人事管理系统中英文摘要
VB人事管理系统中英文资料翻译
英文资料翻译系别vvvvvv VVV vvvvvv 专业班级学生姓名学号指导教师2010年4 月Enterprise Personnel Management SystemAbstract：Along with the science and technology development, the computer technology unceasingly applies all the various trades and occupations, the need which the data storage unceasingly inflates, will be able to have a higher request to the future data bank technology. The data bank technology from 20th century 60's intermediate stages production, has more than 30 years history to today, its development speed quick, the application scope is broad is other technologies far inferior. The data bank technology research and the development has become the modern information society to have the formidable vitality an important domain. 30 for many years, from the first generation of level, the netted database system, the second-generation relational database system, have developed the third generation take the object-oriented model as the main characteristic database system. Has been published since the computer, starts to store the data, the data memory organization manages has become one of most basic questions which the computer must solve. The initial data, each one is a war, by document form depositing, the different application, the different document but the same data has created the resources and the manpower waste.The management of business enterprise employee is an important part in the management of enterprise. With the development of society, business enterprise becomes larger and larger. How to deal with the information of the employee has become a serious problem for enterprise management. Under this condition, it is necessary to develop a management system of business enterprise employee. This system includes the following functions: input 、modification 、inquiry and deleting modules for employee’s basic information, input 、modification 、inquiry and deleting modules for employee’s transferring information and the maintaining of the system. At the same time, it can provide service of information consultinginformation index, and information access. It can meet the needs of employee management in the modern enterprise.The main contents of this thesis is the whole processes that elaborated on to business enterprise personal management system development, the main contents of this sis include the management information system says all the development tool of the movement and maintenance of the choice, the system analysis, the system design, thesystem implement, system, develop to tally up seven chapter, this text last one chapter is my development to this sis summary.Design the main purpose of this system is pass a calculator to me now place of company employee of various information carry on the management and maintenance, basic information of this system to employee, test frequently an information and transfer an information and work to evaluate information, the wages information...etc., carry on the classification management and orchestrate a programming. And verified the way of the customer identity before adopting into system to strengthen the management to the safety of the system and the confidentiality, make thus the legal customer only then can enter this system to carry on a related operation.The development characteristics of this system mainly is selected by examinations the Windows 2000 Professionals as to develop terrace, the adoption SQL Server 2000 does the backstage database management system, choosing more and easily in the meantime self-educated of function strong Visual Basic 6.0 Be develop tool, make use of the thought and method of the software engineering, total adopt structure first to turn the life cycle method to carry on the system analysis and design up, then adopt a fast prototype method to carry out system.This system interface amity, adopt to descend the pull type menu to carry on the function choice traditionally, the operation is simple, economizing parts of expenditures for the development of the business enterprise, can be convenient, fast, accurate of to business enterprise the employee's various information carry on works, such as increment and modification, deletion, search etc., can provide science, the dependable personal management system decision to serve more for the company.企业人事管理系统摘要随着科学技术的发展，计算机技术不断应用到各行各业，数据存储不断膨胀的需要，对未来的数据库技术将会有更高的要求。
人力资源管理介绍英文IntroductionofHumanResourcesManagement
HR strategy
Control HR Strategy ─ Clear job descriptions ─ Detailed work planning ─ Emphasis on technical skills ─ Job-specific training ─ Job-based pay ─ Performance evaluations for control
▪ Significant resources on training ▪ Offering free or low cost healthcare, providing on-site athletic facilities,
cafeteria ▪ Giving employee stock options ▪ Practicing open-book management ▪ Recognizing excellent performance
Industrial Revolution ─ Changed the nature of work ─ Large numbers of people to work together
The personnel administration movement ─ By the late 1800s and early last century ─ The personnel profession (e.g., welfare secretary) began to emerge ─ Basic personnel management functions, such as employee selection, training and compensation and benefits.
