人力资源管理英文论文
人力资源管理绩效管理外文翻译文献

人力资源管理绩效管理外文翻译文献人力资源管理绩效管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文:Performance Management: Reconciling Competing PrioritiesIan ZiskinFour HR thought leaders from academia— John Boudreau of the USC Center for Effective Organizations, Chris Collins of the Cornell Center for Advanced HR Studies, Pat Wright of the Moore College of Business at the University of South Carolina, and Dave Ulrich of University of Michigan and the RBL Group — engaged in discussions on Performance Management with Ian Ziskin, President, EXec EXcel Group LLC and Board member, HR People & Strategy. Ian asked John, Chris,Pat, and Dave to share their perspectives on topics including:• What Performance Management is?• What makes the biggest difference to effective vs. ineffective Performance Management?• What the biggest sources of debate and disagreement have been regarding Performance Management over the years, and whether we have made any progress in resolving these issues?• If they were going to fix or kill anything about Performance Management, w hat it would be and why?• What big implications there are for future required changes to Performance Management in light of future work, workforce and workplace trends?Ziskin: There is a lot of talk in organizations about whether Performance Management is working effectively or ever has. What do you think Performance Management is?Collins: This may be the question of the year. Performance Management has become everything and therefore nothing. It serves so many purposes —compensation, feedback, talent development, succession, etc. — that it may not serve any purpose very well.Boudreau: It's an ongoing relationship to balance the need to evaluate people with the need to develop them. It's not about bromides, forms, scores, tools orsystems.Wright: Performance Management is about aligning behavior in a way that increases organizational effectiveness.Ulrich: I think we need to look at Performance Management from three levels: cultural, systems and personal. At the cultural level, it's about whether the organization judges people based on meritocracy (results), hierarchy (power) or relationships (connections). At the systems level, it's about determining whether people meet or miss objectives. At the personal level, it's about assessing the individual's dedication to deliver both financial and social results.Ziskin: Given your point of view about Performance Management, what makes the biggest difference to whether it is effective vs. ineffective?Collins: It starts with having a culture of openness, honesty and real feedback —and then holding people accountable. This process begins and ends with good leaders, and all of our money should be invested in developing leaders to lead, rather than spending money on new Performance Management systems and tools.Boudreau: Effectiveness rests in the skills and motivations of the people involved, not in the Performance Management system itself. It is particularly important to create a shared framework and priorities between managers and their employees.Ulrich: The four generic steps of Performance Management have remained relatively stable over time: set standards, assess against those standards, allocate consequences and provide feedback. Improvements in the effectiveness of Performance Management have come from enabling external stakeholders to provide input on standards and performance, making the performance discussion more about the future than the past, using technology to simplify the process, tailoring the consequences to better reflect individual employee contributions and value, and accommodating both team as well as individual feedback.Wright: Bad tools, bad evaluations, bad feedback and bad links to reward systems lead to bad Performance Management.Ziskin: If you look back over the years of debate about Performance Management, what one or two things stand out in your mind as the biggest sources ofdebate and disagreement?Boudreau: The biggest debate has been about what are we trying to achieve? It's always been about development of people vs. evaluation of their performance, and whether these two different priorities can be reconciled.Collins: Do you separate performance feedback from compensation, and how do you do both? We also need to learn to separate the discussion about current performance from the future — future roles and future performance requirements.Wright: The debate continues over simplifying tools vs. customizing unique tools to specific jobs, roles, situations and individuals.Ulrich: There are a number of old debates and some new debates. The old debates include Performance Management should be used for discussing financial results or development potential (yes to both), whether we should measure results as well as behavior (yes to both), whether managers should be accountable to do performance reviews (yes), and who should own Performance Management— the line or HR (the line owns it, HR is the architect).Ziskin: Have we made any progress in resolving the debate over these issues?Boudreau: We have made progress in something, such as the growing recognition that effective Performance Management is much less about forms and much more about relationships.Collins: I am gravely disappointed in the progress we've made in the past 20 years, especially in accommodating new ways of working such as more distributed, virtual work. We also have not made enough progress in accounting for team performance instead of just individual performance.Wright: We are making progress in linking results, behaviors and rewards. I'd say we are beginning to achieve best principles in Performance Management, but we have not yet achieved best practices.Ulrich: The following new debates are more interesting to me than the old debates I mentioned above, and even though we are beginning to make some progress, we need much more: how we simplify the process, how we have meaningful personal conversations between leaders and employees and how we build a performanceculture where meritocracy is expected.Ziskin: In light of the Performance Management debates and related mixed progress we have discussed, if you were going to fix or kill one thing related to Performance Management, what it would