人力资源3000字外文文献翻译资料讲解
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。
人力资源论文中英文翻译
人力资源论文中英文翻译The Changing n of Human Resource ManagementIn recent years。
the n of Human Resource Management (HRM) has ___。
___ Instead。
it has ___ in the development of the company。
Secondly。
HR models have also undergone changes。
with the ___。
HR strategies have e more diverse and innovative。
___。
___。
___.n 2: The Exploring Stage of HRM in ChinaChina's ___ stage。
System building is a critical aspect of HRM in China。
as many companies lack standardized HR management ___ also a challenge。
___。
___ is another aspect that requires n。
with companies ___.n 3: ___HR ___。
they need to adapt to the rapidly changing business environment。
which requires them to be ___。
they need to ___。
as the business ___。
they need to ___。
___ challenges。
___ skills and knowledge。
and work ___.Human resource management is a ___ and growth of HRM in terms of pany ns。
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。
人力资源管理中英文对照外文翻译文献
人力资源管理中英文对照外文翻译文献中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship BetweenHuman Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech ?rms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signi?cantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are bene?cial to the goals ofthe ?rms. Furthermore ,our ?ndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing ?nancial and other non-?nancial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors. IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system. Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also in?uence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the ful?llment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ?ndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have con?rmed that violated psychological contracts negatively in?uence employees’ role behaviors while ful?lled psychological contracts have positive in?uences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systemsand role behaviors. Our results will provide insights regarding the reason for HR systems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them speci?c inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HRsystem�Cemployee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly. Psychological ContractsInitially, a psychological contract was de?ned as an implicit, unwritten agreement between parties to respect eac h other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the following ?ve characteristics: focus ,time frame, stability, scope, and tangibility. Speci?cally, transactional contracts focus on economic terms, have a speci?c duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges of speci?ed performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-speci?ed performance terms. Empirical evidence supports notonly the existence of these two different types of psychological contracts,but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly de?ned jobs, limited training efforts, relatively limited bene?ts, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts. Hypothesis 2 Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such asHR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. Inother words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HRsystems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individualappropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-roleand extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities ofan assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide ?nancial andother non-?nancial, but tangible inducements in exch ange for employees’ in-role behaviors.The exchange of ?nancial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive bene?ts in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3 Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that bene?t the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. Forthis reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2021). In other words, to elicit employees’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system�COCBsrelationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs. MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2021).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech ?rms, and these ?rms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts signi?cantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personal感谢您的阅读，祝您生活愉快。
人力资源管理文献翻译
百度文库- 好好学习，天天向上单位代码学号分类号密级文献翻译院（系）名称专业名称学生姓名指导教师2012年3月30日Human Resource ManagementHuman resources in corporate governance, not only has the human resources planning and strategic leader in the implementation of corporate strategic planning and overall development objectives of the course also has a vital role in this. At present, an increasing number of SMEs in the development of human resources planning is there are a lot of confusion and helplessness.Conditions in the knowledge-based economy, human resources of small and medium enterprises have a vital role in development. More and more small and medium-sized owners, corporate governance has become accustomed to the level of human resources management on the importance of enterprise development, but for the development of human resources planning is always there are a lot of confusion and helplessness."Human resource planning is very simple, not that more recruitment, remuneration, such as content, and sometimes combined with some training things.", "CEOs are still racking their brains set strategy, how can I make a planning", "human resource planning has not done very much sense, does not change plans quickly, the end of the day can be honored only 20% -30%. " HR is more than many small and medium enterprises are the views of human resources planning. So, how small and medium enterprises have no need for human resource planning? How can we work out a scientific human resource planning? First of all, let us take a look at the implementation of small and