages and beneficiaries of this standard

The establishment and generalization of standards such as the SA8000 have undeniable advantages not only for workers but also for companies, and certain benefits even reach the consumers.

Firstly, workers in emerging countries benefit because their working conditions and wages improve significantly and their circumstances become more dignified. Workers in industrialized countries from the First World would also benefit since standards would dissuade businesses from relocating to other countries (even though this phenomenon is probably inescapable, at least it would be slowed down or certain less labour intensive industries would be saved).

The companies also obtain advantages; although a priori they would experience a certain increase in costs, the generalization of standards would make it difficult to carry out social dumping and would be an obstacle to disloyal competition based on unfair and undignified working conditions. Companies would also benefit from other advantages: if standards raise salaries to more dignified levels, the workers will have increased purchasing power, which could enable solvent demand to increase in Third World countries. Of course, organizations that implement this standard also improve their ability to attract the best work force and keep them motivated, and would also increase their sales as a result of their improved image.

Finally, there are also benefits for the customers, who would be buying slightly more expensive products but produced with greater transparency and probably much better quality since they would be manufactured in better conditions and by more motivated and satisfied staff .

Limitations to the development of the standard

Nieto and Ferna′ndez (2004) debate whether CSR practices, including standards such as the SA8000, might just be another management fashion,11 with a cycle of growth/saturation, then decline and disappearance just like many other business practices. However, they believe that the positive image conveyed by CSR to

the company’s interest groups justifies the long term use of these practices.

The implementation of HR management conduct standards comes up against several hurdles: the general lack of awareness about the standards, the lack of certifying companies, cost and control:

?Firstly, HR management standards are still not widely known about (not even the SA8000 standard), hence companies not only have to work to adapt their practices to the requirements but also to inform their customers and society of the advantages and commitments of said standard.

?Secondly, there are still very few companies that are willing to carry out the required reviews thoroughly and with the right levels of quality. This activity requires a high degree of specialization and a great deal of work to verify the application of the standards.

?The third obstacle is the cost of implementation and the fees charged by accreditation companies. To cap it all, this accreditation must be renewed periodically, therefore the process is very expensive for companies that operate on several continents and even greater for those in which production processes are less integrated.

?It is also difficult to control the work carried out by consultancy firms. The fact that the reviewed company pays for the work might influence the opinion of the auditors. Clearly, there is a danger that monitors carry out this task under pressure and unscrupulous consultancy firms could go into the profitable business of ‘‘selling’’certificates that guarantee good practice in human resources without having researched the company thoroughly and conscientiously.

中文译文：

人力资源管理的企业社会责任适用性：从西班牙的角度分析摘要这篇文章分析了与人力资源管理（HR）有关的企业社会责任概念。在此定义了五个潜在的工具，分析讨论了他们的优点和缺点。最后，我们研究了在这个领域最先进的最强大的工具的实施，即SA8000标准。

关键词：企业社会责任，人力资源，利益群体，SA8000标准，西班牙

简介：逐渐扩大的企业社会责任报告重要性

在实施企业社会责任感的第三年初，企业对商业活动的社会责任方面产生越来越多的兴趣。现今，市民们能更好的接受信息，他们的价值观已经改变。他们增加了更多的生态和社会意识，不仅仅要求商品和服务的有效性，还要向企业要求的更多。

企业已经通过实施企业社会责任报告来回应利益团体对社会的需求，其中包括了所有他们企业的环境和社会活动的报告，那些不仅仅超过了企业经济利益，还打破了传统的企业为股东集聚经济价值的社会形象。

波特和克莱默（2003）发表自己的观点，认为纯粹的慈善事业和商业活动的利益还有集聚和创造社会和经济利益的发展空间。简而言之，企业社会责任报告能够给企业一个竞争的优势，一个领先企业已经在实施策略的舞台。

企业社会责任报告的发展是发达国家核心价值观改变的结果，（核心价值观包括：更多地关注环境恶化，工作的歧视性，人权的尊重，等等），并且和以下三个关键的元素链接在一起（尼托和费尔南德斯，2004）：

