人力与组织管理案例翻译
人力资源管理论文中英文对照资料外文翻译文献
中英文对照资料外文翻译文献原文：New Competencies for HRWhat does it take to make it big in HR? What skills and expertise do you need? Since 1988, Dave Ulrich, professor of business administration at the University of Michigan, and his associates have been on a quest to provide the answers. This year, they’ve released an all-new 2007 Human Resource Competency Study (HRCS). The findings and interpretations lay out professional guidance for HR for at least the next few years.“People want to know what set of skills h igh-achieving HR people need to perform even better,” says Ulrich, co-director of the project along with Wayne Brockbank, also a professor of business at the University of Michigan.Conducted under the auspices of the Ross School of Business at the University of Michigan and The RBL Group in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North America and other institutions in Latin America, Europe, China and Australia, HRCS is the longest-running, most extensive global HR competency study in existence. “In reaching our conclusions, we’ve looked across more than 400 companies and are able to report with statistical accuracy what HR executives say and do,” Ulrich says.“The research continues to demonstr ate the dynamic nature of the human resource management profession,” says SHRM President and CEO Susan R.Meisinger, SPHR. “The findings also highlight what an exciting time it is to be in the profession. We continue to have the ability to really add value to an organization.”“HRCS is foundational work that is really important to HR as a profession,” says Cynthia McCague, senior vice president of the Coca-Cola Co., who participated in the study. “They have created and continue to enhance a framework for t hinking about how HR drives organizational performance.”What’s NewResearchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCS—the last study published—reflecting the continuing evolution of the HR profession. Each competency is broken out into performance elements.“This is the fifth round, so we can look at past models and compare where the profession is going,” says Evren Esen, survey program manager at SHR M, which provided the sample of HR professionals surveyed in North America. “We can actually see the profession changing. Some core areas remain the same, but others, based on how the raters assess and perceive HR, are new.” (For more information, see “The Competencies and Their Elements,” at right.)To some degree, the new competencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are some key differences.Five years ago, HR’s role in managing culture was embedded within a broader competency. Now its importance merits a competency of its own. Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In other instances, the new competencies carry expectations that promise to change the way HR views its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a stand—to practice the craft “with an attitude.”To put the competencies in perspective, it’s helpful to view them as a three-tier pyramid with Credible Activist at the pinnacle.Credible Activist.This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. “You’ve got to be good at all of them, but, no question, [this comp etency] is key,” Ulrich says. “But you can’t be a Credible Activist without having all the other competencies. In a sense, it’s the whole package.”“It’s a deal breaker,” agrees Dani Johnson, project manager of the Human Resource Competency Study at The R BL Group in Salt Lake City. “If you don’t come to the table with it, you’re done. It permeates everything you do.”The Credible Activist is at the heart of what it takes to be an effective HR leader. “The best HR people do not hold back; they step forward and advocate for their position,” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa John’s International in Louisville, Ky., and former chair of the Human Resource Certification Institute. “CEOs are not waiting f or HR to come in with options—they want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.”“You don’t want to be credible without being an activist, because essentially you’re worthless to the business,” Johnson says. “People like you, but you have no impact. On the other hand, you don’t want to be an activist without being credible. You can be dangerous in a situation like that.”Below Credible Activist on the pyramid is a cluster of three competencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect.Cultural Steward. HR has always owned culture. But with Sarbanes-Oxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is the first time it has emerged as an independent competency. Of the six competencies,Cultural Steward is the second highest predictor of performance of both HR professionals and HR departments.Talent Manager/Organizational Designer. Talent management focuses on how individuals enter, move up, across or out of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works. Their linking reflects Ulrich’s belief that HR may be placing too much emphasis on talent acquisition at the expense of organizational design. Talent management will not succeed in the long run without an organizational structure that supports it.Strategy Architect. Strategy Architects are able to recognize business trends and their impact on the business, and to identify potential roadblocks and opportunities. Harmansky, who recently joined Papa John’s, demonstrates how the Strategy Architect competency helps HR contribute to the overall business strategy. “In my first months here, I’m spending a lot of time traveling, going to see stores all over the country. Every time I go to a store, while my counterparts of the management team are talking about [operational aspects], I’m talking to the people who work there. I’m trying to find out what the issues are surrounding people. How do I develop them? I’m looking for my business differentiator on the people side so I can contribute to the strategy.”When Charlease Deathridge, SPHR, HR manager of McKee Foods in Stuarts Draft, Va., identified a potential roadblock to implementing a new management philosophy, she used the Strategy Architect competency. “When we were rolling out ‘lean manufacturing’ principles at our location, we administered an employee satisfaction survey to assess how the workers viewed the new system. The satisfaction scores were lower than ideal. I showed [management] how a negative could become a positive, how we could use the data and follow-up surveys as a strategic tool to demonstrate progre ss.”Anchoring the pyramid at its base are two competencies that Ulrich describes as “table stakes—necessary but not sufficient.” Except in China, where HR is at an earlier stage in professional development and there is great emphasis on transactional activities, these competencies are looked upon as basic skills that everyone must have. There is some disappointing news here. In the United States, respondents rated significantly lower on these competencies than the respondents surveyed in other countries.Business Ally. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the company’s products and services. For HR professionals to be Business Allies (and Credible Activists and Strategy Architec ts as well), they should be what Ulrich describes as “business literate.” The mantra about understanding the business—how it works, the financials and strategic issues—remains as important today as it did in every iteration of the survey the past 20 years. Yet progress in this area continues to lag.“Even these high performers don’t know the business as well as they should,” Ulrich says. In his travels, he gives HR audiences 10 questions to test their business literacy.Operational Executor. These skills tend to fall into the range of HR activities characterized as transactional or “legacy.” Policies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Every function here is essential, but—as with the Business Ally competency—high-performing HR managers seem to view them as less important and score higher on the other competencies. Even some highly effective HR people may be running a risk in paying too little attention to these nuts-and-bolts activities, Ulrich observes.Practical ToolIn conducting debriefings for people who participated in the HRCS, Ulrich observes how delighted they are at the prescriptive nature of the exercise. The individual feedback reports they receive (see “How the Study Was Done”) offer them a road map, and they are highly motivated to follow it.Anyone who has been through a 360-degree appraisal knows that criticism can be jarring. It’s risky to open yourself up to others’ opinions when you don’t have to. Add the prospect of sharing the results with your boss and colleagues who will be rating you, and you may decide to pass. Still, it’s not surprising that highly motivated people like Deathridge jumped at the chance for the free feedback.“All of it is not good,” says Deathridge. “You have to be willing to face up to it. You go home, work it out and say, ‘Why am I getting this bad feedback?’ ”But for Deathridge, the result s mostly confirmed what she already knew. “I believe most people know where they’re weak or strong. For me, it was most helpful to look at how close others’ ratings of me matched with my own assessments. ... There’s so much to learn about what it takes to be a genuine leader, and this study helped a lot.”Deathridge says the individual feedback report she received helped her realize the importance of taking a stand and developing her Credible Activist competency. “There was a situation where I had a line m anager who wanted to discipline someone,” she recalls. “In the past, I wouldn’t have been able to stand up as strongly as I did. I was able to be very clear about how I felt. I told him that he had not done enough to document the performance issue, and that if he wanted to institute discipline it would have to be at the lowest level. In the past, I would have been more deferential and said, ‘Let’s compromise and do it at step two or three.’ But I didn’t do it; I spoke out strongly and held my ground.”This was the second study for Shane Smith, director of HR at Coca-Cola. “I did it for the first time in 2002. Now I’m seeing some traction in the things I’ve beenworking on. I’m pleased to see the consistency with my evaluations of my performance when compare d to my raters.”What It All MeansUlrich believes that HR professionals who would have succeeded 30, 20, even 10 years ago, are not as likely to succeed today. They are expected to play new roles. To do so, they will need the new competencies.Ulrich urges HR to reflect on the new competencies and what they reveal about the future of the HR profession. His message is direct and unforgiving. “Legacy HR work is going, and HR people who don’t change with it will be gone.” Still, he remains optimistic that many in HR are heeding his call. “Twenty percent of HR people will never get it; 20 percent are really top performing. The middle 60 percent are moving in the right direction,” says Ulrich.“Within that 60 percent there are HR professionals who may be at the table but are not contributing fully,” he adds. “That’s the group I want to talk to. ... I want to show them what they need to do to have an impact.”As a start, Ulrich recommends HR professionals consider initiating three conversations. “One is with your business leaders. Review the competencies with them and ask them if you’re doing them. Next, pose the same questions to your HR team. Then, ask yourself whether you really know the business or if you’re glossing on the surface.” Finally, set your priorities. “Our data say: ‘Get working on that Credible Activist!’ ”Robert J. Grossman, a contributing editor of HR Magazine, is a lawyer and a professor of management studies at Marist College in Poughkeepsie, N.Y.from：Robert J. Grossman , HR Magazine, 2007,06译文：人力资源管理的新型胜任力如何在人力资源管理领域取得更大成功？需要怎样的专业知识和技能？从1988年开始，密歇根大学的商业管理教授Dave Ulrich先生和他的助手们就开始研究这个课题。