it by and why?Collins: I would fix Performance Management by investing in better leaders giving better feedback, rather than trying to fix Performance Management by investing in better tools.Boudreau: I would kill the debate about Performance Management forms, tools and technology enhancements, and instead put more than 80 percent of our resources into teaching and developing leaders and employees to get the most out of the performance feedback discussion.Ulrich: I would kill Performance Management complexity, and simplify the process. Sometimes, the process becomes the end itself, and there is means/end inversion.Wright: I would kill the parochialism that comes from my way, my tool and my process. There is a lot to be learned from how others are doing Performance Management.Ziskin: When you consider the future of work, the workplace and the workforce —and how all these things are changing and affecting business performance — what one or two big implications are there for required changes to Performance Management in the future?Ulrich: The biggest implications for the future I see are simplification of the Performance Management process and more outside/in perspective whereby Performance Management is more connected to input from external stakeholders.Wright: We will see a greater emphasis on evaluating results, the end product, rather than behavior, because global dispersion of work will make it much more difficult to directly observe behavior.Boudreau: As a result of increasingly virtual, remote, temporary and independent work, performance assessment can no longer only be done by leaders — it will also be done by others including peers and employees themselves. PerformanceManagement will no longer be the province of leaders.Collins: Performance Management is going in the direction of more frequent, more transparent, more virtual, more raters and more team-based.Ziskin: Based on insights from our academic experts, as well as from my own experience, if you are working to reconcile the competing priorities associated with Performance Management, think about the following guidelines:• Simplify and de-emphasize forms and process in favor of improving the quality of relationships and conversation between leaders and employees• Accommodate trends toward more virtual and flexible work and changing demographics thorough Performance Management approaches that emphasize transparency, frequency and input from a broader range of internal and external constituents• Move from a relatively narrow focus on Performance Management to a broader emphasis on Performance CulturePeople & Strategy. 2013, Vol. 36 Issue 2, p24-25. 2p.译文:绩效管理:协调竞争的优先事项Ian Ziskin来自学术界的四位HR思想领袖:在南加州大学中心所研究有效组织的John Boudreau、在康奈尔大学高级人力资源研究中心工作的Chris Collins、在南卡罗来纳大学摩尔商学院的Pat Wright以及在密歇根大学和RBL集团工作的Dave Ulrich,与Ian总裁(掌管Excel集团有限责任公司、董事会成员、HR人员和策略)从事绩效管理事务。
英语人力资源作文范文

英语人力资源作文范文As an international language, English plays a crucial role in the field of human resources. Not only is it widely used for communication between people from different countries, but it also serves as the primary language for many multinational corporations. 作为一种国际语言,英语在人力资源领域中扮演着至关重要的角色。
它不仅被广泛用于不同国家之间的交流,还是许多跨国公司的主要语言。
Firstly, English proficiency is often a crucial requirement for employees working in multinational corporations or in positions that require international communication. In today's globalized world, it is essential for employees to be able to communicate effectively with colleagues, clients, and business partners from different countries. This is where the importance of English language skills comes into play. 在跨国公司工作或需要国际交流的职位上,英语熟练程度往往是一个至关重要的要求。
在当今全球化的世界中,员工有必要能够与来自不同国家的同事、客户和商业合作伙伴有效地沟通。
人力资源管理论文参考文献英文

人力资源管理论文参考文献(英文)引言人力资源管理在当代组织中起着至关重要的作用。
为了更好地理解和研究人力资源管理领域的相关问题,学者们进行了大量的研究和研究论文。
本篇文章收集了一些经典的人力资源管理领域的英文参考文献,供读者参考和阅读。
文献列表1.Salas, E., & Cannon-Bowers, J. A. (2004). The science of training: Adecade of progress. Annual review of psychology, 55(1), 55-85.2.Cascio, W. F. (2018). Managing human resources: Productivity, qualityof work life, profits. McGraw-Hill Education.3.Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives forstrategic human resource management. Journal of management, 18(2), 295-320.4.Guest, D. E. (2017). Human resource management and performance:still searching for some answers. Human resource management journal, 27(1), 3-22.5.Lepak, D. P., & Snell, S. A. (1999). The human resource architecture:Toward a theory of human capital allocation and development. Academy ofmanagement review, 24(1), 31-48.6.Armstrong, M. (2014). Armstrong’s handbook of human re sourcemanagement practice. Kogan Page Publishers.7.Boxall, P., & Purcell, J. (2016). Strategy and human resourcemanagement. Palgrave.8.Snell, S. A., & Bohlander, G. W. (2012). Managing human resources.Nelson Education.9.Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What’s next forHR?. Human Resource Management Review, 25(2), 188-204.10.Huselid, M. A. (1995). The impact of human resource managementpractices on turnover, productivity, and corporate financial performance.Academy of management journal, 38(3), 635-672.结论这篇文章列举了一些经典的人力资源管理领域的英文参考文献,这些文献涵盖了人力资源管理的各个方面,包括培训、策略、绩效、员工流动等。
工会影响人力资源管理英文作文

工会影响人力资源管理英文作文English:Labor unions can significantly influence human resource management practices within organizations. One of the primary ways unions impact HR management is through collective bargaining. Through negotiations with management, unions can secure better wages, benefits, and working conditions for their members, thereby shaping HR policies related to compensation, benefits, and workplace safety. Additionally, unions often advocate for employee rights and protections, leading to the implementation of policies such as grievance procedures and job security measures. Furthermore, unions can influence HR decision-making by representing employees in disciplinary actions or disputes, ensuring fair treatment and due process. However, while unions can enhance employee voice and representation in the workplace, they may also create challenges for HR managers, such as rigid work rules and resistance to change. Overall, labor unions play a crucial role in shaping human resource management practices by advocating for employee rights, influencing policy decisions, and representing workers' interests in the workplace.中文翻译:工会在组织内部可以显著影响人力资源管理实践。