人力资源管理中英文经典概述
为今后可能的提升做准备 Prepare for possible future promotions
培训与开发的四个方面Four aspects
培训需求分析 training demand analysis
培训计划制定 Training planning
培训效果评估 evaluation of the training effectiveness
招聘与配置——人岗匹配 Person-job fit
➢ 人岗匹配：Person-job fit，即 P-J fit。定义为一个人 才能与职位的需求之间，或者人的愿望与工作的属性之 间的匹配。It is defined as a match between one's abilities and the needs of the position, or between one's desires and the attributes of the job.
PART 2 人力资源管理规划
WHAT IS HRM Planning？
人力资源规划
人力资源管理规划就像航行出海的船，在出行前要找到合适的、明确的 目的与方向，即最合适本部门公司的制度，这就需要确定HR工作目的定 位和实现途径。
Human resource management planning, like a boat sailing out to sea before the trip to find the right and clear goal and direction, which is most suitable for the system of the company, the department that need to be sure HR work target and implementation approach.
人力资源管理系统中英文对照外文翻译文献
人力资源管理系统中英文对照外文翻译文献Human resource management systems (HRMS) have e essential tools for businesses of all sizes。
including small offices with just 20 XXX using HRMS。
firms can improve their efficiency and ce the time and money XXX。
HRMS XXX。
XXX difficult economic times。
XXX of their business。
including human resources.HRIS are packages are designed to address HR needs。
including planning。
employee n access。
XXX the company's current and future HR needs。
businesses can determine which HRMS features will be most useful for their specific needs。
For example。
HRMS can help with recruitment。
training。
performance management。
XXX.Once the planning stage is complete。
businesses XXX This includes automating tasks such as employee data management。
benefits n。
XXX employees。
providing them with access toimportant n such as company policies。
外文翻译人力资源治理系统
附录Ⅰ英文原文Human resource management systemOperators have especially exigent demands of persons with ability. Under the condition that qualified persons with ability cannot completely be obtained outside enterprise, the problem of upgrading enterprise internal staff’s working capacity and the ultim ate improvement of enterprise’s rapid responding capacity and well execution need to be solved as soon as possible. Therefore, operators need to establish staff certification system so as to implement comprehensive post capacity certification of each post staff within the enterprise and sufficiently coordinate the system with training management system to confirm training effects. Simultaneously, training management system pertinent to the existing staff within the enterprise is required to be established and organization, duty, process and system which training management involves should be made clear to guarantee that the internal resources can be sufficiently and reasonably utilized to upgrade the internal staff’s working capacity. So,the Human Resource Management System comes out.A Human Resource Management System (HRMS, EHRMS), Human Resource Information System (HRIS), HR Technology or also called HRmodules, or simply "Payroll", refers to the systems and processes at the intersection between (HRM) and . It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of (ERP) software. On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makes this software application both rigid and flexible.The function of Human Resources departments is generally administrative and not common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of "" has progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external IT professionals to develop and maintain anintegrated HRMS. Before the architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the low capital investment necessary to buy or program proprietary software, these internally-developed HRMS were unlimited to organizations that possessed a large amount of capital. The advent of , , and Software as a Service or Human Resource Management Systems enabled increasingly higher administrative control of such systems. Currently Human Resource Management