人力资源开发与组织绩效外文文献翻译最新译文
文献出处：Arnold D E. What is the purpose of human resource development? The purpose of human resource development is to improve organizational performance [J]. New directions for adult and continuing education, 2015, 12(2): 12-22原文What is the purpose of human resource development? The purpose of human resource development is to improve organizational performanceD E ArnoldIntroductionEffective organizations recognize that in the various factors that affect performance, human factor is obviously the most important, no matter what size or nature of an organization, success or not depends on the decisions, and according to the decisions taken by the behaviour. Strategic human resource management mode of organization performance management, emphasizing on employee performance, but its purpose is to achieve better organizational performance. The core of performance management goal is to develop the potential of employees, improve the level of their performance, the employee's personal goals and combined with the enterprise strategy, establish enterprise competitive advantage, and improve the organizational performance.Literature reviewMacDuffie (1995), when human resource practices to satisfy the following three conditions, can make contribution to improve the organizational performance: one is the employees have managers lack the knowledge and skills: second, employees are motivated to use the knowledge and skills. Three is when employees in efforts to use the knowledge and skills, employee organization strategic target to get. And satisfy the three conditions of human resources practice means that it must revolve around organizational strategy, human resource practices must be coordination and interaction. Also only in this way, can get and stimulate the employees necessary to achieve organizational goals. Such a practice with the strategic human resources management.Gilley & England (1989) of the definition of human resource development: arranged in a planned way of learning activities in the organization, to improve performance and promote employees' personal growth, it should be by personal development, career development, organization development on the combination of three structure faces, through integration of training, education and development of the three, to provide learning activities, improve personal knowledge, skills, and to meet the need of personal and professional. Nadler (1989) in the study, points out that human resources development is to point to, in a certain period of time, provided by the employer of a planned learning activities, is a kind of purposeful learning, to achieve the organization performance may improve, or at risk of personal growth. The study referred to in the learning activities for training, education and development. For the learning of the learning activity called training; Use learning activities for the future may be called education; if just want to have a basic understanding and learning activities as the development of the concept.Swanson (1995) argue that human resource development is a process, through the development of organization development and individual development and liberation of people's specialized knowledge or technology, to improve performance. Which the study and development of individuals and organizations and individual and organizational performance improvement is the core human resources development of the two clues, most people see it as a partner to pursues the success; While Swanson (1995) also tend to see human resources development as a process or a system, in open view to look at, can be combined with different people at different times, and will be located in human resource development in various areas such as belonging to inside and outside the organization. Snyder, Raben & Ferr (1980) on the basis of the theory of behavioral science related technical or, enhance the value of people, and see it as a resource of the organization. This view is focused on people is the most valuable resource in the organization, and think that behavioral sciences has provided many solutions and skills to promote the effective use of human resources. Therefore, behavior science and technology can be applied to intervene to change people's behavior, will affect organizational performance.MacDuffie (1995) argue that organizations besides needs employees with high skill levels, also need to staff is willing to show is the spontaneity of organization behavior, because without the employees incentive, even if the employees have high skills, work efficiency is limited (Huselidu 1995), so the high performance organization needs to have highly motivated employees, its willingness to spontaneous cooperation organization objective (Wright & Snell, 1991).HuseUdC 1995) empirical research also points out that enterprise human resource management activities related to two performance levels at least: when a good human resource management measures to make the employees try to unconditionally (Commitment) increase, expected high organizational Commitment of employees will directly affect the turnover rate and personal productivity and other intermediary output; When investment better paid more than the cost of human resource management, employee turnover rate is low and large productivity can increase the enterprise's financial performance.McLagan (1989) argue that organizational development is a major human resource requirements to the organization, strategies, and basic principle for decision-making. The respectively from two aspects of internal and external relations to explore: internal relations: organizational leaders attach importance to and the relationship among the members of the organization. External relations: focuses on internal work not only, more should pay attention to the relations with the outside, it includes: the relationship between relations, between the government and other organizations and the relationship between community and so on three aspects.HRD in organization and performance improvementThrough regression analysis found that employees perceive human resources development in the organization development impact on not the service performance, the other two factors career development and education training a positive impact on organizational performance. The employees' perception of employee career development of human resources development the more sufficient, service the higher the equivalent of the organization. Employees perceive the organization's human resources development in the education training work to do, the better, the higher theorganization's service performance. Group human resources development of the three factor positive influence on the organization's internal management performance: namely human resources development in the organization development, the more fully, the higher the service performance of the organization. Human resources development of employee career development more fully, the higher the organization's internal management performance. Employees perceive the organization's human resources development in the education training work to do, the better, the higher the organization's internal management performance.Human resources development in the career development in efforts to promise there is no effect, the other two dimensions: organizational development and education training commitment to try to have a significant impact, organization development and education training implementation situation, the better, the higher the degree of the efforts of the staff. Employee perceptions of organization development, the development of human resources fully, the value of employee commitment is higher. Staff awareness of employee career development of human resources development, the more fully, the value of employee commitment is higher. Staff awareness education and training of human resources development work is done, the better, the value of employee commitment is higher. Three factors of human resources development and employee retention commitment are related: the employees' perception of organization development, the development of human resources fully, the higher the employee retention commitment. Staff awareness of employee career development of human resources development is more fully, the higher the employee retention commitment. Staff awareness education and training of human resources development is the better, the higher the employee retention commitment.In regard to the development of human resources, through the analysis of variance of the results of the study showed that employee perceptions of organizational status will be because of the position of human resource development, service seniority, job category, title organization has the remarkable difference on the difference of the number of employees. Employee’s marital status there was nosignificant difference for human resource development. Other personal background variables such as gender age and level of education only one dimension of the organization's is human resources development and the reason why the results with that reported by the different, mainly due to different people in the study.In terms of the employee's organizational commitment, organizational commitment of employees because of the position, title, working years, and has the remarkable difference on the difference of the number of employees. Other personal background variables such as gender, marital status, age and level of education, type of work only one dimension of the organization's human resources development.In terms of organization performance, employee perceptions of organizational performance will be because of different sex, age, position, job title, job category and the number of employees and have significant difference. And marital status, education status and length of only affect a dimension of organizational performance. And the main reason for the difference between the produce of forefathers' research are caused by different measure of organizational performance.Suggestion and conclusionHuman resources development is to improve performance and promote staff growth provided a series of learning process, this definition emphasizes learning activity phase relationship with job content, see employees as the company's assets. Continue to try to let employees itself value-added investment will be staff and organization of a win-win situation. Regardless of the strategies, processes, organization and system must rely on people to perform. Organizational performance completely will vary from person to person. Human resources development should be