人力资源管理文献英文

人力资源管理文献英文Human resource management literature refers to a diverse range of materials, including books, research papers, articles, and case studies that explore various aspects of HR management. The literature discusses the strategies, policies, and practices used by organizations to manage their human capital effectively and efficiently. The following document discusses the various components of the human resource management literature, which are essential for organizations to build and maintain a sustainable workforce.Recruitment and SelectionRecruitment and selection are critical components of human resource management. An effective recruitment process helps organizations identify and hire talented employees who can contribute to the organization's success. In contrast, poor recruitment practices can lead to high employee turnover rates, decreased morale, and reduced productivity. The recruitment process involves creating job descriptions, advertising job openings, screening resumes, interviewing candidates, and finally making job offers. Organizations may use various recruitment methods, such as social media, job portals, and employee referrals, to attract potential employees.Selection is the process of choosing the most suitable candidate for a job based on specific criteria. Selection processes include conducting background checks and skills assessments. The literature suggests that organizations should use valid and reliable selection methods to ensure that they are hiring the right people for the job. This is particularly important as poor recruitment and selection processes often result in high levels of employee turnover and a reduction in employee morale and productivity.Training and DevelopmentTraining and development are essential components of human resource management. Organizations invest in employee training and development to enhance their skills, knowledge, and abilities, thereby improving productivity and organizational performance. The literature suggests that employee training and development should be an ongoing process rather than aone-time event. The training process involves identifying training needs, designing training programs, and implementing and evaluating training programs. Development programs aim to prepare employees for future roles, and these may include mentoring, job rotations, and leadership training.Performance ManagementPerformance management is another critical component of human resource management. It is the process of evaluating employee performance and providing feedback to help employees improve. Performance management involves settingperformance goals, monitoring progress, and providing feedback to employees. The literature suggests that an effective performance management system has several benefits, including improved productivity, increased employee engagement, and reduced time spent on employee disciplinary procedures.Compensation and BenefitsCompensation and benefits are the incentives that organizations offer employees to attract them and retain them. The literature suggests that compensation and benefits should be fair and equitable, based on job responsibilities and market trends. The compensation and benefits package should be reviewed and updated regularly to ensure that it remains attractive to potential employees. The benefits package may include health insurance, retirement plans, vacation and sick leave policies, and other perks aimed at motivating employees.ConclusionIn conclusion, the human resource management literature provides organizations with insights into how to manage their human capital effectively. The literature has identified several components that are essential for organizations to build and sustain a high-performing workforce. These include recruitment and selection, training and development, performance management, and compensation and benefits. An effective human resource management system that integrates thesecomponents can help organizations achieve their strategic objectives and maintain a competitive edge.。
人力资源毕业论文参考文献外文原文翻译

文章出处:Human Systems Management 28 (2009) 47–56DOI 10.3233/HSM-2009-0692 IOS Press纵向研究调查战略人力资源管理在法国中小企业中的应用阿卜杜勒-瓦哈卜Aït Razouk 和穆罕默德贝亚德(节选) 简介战略人力资源管理已经在近几年内取得了很大的进步,并且已经达成了广泛的共识。
影响经济的几个因素中,技术和人口的变化推动了公司重新考虑这个地方的人力资源,以及改变了他们的管理模式,特别是人力资源管理的方法。
制度约束的减弱也提高了人力资源管理的灵活做法。
传统上人力资源管理的主要功能是负责人力资源的行政管理,他们尽可能的减少成本控制。
战略人力资源管理派系不同意这种看法,他们认为人力资源是一种资源,它需要战略方法的投资。
这些措施对发展和保留能力去改善公司业绩有吸引力。
然而,如果在北美的研究学者认为战略人力资源管理在大公司是适用的,那么是欧洲的公司更具体的说是法国公司也适用吗?法国中小企业适用这种战略人力资源管理方法吗?我们要想了解这些问题必须先去了解战略人力资源管理在美国的环境。
在Heneman 等人的文章里,在美国以外的国家已经很少注意到中小企业的人力资源管理实务的研究。
这些作者断言:“用全球的观点来看其它国家可以是填充美国知识空隙的资源之一,在一种文化中适用另外一种文化需要采取保护措施”。
法国环境是这个领域的一个有趣的反例,因为它的法律和制度的制约,在一些特殊的工会,尽管在过去的十年里它们有弱化的现象。
根据这份研究,我们将试着丰富在中小企业中我们的战略人力资源管理的知识。
在研究中特别是法国的中小企业战略人力资源管理仍然没有得到很好的发展。
我们通过参与学习法国中小企业可以证明他们有能力改变是可以创造财富的。
另外,虽然在很长的时间里中小企业给人力资源管理实践一个很小的地方,近来的研究证明中小企业在人力资源管理的投资倾向越来越多并且中小企业邀请专家增强对人力资源管理的实践研究。
人力资源管理的外文文献参考

人力资源管理的外文文献参考引言人力资源管理(HRM)是一项重要的管理活动,用于招聘、培训、激励和管理组织中的人员。
在全球化的今天,了解并借鉴国外的人力资源管理经验是至关重要的。
本文将介绍几篇外文文献,以供参考。
文献一:《The Impact of HRM Practices on Organizational Performance: A Systematic Review and Meta-Analysis》这篇文献是由Brian Becker、Markus Groth和Patricia S. Taylor等人在2017年发表的。
研究通过系统回顾和汇总分析,探讨人力资源管理实践对组织绩效的影响。
研究发现,高度关注员工参与、培训与发展、绩效激励和工作安排的组织通常表现出更好的绩效。
文献二:《The Role of Human Resource Management in International Joint Ventures: A Review》发表于2015年的这篇文献由Ibraiz Tarique和Randall S. Schuler共同完成。
文献中,作者回顾了人力资源管理在国际合资企业(IJVs)中的作用。
研究发现,IJVs面临着来自不同国家和文化背景的员工的挑战,良好的人力资源管理可以帮助解决这些挑战,并提高组织的绩效。
文献三:《The Impact of Human Resource Management Practices on Perceptions of Organizational Performance》这篇发表于2006年的文献由Naresh R. Pandey、Becky L. S. Ang和Damien W. C. Chng共同撰写。
研究关注人力资源管理实践对员工对组织绩效的感知的影响。
研究发现,员工对组织绩效的感知与人力资源管理实践是密切相关的,良好的人力资源管理可以带来更高的组织绩效。
人力资源管理英文论文