medium-sized effect of human resource planning is not ideal because:Human resource planning is not fully familiar withDo a good job in human resources management are the trilogy: a clear strategic planning - human resources planning - human resources management system and specific implementation plan. Corporate strategic objectives of the overall development of human resources planning determines the content, and these contents for the establishment of humanresources management system, develop specific plans to add staff, the use of plans, personnel and promotion plan to succeed, education and training plan, assessment and incentive plan, labor relations, retirement plan termination to provide the direction and in accordance with the guidelines. A broad sense of human resource planning includes all of these specific content, and not merely "just more of recruitment, remuneration, such as content, sometimes coupled with the training point of things."Human resource planning is the development of strategic planning an important component of the enterprise but also the human resources management of the foundation and basis. And the management of small and medium-sized and HR are not fully aware of precisely this point, so that the specific process of the formulation and implementation of a lack of sufficient attention, at all levels of department heads and line managers can not effectively cope with.The strategic objectives of the company is not clearHuman Resources Department must be combined with the implementation of corporate strategy to human resources support and guarantees. In human resources development and governance activities, strategic objectives should be to the strategic guidance of human resources policies to ensure the accuracy and effectiveness. Therefore, human resource planning is a prerequisite for enterprise development and corporate strategy clear first, and then can be decomposed into human resources, then demand will have plans, recruitment plans, payroll and other welfare plan with matching. And small and medium-sized general lack of a clear development strategy, particularly in the rapid expansion phase, is often involved in different business areas, including in many emerging industries. These new industries in R & D, marketing, management, and service all aspects of the experience does not mature for reference, especially to open up some new projects, setting a quota of work posts and not as mature as traditional business. Therefore, in human resources managementcan not have a clear plan, can only go one step further and look forward.Changes in the external environment company too fast, not planningChanges in the development of the market very quickly, and with the market despite changes in the industry to make plans, to reach a rate of year-end target of 20% -30%, however. If an IT company is a regional association in one of the major agents. In the beginning of the year, the company's Human Resources Department in accordance with the company's annual development strategy this year to develop the company's human resources planning. But in the New Year began less than three months, the Lenovo Group's own strategy, and the significant changes in organizational structure. So the supply chain as a part of the IT companies need to be adjusted throughout the company's human resources planning, in accordance with the requirements of a new company set up with the establishment, re-enact a series of related training programs. In fact, the external political, economic, legal, technical, cultural and other factors has been a series of dynamic changes, will cause a corresponding strategic objectives of the enterprise constantly changing, which in turn may lead to subsequent changes in human resource planning .Lack of human resources planning and personnel expertiseAt present, although many small and medium-sized set up a Human Resources Department, but the functions of the departments responsible in the exercise, the prevalence of some problems, mainly reflected in: first, the overall quality is not high, very few professionals, lack of expertise reserves, lack of professional skills ; Second, the lack of vocational training system; third, who was born and raised a number of human resources work, do not have good training, no formal influence of large corporations, low vision. Human resources are a very unique work; personal qualities understand the requirements and have a high learning ability. Of these factors, there are many rather than through the process of formal education available. An outstanding work of human resources does not depend oncertification by the theory of culture is not, and need is the work of its deep experience and a keen insight into the community. Otherwise, continue to rely solely on the principle of data processing technology or the training of human resources to create works in the same paper. In view of human resource development and governance are to penetrate the realities of small and medium-sized, with the various enterprises are familiar with the work of human resources and increasing practice, human resource planning will be in the development of enterprises play a powerful role in promoting.Human resources planning are to organize the protection of sustainable development, the importance of seeking development and growth, particularly in the small and medium enterprises. And whether the development and effective implementation of human resources planning does not depend on the size of the company, the most critical is based on the company's development strategy and operating characteristics of the development of suitable management policies. Most of the current characteristics and the operation of these enterprises are facing the problem of work, we propose the following recommendations: Clear core of human resourcesThe starting point for human resources planning is to clearly define the company's core competitive advantages, that