combined with appraisal system should pay attention to performance, strengthening plan. Let employees professional training if there is no ability to ascend, shows that human resources is no performance at all. Measures should be taken to deal with training not active behavior, the problem of training not effective. Set up employee assessment and grading system as the foundation of human resources development, such a supporting measures is vigorously promote human resources development.Organizations should pay more attention to employees, to employees as internal customers, has long been used for external customers for performance improvement ways used to internal staff, pay attention to employee satisfaction, employee satisfaction to promote customer satisfaction, only satisfied employees, just can have satisfied customers, the customer orientation also inspire staff. If the organization can realize the importance of employees, so, in the process of pursuing the organization performance, understanding and emphasized the importance of internal marketing role, can be coordinated, education and motivate employees and the organization to achieve common goals. In management to make all employees aware of to make the value of the short-term and long-term plan and they are in meter. Draw the location, so you can use good human resources, to achieve the best performance.Group human resources development of the three factor positive influence on the organization's internal management performance: namely human resources development in the organization development, the more fully, the higher the service performance of the organization. Human resources development of employee career development more fully, the higher the organization's internal management performance. Employees perceive the organization's human resources development in the education training work to do, the better, the higher the organization's internal management performance. From the result point of view, human resources development of dimensions to the dimensions of organizational performance also has obvious positive correlation.译文人力资源开发的目的是什么?人力资源开发的目的是为了提高组织绩效D E Arnold引言有效组织认识到,在影响业绩的各种因素中,人的因素显然是最重要的,无论一个组织的规模或性质如何,成功与否都取决于员工所做的决策,以及他们根据这种决策所采取的行为。
人力资源管理词汇及翻译汇总
人力资源管理词汇及翻译汇总人力资源管理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工作分析计划表job analysis schedule, JAS职位分析问卷调查法Management Position Description Questionnaire, MPDQ 行政秘书executive secretary地区服务经理助理assistant district service manager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五、招聘:(recruitment)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八、企业文化与组织发展企业文化corporate 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十、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 method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strictness360度反馈360-degree feedback叙述法essay method集中趋势central tendency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工资水平居后者pay followers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 methodHay Guide Chart-profile Method海氏指示图表个人能力分析法工作定价job pricing工资等级pay grade工资曲线wage curve工资幅度pay range福利(间接经济补偿)员工股权计划employee stock ownership plan, ESOP 值班津贴shift differential奖金incentive compensation分红制profit sharing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十四、员工和劳动关系工会union地方工会local union行业工会craft union产业工会industrial 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 relations纪律discipline纪律处分disciplinary actiondemotion降职调动transfer晋升promotion上海人力资源管理师专业词汇表（粗体）360度反馈过程360-degree feedback process缺席Absence可接受性Acceptability成就测试Achievement tests行动计划Action plan*行动步骤Action steps有责任Accountability青少年Adolescent*探险学习法Adventure learning负面影响Adverse impact*工会代理制Agency shop有闯劲的，敢做敢为的Aggressive津贴，补助Allowance*建设性争议解决方法Alternative dispute resolution (ADR) 野心，雄心Ambition分析法Analytic approach公告Announcement求职者Applicant申请Application评价,评估Appraisal*评价政治学Appraisal politics*学徒制Apprenticeship任命Appoint仲裁Arbitrary*评价Assessment评价中心Assessment center态度认知与改变计划Attitude awareness and change program 态度构建Attitudinal structuring权威Authority视听教学Audiovisual instruction审计法Audit approach商谈Bargain*基本技能Basic skills行为模拟Behavior modeling行为改变计划Behavior-based program*评判Benchmarking基准Benchmarks福利、收益Benefits奖金Bonus*联合抵制Boycott企业规划Business planning事业部Business division业务整合Business integration候选人Candidate职业Career职业锚Career anchor职业咨询Career counseling职业曲线（成熟曲线）Career curves (maturity curves) 职业发展Career development职业管理系统Career management system* 职业支持Career support集权化Centralization教练Coach认知能力Cognitive ability认知性结果Cognitive outcomes劳资谈判过程Collective bargaining process 承诺，义务Commitment沟通技巧Communication skill*演练小组Community of practice比较比率Compa-ratio报酬要素Compensable factors报酬，补偿Compensation能力评估Competency assessment能力模型Competency model竞争优势Competitive advantage妥协Compromise集中战略Concentration strategy*同时效度Concurrent validation商量，请教Consultation消费者价格指数Consumer price index, CPI*内容效度Content validation持续学习Continuous learning* 投入计划Contributory plan合作培训Coordination training成本结构Cost structure* 关键事件Critical incident关键事件法Critical incident method*效标关联效度Criterion-related validity跨文化准备Cross-cultural preparation交叉培训Cross-training文化环境Cultural environment文化冲击Cultural shock顾客评估Customer appraisal简历CV (curriculum vitae)数据流程图Data flow diagram*数据库Database分散化Decentralization决策Decision making决策支持系统Decision support systems缺乏Deficiency养老金福利计划Defined-benefit plan资方养老金投入计划Defined-contribution plan扁平化Delayering需求预测Demand forecasting沮丧Depression开发规划系统Development planning system差额计件工资Differential piece rate直接成本Direct costs纪律Discipline差别性影响Disparate impact差别性对待Disparate treatment多元化培训Diversity training红利Dividends歧视Discrimination开除，解雇Dismiss精简Downsizing降级Downward move效率工资理论Efficiency wage theory平等主义Egalitarian所得，收入Earnings效率Efficiency*电子绩效支持系统Electronic performance support system (EPSS) 员工授权Employee empowerment员工租借Employee leasing雇员调查与研究Employee survey research*雇员健康修炼计划Employee wellness programs (EWPs)企业家Entrepreneur*书面方式Essay method道德Ethics离职面谈Exit interview外派雇员Expatriate专家系统Expert systems显性知识Explicit knowledge外部分析External analysis外边成长战略External growth strategy外部劳动力市场External labor market当面讨论Face to face discussion因素比较法Factor comparison system反馈Feedback小时工资率Flat hourly rate灵活的福利计划（自助福利Flexible benefits plans (cafeteria plans) 方案）灵活的时间Flextime流程图Flowchart跟随，追随Follow up*预测Forecasting （劳动力供求）正规教育计划Formal education programs参照系Frame of reference职能工作分析Functional job analysis, FJA收益分享计划Gain sharing plans全球化Globalization*目标Goals目标和时间表Goals and timetables图式评估法Graphic rating-scale method委屈Grievance*团队建设法Group-building methods群体指导计划Group mentoring program指导方针Guidelines* 海氏剖析法Hay profile method猎头Head hunter健康安全Healthy and safetyHandover 工作交接*高层次培训High-leverage training高绩效工作系统High-performance work systems计时工资制Hourly work人力资本Human capital人力资源信息系统Human resource information system (HRIS)人力资源管理Human resource management人力资源计划Human resources planning, HRP收入，收益Income个人主义/集体主义Individualism/collectivism通货膨胀Inflation投入Input保险Insurance知识资产Intellectual asset内部分析Internal analysis内部成长战略Internal growth strategy内部劳动力Internal labor force互联网Internet实习计划Internship programs面试Interview产业化Industrialization信息技术IT(Information Technology)投资Invest工作分析Job analysis工作分类法Job classification system工作描述Job description工作设计Job design工作扩大化Job enlargement工作丰富化Job enrichment工作评价Job evaluation工作认同Job commitment工作重要性排序法Job ranking system工作轮换Job rotation工作满意度Job satisfaction工作规范Job specification合资公司Joint venture company关键业绩指标Key performance indicator,KPI 劳动关系进程Labor relations process无领导小组讨论法Leaderless group discussion学习型组织Learning organization直线经理Line manager会员资格维持Maintenance of membership目标管理Management by objectives, MBO 管理预测Management forecasts管理过程Management process经理评估Manager appraisal管理多元化Managing diversity人力，劳动力Manpower物质奖励Material incentive调解Mediation导师Mentor绩效指南Merit guideline士气Morale流动性Mobility学习的动机Motivation to learn（培训）需要评价Needs assessment夜班Night shift非营利组织Nonprofit organization职业Occupation在职培训On-the-job training, OJT开放文化Open culture实践的机会Opportunity to perform组织设计与发展Organization desgin and development组织分析Organizational analysis组织能力Organizational capability组织结构图Organiztion chart组织代码Organization code入职培训Orientation费用Outlay重新谋职咨询Outplacement counseling产出Output外包Outsourcing超额工资Overpay小组面试Panel interview加薪要求Pay claim工资等级Pay grade工资结构Pay structure按绩效的报酬标准Pay-for-performance standard工资政策线Pay-policy line职工薪水册Payroll养老金，退休金Pension同事评估Peer appraisal鼓舞动员谈话Pep talk绩效评价Performance appraisal绩效反馈Performance feedback绩效管理Performance management绩效规划与评价系统Performance planning and evaluation (PPE) 岗位，职位Post潜在的，可能的Potential优先Priority试用Probation个人特征Person characteristics人员甄选Personnel selection计件工资Piecework职位分析问卷调查Position analysis questionnaire, PAQ预测效度Predictive validation利润分享Profit sharing晋升Promotion心理契约Psychological contract调查问卷Questionnaire和谐，亲善Rapport易读性Readability培训准备Readiness for training推理能力Reasoning ability和解Reconciliation认可，承认Recognition招募Recruitment冗余Redundancy流程再造Reengineering参考Reference拒绝，否决Reject复职Reinstatement关联数据库Relational database信度Reliability报酬Remuneration声誉，名声Reputation(核心人员)保持计划Retention plan归国准备Repatriation替换表Replacement charts投资回报Return on investment (ROI) 角色模糊Role ambiguity角色分析技术Role analysis technique 角色扮演Role play高级管理层Senior management解决，决定Settlement病假Sick leave仿真，模拟Simulation自我评估Self-appraisal转包合同Subcontracting客观存在因素Substantive reason后任Successor供给预测Supply forecasting调查Survey目标，目的Target才能，才干Talent病假条Sick note情景面试Situational interview技能量表Skill inventories技能工资Skill-based pay明确性Specificity即时奖金Spot bonus人员配置表Staffing tables战略选择Strategic choice战略一致性Strategic congruence战略性人力资源管理Strategic human resource management 战略形成Strategy formulation战略执行Strategy implementation下属Subordinate隐形知识Tacit knowledge任务分析Task analysis团队领导培训Team leader training团队建设Team building高层Top stratum终止Termination全面质量管理Total quality management (TQM)培训管理Training administration培训结果Training outcomes事务处理Transaction processing趋势分析Trend analysis离职，流动Turnover效用分析Utility analysis效度Validity语言理解能力Verbal comprehension既得利益Vesting发言Voicing薪资调查Wage and salary survey冻结工资增长Wage freeze网上培训Web-based training福利体系Welfare system就业许可证Work permit/ work certificateHR常用英语~~Marketing and Sales (市场与销售部分)Vice-President of Sales 销销售副总裁Senior Customer Manager 高级客户经理Sales Manager 销销售经理Regional Sales Manager 地区销售经理Merchandising Manager 采购经理Sales Assistant 销销售助理Wholesale Buyer 批发采购员购员Tele-Interviewer 电话调电话调查员员Real Estate Appraiser 房地产评估师Marketing Consultant 市场顾客场顾问Marketing and Sales Director 市场与销售总监总监Market Research Analyst 市场调查分析员员Manufacturer\'s Representative 厂家代表Director of Subsidiary Rights 分公司权利总监总监Sales Representative 销销售代表Assistant Customer Executive 客户管理助理Marketing Intern 市场实习习Marketing Director 市场总监场总监Insurance Agent 保险代理人Customer Manager 客户经理Vice-President of Marketing 市场副总裁Regional Customer Manager 地区客户经理Sales Administrator 销销售主管Telemarketing Director 电话销售总监总监Advertising Manager 广告经理Travel Agent 旅行代办员员Salesperson 销销售员员Telemarketer 电话销电话销售员员Sales Executive 销销售执行者Marketing Assistant 市场助理Retail Buyer 零售采购员购员Real Estate Manager 房地产经理Real Estate Broker 房地产经纪人Purchasing Agent 采购代理Product Developer 产产品开发开发Marketing Manager 市场经理Advertising Coordinator 广告协调员调员Advertising Assistant 广告助理Ad Copywriter(Direct Mail) 广告文撰写人Customer Representative 客户代表Computers and Mathematics(计算机部分)Manager of Network Administration 网络管理经理MIS Manager 电脑计算机部经理Project Manager 项项目经理Technical Engineer 技术工程师Developmental Engineer 开开发工程师Systems Programmer 系统程序员员Administrator 局域网管理员员Operations Analyst 操作分析Computer Operator 电脑计算机操作员员Product Support