Table of ContentsIntroduction (1)1. Job Analysis (1)2. The manager position skills (1)2.1 Technical skills (1)2.2 Conceptual skills (2)2.3 Effectiveness skills (2)2.4 Communication skills (2)2.5 Interpersonal skills (2)3. Experience and performance management (3)3.1 Ask for assistance from human resources (3)3.2 Read books and other resource materials (3)3.3 Attend training programs (4)3.4 Link with or join professional organizations (4)4. Performance evaluation (4)4.1 Alternation Ranking Method (5)4.2 Behaviorally Anchored Rating Scale (BARS) (5)4.3 Graphic Rating Scale (6)4.4 Paired Comparison Method (6)5. Tow measuring performance (7)5.1 Behaviorally Anchored Rating Scale (BARS) (7)5.2 Management by Objectives (MBO) (8)Conclusion (10)References (11)IntroductionAs a manager, its must some question in managing the company and one of your major tasks is to spearhead your staff‟s professional development and solve the question. But you also have a responsibility to yourself. An effective manager continually hones his managerial skills. We examine the relation between managerial ability and earnings quality. We find that earnings quality is positively associated with managerial ability. Specifically, more able managers are associated with fewer subsequent restatements, higher earnings and accruals persistence, lower errors in the bad debt provision, and higher quality accrual estimations. The results are consistent with the premise that managers can and do impact the quality of the judgments and estimates used to form earnings.1. Job AnalysisAs a manager you also should know these,first, that the relationship between HRM and performance is dependent upon the business strategy the hotel is pursuing; second, that hotels pursuing an HRM approach coupled with a quality focus within their business strategy perform best; and, finally, that HRM is more likely to contribute to competitive success where it is introduced as an integrated and coherent package, or bundle of practices.2. The manager position skillsThere are five working skills required of Tisch have in managing the company and we can learn that these five working skills are very important to affect the company‟s performance management.2.1 Technical skillsThis refers to both the technical knowledge of your company‟s products or services and howthe company work s as a business. It knows how to utilize and manage the company‟s tools and resources to meet and exceed the company‟s goals.2.2 Conceptual skillsGood managers are problem solvers and decision makers who can think outside the box. For example, Tisch think that two big benefits he derived are rapport with employees and respect for them.2.3 Effectiveness skillsSome effectiveness skills are time management, project management, negotiating skills, operations review, improvement implementation and priority setting. One of management‟s responsibilities is to give employees the proper tools to do the work, such as the cotton uniforms that replaced the polyester ones at Loews hotels. Another is to reinforce the importance of your staff to the company2.4 Communication skillsThe ability to effectively impart ideas, thoughts, words and actions both orally and in written communication is critical. Presentation skills are also required. Employee roundtables often follow, so Loews personnel can share and evaluate experiences. The communication helps everyone recognize what‟s required in the day-to-day running of a hotel.2.5 Interpersonal skillsCoaching and mentoring staff is an important skill for managers to master. A manager should be able to work with a diverse group of employees. He should know how to deal with different personalities to draw out the best in each individual. A good manager is someone who can bring individuals together to work as a team. “When you are in the hotel business,” Tisch says, “you have to create partnerships with employees and guests.” The company fosters partnerships with employees partly by giving everyday recognition. One example is thehousekeeping staff‟s morning break-out session, which varies from hotel to hotel but follows the same approach.3. Experience and performance managementBeing a successful manager is not simply ensuring that your company‟s profits are soaring or that your staff are happy. To become a good manager is to continually hone your managerial skills. Just because you have been a manager for 5 years does not guarantee that you are a good one. The skills required of managers 10, 15, or 20 years ago are not totally the same as the skills required of managers now. Continually look for ways to update your managerial skills so you can be a true role model for your staff and your peers. Skills staff must possess are different from skills managers must display. As manager, it is your duty to find ways to improve your own managerial skills. You are the role model and as such should display managerial ethics and skills to be effective. The manager‟s experience can affect the company‟s performance management. Here are some ways to further your managerial career and improve the company‟s performance management.3.1 Ask for assistance from human resourcesTechnically, the Human Resource department should have training programs lined up for all job positions in the company each year. Find out from HR what training programs are available for the position of manager. The training programs should be a mix of courses aimed at honing the different skills required of the position.3.2 Read books and other resource materialsThere are many books on managing in general and books that address more specific managerial skills. For example; there are books on time management, organizational development, conducting performance appraisals, project management techniques and others. Take the initiative to explore these resources on your own.3.3 Attend training programsFind outside training programs that can help you become a better manager. If you know that your presentation skills are weak, find consultants that offer this type of program. Use the internet to find the best training programs that can address your areas for improvement. Make sure to read reviews by those who have attended these courses already to see if the program is right for you.3.4 Link with or join professional organizationsThere are professional organizations for managers depending on their field of expertise. By joining an organization or two, you can share information, ask questions and seek guidance from those who have been successful managers for many years.4. Performance evaluationA study of general managers of 389 United States hotels found that 87 percent of