Systems encompass:1.Payroll1.Work Time2.Benefits Administration3.HR management Information system4.Recruiting5.Training/6.Performance Record7.Employee Self-ServiceThe payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. Thismodule can encompass all employee-related transactions as well as integrate with existing financial management systems.The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labor distribution capabilities and data analysis features was outdated. Cost analysis and efficiency metrics are the primary functions.The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement.The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields, notify employers and provide position management and position control not in use. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization. Initially, businesses used computer based information systems to:☆produce pay checks and payroll reports;☆maintain personnel records;☆pursue .Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. systems typically encompass:☆analyzing personnel usage within an organization;☆identifying potential applicants;☆recruiting through company-facing listings;☆recruiting through online recruiting sites or publications that market to both recruiters and applicants.The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and across general or industry-specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated , or 'ATS', module.The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a if a stand alone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials areavailable to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticated allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics.The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel. The module also lets supervisors approve O.T. requests from their subordinates through the system without overloading the task on HR department.Many organizations have gone beyond the traditional functions and developed human resource management information systems, which support recruitment, selection, hiring, job placement, performance appraisals, employee benefit analysis, health, safety and security, while others integrate an outsourced that encompasses a subset of the above.译文人力资源治理系统操作人员随着能力的要求来增加容量。
人力资源管理中英文对照外文翻译文献
人力资源管理中英文对照外文翻译文献中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship BetweenHuman Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech ?rms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signi?cantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are bene?cial to the goals ofthe ?rms. Furthermore ,our ?ndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing ?nancial and other non-?nancial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors. IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system. Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also in?uence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the ful?llment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ?ndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have con?rmed that violated psychological contracts negatively in?uence employees’ role behaviors while ful?lled psychological contracts have positive in?uences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systemsand role behaviors. Our results will provide insights regarding the reason for HR systems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them speci?c inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HRsystem�Cemployee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly. Psychological ContractsInitially, a psychological contract was de?ned as an implicit, unwritten agreement between parties to respect eac h other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the following ?ve characteristics: focus ,time frame, stability, scope, and tangibility. Speci?cally, transactional contracts focus