Manager 产产品支持经理Computer Operations Supervisor 电脑计算机操作主管Director of InFORMation Services 信息服务主管Systems Engineer 系统工程师Hardware Engineer 硬件工程师Applications Programmer 应应用软件程序员员InFORMation Analyst 信息分析LAN Systems Analyst 系统分析Statistician 统计员统计员Human Resources（人力资源部分）Director of Human Resources 人力资源总监总监Assistant Personnel Officer 人事助理Compensation Manager 薪酬经理Employment Consultant 招募顾问顾问Facility Manager 后勤经理Job Placement Officer 人员配置专员专员Labor Relations Specialist 劳动关系专员专员Recruiter 招聘人员员Training Specialist 培训专员训专员Vice-President of Human Resources 人力资源副总裁Assistant Vice-President of Human Resources 人力资源副总裁助理Personnel Manager 职员经职员经理Benefits Coordinator 员员工福利协调员调员Employer Relations Representative 员员工关系代表Personnel Consultant 员员工顾客问问Training Coordinator 培训协调员调员Executive and Managerial(管理部分)Chief Executive Officer(CEO) 首席执行官Director of Operations 运运营总监营总监Vice-President 副总裁Branch Manager 部门经理Retail Store Manager 零售店经理HMO Product Manager 产产品经理Operations Manager 操作经理Assistant Vice-President 副总裁助理Field Assurance Coordinator 土地担保协调员调员Management Consultant 管理顾问顾问District Manager 市区经理Hospital Administrator 医院管理Import/Export Manager 进进出口管理Insurance Claims Controller 保险认领管理员员Program Manager 程序管理经理Insurance Coordinator 保险协调员调员Project Manager 项项目经理Inventory Control Manager 库库存管理经理Regional Manager 区域经理Chief Operations Officer(COO) 首席运营官General Manager 总经总经理Executive Marketing Director 市场行政总监总监Controller(International) 国际监管Food Service Manager 食品服务经理Production Manager 生产经理Administrator 医序保险管理Property Manager 房地产经理Claims Examiner 主考官Controller(General) 管理员员Service Manager 服务经理Manufacturing Manager 制造业经理Vending Manager 售买经理Telecommunications Manager 电电信业经理Transportation Manager 运输经运输经理Warehouse Manager 仓库经仓库经理Assistant Store Manager 商店经理助理Manager(Non-Profit and Charities) 非盈利性慈善机构管理做管理的人必备的英文单词目标 mission/ objective集体目标 group objective内部环境 internal environment外部环境 external environment计划 planning组织 organizing人事 staffing领导 leading控制 controlling步骤 process原理 principle方法 technique经理 manager总经理 general manager行政人员 administrator主管人员 supervisor企业 enterprise商业 business产业 industry公司 company效果 effectiveness效率 efficiency企业家 entrepreneur权利 power职权 authority职责 responsibility科学管理 scientific management现代经营管理 modern operational management行为科学 behavior science生产率 productivity激励 motivate动机 motive法律 law法规 regulation经济体系 economic system管理职能 managerial function产品 product服务 service利润 profit满意 satisfaction归属 affiliation尊敬 esteem自我实现 self-actualization人力投入 human input盈余 surplus收入 income成本 cost资本货物 capital goods机器 machinery设备 equipment建筑 building存货 inventory经验法 the empirical approach人际行为法 the interpersonal behavior approach集体行为法 the group behavior approach协作社会系统法 the cooperative social systems approach 社会技术系统法 the social-technical systems approach 决策理论法 the decision theory approach数学法 the mathematical approach系统法 the systems approach随机制宜法 the contingency approach管理任务法 the managerial roles approach经营法 the operational approach人际关系 human relation心理学 psychology态度 attitude压力 pressure冲突 conflict招聘 recruit鉴定 appraisal选拔 select培训 train报酬 compensation授权 delegation of authority协调 coordinate业绩 performance考绩制度 merit system表现 behavior下级 subordinate偏差 deviation检验记录 inspection record误工记录 record of labor-hours lost 销售量 sales volume产品质量 quality of products先进技术 advanced technology顾客服务 customer service策略 strategy结构 structure(3)领先性 primacy普遍性 pervasiveness忧虑 fear忿恨 resentment士气 morale解雇 layoff批发 wholesale零售 retail程序 procedure规则 rule规划 program预算 budget共同作用 synergy大型联合企业 conglomerate资源 resource购买 acquisition增长目标 growth goal专利产品 proprietary product竞争对手 rival晋升 promotion管理决策 managerial decision商业道德 business ethics有竞争力的价格 competitive price供货商 supplier小贩 vendor利益冲突 conflict of interests派生政策 derivative policy开支帐户 expense account批准程序 approval procedure病假 sick leave休假 vacation工时 labor-hour机时 machine-hour资本支出 capital outlay现金流量 cash flow工资率 wage rate税收率 tax rate股息 dividend现金状况 cash position资金短缺 capital shortage总预算 overall budget资产负债表 balance sheet可行性 feasibility投入原则 the commitment principle 投资回报 return on investment生产能力 capacity to produce实际工作者 practitioner最终结果 end result业绩 performance个人利益 personal interest福利 welfare市场占有率 market share创新 innovation生产率 productivity利润率 profitability社会责任 public responsibility董事会 board of director组织规模 size of the organization 组织文化 organizational culture 目标管理 management by objectives 评价工具 appraisal tool激励方法 motivational techniques 控制手段 control device个人价值 personal worth优势 strength弱点 weakness机会 opportunity威胁 threat个人责任 personal responsibility顾问 counselor定量目标 quantitative objective定性目标 qualitative objective可考核目标 verifiable objective优先 priority工资表 payroll（4）策略 strategy政策 policy灵活性 discretion多种经营 diversification评估 assessment一致性 consistency应变策略 consistency strategy公共关系 public relation价值 value抱负 aspiration偏见 prejudice审查 review批准 approval主要决定 major decision分公司总经理 division general manager 资产组合距阵 portfolio matrix明星 star问号 question mark现金牛 cash cow赖狗 dog采购 procurement人口因素 demographic factor地理因素 geographic factor公司形象 company image产品系列 product line合资企业 joint venture破产政策 liquidation strategy紧缩政策 retrenchment strategy战术 tactics(5)追随 followership个性 individuality性格 personality安全 safety自主权 latitude悲观的 pessimistic静止的 static乐观的 optimistic动态的 dynamic灵活的 flexible抵制 resistance敌对 antagonism折中 eclectic(6)激励 motivation潜意识 subconscious地位 status情感 affection欲望 desire压力 pressure满足 satisfaction自我实现的需要 needs for self-actualization 尊敬的需要 esteem needs归属的需要 affiliation needs安全的需要 security needs生理的需要 physiological needs维持 maintenance保健 hygiene激励因素 motivator概率 probability强化理论 reinforcement theory反馈 feedback奖金 bonus股票期权 stock option劳资纠纷 labor dispute缺勤率 absenteeism人员流动 turnover奖励 reward(7)特许经营 franchise热诚 zeal信心 confidence鼓舞 inspire要素 ingredient忠诚 loyalty奉献 devotion作风 style品质 trait适应性 adaptability进取性 aggressiveness路漫漫其修远兮，吾将上下而求索- 百度文库热情 enthusiasm毅力 persistence人际交往能力 interpersonal skills行政管理能力 administrative ability智力 intelligence专制式领导 autocratic leader民主式领导 democratic leader自由放任式领导 free-rein leader管理方格图 the managerial grid工作效率 work efficiency服从 obedience领导行为 leader behavior支持型领导 supportive leadership参与型领导 participative leadership指导型领导 instrumental leadership成就取向型领导 achievement-oriented leadership21。
人力资源管理薪酬管理中英文对照外文翻译文献
人力资源管理薪酬管理中英文对照外文翻译文献(文档含英文原文和中文翻译)Payment managementSince the end of the 20th century, the emerging new economy of the modern enterprise human resources management, including the management pays a higher demand. Economic globalization increasing adaptability, innovation and competitiveness, the right talent management imposed a terrible pressure. The value of expertise was recognized and integrated into the organization and day-to-day management to cope with pressure; unique intellectual capital as a factor of production, replacing wooden side-by-side human capital in the industry, the financial capital in 1997. All these have business or pay Management will bring fundamental changes, which are mainly embodied in the following aspects abuse.Integration in the global economy, trends in the knowledge-based economy, human resources has become the organization to acquire and maintain competitive advantage in key elements. So talent competition will be on a global scale by launching more intense, within the area of human resources are the most direct consequences of the contest is to pay Slumps. All competitors had to pay is higher than the average market price of the salaries, resulting in human resources rolling rising prices. Echoing this, the profit distribution pattern will have a tremendous transformation, knowledge - has value, personnel labor is the voice of increasingly strong gains will be more widely shared and not overly concentrated. Organization of human resources must take a more serious attitude and generous to pay greater human capital investment.Traditional working theory of value will gradually to the market value on transition. Rely on the work of analysis and calculation of the value of traditional working practices will be at a higher level, pay to reflect moreknowledge of the demands of a market economy, the management will pay the creation of a dynamic analysis system to adapt to changing market demand.Salaries and benefits design, design flexibility and multi-track system will become more popular, which contains the rules will be more complicated. "disinter grate" phenomenon will become more common. The salary management, human design colors will be more concentrated, delivered psychological principles rather than principles of economics will play a more important role. Based mainly in the mental age of the knowledge economy, the pay is not purely economics calculation. And even more importantly is the psychology. The meaning will pay more attention to the value rather than the economic value.To stock options as the main form of capital allocation in the future people pay the proportion will continue to expand. And become dominant pattern. Recently, some even offered to natural capital, including environmental, ecological and other non-monetary incentives as a means to the means.Online evaluation and online payments will be part of the enterprises has been highly appreciated. With the advent of the Internet, broadband, wireless communications and technological development, people's work patterns, staff and the concept of enterprise mode of operation will change very much. Working Families, flexible work system and virtual enterprises will become a fashion, by a part of the corporate bandwagon. Online assessment and on-line payment will be widely used many enterprises.The meaning of compensation and compensation managementSalaries and pay the content management Compensation is that the staff turn towards the organizations to provide labor or services and access to various forms of reward or return, is organization paid to their employees of all labor remuneration. Compensation management is the process of enterprise managers refers to the remuneration paid standards of staff, the level of theelements to determine thestructure, distribution and adjustment. The respect of traditional compensation management is material reward, with little consideration on the behavioral characteristics of manager; Moreover modern compensation management shifted the focus to the development of human resources and use, it takes the process of material reward of management and encouraging staff closely fall together ,turn into a unified organic whole.The influence factors of Compensation management Modern compensation management researchers found that the impact of the compensation management have a lot of factors, which can be primarily summed up in the four following factors.(1)External environment factorsImpacting compensation management to the external environment factors including:①Economic environment. Macroeconomic situation and development trend will affect the human resources policy formulation and adjustment.②Social environment. The change of social values will lead to the organization's staff mentality changed: With the staff's level of education and skills enhancement, the compensation system of enterprises must make out the appropriate adjustments for employees of these social changes.③Political environment. Human resources management is always a certain social and political conditions for the environment, must reflect the spirit of country(enterprises) according to law.