the respondents conducted regular performance appraisals for all of their employees. This percentage is similar to that found in other industries. The most frequent interval for performance appraisals by lodging managers is once per year, also echoing the findings for other industries. Most managers used more than one type of appraisal and used their appraisals for more than one purpose. Nearly half used a management-by-objectives approach for their appraisals (49 percent), followed by behaviorally anchored rating scales (41 percent), narrative essays (37 percent), and graphic rating scales (28 percent). One negative note is that nearly 15 percent of the managers do not follow their appraisals with feedback sessions to review those appraisals. The most frequent application of performance appraisals was for compensation decisions (86 percent), followed by assessing whether objectives had been met (78 percent), establishing training needs (73 percent), and determining promotions (65 percent). Three-fifths of the sample reported that performance appraisals were important to the success of their operation. These are some several kinds of performance evaluation thatI think might suit the hotel industry.4.1 Alternation Ranking Method4.2 Behaviorally Anchored Rating Scale (BARS)An appraisal method that aims at combining the benefits of narrative and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance.4.3 Graphic Rating ScaleA scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or her performance for each trait. Rating scales can include 5 elements as follows:• Unsatisfactory• Fair• Satisfactory• Good• Outstandin g4.4 Paired Comparison MethodRanking employees by making a chart of all possible pairs of the employees for each trait and indicating which the better Employee of the pair is.Advantages and disadvantages of paired comparison analysis• It is useful where priorities are not clear.• It is p articularly useful where you do not have objective data to base this on.• It helps you to set priorities where there are conflicting demands on your resources.• This makes it easy to choose the most important problem to solve, or select the solution that will give you the greatest advantage.Steps to conduct paired comparison analysis• List the options you will compare (elements as A, B, C, D, E for example).• Create table 6 rows and 7 columns.• Write down option to column and row; A to row second, c ell first from left and A to row first, cell second from left; B to row third, cell first from left and B to row first, cell third from left etc; column seventh is total point.• Identify importance from 0 (no difference) to 3 (major difference).• Compare element “A” to B, C, D, E and place “point” at each cell.• Finally, consolidate the results by adding up the total of all the values for each of the options. You may want to convert these values into a percentage of the total score.5. Tow measuring performanceI would recommend for a hotel chain to use the behaviorally Anchored Rating Scale (BARS) and a management-by-objectives approach.5.1 Behaviorally Anchored Rating Scale (BARS)BARS were developed in response to dissatisfaction with the subjectivity involved in using traditional rating scales such as the graphic rating scale. A review of BARS concluded that the strength of this rating format may lie primarily in the performance dimensions which are gathered rather than the distinction between behavioral and numerical scale anchors. BARS are rating scales that add behavioral scale anchors to traditional rating scales (e.g., graphic rating scales). In comparison to other rating scales, BARS are intended to facilitate more accurate ratings of the target person's behavior or performance. However, whereas the BARS are often regarded as a superior performance appraisal method, BARS may still suffer from unreliability, leniency bias and lack of discriminant validity between performance dimensions.Advantages of using BARS• A more accurate gauge• Clearer standards• Feedback• Independent dimensions• Consistency5.2 Management by Objectives (MBO)Management by Objectives (MBO) is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization. The term "management by objectives" was first popularized by Peter Drucker in his 1954 book 'The Practice of Management'.The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee‟s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.According to George S. Odiorne, the system of management by objectives can be described as a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual's major areas of responsibility in terms of the results expected of him, and use these measures as guides for operating the unit and assessing the contribution of each of its members.4.2.1 Unique features and advantages of the MBO processThe basic principle behind Management by Objectives (MBO) is for employees to have a clear understanding of the roles and responsibilities expected of them. They can then understand how their activities relate to the achievement of the organization's goal. MBO also places importance on fulfilling the personal goals of each employee.Some of the important features and advantages of MBO are:• Motivation –Involving employees in the whole process of goal setting and increasingemployee empowerment. This increases employee job satisfaction and commitment.• Better communication and Coordination –Frequent reviews and interactions between superiors and subordinates help to maintain harmonious relationships within the organization and also to solve many problems.• Clarity of goals• Subordinates tend to have a higher commitment t o objectives they set for themselves than those imposed on them by another person.• Managers can ensure that objectives of the subordinates are linked to the organization's objectives.4.2.2 There are several limitations to the assumptive base underlying the impact of managing by objectives, including:·It over-emphasizes the setting of goals over the working of a plan as a driver of outcomes. ·It underemphasizes the importance of the environment or context in which the goals are set. That context includes everything from the availability and quality of resources, to relative buy-in by leadership and stake-holders. As an example of the influence of management buy-in as a contextual influencer, in a 1991 comprehensive review of thirty years of research on the impact of Management by Objectives, Robert Rodgers and John Hunter concluded that companies whose CEOs demonstrated high commitment to MBO showed, on average, a 56% gain in productivity. Companies with CEOs who showed low commitment only saw a 6% gain in productivity.