on economic terms, have a speci?c duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges of speci?ed performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-speci?ed performance terms. Empirical evidence supports notonly the existence of these two different types of psychological contracts,but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly de?ned jobs, limited training efforts, relatively limited bene?ts, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts. Hypothesis 2 Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such asHR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. Inother words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HRsystems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individualappropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-roleand extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities ofan assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide ?nancial andother non-?nancial, but tangible inducements in exch ange for employees’ in-role behaviors.The exchange of ?nancial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive bene?ts in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3 Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that bene?t the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. Forthis reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2021). In other words, to elicit employees’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system�COCBsrelationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs. MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2021).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech ?rms, and these ?rms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts signi?cantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personal感谢您的阅读，祝您生活愉快。
人力资源管理系统专业术语中英文对照表
人力资源管理专业术语中英文对照表人力资源管理：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工作计划分析表：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 disterict 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选择：selection选择率：selection rate简历：resume标准化：standardization有效性：validity客观性：objectivity规范：norm录用分数线：cutoff score准确度：aiming业务知识测试：job knowledge tests求职面试：employment interview非结构化面试：unstructured interview结构化面试：structured interview小组面试：group interview职业兴趣测试：vocational interest tests会议型面试： board interview组织变化与人力资源开发人力资源开发：human resource development，HRD 培训：training开发：development定位：orientation训练：coaching辅导：mentoring经营管理策略：business games案例研究：case study会议方法：conference method角色扮演：role playing工作轮换：job rotating在职培训：on-the-job-training ，OJT媒介：media企业文化与组织发展：企业文化： corporation culture组织发展： organization development ， OD调查反馈： survey feedback质量圈： quality circles目标管理： management by objective ，MBO全面质量管理：Total quality management ,TQM 团队建设：team building职业计划与发展职业： career职业计划：career planning职业道路：career path职业发展 career development自我评价：self-assessment职业动机：career anchors绩效评价绩效评价：performance appraisal ，PA小组评价：group appraisal业绩评定表：rating scales method关键事件法：critical incident method排列法：ranking comparison平行比较法：paired comparison硬性分布法：forced distribution method晕圈错误：halo error宽松：leniency严格：strictness反馈： degree feedback叙述法：essay method集中趋势：central tendency报酬与福利报酬： compensation直接经济报酬：direct financial compensation 间接经济报酬：indirect financial compensation 非经济报酬： no financial compensation公平：equity外部公平：external equity内部公平：internal equity员工公平：employee equity小组公平：team equity工资水平领先者：pay leaders劳动力市场：labor market工作评价：job evaluation排列法：ranking method分类法：classification method因素比较法：factor comparison method评分法：point method海氏指示图标个人能力分析法：Hay Guide Chart – profile Method 工作定价：job pricing工资等级：pay grade工资曲线：wage curve工资幅度：pay range福利和其他报酬问题：福利（间接经济补偿）员工股权计划：employee stock ownership 破烂 ,ESOP值班津贴： shift differential奖金：incentive compensation分红制：profit sharing安全与健康的工作环境：安全：safety健康：health频率： frequency rate紧张：stress角色冲突：role conflict催眠法：hypnosis酗酒：alcoholism员工和劳动关系工会：union地方工会：local union行业工会：craft union全国工会：national union谈判组：bargaining union劳资谈判：collective bargaining仲裁： arbitration罢工：strike内部员工关系：internal employee relation纪律： discipline纪律处分：disciplinary action申诉：grievance降职：demotion调动：transfer晋升：promotion部门名称人事部：personnel department人力资源部：human resource department营销部：salesman department产品开发部：product development department 公关部：public relationship department市场部：marketing department财会部：finance department采购部：purchasing （procurement）department 售后服务部：after-sale service department品管部：quality control department职位名称：董事长：chairman of the board总裁：president （Am E.）