is, the business environment in the enterprise, he is the survival value? His resources to maintain a competitive advantage for that? Take in order to maintain its competitive edge to find the real core of human resources. The core of human resources is to determine the survival and development of enterprise key factors, the need for incentives, education and training, design an appropriate career plan, and continuously to ensure that the recruitment of the core group of human resources capacity expansion, quality improvement, and long-term presence in the enterprise.Flexibility to develop forward-looking human resources planningThe so-called flexibility of human resource planning, is based on the core competitiveness of enterprises, re-evaluation and planning of human resources in enterprises, and form a general combination of human resources in order to ensure that the needs of enterprise's core competitive advantage of the conditions to meet the demands arising from the external business environment caused by temporary changes in human needs. In particular, in the assessment of the existing stock of human resources and define their core human resources on the basis of preparatory support the development of manpower planning and training programs accordingly, and its goal is the production or service enterprises are facing capacity expansion of opportunities, as soon as possible, with middle-level officers at the core support staff to enhance the organizations ability to respond.With the advent of the era of knowledge economy, Sees are facing a growing business environment can not guess, is filled with variables and business opportunities. Human resources planning must adapt to the needs of enterprise governance, maintaining a certain degree of flexibility in order to avoid the transfer of the business strategy of human resources when rigid, dysfunctional and hinder the development of enterprises. At the same time to further strengthen the human resource planning human resource management activities of the forward-looking, functional direction and predictability.The establishment of three-dimensional model of human resource managementPractical human resources planning must be based on internal communication, the basis of mutual cooperation. According to human resources management of small and medium-sized features, the creation of a layer in the decision-making, first-line managers and human resources management in collaboration between the scientific divisions of the three-dimensional model of governance, human resources will contribute to the formulation of strategic planning and implementation.Three-dimensional model, is defined as decision-making, human resource managementdepartments, first-line manager is responsible for the scientific division of labor and human resources management of the business, and the corresponding collaboration. In general, the decision-making level responsible for strategic planning and human resources to support the Human Resources Department, line manager, human resources work; human resources management department is responsible for job analysis, job evaluation and other infrastructure services, and to assist front-line managers do a good job in the core business and to help decision-making to do a good job of human resources strategic planning; first-line managers responsible for management of human resources in the core business in the key link to hold, and to assist Human Resources Department to do a good job analysis and job evaluation of posts and other infrastructure, as well as to assist decision-making to do a good job of human resources strategic planning .人力资源管理在企业的人力资源治理中，人力资源规划不仅具有先导性和战略性，在实施企业总体发展战略规划和目标的过程中也具有举足轻重的作用。
全面理解人力资源管理的论文英文版
全面理解人力资源管理的论文英文版A Comprehensive Understanding of Human Resource ManagementHuman resource management is a critical aspect of any organization's operations. It involves various processes such as recruitment, training, performance evaluation, and employee relations. A successful HR management system ensures that the right people are in the right roles, contributing to the overall success of the organization.One of the key functions of HR management is recruitment. This involves identifying the staffing needs of the organization, sourcing candidates, conducting interviews, and selecting the best fit for the job. Effective recruitment ensures that the organization has a talented and diverse workforce.Training and development are also crucial components of HR management. This involves providing employees with the necessary skills and knowledge to perform their roles effectively. Continuoustraining helps employees stay updated with the latest industry trends and technologies.Performance evaluation is another important aspect of HR management. This involves assessing employees' performance against set goals and objectives. Regular feedback and appraisal help employees improve their performance and contribute more effectively to the organization.Employee relations is also a key focus area for HR management. This involves managing conflicts, addressing grievances, and fostering a positive work environment. Strong employee relations lead to higher employee satisfaction and retention rates.In conclusion, human resource management plays a vital role in the success of any organization. By effectively managing recruitment, training, performance evaluation, and employee relations, HR professionals ensure that the organization has a skilled and motivated workforce. A comprehensive understanding of HR management is essential for organizational success.。
人力资源论文中英文翻译