·Companies evaluated their employees by comparing them with the "ideal" employee. Trait appraisal only looks at what employees should be, not at what they should do.When this approach is not properly set, agreed and managed by organizations, self-centered employees might be prone to distort results, falsely representing achievement of targets that were set in a short-term, narrow fashion. In this case, managing by objectives would be counterproductive.The use of MBO must be carefully aligned with the culture of the organization. While MBO is not as fashionable as it was before, it still has its place in management today. The key difference is that rather than 'set' objectives from a cascade process, objectives are discussed and agreed upon. Employees are often involved in this process, which can be advantageous.A saying around MBO -- "What gets measured gets done", …Why measure performance? Different purposes require different measures‟ -- is perhaps the most famous aphorism of performance measurement; therefore, to avoid potential problems SMART and SMARTER objectives need to be agreed upon in the true sense rather than set.ConclusionEvery Department can function on its own with a Department Head/Supervisor. But, to give proper Guest Service, Maintain Standards and to Increase Hotel Revenue you need a coordinator who can coordinate, guide and control all the Departments in the Hotel.That is when the Hotel Manager/ General Manager come in, to coordinate the Functions of all the Departments and take the Hotel in the right direction.So in a nutshell, Managing Hotel is all about keeping the Guest happy by providing him good product (Room, Food and Drink) and service and thus ensuring his/her return which will ultimately lead to the profitability of the Hotel and its Owners.References1. Lockwood, A., Jones, P., the Management of Hotel Operations, Cassel.20052. Moulin, M., “Eight essentials of performance measurement”, International Journal of Health Care Quality Assurance, Vol.17, No.3, pp.110-112, 2004.3. Neves, J. And Lourenco, S. “Using Data Envelopment Analysis to select strategies that improve the performance of hotel companies”.4. Philips, P. “Hotel Performance and competitive advantage: a contingency approach”, International Journal of Contemporary Hospitality Management, Vol.11, No.7, pp.359-365, 2007.5. Sharma, A. and Christie, I. “Performance Assessment using Value-Chain Analysis in Mozambique”, International Journal of Contemporary Hospitality Management, Vol.22, No.3, pp.1-34, 2010. (Pre-print).。
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页眉内容Managing human resourceIntroductionNowadays, as the stress of the competition become heavier and heavier, people who go to an interview or work in a firm pay more and more attention to the EEO. The EEO is the law of the Civil Rights Act of 1964 was the first federal law designed to protect most U.S. employees from employment discrimination based upon that employee's (or applicant's) race, color, religion, sex, or national origin. The Title also established the U.S. Equal Employment Opportunity Commission to assist in the protection of U.S. employees from discrimination.EEO legislation requires fair treatment for all members of the community and the elimination of discrimination. It means selecting the best person for the job in terms of their job-related skills.EEO includes following aspects: RACE, COLOR, RELIGION, SEX, NATIONAL ORIGINTitle VII of the Civil Rights Act of 1964, as amended, protects applicants and employees from discrimination in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment, on the basis of race, color, religion, sex (including pregnancy), or national origin. Religious discrimination includes failing to reasonably accommodate an employee’s reli gious practices where the accommodation does not impose undue hardship.DISABILITYTitle I and Title V of the Americans with Disabilities Act of 1990, as amended, protect qualified individuals from discrimination on the basis of disability in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment. Disability discrimination includes not making reasonable accommodation to the known physical or mental limitations of an otherwise qualified individual with a disability who is an applicant or employee, barring undue hardship.AGEThe Age Discrimination in Employment Act of 1967, as amended, protectsapplicants and employees 40 years of age or older from discrimination based on age in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment.SEX (WAGES)In addition to sex discrimination prohibited by Title VII of the Civil Rights Act, as amended, the Equal Pay Act of 1963, as amended, prohibits sex discrimination in the payment of wages to women and men performing substantially equal work, in jobs that require equal skill, effort, and responsibility, under similar working conditions, in the same establishment.GENETICSTitle II of the Genetic Information Nondiscrimination Act of 2008 protects applicants and employees from discrimination based on genetic information in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of emplo yment. GINA also restricts employers’ acquisition of genetic information and strictly limits disclosure of genetic information. Genetic information includes information about genetic tests of applicants, employees, or their family members; the manifestation of diseases or disorders in family members (family medical history); and requests for or receipt of genetic services by applicants, employees, or their family members.Along with those five protected classes, more recent statutes have listed other traits as "protected classes," including the following:▪The Age Discrimination Act protected those aged 40 and over, but does not protect those under the age of 40.