执行副总裁：executive vice – president行政董事：managing director总经理：executive manager ，general manager 副总经理：deputy general manager部门经理，科长：section manager销售部经理：sales manager助理经理（副经理）：assistant manager主任：manager销售代表：sales representative主管：supervisor高中级管理人员：executive职员： clerkAccounting assistant 会计助理Accounting clerk 记账员Accounting manager 会计部助理Accounting stall 会计部职员Accounting supervisor 会计主管Administration manager 行政经理Administration staff 行政人员Administrative assistant 行政助理Administrative clerk 行政办事员Advertising staff 广告工作人员Airlines sales representative 航空公司订座员Airlines staff 航空公司职员Application engineer 应用工程师Assistant manager 副经理Bond analyst 证券分析员Bond trader 证券交易员Business controller 业务主任Business manager 业务经理Buyer 采购员Cashier 出纳员Chemical engineer 化学工程师Civil engineer 土木工程师Clerk / receptionist 职员 / 接待员Clerk typist & secretary 文书打字兼秘书Computer data input operator 计算机资料录入员Computer engineer 计算机工程师Computer processing operator 计算机处理操作员Computer system manager 计算机系统部经理Copywriter 广告文字撰稿人Deputy general manager 副总经理Economic research assistant 经济研究助理Electrical engineer 电气工程师English instructor / teacher 英语教师Export sales manager 外销部经理Export sales staff 外销部职员Financial controller 财务主任Financial reporter 财务报告人F．X. ( foreign exchange ) clerk 外汇部职员F．X. settlement clerk 外汇部核算员Fund manager 财务经理General auditor 审计长General manager / president 总经理General manager assistant 总经理助理General manager’s secretary 总经理秘书Hardware engineer （计算机）硬件工程师Import liaison staff 进口联络员Impor manager 进口部经理Insurance actuary 保险公司理赔员International sales staff 国际销售员Interpreter 口语翻译Legal adviser 法律顾问Line supervisor 生产线主管Maintenance engineer 维修工程师Management consultant 管理顾问Manager 经理Manager for public relations 公关部经理Manufacturing engineer 制造工程师Manufacturing engineer 制造工程师Manufacturing worker 生产员工Market analyst 市场分析员Market development manager 市场开发部经理Marketing manager 市场销售部经理Marketing staff 市场销售员Marketingassistant销售助理Marketing executive 销售主管Marketing representative 销售代表Marketing representative manager 市场调研部经理Mechanical engineer 机械工程师Mineing engineer 采矿工程师Music teacher 音乐教师Naval architect 造船工程师Office assistant 办公室助理Office clerk 职员Operational manager 业务经理Package designer 包装设计师Passenger reservation staff 乘客票位预订员Personnel clerk 人事部职员Personnel manager 人事部经理Plant / factory manager 厂长Postal clerk 邮政人员Private secretary 私人秘书Product manager 生产部经理Production engineer 产品工程师Professional staff 专业人员Programmer 电脑程序设计师Project staff （项目）策划人员Promotion manager 推销部经理Proof – reader 校对员Purchasing agent 采购（进货）员Quality control engineer 质量管理工程师Real estate staff 房地产职员Recruitment coordinator 招聘协调员Regional manager 地区经理Research & development engineer 研究开发工程师Restaurant manager 饭店经理Sales and planning staff 销售计划员Sales assistant 销售助理Sales clerk 店员、售货员Sales coordinator 销售协调员Sales engineer 销售工程师Sales executive 销售主管Sales manager 销售部经理Salesperson 销售员Seller representative 销售代表Sales supervisor 销售监管School registrar 学校注册主任Secretarial assistant 秘书助理Secretary 秘书Securities custody clerk 保安人员Security officer 安全人员Senior accountant 高级会计Senior consultant / adviser 高级顾问Senior employee 高级雇员Senior secretary 高级秘书Service manager 服务部经理Simultaneous interpreter 同声传译员Software engineer （计算机）软件工程师Supervisor 监管员Systems adviser 系统顾问Systems engineer 系统工程师Systems operator 系统操作员Technical editor 技术编辑Technical translator 技术翻译Technical worker 技术工人Telecommunication executive 电讯（电信）员Telephonist / operator 电话接线员、话务员Tourist guide 导游Trade finance executive 贸易财务主管Trainee manager 培训部经理Translation checker 翻译核对员Translator 翻译员Trust banking executive 银行高级职员Typist 打字员Word processing operator 文字处理操作员。
