4,中英文翻译

南京工程学院

Nanjing University Of Technology

毕业设计英文资料翻译

The Translation Of The English Material Of Graduation Design

学生姓名：季卫学号： 210040102 Name：Ji Wei Number ：210040102

所在学院：人文与社会科学系

College：Humanities and Social Sciences Department

专业：劳动与社会保障

Profession ：Labor and Social Security

指导教师：

Tutor：

2008年3月20日

Innovations in human resource development and management

Innovation is key to progress, development, and sound governance and public administration. Innovation is also key to invention and re-invention in all spheres of life, society, science, technology, and administration. Through innovations, inventions, and re-invention, survival and dynamic continuity can be assured with high certainty, though the latter is subject to various environmental contingencies. Through innovations, environmental contingencies can be tamed, predicted to a degree and anticipative strategies can be utilized toward achieving the goals of effective visions.

In the case of strategic human resource management, anticipative capacity building is key to prepare and develop domestic and international cadres of strategic personnel for all sectors—public, nonprofit, and profit. Innovation is also key to learning organizations with learning leadership capacity that must lead and manage those organizations for high performance and productivity (Schein, 1995; Argyris and Schon, 1988). As noted earlier, in our treatment of the subject, the idea of strategic innovation in human resources management is used interchangeably with the phrase innovation in strategic human resources management capacity building and development.

Innovation: definition and function

Innovation refers to novelty in ideas, approaches, methods, processes, structures, behaviors, attitudes, and cultures, as well as in technologies and skills. It also refers to the knowledge base that is used to produce new products and deliver services, to govern and administer societies, and to manage organizations of all types. This broad definition is obviously not conclusive but it covers the main realm of the innovation concept.

Generally speaking，innovation may be viewed, among other things, to serve several functions as follows:

Innovation as a concept. Conceptualization is a useful way of expressing creativity through modeling and establishing frames of reference that serve as guideposts to observation and experiential as well as metaphorical phenomena. Innovation as a concept serves as a guide to explanations, but it also serves as a transition to reality, to practice, and future actions. Conceptualizing innovations in human resources development and management is both helpful and necessary, as it is a building block to strategy formulation and development for capacity building and enhancement in governance and administration. This is an absolute necessity for national development process.

Innovation as a response to needs or problems.The old notion that ‘‘need and necessity lead to creativity and invention’’ holds true in case of innovations. Domestic and international environmental pressures, constraints, and uncertainties dictate a

need for innovations, creativity, and self-reliance, which itself serves as a key impetus for further innovations to promote capacity enhancement in all areas of science, governance, management, and administration. Innovation is an answer to constantly challenging problems and changing needs and expectations, obligations, and responsibilities governments face all the time, especially in the age of rapid globalization. To be responsive, it is imperative to innovate.

Innovation as progress and advancement.To innovate means to invent, to create the means of progress and advancement. Examples include invention of new weapons systems, new computer software, new rocket systems to carry spacecrafts to the orbit. This is an innovation of staying on top and be dynamic.

Innovation as a mind-set. Treating innovation as a mind-set is like navigating in an ocean with full alert senses, radar systems, and the capacity to create and find new ways of breaking through storms and barriers as well as clear and calm realms of sailing process. Innovation as a mindset allows strategic human resource management to guide the human dimensions of organizations to monitor and advance beyond routines and predicable outcomes. It provides the strategic human resource managers and, indeed, all organizational leaders to stay on top and manage organizations with confidence through an anticipatory capacity system (ACS) that cuts across the four areas of innovation: human, technological, organizational, and managerial. With a mindset of innovative management, innovation will become a key strategic instrument of progress, development, high performance, and organizational and system legitimacy.

Areas and issues or subjects of innovation

There is no limit to the areas of innovation in human resources development and management. These areas may be grouped into three categories: (1) human resources or personnel area, including general management and leadership; (2)technological and financial resources necessary to sustain and promote strategichuman resources; and (3) organizational area, which include structure, process,and value system or culture.

The first or human resource management category for innovation is a constant search for the needed personnel, for the right person for the right position, and for the right position or job for the right person. This is a challenging job that can and should be accomplished through careful planning, recruitment, education, and training all the time. This includes the challenge of recruiting, educating, and training the highly competent managerial and leadership personnel for strategic and operational levels. These are the people whose knowledge and skills are indispensable for leading and managing large and complex organizations in all sectors.

Second, technological innovation is central to strategic human resources development and capacity building, but it can only be made possible through the

availability of necessary financial resources that finance and support it. Without necessary financial support, innovations can and do occur but may not reach the developmental stage.

The third category of innovations in strategic human resources development and management is directly related to the first two, and all three complement each other. Organizational setting provides structure through which processes of innovation take shape, and the norms and values that develop within the organizational structure and process help shape a system of organizational culture that can promote or hinder strategic innovations.Once institutionalized, the new culture of innovation can help shape and reshape the process and structure of the organization. Institutionalization is key to the legitimacy and support systems that innovative ideas can enjoy as a strategic instrument toward capacity building and enhancement in human resources development and management. It is this institutionalized organizational culture of learning and learning to learn for adaptation, change, and transformation that the strategic human resource management in particular, and all-level managerial leadership, in general, can raise its quality standards of performance by means of strategic capacity building and enhancement.

