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。

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.

在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。

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 enterprise employee's efficiency, thus increment business enterprise of management and luck camp more valid. When a company practice human resource management strategy of time, human resource section will be bring into a company strategy plan of an importance constitute part. When a company practice human resource management strategy of time, human resource section will be bring into a company strategy plan of an importance constitute part. The future development of company, the market expand, new product development the etc. all want to lead long to pull a human resource section of support, moderate and cooperation. Human resource drive is an exaltation company the strategy of the competition ability means but drive value. In addition, human resource management be help the company encourage employee, through some satisfy of material and some finance reward, thus increment employee of to company ownership feeling, increment employee morale with turn down to work of disaffection etc..

在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分

利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。

At the management stage of the manpower capital, the basic job of manpower section still with human resource management period likeness, but business enterprise the employee be no longer see make the property which have development potential, but company can make use of capital. The each item activity of human resource section is turn by the quantity with the profit margin of the company hook, and this be also the main means which measure whether officers and workers and each section is valid work or not

在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。

Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations

人力资源管理（HRM）被认为是在这一领域的从业人员作为一个更具创新性的工作场所的管理比传统办法的模式。它的技术力量，企业的管理者与特异性表达自己的目标，使他们能够理解和劳动力开展，并为他们提供所需的圆满完成任务的资源。因此，人力资源管理方法，在正确的实践，是表达的目标和企业经营措施的整体。人力资源管理也被许多人有一个组织内的风险减少的关键作用。

Human resource management is for the sake of completion the management involve person or personnel in the work of the mission carry on of management work. The human resource management work include: Work analysis; Establishment manpower requirement the plan and personnel enlist; Training and development; Salary and the welfare management, performance evaluation; Labor relation management etc.

人力资源管理是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。

The main working talent of human resource management include: The personnel enlist; Training and development; Salary and welfare management; the results investigate; the relation of the employee; Corporate culture. This six human resource working talent is according to the west of human resource management practice induce of working talent, for big part in small scaled business enterprise but speech already enough, the large group business enterprise usually also will include human resource information-based, staff management etc.;Concrete arrive China of management practice medium, return have tradition of personnel file, title natural intelligence management etc. have China special features of mold piece.

人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理；绩效考核；员工关系；企业文化。这六项人力资源职能是依据西方的人力资源管理实践所归纳的职能，对于大部分中小型企业而言已经足够，大型集团企业往往还会包括人力资源信息化、干部管理等；具体到中国的管理实践中，还有传统的人事档案、职称资质管理等有中国特色的模块。

The personnel enlists and is called a personnel a job advertisement. Main is according

to organization(company, government, non- earnings organization etc.) of in the near future and long-term of business demand, establishment personnel need of plan, and pass various job advertisement means to completion organization of personnel's need. 人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。

The recruitment of key staff personnel involved in the planning, resume collection, selection, recruitment and staff induction training. Training and development is mainly done through training and development of technology and means to improve staff skills to meet the company's business environment in which the skills and knowledge changes. . The main technology and tools include: training, job training, job rotation, staff continuing education programs, counseling, discipline.

人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。主要的技术及手段有：培训、在岗培训、轮岗、员工继续教育计划、辅导、训导。

An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization’s HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies; however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.

一个人力资源管理战略，涉及到如何实施人力资源管理的具体职能的手段。一个组织的人力资源功能可能具有招聘和选拔政策，纪律处分程序，奖励/承认政策，在人力资源计划，或学习和发展的政策，但这些人力资源管理的职能领域都需要加以调整和相关，为了以符合整体业务战略。因此，一个是人力资源管理战略的总体规划，有关人力资源管理职能领域的具体实施。

"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization’s HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organization. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

“最佳”和“最佳做法” - 意思是，是有关系的人力资源管理战略和总体战略的关系。像人力资源管理的目的，是外地的人力资源管理，以实现组织的目标正确，一个组织的人力资源管理战略，旨在通过应用实现企业的人员，如管理需要的目标/组织的目标。作为一个例子，一家公司销售的汽车有较大的增加10％，五年内汽车销售公司战略。因此，人力资源管理战略，将努力推动究竟如何管理人员，以实现10％的数字。具体的人力资源管理职能，如招聘和选拔，奖励/认知，人力资源计划，或学习和发展政策，将按照实现企业目标。

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization’s corporate object ives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

紧密合作（至少在理论上）和人力资源之间的高层/高层管理人员，在企业战略发展。理论上，一个高级人力资源代表应当参加一个组织的整体目标是设计。这是这样，因为它是一个公司的工作人员究竟是谁建造一个良好的，或提供服务。

在人员的适当的管理是至关重要的公司获得成功，甚至作为一个持续关注的现有。因此，人力资源可以被看作是重要的部门之一在一个组织的功能区。

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.