增加的规章制度：不同的国际组织（如联合国，经济合作与发展组织，欧盟等等）和政府财政政策，已经制定了不同的规章制度，要求全部的经济代理尊重为社会普遍利益服务的指导。

消费市场的压力：消费市场现在正在逐渐转变，越来越多的消费者正在责任性消费，选择有机产品，或选择达到企业社会责任标准的产品（公平的交易，有限制的使用不可再生资源，公平的工作条件，等等）

金融市场的压力：来自金融市场的压力是最近的转变。在货币市场中，越来越多的投资者正在寻找SRI（社会责任投资），依据资金和企业发展良好的企业

社会责任实践。某些研究表明，由于社会和财政业绩有着正相关的关系，投资者不仅仅会被利他主义价值观影响而发生转移（似乎企业开展更多的企业社会责任政策和活动，减少制裁，提高管理质量，改善公司声誉和提高招募和保留最好的员工）。

驱使企业采用企业社会责任标准的原因

这里有两个基本的原因导致企业采用企业社会责任标准：

--一方面，在全球的尺度上，有了更强的社会意识。公众舆论正在日益关注全球化的负面影响。在过去几年里，许多协会和负责机构已经通过非政府组织，基金会和标准机构而涌现并且解决这些问题。

--另一方面，公司本身在披露企业社会责任报告提供的优势，不仅作为防止企业遭受可能的指控和诉讼的防守策略，同时也作为为企业创造价值的进攻战略。这是增加的社会责任标准影响消费者的购买决定所产生的结果，这在最近的一次欧洲企业社会责任报告研究显示的。

总体来说，消费者不愿意购买从事不道德行为的企业所提供的产品和服务。面对日益增长的竞争压力和快速增长的信息透明度，企业不得不采取CSR的做法。

尽管企业不经常公开导致他们采取CSR标准的具体原因，欧洲委员会已经将企业自己提供的动机整合成一个列表，它们是：

--商业道德

--个人承诺本公司董事

--提高企业竞争力

--加强企业形象

--避免对公司的负面宣传和诉讼

--增加消费者忠诚度

--在竞争中脱颖而出

--增强人力资源管理

--吸引新员工

--提高适应变化的能力

--减少成本

--减税

企业社会责任报告和人力资源管理

企业社会责任报告包括一个广泛的实践，从尊重自然到消除歧视和滥用工作地点。

企业社会责任报告的其中一个方面，正在日益变得重要，那就是它在公司内部实施，尤其是在人力资源管理方面。在这里，企业社会责任报告跨越了一个广泛的概念，可以不同于最低的尊重员工的基本人权的要求，推行各项帮助员工达到工作/生活平衡的政策。

这些做法可以分为四个主要领域：

--对各个国际机构设立的基本人力和员工权利的识别和尊重。

--采用欧洲委员会提出方法，其旨在提高工作质量的绿色书籍，例如，不间断地学习，一个更好的工作/生活的平衡，工作的稳定性等等。

--在外包业务领域内的行动，该行动影响承包商，分销商和供应商。

--与企业重组业务之类的变化相关的行为，主要由于这类社会操作而产生的结果。

以下分类能被用于划分企业的等级，依据企业社会责任在这一领域的活动：--0级：这些企业甚至不遵守法律规定，也不尊重各个国际组织设立的基本人权。

--1级：这些企业开展一定的社会活动，尽管他们没有修改他们的管理方式，因此他们不能被视为企业社会责任的行动。

--2级：这些企业实施一种灵活的为了防止风险的策略，他们通过采取正式的措施，但不采用显著的改变在他们的管理模式上。

--3级：这些企业采取积极的途径，将企业社会责任标准整合到他们的管理模式中。

人力资源管理中的企业社会责任规范和沟通方案

如之前所提到的，越来越多的生产活动正在迁至一些生产成本比较低，当局

对于某些滥用行为更加宽容的区域。但是全球化也意味着媒体将发布更多的信息，这些信息是关于企业活动和任何可能的弊端。

很多人不愿意购买那些不尊重自己员工人权和在其它国家的工厂雇佣童工的公司所生产的产品，即使同一家公司在欧洲不实行这些做法。

面对公众舆论关于跨国公司滥用问题的意识越来越强烈的情形，公司不仅讲究诚信和正直，尤其要显现这些特点（要像罗马大将凯撒的妻子一样）。

大型公司遭受折一个深刻的（一般是不公平的）有罪推定，这些有罪推定导致他们寻找能够加强与净化企业在社会中的形象的替代品。目前用于解决企业社会责任报告义务的主要路线有：