Journal of Vocational Behavior 59, 183–191 (2001)

doi:10.1006/jvbe.2001.1824, available online at https://www.360docs.net/doc/984611553.html, on Nadya A. Fouad

University of Wisconsin—Milwaukee

人力资源开发与管理中的创新

创新是取得进展和健全的治理公共政府当局的关键，同时，创新也是在生活，社会，科学，技术，和管理等各个领域中发明和重新发明的关键。通过创新，发明，并重新发明，生存和动态的连续性能够得到高确定性，尽管后者会遭受各种环境突发事件。通过创新，环境突发事件可以被驯服，预测某种程度和预期的战略可以被用作实现目标的有效愿景。

在该战略性人力资源管理案件中，预期的能力建设是准备和开拓国内和国际干部人才战略的关键，是为各阶层市民获得非营利性利润的关键。同时，创新也是培养学习型组织与领导能力的关键，必须有能力领导和管理这些组织的高性能和生产力。正如前文所指出的，在我们的研究的主题中，构思、战略创新、人力资源管理三者是互换使用的词组，创新战略人力资源管理是能力的建设和发展。

创新的定义及功能

创新涉及到新颖的思想、途径、方法、程序、结构、行为、态度和文化，以及技术和技能。它同样也指用来生产新产品和提供服务的知识库，并执政和管理社会，以及管理组织的所有类型。这个广泛的定义，显然是不定论，但它涵盖了主要领域的创新概念。

一般来说，除其他事项外，创新可以认为是服务的多种功能：

创新作为一个概念。概念化是解释创造性的一个有用的表达方式，通过建立模型和建立参照系充当路标，以观察和体验隐藏现象的发生。创新作为一个概念，提供了指南解释，但它也提供了作为过渡到现实、实践和今后的行动。概念化的创新人力资源开发与管理，是有用而且必要的，因为它是以战略的制定和发展的能力建设为建筑砌块，加强治理和管理。这对国家的发展具有绝对的必要性。

创新作为回应需要或问题。旧的概念，即“需要和必要性导致创造力和发明”认为真正的创新发生在案件中。国内和国际环境的压力以及其他并不明朗的制约因素，决定了需要创新，需要创造力和自力更生，这作为一个重要的动力，进一步创新，以促进加强各个领域的科学治理和管理政府当局的能力。创新是一个答案，是不断挑战和不断转变的需求和期望，是政府面对所有的时间，特别是在年龄全球化迅猛发展时的义务和责任。要响应这个责任，它就必须创新。

创新作为进步和提高。创新是指发明，创造手段的进步和提高。例子包括发明新的武器系统，新的计算机软件，新的火箭系统步入新的航天轨道。这是创新在高端的充分发挥。

创新作为一个心态。尝试创新作为心态，就像航行在海洋与进入全面戒备状态的雷达系统和能力创造，并找到新的办法冲破风浪和障碍，然后以明确和平静的境界航行的过程。创新作为的心态，允许在战略性人力资源管理中引导人的方面组织，以监测和预测超越常规的可预测的结果。它提供了战略人力资源管理，而事实上，所有组织领导人留在高层和管理组织，都有信心通过一个可预见性的能力系统（ ACS ）所跨越的四个创新领域：人力、技术、组织和管理。在心态创新管理下，创新将成为战略工具的进步、发展，以及高性能管理组织和维护制

度合法性的一个重要关键。

创新的领域问题

在人力资源开发和管理中，创新是没有领域的限制的。这些领域大致的可分为三类：（1）人力资源和人事管理方面，一般包括组织的管理能力和领导能力；（2）技术技能方面和必要的财政资源，这个领域是维持和促进战略人力资源的有利保证；（3）组织领导地区，这方面包括组织结构，以及在组织过程中表现的价值体系和组织文化。

第一，人力资源管理类创新是一个不断搜寻所需要的人才的过程，以权利尤其是人的权利为立场，是为正确的立场提供工作的权利人。这是一项具有挑战性的工作，应该且必须通过牺牲仔细规划、招聘、教育、培训的所有时间来很好的完成这项工作。这挑战了包括规划，招聘，教育，培训在内的，所有高度胜任的管理和领导人才的战略和业务水平。这些都是人的知识和技能不可或缺的领导才能，是管理在所有部门庞大而复杂的组织所必须具备的。

第二，技术创新是中央的战略人力资源，是能力的开发和建设，但它只能通过组织给它提供必要的财政资源，即财务支持来发挥作用。如果没有必要的财政支持，创新虽然能够而且确实发生，但可能不会达到的发展阶一定的发展阶段。

第三，创新战略人力资源开发与管理是直接关系到前两个——人力和技术，但第三者与前面两者是相辅相成的。组织设置提供了通过这些过程的创新而形成的组织结构，以及在组织结构内部开发规范的价值观念的过程，能够帮助组织形成一个组织文化制度，它进行的好坏直接促进或阻碍组织战略创新。一旦制度化，新的创新文化可以帮助组织重塑组织结构的形状和过程。制度化关键是以合法性和系统性支持的，创新意念，可以作为一个战略工具来享受，是对加强在人力资源开发与管理中的能力建设。这是制度化的组织文化，是学习与创新的相互适应，他们相互转变和改造，这是一种战略人力资源管理，特别是所有经理级对组织的的管理和领导，一般来说，战略能力建设是提高其质量标准的表现方式。

《职业行为杂志》2001年第59期183-191页；

网址：https://www.360docs.net/doc/984611553.html, on

作者：Nadya A. Fouad

作者单位：威斯康星大学密尔沃基分校