④Technological environment. Technology environment including the whole process from raw materials and products to the market. In the process from raw materials to the products, any technological breakthroughs and improvements, and the staff of enterprises will all have a tremendous impact, therefore, enterprises must continuously reform the compensation system, to mobilize the enthusiasm of key personnel, the introduction of technology and retain the key personnel, encourage technological innovation, in order to gain the competitive advantages of technology, talent and innovation for enterprises.(2)Organization internal factorsInfluence the organizations of compensation management specific internal factors include : the compensation management of financial capability, human resources and remuneration policies, the scale of enterprises, the culture of enterprises, the structure of enterprises (or flat-level type), and faced life cycle of the specific stages.(3)Work factorsThe influence of work factors of compensation management specific including: work environment, labor intensity, and complexity of the initiative, and challenges and so on. (4)Individual factorsThe impact of individual actors of compensation management including: the laborers’ personal ability, personality, character traits and values, seniority, performance, experience, education, the development potential.In summary, the pay is an integrated with the four elements harmony of management, environment, organizations, and individuals, and continuously the process of effective use, in this process, employees gained the satisfaction and a sense of achievement on labor reward and job, and organizations will complete its goals.The structure, quality and function of compensation, and the motivation theory of compensation .The structure, quality and function of compensationThe structure of compensation Compensation is a complex economic and social phenomenon from different angles can perform various classifications. According to the mechanism of compensation, it can divide into internal and external compensation. (1) Internal compensation Internal compensation means the staff by virtue of their own hard work to get honor, success and liability. Internal compensation include : participation in the decision-making rights, individuals to play the potential job opportunities, independence and freedom to arrange their working hours, more terms, more interested in the work, personal development opportunities, diversification of activities.(2) External compensationExternal compensation means enterprises according tothe staff for the size of contribution they made and that paid the various forms of income to the staff. Its specific manifestations are varied, including wages, bonuses, benefits, allowances and other specific forms: ① Wages .employees as long as works in enterprises, we will be able to get a regular fixed amount of labor remuneration. The narrow wages paid to workers refer to the monetary reward. From the meaning of generalized wages, including laborers monetary and all the remuneration of non-monetary forms. It is now commonly referred to wages, generally refers to generalized wages. As the wages of staff basi c compensation, the basic amount fixed, it provides a more stable source of income to the employees, and meet the minimum needs of life to staff. ②Incentives. Incentives refers to the organization to provide staff with the efforts beyond the normal labor or labor and compensation paid to employees, including its dividend, profit sharing and usually refer to the bonus content. ③Welfare. Welfare also has broad and narrow, the broad welfare includes wages. The narrow welfare refers paid to the staff in addition to wages or salaries and other forms of remuneration, and more to pay in Physical or the form of services, such as social insurance (life insurance, unemployment , endowment insurance, etc.) the free and discounted of work meal, preferential housing, t he provision of free or low-priced canteens bathhouse, clubs, and so on.④Subsidy. Subsidies refers to the wage or salary of enterprises difficult to complete, accurately reflect the situation or the special working conditions of staff and job characteristics and the specific conditions of the additional pay and the cost of living paid staff compensation. These circumstances are: the working environment is detrimental to staff health; The work cause possibility of larger harm to staff; employees involved in the community in some seemingly decent work and so on. People usually associated with the allowance as compensation, and the compensation linked to life as subsidies. According to the compensation defined as the fundamental basis of the compensation classification, the pay can be divided into time, piece-work payand outstanding achievement compensation. In addition, according to the compensation whether the monetary form can be obtained directly, divided into monetary and non-monetary remuneration.The quality and function of compensation.(1)The quality of compensationPay is the same as commodity money contact to a ing the two angles as following to define the quality of compensation. From the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was the allocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influence in the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.(2)The function of compensation The function of compensation may from the enterprises, workers and social aspects to inspect: ①From the point of view of the enterprises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor byenterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improve their work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consi stent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships. ②From the point of view of the employee, compensation has the following functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, with the basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work. Third，reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense of security and a sense of security for the staff. ③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will be willing to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resourcesreasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.The Motivation theory of compensation Compensation has always been an attention task, it is not merely related to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject. The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basic functions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation. Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow? Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct at the organization's goals. Therefore, not only to study some kind of motivationhow is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadership is seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation. At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Hierarchy of Needs TheoryMaslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks that it generally has five levels of needs in social life by people: physiological needs, security needs and society needs, respect needs and self-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layer to rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to the theorysimple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively, it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivationExpectancy theory of motivation is proposed by Fulumu(V. H. Vroom) who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve a certain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency. From the point of view of psychological, Expectancy theory of motivation has three specific psychology relation:First, Effort-performance linkage refers to the perception of individuals through efforts to achieve the desired performance tarts possibility. Second, Performance-reward linkage is a person through a certain level of the efforts to achieve the desired level of pay determined.Finally, Reward attractiveness shows the achievement of the expected results or remuneration received by the individual concerned how much importance. As enterprise managers, Expectancy theory of motivation provides such a management way: every employees in the three psychological linked to the drive, the choice and tropism usually through the four steps :First, the work brings what results to the staff.Second, the results has how much more attractive to the staff.Third, achieve this result, what need to do by the staff.Fourth, From the point of view of staff, achieve such a result needs how much probability of success.Nanjing DE valve factory the problems and causes of compensation management and the analysis of problemCompensation system lack of strategic thinkingIn the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform ofenterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the Nanjing DE valve factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, Nanjing DE valve factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decomposition to the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.The illogicality structure of compensation, with the disjoint of market level Due to the inference of traditional structure and the traditional concept,the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the input and output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positions on the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise. From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a bigresistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.The re-engineering of compensation management system Nanjing DE valve factory .The ideas of design of compensation system in Nanjing DE valve factory Through the design of compensation in Nanjing DE valve factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system. During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.The compensation of production quality piecework system of frontline staff(1)Basic ideas There are 195 front-line workers in the factory, such as latheman, miller, planer, grinder, locksmith and so on, their compensation carry out The compensation of piecework system. Compensation qualitypiecework system is designing for the operation staff, operation staff workload can be directly calculated. Therefore it can use the work measure to account their wages. The compensation of piecework system is that in accordance with the quantity production of qualified products or the volume of completed work by staff, according to a prescribed price calculation piece of a kind of compensation.(2) The structure of compensationIts calculation : The compensation of piecework of frontline production staff per month= The compensation of posts standard ×The completion rate of target output × The completion rate of target cost ×quality coefficient + skills wages + allowance. On one hand, take the compensation of posts standard to maintain the basic completion; On the other hand, the employees revenue linked to the personal performance appraisal. Of which: The completion rate of target output target completion rate = actual output of the month / target yield of the month × 100% The completion rate of target cost = actual cost of the month / target cost of the month × 100% Actual cost = the cost of raw materials +the dynamic power of electric power + wages and the cost surcharge + depreciation + other costs. Quality coefficient: its benchmark value is 1, every workshop section for quality records per day, According to the quality coefficient of assess standard to add or button at the end of month, and gain the quality coefficient of the month. Quality coefficien t = 1.00 – the withheld coefficient of the month + the increase coefficient of the month①Established the compensation standards of posts According to the post of technical difficulty, and intensity of work, working conditions and responsibilities for the size to determine the level posts, different levels to determine the different of the compensation standards of posts. ②Determine the compensation of skills The compensation of skills through technical levels to identify and technical level by the technical assessment results to determine. Under the results of technical evaluation, it will be divided into five technical grade. ③Determination the allowances of postsThe monitor and the teacher is。