人力资源管理系统专业术语中英文对照表
⼈⼒资源管理系统专业术语中英⽂对照表⼈⼒资源管理专业术语中英⽂对照表⼈⼒资源管理：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⼯作计划分析表：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 disterict 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选择：selection选择率：selection rate简历：resume标准化：standardization有效性：validity客观性：objectivity规范：norm录⽤分数线：cutoff score准确度：aiming业务知识测试：job knowledge tests求职⾯试：employment interview⾮结构化⾯试：unstructured interview结构化⾯试：structured interview⼩组⾯试：group interview职业兴趣测试：vocational interest tests会议型⾯试： board interview组织变化与⼈⼒资源开发⼈⼒资源开发：human resource development，HRD 培训：training 开发：development定位：orientation训练：coaching辅导：mentoring经营管理策略：business games案例研究：case study会议⽅法：conference method⾓⾊扮演：role playing⼯作轮换：job rotating在职培训：on-the-job-training ，OJT媒介：media企业⽂化与组织发展：企业⽂化： corporation culture组织发展： organization development ， OD调查反馈： survey feedback质量圈： quality circles⽬标管理： management by objective ，MBO全⾯质量管理：Total quality management ,TQM 团队建设：team building职业计划与发展职业： career职业计划：career planning职业道路：career path职业发展 career development⾃我评价：self-assessment职业动机：career anchors绩效评价绩效评价：performance appraisal ，PA⼩组评价：group appraisal业绩评定表：rating scales method关键事件法：critical incident method排列法：ranking comparison平⾏⽐较法：paired comparison硬性分布法：forced distribution method晕圈错误：halo error宽松：leniency严格：strictness反馈： degree feedback叙述法：essay method集中趋势：central tendency报酬与福利报酬： compensation直接经济报酬：direct financial compensation 间接经济报酬：indirect financial compensation ⾮经济报酬： no financial compensation公平：equity外部公平：external equity内部公平：internal equity员⼯公平：employee equity⼩组公平：team equity⼯资⽔平领先者：pay leaders劳动⼒市场：labor market⼯作评价：job evaluation排列法：ranking method分类法：classification method因素⽐较法：factor comparison method评分法：point method海⽒指⽰图标个⼈能⼒分析法：Hay Guide Chart – profile Method ⼯作定价：job pricing ⼯资等级：pay grade⼯资曲线：wage curve⼯资幅度：pay range福利和其他报酬问题：福利（间接经济补偿）员⼯股权计划：employee stock ownership 破烂 ,ESOP值班津贴： shift differential奖⾦：incentive compensation分红制：profit sharing安全与健康的⼯作环境：安全：safety健康：health频率： frequency rate紧张：stress⾓⾊冲突：role conflict催眠法：hypnosis酗酒：alcoholism员⼯和劳动关系⼯会：union地⽅⼯会：local union⾏业⼯会：craft union全国⼯会：national union谈判组：bargaining union劳资谈判：collective bargaining仲裁： arbitration罢⼯：strike内部员⼯关系：internal employee relation纪律： discipline纪律处分：disciplinary action申诉：grievance降职：demotion调动：transfer晋升：promotion部门名称⼈事部：personnel department⼈⼒资源部：human resource department营销部：salesman department产品开发部：product development department 公关部：public relationship department市场部：marketing department财会部：finance department采购部：purchasing （procurement）department 售后服务部：after-sale service department 品管部：quality control department职位名称：董事长：chairman of the board总裁：president （Am E.）执⾏副总裁：executive vice – president⾏政董事：managing director总经理：executive manager ，general manager 副总经理：deputy general manager部门经理，科长：section manager销售部经理：sales manager助理经理（副经理）：assistant manager主任：manager销售代表：sales representative主管：supervisor⾼中级管理⼈员：executive职员： clerkAccounting assistant 会计助理Accounting clerk 记账员Accounting manager 会计部助理Accounting stall 会计部职员Accounting supervisor 会计主管Administration manager ⾏政经理Administration staff ⾏政⼈员Administrative assistant ⾏政助理Administrative clerk ⾏政办事员Advertising staff ⼴告⼯作⼈员Airlines sales representative 航空公司订座员Airlines staff 航空公司职员Application engineer 应⽤⼯程师Assistant manager 副经理Bond analyst 证券分析员Bond trader 证券交易员Business controller 业务主任Business manager 业务经理Buyer 采购员Cashier 出纳员Chemical engineer 化学⼯程师Civil engineer ⼟⽊⼯程师Clerk / receptionist 职员 / 接待员Clerk typist & secretary ⽂书打字兼秘书Computer data input operator 计算机资料录⼊员Computer engineer 计算机⼯程师Computer processing operator 计算机处理操作员Computer system manager 计算机系统部经理Copywriter ⼴告⽂字撰稿⼈Deputy general manager 副总经理Economic research assistant 经济研究助理Electrical engineer 电⽓⼯程师English instructor / teacher 英语教师Export sales manager 外销部经理Export sales staff 外销部职员Financial controller 财务主任Financial reporter 财务报告⼈F．