▪The Americans with Disabilities Act of 1990 protects individuals who possess, or are thought to possess, a wide range of disabilities, ranging from paraplegia to Down Syndrome to autism. However, it does not force an employer to employ a worker whose disability would create an "undue hardship"onto his business (e.g. a paraplegic cannot work on a construction site, and a blind person cannot be a chauffeur).▪The Genetic Information Nondiscrimination Act of 2008 forbids discrimination on the basis of family history and genetic information.▪The Vietnam Era Veterans Readjustment Assistance Act of 1974 forbids discrimination on the grounds of a worker's military history, including any effects that the battlefield might have had on the worker's psyche.▪Twelve states, over one hundred local governments, and the District of Columbia have passed statutes that forbid discrimination on the basis of sexual orientation; also, the Employment Non-Discrimination Act will allegedly make sexuality a protected class, but this bill has yet to pass Congress.All of these Federal laws prohibit covered entities from retaliating against a person who files a charge of discrimination, participates in a discrimination proceeding, or otherwise opposes an unlawful employment practice.EEO in ChinaFace of China's labor market situation of supply exceeding demand in general, more and more problems difficult employment, and employment discrimination, it also will increase. Employing various restrictions dazzling, not only height, age, education standards in the assessment of these inherent been coded, some new restrictions, sex, appearance, origin, or even the name, blood type may be reasons for the refusal of workers were employed.For discrimination, we are here to further analysis to determine the underlying discrimination in employment, is two competing rights: the rights of workers rights and labor units. Discrimination is to determine the respective rights of the boundary of the two judgments is whether these two rights advocates agree with the judge. Generally speaking, the boundary of my rights is the rights of others. However, people's rights are often in conflict. Cutting right to the conflict, I think no more than two levels from this to consider: First, to see who has a legal basis for the claim; if you have a legal basis then see who has the legal basis for greater effectiveness. The second is to see whomade certain concessions to the loss of smaller, or the right to support who can make a greater number of total social welfare, that there is a measure of interest issues. From this point of view, if a business, an industry, a city not easily improve the level of labor standards will bring their own how much interest, but how many people may not develop immediately, then it can be considered discrimination .Discrimination and fairness is the concept of symmetry. Prejudice to the fair is discrimination. There should be opportunities for fair and equitable. Determine whether discrimination should be regarded as opportunities, but not results. Have the opportunity to discrimination should not be said. Now the conflict lies in a standard employment often suspended more people the opportunity to cancel. Survival of the fittest, and even superior in the more than excellent, is normal. They do not cancel the opportunity. Equal opportunities, and one body, gender, intelligence and other relatively disadvantaged people, usually in the competition at a disadvantage; if he were eliminated by the other advantages, should not be considered discrimination. However, the value of equal opportunity is: He may be other advantages to compensate for their weaknesses, and thus win.We are not against employment discrimination against specific sectors to maintain special requirements. Such as the requirements of the employees in High-tech enterprises are high-qualified, some trade or employment for women enterprises. The case of the above should be regarded as a "results" instead of as a standard, losers lost in the results: in these industries, the degree of competition but the low degree high; men and women compete a; not compete pretty nice. Have the chance, would also be the case.Discrimination in employment and the employee is not merely between. You companies make their own labor standards, I think it is a kind of discrimination, I also have the right to refuse, go somewhere else. I have a choice. However, if the government comes up with a standard, this standard, all companies are not hiring me the condition of the people, then I had no choice; other companies also did not choose my chance. Therefore, we can say, now the largest discrimination, fear or policy of discrimination. Such discrimination is absolutely not a chance.The reason why unequal employment opportunity appearsAt first, born men and women are different, women born weak, a lot of heavy work commitments to live more by men, such as petroleum, geology, machinery, women difficult to bear; employers believe that women in the completion of the work efficiency and quality not as good as men, many units under the same conditions of remuneration paid to women than men; women's unique physical needs of women not only make your work, but employers should also be according to the national welfare system of compensation; traditional social roles, giving women a wife, mother , the important task of caring for the elderly, which makes the employer also is difficult to wholeheartedly work on the concerns of women. This is often easier to inflict preconceived mind-set, heavily based on the above concerns and prejudice, the employer in the selection of talent is not the first judge a person's abilities. New China is a low level of social and economic development based on up. In the initial stage of industrialization, the state economic and social development focused on the relative concentration of industry and industrial city in the life, health care, provision of public goods and benefits to urban residents on the tilt, for the way of development, at the time socio-economic conditions are right. However, with the further development, this re-development of City Light idea of rural is losing its legitimacy. Early policy making urban and rural development is highly uneven economic development in rural and urban areas showing a trend of scissors. Historical