The Development of Human Resource Management In China IntroductionWith the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This repor t mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.Question 1Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While the role seems to highlight people’s social and intellectual needs.In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, forexample, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘an annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategy is on strategic planning for successive generations.Question 2With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched en terprises establish and implement the employees’ career development planning (Zhao Yin, 2007).In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, according to the ‘2007 Human Resource Report’, the percentage of the surveyedcompanies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed.The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and direct motivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the ra ise of executives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully.Question 3As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields.The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative.Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up the pace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the searchfor new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity.The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work.What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much.ConclusionThis article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.人力资源管理在中国的发展导言随着二十一世纪的到来，人力资源管理作为一个相对较新的管理问题，扮演了一个越来越重要的作用在当今的商业中。
人力资源论文外文翻译人力资源管理在企业中的作用
精品合同，仅供参考，需要可下载使用！本科毕业论文（设计）外文翻译人力资源管理在企业中的作用原文来源：《China National Knowledge Infrastructure》一、人力资源管理的重要性企业是伴随社会经济的发展，企业不断进步而发展的，现代企业管理比较传统的企业管理，具有更多新特点，形成一系列的发展趋势，人们在研究企业管理发生，演变的历史过程中，越来越认识到，对人的管理是现代企业管理的核心。
随着市场经济的深入发展，我区中小型民营企业得到了长足的发展，为我国经济和人民生活水平的提高做出了极大的贡献，但与企业配套的管理却没有适时地跟进，尤其是人力资源管理。
随着经济社会的进步，企业不断发展，同时劳动者素质也在不断提高，人的积极性和创造性在组织中的地位也越来越重要，充分调动人的积极性和发挥人的创造性，日益成为提高组织效率的关键环节，结果在组织资源中，人力资源的地位越来越重要，对其管理越来越复杂，所要求的管理技能也越来越高，这时，原有的人事管理方式已经不能满足现代企业的需求，必须加以改进和完善。
管理的核心问题是人的管理。
人力资源管理的理论与方法对所有组织都具有普遍意义。
用人力资源管理的理论与方法取代传统的人事管理，是现代企业管理发展的趋势，并逐渐成为企业管理者的共识。
如何吸引和留住企业所需要的人才，如何使员工为企业创造更大的效益，是每个企业都面临的重要问题。
自从企业诞生的那一刻起，人力资源管理就存在了。
随着企业的逐步发展和壮大，人力资源管理的内涵也变得越来越丰富，其重要性也愈发明显。
在当今知识与技术迅速发展的时代，企业面临者巨大的市场竞争压力，稍有不慎就可能产生重大失误，甚至有可能面临灭顶之灾，人力资源管理在企业中至关重要，因为企业的竞争实际上是人才的竞争，人力资源管理已经上升到战略高度。
企业在日常工作中面临和暴露很多问题都跟人力资源管理有着密切的关系，也可以通过人力资源管理这个平台加以解决和处理，使很多问题解决在萌芽状态。
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Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.人力资源管理愈来愈被重视。
在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。
现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，其中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。
建立人力资源平台，作为沟通及搜集信息管道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。
人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。
发展简史Generally say, the academic circles development of human resource experience: Personal management, human resource management be recently till now rise of manpower capital management. The main dissimilarity namely lay in the principle that company and business enterprise treat an employee of variety and development. 一般说来，人力资源在学术界的发展经历了：人事管理，人力资源管理，到现在新近兴起的人力资本管理。
其主要不同即在于公司和企业对待职员的理念的变化和发展。
At the personal management stage, the work of the personnel managers is a management officers and workers' welfare, and with the legal procedure of labor union. The upper level management of the company section sees various activity and office clerk of personnel section all make a company of the big pen be pure expenditure, but possibly of reduction this part of expenditure. The company maintain inactive support attitude to the activity of personnel department.在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。
公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。
公司对人事部的活动持不积极的支持态度。
At the management stage of human resource, business enterprise the employee is seen into a business enterprise of can increase in value of property but disheveled hair exhibition with period full make use of potential. Human resource section is full exploitation post analysis, work analysis, the post all say, personnel choice and job advertisement, employee training and so on activity come to raise the business enterprise employee's efficiency, thus increment business enterprise of management and luck camp more valid. When a company practice human resource management strategy of time, human resource section will be bring into a company strategy plan of an importance constitute part. When a company practice human resource management strategy of time, human resource section will be bring into a company strategy plan of an importance constitute part. The future development of company, the market expand, new product development the etc. all want to lead long to pull a human resource section of support, moderate and cooperation. Human resource drive is an exaltation company the strategy of the competition ability means but drive value. In addition, human resource management be help the company encourage employee, through some satisfy of material and some finance reward, thus increment employee of to company ownership feeling, increment employee morale with turn down to work of disaffection etc..在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。
人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。
当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。
公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。
人力资源被作为提高公司竞争力的战略手段而被重视。
除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等。
有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。
At the management stage of the manpower capital, the basic job of manpower section still with human resource management period likeness, but business enterprise the employee be no longer see make the property which have development potential, but company can make use of capital. The each item activity of human resource section is turn by the quantity with the profit margin of the company hook, and this be also the main means which measure whether officers and workers and each section is valid work or not在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。