一项人力资源战略的实施并不总是需要，并可能取决于若干因素，即公司，公司内的组织文化或行业中的企业，也是人们在公司经营规模。

An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.

一个人力资源管理策略可分为，一般分为两个方面 - 人民的战略和人力资源职能战略。人民的战略涉及第一款所列的问题，即人力资源管理政策，审慎性/行动，以达到规定的企业战略制定的目标。人力资源职能战略涉及内部人力资源职能领域本身所采用的政策，有关人员给它的内部管理，以确保自己部门的目标得以实现。

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that

employees have—and are aware of—personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

人力资源管理（HRM）包含了各种活动，而其中的关键是确定哪些人员需要你有是否使用独立的承包商或雇用员工，以填补这些需求，招募和培训的优秀员工，确保他们的高演员，有性能问题时，并确保您的工作人员和管理方法，符合各项规定。活动还包括你的方法来管理员工福利和补偿，员工记录和人事政策。通常（营利性或非营利性），小型企业要进行这些活动，因为他们还不能负担的部分或全职的帮助。但是，他们应该确保员工和都知道，人事政策，符合现行规定。这些政策往往在员工手册，使所有员工的形式。

Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc.

注意：一些人区别 HRM(一个主要的管理活动) 和 HRD(人力资源发展,一个职业) 之间的一种不同。那些人可能在 HRD 包括 HRM,解释 HRD 包括各类型的活动发展组织的里面人员,包括,举例来说, 事业发展、训练, 组织发展, 等等。

There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the other way around?"

有一个持久的争论有关哪里 HR-相关的功能应该被编入大的组织, 举例来说，"HR 应该在组织发展部门中吗或另一个方法在附近 ?"

The HRM function and HRD profession have undergone tremendous change over the past 20–30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in

staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.

在人力资源管理职能和人力资源开发行业都发生在过去20-30年来的巨大变化。许多年前，大型机构展望了“人事部”，主要是为了管理和支付雇用周围人的文书工作。最近，组织认为“人力资源部”的工作人员发挥着重要作用，训练和协助管理人士，使人民和组织是在最大的能力表现在高度实现的方式。

However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather more reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.

然而，许多人力资源职能这些天的斗争要超越行政和员工冠军的作用，被认为比而是作为高层管理人员的战略合作伙伴的积极反应。此外，人力资源组织，也有如何证明他们的活动和流程增加价值的公司困难。只有在人力资源和人力资源专家学者近年来的重点是开发模式，可以衡量，如果人力资源增加价值。

Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company

人力资源管理包含一些程序。一起他们应该达成那上方提到了目标。这些程序能是运行在一个 HR 部门中, 但是一些工作也能是外包的或运行被线-经理或其他的部门。当有效地整合的他们提供重要的经济利益给公司

Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity

so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations

人力资源管理（HRM）被认为是在这一领域的从业人员作为一个更具创新性的工作场所的管理比传统办法的模式。它的技术力量，企业的管理者与特异性表达自己的目标，使他们能够理解和劳动力开展，并为他们提供所需的圆满完成任务的资源。因此，人力资源管理方法，在正确的实践，是表达的目标和企业经营措施的整体。人力资源管理也被许多人有一个组织内的风险减少的关键作用。

Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being: The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively.

同义词，例如人事管理，常被用在更狭义来描述活动中所招聘的员工需要，提供工资和福利委员会成员，并管理其工作与生活的需要。因此，如果我们进入实际的定义，托林顿和Hall（1987）被定义为：人力资源管理的目标是帮助一个组织，以满足吸引战略目标，保持员工，并有效地管理人员的管理。

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.

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

市场营销_外文翻译_外文文献_英文文献_顾客满意策略与顾客满意

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