X. ( foreign exchange ) clerk 外汇部职员F．X. settlement clerk 外汇部核算员Fund manager 财务经理General auditor 审计长General manager / president 总经理General manager assistant 总经理助理General manager’s secretary 总经理秘书Hardware engineer （计算机）硬件⼯程师Import liaison staff 进⼝联络员Impor manager 进⼝部经理Insurance actuary 保险公司理赔员International sales staff 国际销售员Interpreter ⼝语翻译Legal adviser 法律顾问Line supervisor ⽣产线主管Maintenance engineer 维修⼯程师Management consultant 管理顾问Manager 经理Manager for public relations 公关部经理Manufacturing engineer 制造⼯程师Manufacturing engineer 制造⼯程师Manufacturing worker ⽣产员⼯Market analyst 市场分析员Market development manager 市场开发部经理Marketing manager 市场销售部经理Marketing staff 市场销售员Marketingassistant销售助理Marketing executive 销售主管Marketing representative 销售代表Marketing representative manager 市场调研部经理Mechanical engineer 机械⼯程师Mineing engineer 采矿⼯程师Music teacher ⾳乐教师Naval architect 造船⼯程师Office assistant 办公室助理Office clerk 职员Operational manager 业务经理Package designer 包装设计师Passenger reservation staff 乘客票位预订员Personnel clerk ⼈事部职员Personnel manager ⼈事部经理Plant / factory manager ⼚长Postal clerk 邮政⼈员Private secretary 私⼈秘书Product manager ⽣产部经理Production engineer 产品⼯程师Professional staff 专业⼈员Programmer 电脑程序设计师Project staff （项⽬）策划⼈员Promotion manager 推销部经理Proof – reader 校对员Purchasing agent 采购（进货）员Quality control engineer 质量管理⼯程师Real estate staff 房地产职员Recruitment coordinator 招聘协调员Regional manager 地区经理Research & development engineer 研究开发⼯程师Restaurant manager 饭店经理Sales and planning staff 销售计划员Sales assistant 销售助理Sales clerk 店员、售货员Sales coordinator 销售协调员Sales engineer 销售⼯程师Sales executive 销售主管Sales manager 销售部经理Salesperson 销售员Seller representative 销售代表Sales supervisor 销售监管School registrar 学校注册主任Secretarial assistant 秘书助理Secretary 秘书Securities custody clerk 保安⼈员Security officer 安全⼈员Senior accountant ⾼级会计Senior consultant / adviser ⾼级顾问Senior employee ⾼级雇员Senior secretary ⾼级秘书Service manager 服务部经理Simultaneous interpreter 同声传译员Software engineer （计算机）软件⼯程师Supervisor 监管员Systems adviser 系统顾问Systems engineer 系统⼯程师Systems operator 系统操作员Technical editor 技术编辑Technical translator 技术翻译Technical worker 技术⼯⼈Telecommunication executive 电讯（电信）员Telephonist / operator 电话接线员、话务员Tourist guide 导游Trade finance executive 贸易财务主管Trainee manager 培训部经理Translation checker 翻译核对员Translator 翻译员Trust banking executive 银⾏⾼级职员Typist 打字员Word processing operator ⽂字处理操作员。
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企业人事管理信息系统
摘要
企业单位人事档案管理工作是一种繁琐的，务求准确迅速的信息检索工作。
随着计算机信息技术的飞速发展，人类进入信息时代，社会的竞争越来越激烈，企业人事管理就越显示出其不可或缺性，成为企业一个非常重要的模块。
企业人事管理系统主要是用于对所有员工的基本资料进行录入、职务变更和管理。
使用人事管理系统便于企业领导更全面的掌握每个员工的基本信息。
本系统以Visual Basic为开发工具，Access作为后台数据库。
主要功能模块包括：系统管理模块，员工基本信息管理模块，数据管理模块等。
本系统还设置了三中不同的用户类型，实现了三级用户权限管理体制，提高了系统的安全性以及可用行。
关键字：员工信息管理 Visual Basic 数据库
Abstract
Enterprise personnel records management is a cumbersome information retrieval work which must be very fast and accurate. With the rapid development of computer information technology, mankind entered the Information Age, then competition becomes fiercer, the enterprise personnel management has become a very important personnel management module. The enterprise personnel system is mainly used for inputting the basic information of all the staff, position changes and management. By using the personnel management system, enterprise leaders can better master the basic information of each staff.
Visual Basic is used as the development tool, and Access is used as the database. The main function modules include: system management module, basic information management module etc. for data management module. This system has set three different user types, and has used three levels of the user permissions management system, which can improve the security and usability of the system
Keywords ：crew information management, Visual Basic, database。