人力资源管理 英语作文
人力资源管理英语作文Title: Effective Human Resource Management in the Modern Workplace。
Human resource management (HRM) plays a crucial role in ensuring the success and sustainability of any organization in today's dynamic business environment. Effective HRM practices contribute to employee satisfaction, productivity, and overall organizational performance. In this essay, we will explore key aspects of HRM and how they impact the modern workplace.Firstly, recruitment and selection are fundamental components of HRM. A strategic approach to recruitment involves identifying the right talent that aligns with the organization's goals and culture. Utilizing varioussourcing channels, such as job boards, social media, and employee referrals, enables HR professionals to attract a diverse pool of candidates. Additionally, employing robust selection methods, including interviews, assessments, andreference checks, ensures that only the most suitable candidates are hired.Once employees are onboard, effective onboarding and training programs are essential for their integration and development within the organization. Onboarding goes beyond administrative tasks and includes introducing new hires to the company's mission, values, and expectations. Providing comprehensive training programs equips employees with the necessary skills and knowledge to perform their roles effectively. Moreover, ongoing training and development opportunities demonstrate a commitment to employee growth and retention.Employee engagement and retention are critical HRM objectives in today's competitive labor market. Engaged employees are more productive, innovative, and committed to organizational success. HR strategies aimed at fostering engagement may include regular communication, recognition programs, and opportunities for feedback and collaboration. Moreover, implementing work-life balance initiatives and offering competitive compensation and benefits packages canenhance employee satisfaction and retention rates.Performance management is another key aspect of HRM that contributes to organizational effectiveness. Establishing clear performance expectations, providing regular feedback, and conducting performance evaluations enable employees to understand their roles and responsibilities better. Furthermore, performance management systems help identify high performers, address performance issues, and facilitate career development conversations.Effective HRM also involves managing diversity and inclusion in the workplace. Embracing diversity not only enhances organizational culture but also drives innovation and creativity. HR policies and practices should promote equality and fairness, prevent discrimination and harassment, and create a supportive environment where all employees feel valued and respected.Lastly, HRM plays a crucial role in change management within organizations. In today's fast-paced businessenvironment, organizations must adapt to technological advancements, market trends, and regulatory changes. HR professionals facilitate change by communicating effectively with employees, addressing concerns, and providing the necessary support and resources to navigate transitions successfully.In conclusion, effective human resource management is essential for the success and sustainability of organizations in the modern workplace. By focusing on recruitment and selection, onboarding and training, employee engagement and retention, performance management, diversity and inclusion, and change management, HR professionals can create a positive work environment where employees thrive and contribute to organizational success.。
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。
人力资源管理双语课后习题及翻译
习题及答案Chapter 01 Human Resource Management: Gaining a Competitive Advantage Answer KeyTrue / False Questions1. (p. 5) Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.FALSE2. (p. 5) The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation.FALSE3. (p. 6) The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners.FALSE4. (p. 9) The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. TRUE5. (p. 9) Advances in technology have allowed HR services to be offered more on a self-service basis than in the past.TRUE6. (p. 9) HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently.FALSE7. (p. 11) Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition.TRUE8. (p. 14) Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds.TRUE9. (p. 19) Companies are now more and more interested in using intangible assets and human capital as a way to gain an advantage over competitors.TRUE10. (p. 22) A learning organization places the highest emphasis on completion of formal employment training.FALSE11. (p. 22) The psychological contract describes what an employee expects to contribute and what the company will provide to the employee in return for these contributions.TRUE12. (p. 25) The use of alternative work arrangements, which include independent contractors, on-call workers, temporary workers, and contract company workers, is shrinking.FALSE13. (p. 27) To be effective, balanced scorecards must be customized by companies to fit different market situations, products, and competitive environments.TRUE14. (p. 27) The balanced scorecard should not be used to link the company's human resource management activities to the company's business strategy.FALSE15. (p. 30) Corporate cultures within companies that successfully implement TQM typically emphasize individualism, hierarchy, accountability, and profits.FALSE16. (p. 31) ISO 9000 certification is an integral component of W. Edwards Deming's quality control process.FALSE17. (p. 34) The skills and motivation of a company's internal labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.TRUE18. (p. 37) Because the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one set of values will characterize all employees.FALSE19. (p. 39) Cultural diversity can provide a company competitive advantage regarding problem-solving. TRUE20. (p. 42) The Sarbanes-Oxley Act of 2002 sets strict rules for corporate behavior and sets heavy fines and prison terms for noncompliance.TRUE21. (p. 43) Every business must be prepared to deal with the global economy.TRUE22. (p. 48) One of the disadvantages of technology is that it does not allow older workers to postpone retirement.FALSE23. (p. 51) E-HRM is more applicable to practices associated with recruiting and training than those associated with analysis and design work, selection, and compensation and benefits.FALSE24. (p. 54) An HR dashboard is a series of indicators that managers and employees have access to on the company intranet or human resource information system.TRUE25. (p. 58) Compensating human resources involves measuring employees' performance.FALSEMultiple Choice Questions26. (p. 4) _____ refers to a company's ability to maintain and gain market share in its industry.A. OutsourcingB. CompetitivenessC. Self-serviceD. Empowerment27. (p. 4) _____ refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance.A. Total quality managementB. Financial managementC. Human resource managementD. Production and operations management28. (p. 5) Strategic HR management includes all but one of the following. Name the exception.A. Financial planningB. Training and developmentC. Performance managementD. Recruiting talent29. (p. 6) Which of the following is NOT a responsibility of HR departments?A. RecruitingB. BenefitsC. Community relationsD. Production and operations30. (p. 6) Which of the following is NOT a product line of human resources?A. Administrative services and transactionsB. Strategic partnerC. Human capital partnerD. Business partner services31. (p. 8) Which of the following best describes a cultural steward?A. Shapes the organization.B. Delivers results with integrity.C. Facilitates change.D. Recognizes business trends and their impact on the business.32. (p. 8) A strategic architect is one who:A. facilitates change.B. recognizes business trends and their impact on the business.C. implements workplace policies conducive to work environment.D. develops talent and designs reward systems.33. (p. 9) Giving employees online access to information about HR issues such as training, benefits, and compensation is known as:A. outsourcing.B. continuous learning.C. self-service.D. strategic planning.34. (p. 9) The practice of having another company (a vendor, third-party provider, consultant) provide services traditionally associated with the administrative role of HR is known as:A. e-commerce.B. empowering.C. outsourcing.D. benchmarking.35. (p. 10) Traditionally, the HRM department was primarily a(n):A. proactive agency.B. finance expert.C. employer advocate.D. administrative expert.36. (p. 11) Which of the following statements about evidence-based HR is FALSE?A. It helps show that the money invested in HR programs is justified and that HR is contributing to the company's goals and objectives.B. It emphasizes that HR is being transformed from a broad corporate competency to a specialized, stand-alone function in which human resources and line managers build partnerships to gain competitive advantage.C. It requires collecting data on such metrics as productivity, turnover, accidents, employee attitudes and medical costs and showing their relationship with HR practices.D. It refers to demonstrating that human resources practices have a positive influence on the company's bottom line or key stakeholders.37. (p. 12-13) Which one of the following statements about the HR profession is FALSE?A. A college degree is required of HR specialists, but not of generalists.B. Generalists usually perform the full range of HRM activities, including recruiting, training, compensation, and employee relations.C. Professional certification in HRM is less common than membership in professional associations.D. The primary professional organization for HRM is the Society for Human Resource Management.38. (p. 13) All of the following competitive challenges faced by companies will increase the importance of human resource management EXCEPT:A. the global challenge.B. the challenge of sustainability.C. the political challenge.D. the technology challenge.39. (p. 14) _____ refers to the ability of a company to survive and succeed in a dynamic competitive