--实行企业社会责任的公司名单

--可持续发展指标

--行为规范的制定

--对于国际宣言/标准的支持和批准

--寻求增加人力资源管理透明度的社会报告

--一定的人力资源道德管理标准确保实施的证书保证，类似于传统质量或环境证书的合格认证（例如：ISO9000或14000）

可持续发展指标

企业必须证明，为了获得这些证书，他们实施了一些特定供应商定义的企业社会责任活动。

两个已经深受媒体影响的指标是道琼斯可持续发展指标（DJSI Word）和金融时报证券交易所指数，这两个指标分别是由两个著名的指数发布机构道琼斯和金融时报证券交易所发布的。

道琼斯可持续发展指标（DJSI Word）旨在提供给关注可持续发展和社会实践的投资者指导和意见。它使用了以下社会标准：

--企业公民

--致力于集团利益

--工作实践

--人力资本的开发

--组织学习

--社会信息

--吸引和保留优秀的员工

--对供应商的标准

--每个行业的具体标准

SA8000标准

起源和内容

1997年，美国起草了SA8000社会责任标准，制定该标准的目的是在全球范围内改善劳动条件。该标准是有经济优先委员会认证机构（CEPAA）组合在一起的专家团队制定的，包括来自组织的个人，这些人代表一些利益关系人。（组织有：工会，制造商，零售商，学术机构，非政府组织，咨询公司和认证机构）。

1998年，社会责任国际组织（SAI）成立并且指导SA8000社会责任标准的实施。尽管让利益集团充分了解社会责任标准还是有点早，因此要求企业实施这一类型的标准无疑是强迫性的，正如质量标准一样在组织中有望广泛地快速地扩展。

下例内容被列入社会责任标准认证的过程：

˙一个活跃的主题，一个认证者，进行第三方认证。活动的主题必须有关于标准的专业知识并获得深入了解公司的分析。

˙一个被动的主题，一个组织，可以是商业组织，也可以不是商业组织，该组织需要能直接或者间接地（通过外包）运用劳动力，并且期望获得SA8000社会责任标准证书。

˙另一个基本要求是，专家必须把他或者她的工作基于结实有效证明的证据之上。如果没有深入了解被判断的任务，一个公司是不能通过远距离地审查。

˙必须发出一份文件，该文件提供了专家们的观点总结，专家们需要对该文件负责。如果证书被授予了，该证书是有一定的有效期限的。当这一期结束，公司必须重新接受审查。

˙该报告的目的是当事人有兴趣想知道公司是否符合要求的SA 8000标准（这些当事人指的是公司的消费者，所有者，所雇员工，当局，政府等等）。

SA8000社会责任标准表示有三种能使用：

˙第一，作为一个对组织自身开展内部审计的有效参考。

˙第二，当公司被另一个附属公司（附属公司包括：消费者，母公司……）审查的时候，为了验证是否符合已选择的标准的要求。举个例子，一个服装门市部可能需要审查公司提供的服装制造是否符合SA8000社会责任标准的要求。

˙第三，当公司被外部的独立组织审查的时候，外部独立组织不包括直接的消费者货供应商，由发证机构或者一个专门的财务审计公司，或者一个非政府机构开展审查工作，只要这些机构是有标准和认可咨询委员会（CEPAA）授权的。

社会责任标准的优势和受益人

建立和推广如SA8000之类的标准，对工作者和公司都有不可否认的优势，一些因此而产生的利益甚至涉及到消费者。

首先，在新兴国家的工人享受到利益，因为他们的工作条件和工资有显著的改善和提高，工人的社会地位变得更高贵。来自第一世界的工业化国家中的工人同样也能享受到利益，因为此类标准将阻止商业活动搬迁到其它国家（尽管这一现象可能是不可避免的，至少它能够减缓速度或者拯救某些劳动密集型较少的行业）。