roots of social and economic imbalance of urban and rural residents in other areas of inequality.Equal protection of the legal system of employment is still not perfect. Law as it is the economic base determines the superstructure, but in turn restricts the economic base. Urban and rural residents of our legal rights in the provision of the irrational, imperfect reality of urban and rural residents also contributed to the unequal rights of a specific reason.How to solve the unequal employment opportunityDue to eliminate the unequal employment need for specialized anti-employment discrimination legislation, A concept is anti-employment discrimination in China is "luxury" that economic development, how anti-discrimination efforts. This view iswrong. Anti-discrimination in employment is not hinder economic development, but to promote development.Others believe that employment discrimination will affect the development of enterprises, which is the wrong concept. The core concept of discrimination should not be unreasonable to treat people. If your proposed terms of employment out of the objective needs of enterprises, is not considered discrimination. Such as computer engineer, the key is will the computer, not the men and women, urban residence or other conditions.Establish and improve the protection of the legal system for equal employment of women .Employers to abolish gender inequality in the selection criteria. To change the traditional concept of women themselves, establish their own efforts to change the fate of the idea. The Government further play the leading role of social security .After 20 years of development of market economy, people's desire for equality has deep bone marrow, should be in the "Constitution" in the equal rights given to urban and rural residents, while repealing the law from the provisions on rural-urban inequality. Just modified through the "election law" to achieve the election of urban and rural residents the right to complete equality, which is a lot of progress, but the progress of such legislation is also too small, the magnitude of improvement is too young, with good laws are step, then we need to improve the administration of justice, but also to improve the level of our judicial and law enforcement ranks the quality of law enforcement First, the unemployed should be more training. This can make those popular professional, unskilled workers, unemployed people need to improve skills quickly mastered the skills, skills to enhance their confidence in the interview, so you will have more courage and employer contacts to dispel concerns that they hired you , doing so requires the applicant's toughness and courage. You know, although in the recruitment of companies set the conditions for this or that, but in the face of talent truly useful, they will adjust their employment standards, will be useful to hire the talent.Social relations can also be recommended to go through, sometimes with some of my colleagues may wish, fellow, the old relationship between superiors and other recommendation, which is a normal way. Recommended by a certain relationship, theemployer can you have a more comprehensive understanding of both supply and demand of talent to solve the problem of asymmetric information, also allows personnel to bypass the barriers of discrimination in employment.Of course, in addition to job-seekers their own efforts, countries should also increase the employment discrimination laws and regulations, and to vigorously publicize relevant laws and regulations, so that job seekers can have the weapons to protect themselves, to change their job search process in the weak position, for their legitimate interests.ConclusionUnequal employment opportunity can not be eliminated overnight in short term, but needs the support of all parties. The majority of job seekers not only need to raise awareness of equality, employers also need to change the concept of employers, and government departments should strengthen supervision and management, to truly implement fair employment. Discrimination on the labor market not only seriously violated the principle of fairness, harm the interests of job seekers, but also reduces the efficiency of the allocation of human resources, impact on social stability, which restricts economic development. Employment for job seekers to create a fair environment for building a harmonious society can not be ignored in terms of a link, and the creation of a fair employment environment must rely on the concerted efforts of government and society can be achieved. We should fully mobilize the political, economic, cultural, education, reform the power to protect people's rights and equal employment opportunities, which will effectively promote national economic and social developmentReference1.Louis R. Forbringer and Carol Oeth, "Human Resources at Mercantile Bancorporation, Inc.," Human Resource Management, Summer1998, 177-189.2.Gary Hamel and C.K. Prahalad, Competing for Future (Cambridge, MA: HarvardBusiness School Press, 1994), 227.3.'Determining the value of human resources,” viewpoint on value, (Omaha, NE:Balckman and associates), July/August 1998, 4.4.Charles A. Pierce and Herman Aquinis, "Bridging the Gap be tween RomanticRelationships and Sexual Harassment in Organizations," Journal of Organizational Be.havior 18 (1997), 197-200.5.Based on Jane AdamsRoy and Julian Barling, "Predicting the Decision to Confrontor Report Sexual Harassment,' Journal of Organizational Behavior 19 (1998), 329-336.6.Scott A. Snell,” Designing And Supporting Transnational Teams, Human ResourceManagement, 37(1998), 147-158.7.Gilbert Casellas and Irene L. Hill,"Sexual Harassment: Preventingand AvoidingLiability," LegalReport, Fall 1998, 1-5.8.Gilbert Casellas and Irene L. Hill,"Sexual Harassment: Preventingand AvoidingLiability," LegalReport, Fall 1998, 1-5.9.Jessica Guynn, "Another Y2K Worry: Messiahs in the Workplace," OmahaWorldHerald, February 7, 1999, 1G; and Stephanie Armour, "Conflict Grows between Bosses, Devout Workers," USA Today, November 21, 1997, 1B-2B.10.Based on data compiled by the federal Equal Employment Opportunity Commission,199811.Jonathan Segal, "EEO Policies:Walking the Razor's Edge," HRMagazine, December1997, 109-116.。