environment.A. OutsourcingB. EmpowermentC. SustainabilityD. Resource management40. (p. 14) Sustainability includes all of the following EXCEPT:A. expanding into foreign markets.B. the ability to deal with economic and social changes.C. engaging in responsible and ethical business practices.D. providing high-quality products and services.41. (p. 19) Which of the following statements about intangible assets is FALSE?A. They include human capital.B. They are less valuable than physical assets.C. They are equally or even more valuable than financial assets.D. They are difficult to duplicate or imitate.42. (p. 20) Tacit knowledge is an example of _____ capital.A. socialB. customerC. humanD. intellectual43. (p. 21) Which of the following is NOT true of knowledge workers?A. They often contribute specialized knowledge that their managers may not have, such as information about customers.B. They have many job opportunities.C. They are in high demand because companies need their skills.D. They contribute to the company through manual labor and intellectual labor.44. (p. 21) Empowering is defined as:A. the movement of women and minorities into managerial positions.B. giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.C. leading employees by the strength of one's charisma.D. the act of continually learning and improving one's skills and abilities.45. (p. 22) A(n) _____ contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions.A. employerB. employeeC. psychologicalD. job46. (p. 25) All of the following are examples of alternative work arrangements EXCEPT:A. independent contractors.B. current labor force.C. on-call workers.D. temporary workers.47. (p. 27) The balanced scorecard:A. is similar to most measures of company performance.B. uses indicators important to the company's strategy.C. is a standardized instrument of company performance.D. should not be applied to HR practices.48. (p. 27) The balanced scorecard presents a view of company performance from the perspective of:A. its customers only.B. its employees only.C. its employees and customers only.D. its employees, customers, and shareholders.49. (p. 28) According to the financial perspective of the balanced scorecard, which of the following questions should be answered?A. How do customers see us?B. Can we continue to improve and create value?C. What must we excel at?D. How do we look to shareholders?50. (p. 28) Increasingly, companies are trying to meet shareholder and general public demands that they be more socially, ethically, and environmentally responsible. Thus, companies are recognizing the importance of:A. a balanced scorecard approach to business.B. diversity.C. total quality management.D. social responsibility.51. (p. 30) TQM focuses on:A. designing processes to meet the needs of external customers only.B. reducing variability in the product or service.C. preventing errors rather than correcting errors.D. tying pay to employees' total output less rejects52. (p. 31) "How senior executives create and sustain corporate citizenship, customer focus, clear values, and expectations, and promote quality and performance excellence" is the definition for which Malcolm Baldrige National Quality Award criterion?A. Strategic planningB. Workforce focusC. Customer and market focusD. LeadershipMalcolm Baldrige National Quality Award is an award established in 1987 to promote quality awareness, to recognize quality achievements of U.S. companies, and to publicize successful quality strategies.53. (p. 33) Which one of the following is NOT true of the Six Sigma process?A. The objective of the process is to create a total business focus on serving the customer.B. Training is an important component of the process.C. The process is one of seven categories evaluated within the Malcolm Baldrige Quality Award.D. The process involves measuring, analyzing, improving, and controlling processes once they have been brought within six quality standards.54. (p. 33) Which of following holds TRUE for lean thinking?A. It is a way to do more with less effort, time, equipment, and space.B. It is a way to compete for quality awards and certification.C. It includes offering no-frills goods and services to customers.D. It is working for zero inventories.55. (p. 34) The skills and motivation of a company's _____ labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.A. projectedB. secondaryC. externalD. internal56. (p. 34-37) Which of the following statements about the composition of the U.S. labor force in the next decade is TRUE?A. Labor force growth is greater than at any other time in U.S. history.B. The largest proportion of the labor force is expected to be in the 16-to-24-year age group.C. There will be fewer white males than minorities or women in the labor force.D. The number of "baby boom" workers will increase faster than any other age group.57. (p. 35) Which of the following statements about older workers is FALSE?A. Worker performance and learning are adversely affected by aging.B. The aging labor force means companies are likely to employ a growing share of older workers.C. An emerging trend is for qualified older workers to ask to work part-time or for only a few months at a time as a means to transition to retirement.D. Older employees are willing and able to learn new technology.58. (p. 37) Baby boomers:A. like the latest technology, are ambitious and goal-oriented, and seek meaningful work.B. want to be noticed, respected, and involved.C. tend to be uncomfortable challenging the status quo and authority.D. value unexpected rewards for work accomplishments, opportunities to learn new things, praise, recognition, and time with the manager.59. (p. 38) Regardless of their background, most employees' value:A. the ability to challenge the status quo.B. simplistic tasks requiring few skills.C. managerial positions.D. work that leads to self-fulfillment.60. (p. 38-39) To successfully manage a diverse workforce, managers need to develop all of the following skills EXCEPT:A. providing performance feedback that is based on values rather than objective outcomes.B. communicating effectively with employees from a wide variety of cultural backgrounds.C. coaching employees of different ages, educational backgrounds, ethnicity, physical ability, and race.D. recognizing and responding to generational issues.61. (p. 39) Managing cultural diversity involves:A. enforcing EEO rules.B. creating separate career tracks for employees with families.C. establishing a strong affirmative action policy.D. creating a workplace that makes it comfortable for employees of all backgrounds to be creative and innovative.62. (p. 39) How diversity issues are managed in companies has implications for all the following EXCEPT:A. knowing how to learn.B. creativity.C. retaining good employees.D. problem solving.63. (p. 39) Managing cultural diversity can provide a competitive advantage by:A. decreasing the number of available women and minorities in the company's labor pool.B. helping women and minorities understand they must conform to organizational norms and expectations.C. helping companies produce better decisions by including all employees' perspectives and analysis.D. identifying product markets on which the company should focus64. (p. 39) In managing cultural diversity, which of the following would improve the level of creativity thereby providing competitive advantage to an organization?A. Diversity of perspectives and less emphasis on conformity to norms of the past.B. Those with the best reputations for managing diversity will win the competition for the best personnel.C. An implication of the multicultural model for managing diversity is that the system will become less determinate, less standardized, and therefore more fluid.D. Heterogeneity in decisions and problem-solving groups potentially produces better decisions.65. (p. 39) Which of the following cultural diversity arguments states that companies with the best reputations for managing diversity will win the competition for the best personnel?A. System flexibility argumentB. Marketing argumentC. Employee attraction and retention argumentD. Problem-solving argument66. (p. 39) Diversity is important for tapping all of the following skills of employees EXCEPT:A. cultural skills.B. communication skills.C. creativity.D. homogeneous thinking.67. (p. 40) What areas of the legal environment have influenced HRM practices over the past 25 years?A. Equal employment opportunity, safety and health, pay and benefits, privacy, and job security.B. Executive compensation, pay and benefits, workers' compensation, safety and health, and job security.C. Product liability, workers' compensation, equal employment opportunity, safety and health, and labor relations.D. Equal employment opportunity, patent infringement, workers' compensation, safety and health, and job security.68. (p. 40-41) There will likely be continued discussion, debate, and possible legislation in all but one of the following areas in companies. Name the exception.A. Genetic testingB. Glass ceilingC. Employment-at-willD. Design of physical work environment69. (p. 41) Litigation involving job security will have a major influence on human resource management practices because:A. work rules, recruitment practices, and performance evaluation systems might falsely communicate lifetime employment agreements that the company does not intend to honor during layoffs.B. adjustments of test scores to meet affirmative action requirements are now illegal.C. employees now bear the burden of proof in discrimination cases.D. compensation awards for discrimination claims have increased.70. (p. 41) Which of the following is one of the four ethical principles of a successful company?A. Managers assume all responsibility for the actions of the company.B. It has a strong profit orientation.C. Customer, client, and vendor relationships emphasize mutual benefits.D. It does not produce products that can be used for violent purposes.71. (p. 42) Which legislation act sets new strict rules for business especially as regards accounting practices?A. Human Rights Act of 1994B. Reverse Discrimination Act of 1990C. Sarbanes-Oxley Act of 2002D. Corruption and Practices Act of 200072. (p. 43) Which of the following is NOT a standard that human resource managers must satisfy for practices to be ethical?A. Managers must treat employees as family.B. Human resource practices must result in the greatest good for the largest number of people.C. Employment practices must respect basic human rights of privacy, due process, and free speech.D. Managers must treat employees and customers equitably and fairly.73. (p. 45) Exporting jobs from developed to less developed countries is known as:A. insourcing.B. offshoring.C. importing.D. onshoring.74. (p. 47) Exporting jobs to rural parts of the United States is referred to as:A. insourcing.B. offshoring.C. importing.D. onshoring75. (p. 48) Which of the following statements about technology is FALSE?A. The Internet allows employees to locate and gather resources, including software, reports, photos, and videos.B. Technology does not allow older workers to postpone retirement.C. The Internet gives employees instant access to experts whom they can communicate with.D. Technology has made equipment easier to operate, helping companies cope with skill shortages.76. (p. 