企业也同样获得优势，虽然在前期会经历增加成本的过程。标准的普遍化将使它难以实施社会倾销，并且基于不公平和不体面的工作条件将会成为不忠诚竞争的阻碍。企业同样也能获取其它的优势：如果标准中把工资待遇提到更高的水平，员工们将增加购买力，这将增加第三世界的有偿付能力的需求。当然，实施这个标准的组织也提高了吸引做好工作的能力，并且保持他们的积极性，同时由于企业改善了企业形象而提高了企业的销售量。

最后，消费者也同样能获取到利益，消费者们可以购买到相对较昂贵的产品，但是生产过程将更加透明，质量也更好，因为企业在有更好的生产条件，有充满积极性和满意度的员工的前提下制造生产。

标准发展的限制条件

尼托和费尔南德斯（2004）辩论了企业社会责任报告包括如SA8000之类的标准是否将成为另一种管理潮流，伴随这一个增长/饱和，然后下降，最后消失

的周期，就如同很多其它的商业惯例一样。

人力资源管理行为的实施标准碰到几个障碍：普遍缺少对标准的认识，缺乏认证公司，认证成本和认证控制：

˙首先，人力资源管理标准不被广泛地认知和了解（不仅仅是SA8000标准），因此公司不但要努力使他们的行为达到标准要求，而且需要通知他们的消费者和社会关于他们的优势和他们对标准的承诺。

˙其次，仍然有很少的公司愿意去实行彻底回顾和达到正确的品质等级。这个活动需要高度专业化和大量的工作去验证标准的应用。

˙第三个障碍是实施标准的成本，以及认证机构收取的费用。总而言之，这个认证必须定期更新，因此对公司而言认证过程在有些国家是非常昂贵的，对生产过程缺少综合的公司来说费用更高。

˙这也同样很难控制咨询公司开展的工作。事实上，审查公司支付了工作可可能影响审计人员的观点。很清楚的，监控方在压力下执行任务是有危险的，无道德原则的咨询公司将会参与到利益性的证书销售，他们保证在人力资源上的良好行为但却没有彻底地认真地调查公司。

人力资源外包外文翻译

人力资源外包外文翻译-标准化文件发布号：（9456-EUATWK-MWUB-WUNN-INNUL-DDQTY-KII

外文文献及翻译材料 Human Resource Outsourcing The innovation of technology and economic globalization change the economic environment of enterprises. To conquer the uncertainty in the environment and keep the competitive advantage，human resource outsourcing，one of HR service delivery models，has become more and more enterprises choice，which can reduce cost，improve efficiency and gain competitive advantage. Human resources outsourcing means that the enterprise in order to better carry out human resources management activities，part of the business of outsourcing，using outside outstanding professional skills to be integrated in order to achieve lower costs，improving the quality of service and more focus on human resources to the core business objectives。The domestic human resources outsourcing are relatively concentrated in the cause、advantages、select、a risk model、enterprises from the angle of view of human resources outsourcing more，and the choice of outsourcing service providers research is relatively small。Comprehensive exposition of human resources outsourcing decision-making、risk analysis、decision-making processes，Thus the choice of outsourcing service providers to provide some advice。 This thesis concludes the main content of HR0 based on the relevant theory and literature of HRO; then using the method of data analysis and comparison，and collecting the data of HR0 from The West countries，Asia area and China. In this thesis we mainly compare about the HRO function，HR0 reason and Perspective risk between these countries，and come out some valuable information，which is foundation of improve the level of Chinese HRO. Then we analyze Chinese HR0 further to find out the Problem in Chinese HRO，and come out the framework in Chinese HR0 from different angles covering HR0 market，HRO enterprise and HRO service provider and HRO process. Then we give the suggestions for Chinese HR0 from these four levels. Finally, the thesis has a case analysis on one HRO service provider，and discusses its history，HR0 content and process. Then we conclude its developing stage，main characteristics，problems and improvement.

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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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外文翻译中文

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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。

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客户关系管理外文文献翻译

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