49) Which of the following is NOT typically true of work teams?A. They are used to increase employee responsibility and control.B. They use cross-training to give employees knowledge on a wide range of skills.C. They frequently select new team members and plan work schedules.D. They assume all of the activities reserved for managers such as controlling, planning, and coordinating activities.77. (p. 49) Which of the following is NOT recommended for supporting work teams?A. Reducing flexibility and interaction between employees to maintain high productivity.B. Giving employees formal performance feedback.C. Linking compensation and rewards with performance.D. Allowing employees to participate in planning changes in equipment, layout, and work methods.78. (p. 49) All of the following statements about cross training are true EXCEPT:A. it provides teams' maximum flexibility.B. it helps in measuring employees' performance.C. it trains employees in a wide range of skills.D. employees can fill any of the roles needed to be performed on the team.79. (p. 50) Company X has offices around the globe. Its teams are separated by time, geographic distance, culture and/or organizational boundaries, and almost rely exclusively on technology for interaction between team members. Its teams are:A. virtual teams.B. geographically-concentrated teams.C. lean teams.D. teleworker teams.80. (p. 50-51) Adaptive organizational structures emphasize:A. efficiency, decision making by managers, and the flow of information from top to bottom of the organization.B. a core set of values, and elimination of boundaries between managers, employees, and organizational functions.C. clear boundaries between managers, employees, customers, vendors, and the functional areas, and a constant state of learning.D. internal linking, external linking, diversification, and a core set of values.81. (p. 51) Which of the following is FALSE about high-involvement, adaptive organizational structures?A. Employees are in a constant state of learning and performance improvement.B. Employees are free to move wherever they are needed in a company.C. Line employees are trained to specialize in one job in order to maximize efficiency.D. Previously established boundaries between managers, employees, customers, and vendors are abandoned.82. (p. 51) Employees in geographically dispersed locations can work together in virtual teams using video, e-mail, and the Internet. This e-HRM implication refers to which aspect of HR?A. RecruitingB. Analysis and design of workC. SelectionD. Compensation and benefits83. (p. 52) From the manager's perspective, an HRIS can be used to perform primarily all but one of the following. Name the exception.A. Support strategic decision makingB. Avoid litigationC. Evaluate programs and policiesD. Motivate employees84. (p. 54) A(n) _____ is a series of indicators or metrics that managers and employees have access to on the company intranet or human resource information system.A. HR dashboardB. balanced scorecardC. web portalD. Intranet85. (p. 54) All of the following HR practices support high-performance work systems EXCEPT:A. employees participate in selection process.B. jobs are designed to use a variety of skills.C. employee rewards are related to company performance.D. individuals tend to work separately.86. (p. 56) Which one of the following is NOT associated with managing the human resource environment?A. Linking HRM practices to the company's business objectives.B. Identifying human resource requirements through human resource planning, recruitment, and selection.C. Ensuring that HRM practices comply with federal, state, and local laws.D. Designing work that motivates and satisfies the employee as well as maximizes customer service, quality, and productivity.87. (p. 56) Economic value is traditionally associated with all of the following EXCEPT:A. equipment.B. technology.C. facilities.D. HRM practices.88. (p. 57) A company's human resource acquisition requirements are influenced by all of the following EXCEPT:A. terminations.B. customer demands for products and services.C. motivation and satisfaction of employees.D. promotions.89. (p. 58) Managing the assessment and development of human resources involves all of the following EXCEPT:A. measuring employees' performance.B. creating an employment relationship and work environment that benefits both the company and the employee.C. recruiting employees and placing them in jobs that best use their skills.D. identifying employees' work interests, goals, and values, and other career issues.90. (p. 58) Besides interesting work, _____ are the most important incentives that companies can offer to its employees.A. training for future work rolesB. beneficial work environmentsC. support for nonwork activitiesD. pay and benefitsEssay Questions91. (p. 8) Name and discuss the competencies that HR professionals need.定义并讨论人力资源专业人员需要的能力1. Credible activist: delivers results with integrity, shares information, builds trusting relationships, and influences others, providing candid observation, taking appropriate risks.2. Cultural steward: facilitates change, develops and values the culture, and helps employees navigate the culture.3. Talent manager/organizational designer: develops talent, designs reward systems, and shapes the organization.4. Strategic architect: recognizes business trends and their impact on the business, evidence-based HR, and develops people strategies that contribute to the business strategy.5. Business ally: understands how the business makes money and the language of the business.6. Operational executor: implements workplace policies, advances HR technology, and administers day-to-day work of managing people.92. (p. 9-10) How has the role of HRM changed in recent years? Discuss three trends that are changing the HRM function. Why have these roles changed?近年来，HRM的角色发生了怎样的变化?讨论三个改变人力资源管理功能的趋势。
人力资源管理专业英语第二单元课文翻译
Unint 2战略人力资源管理的概念基础1. Boxall（1996）解释说，战略人力资源管理”是人力资源管理与企业战略管理之间的接口。
它以人力资源管理的概念作为一种战略，整合和统一的方法和发展符合战略管理概念这是一种管理方式，是高瞻远瞩的业务或部分将管理活动的方式，确保这一战略的推力是维持。
2. 由皮尔斯和鲁滨孙（1988）的定义，战略管理是一套决定和导致战略旨在实现组织目标的制定和实施的行动，根据坎特（1984），其目的是引起目前的future'and行动成为一个行动车--整合和制度化机制的变化。
战略管理的概念是建立在战略概念的基础上的，如下所述。
战略的概念3. 战略是为实现既定目标而选择的方法。
根据钱德勒（1962）的观点，它是企业的长期目标和目标的确定，以及通过行动方针和为实现这些目标所需的资源分配。
4. 战略有三个基本特征。
首先，它是前瞻性的。
它是决定你要去哪里，你想去那里。
它涉及两端和手段。
从这个意义上说，策略是一种意向声明，这就是我们想要做的，这就是我们打算做的。
策略定义了更长远的目标，但他们也涵盖这些目标如何达到。
他们指导有目的的行动提供所需的结果。
一个好的策略是一个工程，一个团的（1993）短语使组织适应的掌握现状和先发制人的未来。
作为Boxall（1996）解释说，战略应被理解为一个重要的手段和目的的框架。
5. 战略的第二个特点是，企业的组织能力（其有效运作的能力）取决于其资源能力（其资源的质量和数量及其交付结果的潜力）。
这是以资源为基础的观点，基于彭罗斯（1959）的观点，他写道，公司是一个行政组织，是一个生产资源的集合。
这是谁说的策略”是一种平衡装载的是（1984）扩大现有资源的开发和新技术的开发。
基于资源的战略理论家如Barney（1991, 1995）认为，持续的优势源于获取和有效利用独特的竞争对手无法模仿物Ka束资源观是战略人力资源管理的一项重要内容。
6. 战略的第三个特点是合适的战略需要在开发人力资源在内外部环境下实现企业与企业战略一致的策略。
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考试任务：根据巴伯一布朗工程有限公司的评估法的观点，它分为三个部分，A部分提供的信息为这个组织的出现，B部分关于它的成长与发展和C部分提供信息关于这个组织的员工和管理。
在你的答案中，你必须提供来自事例的证据Barbour Brown Engineering LtdSection A：起步Barbour Brown工程有限公司，咨询工程公司，在14年前由David Barbour和Neil Brown成立，坐落于一个主要城镇与农村地区.最初大公司只集中民用土木工程项目，如道路和下水道的发展，因为越来越多的私人房屋发展如雨后春笋般冒出。
在二十世纪八十年代期间，Neil和David都为一家在城镇有办公地点的大型城市公司工作（Floyd and Fleming Ltd），David是个分公司的经理，Neil是个年轻的富有上进心的后辈，在中东工作了两年后在这个公司负责结构发展部门，1989年，FLOYED AND FLEMING 公司决定关闭分公司，集中精力在城市里的业务。
最近Neil从中东工作回来，他喜欢自由和自己当老板，所以他和David讨论在一个新的合伙关系的条件下，可以继续为一个小镇提供工程咨询服务的可能性。
David有在当地的工作经验，他知道是一个足够多的一些小的工程可以支撑公司的生存力，他也有存款和知道运用管理融资。
同样Neil也通过他在国外工作的收入来投资。
拥有这些资源，Neil和David这对合伙人就有了足够的资本去买下供floye and fleing business 公司使用的办公室。
为了保障有额外的资金去收买下公司，他们起草了一个商业计划。
而承担这个计划的风险资金是经过了银行贷款和苏格兰发展机构的授权而来的，再接受不在中心区域工作5年的前提下，管理层收购获得了批准。
1990年新公司Barbour Brown engineering Ltd成立。
这个团队包括了David,Neil和其他两个合格的工程师：Jack,最近刚从大学毕业；James,一个30岁的工程师，他还没有完成他的职业资格证。
除此之外，还包括了两个合格的技术员和一个实习的技工。
Section B ：成长和发展在接下来的14年里公司将平稳发展，主要致力于核心民用商务工程。
公司靠通过承担本地工作发展，并且他们将经常获得其他的当地业务的支持，因为Neil和David相信内部投资的原则。
为了达到这个目的，他们使用当地合同保险经济人和会计事务所来为公司提供服务，实际上，他们有一个不成文的规定是：他们推荐John Colbert Civil Engineering来承担发展的工作。
Neil Brown和John colbert曾经一起上大学并且保持着很好的朋友关系，能够依靠John公司的服务获得项目，因为这能增加公司的能力来确保在项目发展阶段和设计阶段的高质量的服务。
公司的主要目的是提供高质量的服务,因此,他们的员工接受适当地最新技术培训是最重要的.这使得公司生产出尽可能有效的高规格的设计.员工被鼓励更新他们的技能，无论何时当他们获得认可资格时都会给予奖金.当地的学院曾经可以用来培训学徒但由于缺乏当地的需要而变得很昂贵.David想继续利用大学,不仅因为它和公司很近并且由于他和工程部领导人很友好.因为这份友谊,他不愿意用其他的学院.他也喜欢他能够更容易了解他们的学徒的进步.相反,Neil认为它现在如此昂贵并且课程停止经营的威胁总是存在,他们应该考察使用中心城区的学院,他还认为年轻的学徒可能感激去城市的机会,这将可能会给他们更深远的鼓励.在2004年前，公司聘请了两位高级工程师，四位技术人员和四位学徒。
一个新的城镇道路合同和房地产的持续发展使公司规模得到扩大。
为了支持工程人员，公司聘请了一位办事处主任处理接待、簿记和薪酬。
C部分：业务运营在Neil致力于促进业务和发展业务合同同时，David有条理的扮演着一般管理者的角色。
他倾向于严格的管理而且在RAF的十年中形成了自己的管理风格。
按照一般政策，所有的新项目都需让他先过目。
然后他将工作合理的分配给两个即将完成手头工作的工程师和技术人员。
David给员工具体的任务以便于他严格检查他们的表现。
包括David和Neil的所有员工相互之间都很友好，常在星期五的晚上聚餐。
尽管没有明确的管理结构，但是David把在公司时间供职最长的James当作最资深的前辈。
这样有时会引起从事民用项目的工程师的不满，因为James 是唯一一位没有获得资格证的工程师，因此，在别人眼中他不够资格。
James 经常被授权分配新项目给员工，并且被允许在David不在时进行实地视察。
自从公司开业，David和James就很友好。
James最初是David的技术人员，并且已经为他工作了二十年。
虽然员工薪水高且有很好的假期，但是有一个因素引起了员工的不满：虽然David表扬他们在完成项目上的表现，但是他从不在如何达到最佳分工的问题上征求他们的意见。
实施员工工作时间记录也导致了员工的不满，特别是工程师不满。
所有的雇员填写员工工作时间记录是个已被接受的做法。
这项记录被用来结算花费的时间并将其与每个项目的目标作对照。
Neil和David利用这些信息持续地检阅他们花费在设计、实地视察、打电话等的时间来制定项目成本。
尽管Neil倾向于把信息作为一种制定预定计划的工具，但是喜欢对员工进行检查的David用员工工作时间记录去评估每个员工的电话数量、旅行时间和实地视察次数和长度。
而且，员工需要凭借David或者Neil（当他们都不在的时候，也可以找James）签名的员工工作时间记录去争取优先进行实地视察。
这引起了很多的麻烦。
首先，并非所有的实地考察是可能被提前计划的.特别是出现现场问题时，常常要求参观临时考察现场. Neil始终坚持高品质的服务，认为重要的是，如果必要，工程师应尽快赶到视察场所.其次，Neil的信仰是优先考虑消费者的满意，加上他对员工的信任，这个观点是不符合David的认为员工视察现场必须获得认可的准则. 第三，工程师们认为，作为专业人士，他们应有权作出决定进行实地考察，而不必征求同意. 办公室布局对跟James共享一个办公室的两个民间项目工程师来说没有帮助，他们往往认为这是就像'老大哥'监视着他们.四个技术人员分享另一个办公室并且学徒被安排在画图室里. 这种方法的结果是，高级的人员跟其他相比，看起来在他们工作的安排上具有较少的灵活性. 他们还认为，他们必须不断地到另一个房间跟技术员和学徒交谈既浪费时间又繁琐.而且，建筑工程师Jack和他的技术人员们共享一个办公室.正如David经常所强调的，这个小团队相处融洽且笑声连连，这样提高了他们完成工作效率.这样做的结果是他们的奖金总是很高.Jack时常鼓励Neil引进结构性发展的项目，因为这件工作比民用工作更有利润.最初，他倾向于跟一个技术人员为主要的房屋发展客户做一些结构上的设计.在过去的三年中，在这一领域的工作得到了充分的发展，并且另一个技术人员也过来共事.没有建筑经验的David让Neil独自决定建筑方面的工作.因为Neil的管理方式灵活，连同团队在这个办公室工作了一段时间的事实，Neil决定和团队一起讨论项目的设计和发展.虽然Neil能在设计元素上提供一些建议和帮助，另外在有需要的地方，他给与Jack足够的自主权和灵活性去决定怎样实施项目. 一旦一个项目正在进行，Neil也期望Jack参加管理与客户的会议，讨论项目的规划和发展.Jack随着Neil的办法，也鼓励小团队提供关于项目设计的建议. 不同于其他工程师，Jack是受资历较高的James影响或担心较小的. 另一方面，David不满Jack有如此自由的支配权，然而对于这个领域增长的事实又无可奈何.这主要是因为这只小的负责的团队的高水平的表现.相比介入工作政治，Neil更专注于通过签订商务合约来提高公司业绩。
因为有高品质的设计和在报价后及能准时完成目标，事务所享有很好的声誉。
Neil 坚信公司需要一直努力去达到这些标准。
对于他来说很重要的是，公司一些工作都是很花钱，他规定一旦价格定下来了就不能随着那些额外的花消和费用而改变。
在过去，这个保障了公司的业务。
员工都很努力的达到目标，因为Neil很少在没有对同行中最有能力竞标的人做密切了解之前就去竞标。
他通常能够保证在年终的时候，工作都被完成的很好并且发放给员工奖金。
员工很喜欢Neil向他们咨询的方式，而且都觉得Neil很尊敬他们。
Neil也坚信与顾客建立充分的联系是很必要的，这样，就可以保证公司能够提供最优质的服务，他在公司中扮演的角色就是提供这个外部的联系。
因此，他很少时间呆在公司办公室。
虽然他和David每个星期都会开会讨论哪个项目的计划，但是因为David分配工作的系统，已经提出的并且已经被Neil和工程师讨论过的项目很少回到Neil那了。
时间经常被浪费了，因为做项目的工程师不是从一开始就参与讨论，因而往往合作伙伴之间因为不同的工作方法而产生不满。
系统中的冲突！James已经对David讨论了一些有关员工对他的不满的问题，部分员工认为Jack和他的团队一起工作才是极其有效的。
David是一个喜欢告诉朋友他公司是一个愉快整体，他考虑到并决定一起讨论辩论问题，并且决定在下一次的朋友会议上提出来。
目前为止，由公司实行的工作成本评价政策被证实是十分有效的，但是有竞争力的投标，通常是基于价格的，公司因此输了两个很重要的合同给了一个竞争者。
这是另一个需要解决的问题。
公司有了实质性的成长，它需要有持续工作上的保障从而保证公司的生存能力。
工作期望能赢得两笔大规模的合同：一个苏格兰董事会的多元化影院和一栋办公大厦，作为他们重新安置到郊区的一部分。
除此之外用来支持影院和大厦的道路以及城镇南方其他的发展也在设计中。
所以，公司赢得这些合同是必不可少的。
此外，David对一些事情觉得不满: Neil很少帮助他分配员工工作量。
他也知道在过去的14年中公司逐步发展，现在是重建的时候了。
此次合并David和Neil有其周五的会议。
本周讨论的主要领域是企业的需要重新结构。
这个问题已在优先增加Neil解释说，当John科尔伯特土木工程承办商已接洽合并他。
John科尔伯特高级即将退休，并认为继续取得成功和增长的最佳途径是建立一个企业，将应付的设计和土木及结构工程全面完成项目的开发公司。
这背后的一个主要原因是，越来越多的客户希望的费用可从所得的协同作用，将产生一个用于设计和开发的组织处理储蓄。
虽然两家公司已高质量工作的声誉和竞争加剧，有必要使增效节支是使越来越重要，这两个企业期待的是管理和发展的新的可能性。
在过去的四年，两家公司一起工作过的一些项目，他们也即将展开，两个主要的发展：新的休闲复杂和苏格兰行政院，其中后者的办公大楼努力，在只担保作为工作的两家公司的安排密切的结果。