人力资源管理体系(英文版)
人力资源管理(HRM)英文PPT共54页
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A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
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McGraw-Hill/Irwin
Copyright © 2019 by The McGraw-Hill Companies, Inc. All rights reserved.
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Chapter 1
Introduction to Human Resource Management
and the Environment
Concerns about productivity Organizational downsizing and redesign
Increasingly diverse workforce Competitive need to use all organizational resources
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A Brief History of HRM
The Hawthorne studies (1924 to 1933): Determine the effect of illumination on workers and output Pointed out the importance of social interaction on output and satisfaction
人力资源管理介绍英文IntroductionofHumanResourcesManagement
HR strategy
Control HR Strategy ─ Clear job descriptions ─ Detailed work planning ─ Emphasis on technical skills ─ Job-specific training ─ Job-based pay ─ Performance evaluations for control
▪ Significant resources on training ▪ Offering free or low cost healthcare, providing on-site athletic facilities,
cafeteria ▪ Giving employee stock options ▪ Practicing open-book management ▪ Recognizing excellent performance
Industrial Revolution ─ Changed the nature of work ─ Large numbers of people to work together
The personnel administration movement ─ By the late 1800s and early last century ─ The personnel profession (e.g., welfare secretary) began to emerge ─ Basic personnel management functions, such as employee selection, training and compensation and benefits.
iso人力资源管理体系
iso人力资源管理体系ISO（International Organization for Standardization）是国际标准化组织的缩写，它是一个独立的、非政府组织，旨在制定国际标准以促进各行业的发展与合作。
人力资源管理是组织中不可或缺的一部分，它涉及到招聘、培训、绩效评估等方面。
为了提高人力资源管理的标准化和系统化水平，许多组织采用了ISO人力资源管理体系。
一、ISO人力资源管理体系简介ISO人力资源管理体系（ISO 30405:2016）是由国际标准化组织制定的一项标准，旨在帮助组织建立和维护有效的人力资源管理体系，以实现组织的战略目标。
该体系涵盖了招聘、培训、绩效管理、薪酬福利等方面的要求和指南。
二、ISO人力资源管理体系的好处1. 提高组织绩效：通过建立ISO人力资源管理体系，组织能够更好地管理和开发人力资源，从而提高员工绩效，进而促进组织整体绩效的提升。
2. 规范人力资源管理流程：ISO人力资源管理体系规定了一系列的流程和程序，包括岗位需求分析、招聘流程、培训计划、绩效考核等，帮助组织建立标准化的人力资源管理流程，提高管理效率。
3. 优化招聘过程：ISO人力资源管理体系要求组织进行岗位需求分析、招聘流程规范等，帮助组织更准确地确定岗位要求，提高招聘的准确性和效率。
4. 提高员工满意度：ISO人力资源管理体系关注员工福利、平等机会和职业发展等方面的要求，有助于提高员工的满意度，增强员工与组织的归属感。
5. 增强组织竞争力：通过建立ISO人力资源管理体系，组织能够有效吸引和留住人才，提高员工的绩效和能力，从而增强组织的竞争力。
三、建立ISO人力资源管理体系的步骤1. 确定组织需求：组织需要明确自身的战略目标和人力资源需求，以确定建立ISO人力资源管理体系的目标和范围。
2. 制定人力资源管理政策：组织需要制定一份针对人力资源管理的政策，明确组织对人力资源的管理原则和目标。
3. 规划和分析岗位需求：组织需要进行岗位需求分析，确定岗位职责和要求，并进行工作流程设计和确定员工的培训需求。
人力资源管理(HRM)英文PPT2
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Strategic Plans
Three to five year timeline
Annual monitoring & modification Fit between org strategy & HRM policies/programs
Recruitment, selection, outsourcing, telecommuting, performance evaluation, compensation
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Economic Conditions
Suggested Solutions for Increasing Productivity Reduce government controls Develop favorable income tax incentives Reindustrialize Potential Negative Impacts
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Government Law and Regulations
Government
regulation has increased
substantially In 1940, the U.S. Dept. of Labor administered 18 regulatory programs In 2004, it administered more than 135
Two
economic factors affect HRM programs: Productivity The work sector of the organization is: A big part of a nation's economic condition Representative of an organization’s overall efficiency The output of goods and services per unit of input (resources) used in a production process
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_英文版__human_resources.ppt
Job Description 职务说明书
A written statement of what the job holder does, how it is done, and why it is done.
Job Specification 职务规范
A written statement of the minimum qualifications that a person must possess to perform a given job successfully.
Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; Training
• Contrast job analysis, job description, and job specification.
• Discuss the major sources of potential job candidates.
• Describe career development for today’s employees.
Current Issues in Human Resource Management
The Importance of Human Resource Management (HRM)
Necessary part of the organizing function of management Selecting, training, and evaluating the work force
人力资源管理六大模块英文版
人力资源管理六大模块英文版1. RecruitmentRecruitment plays a crucial role in human resource management. It involves sourcing and hiring qualified candidates for various job positions within an organization. The recruitment process typically includes job posting, screening resumes, conducting interviews, and selecting the most suitable candidates. This module is essential for ensuring that the organization has a skilled and competent workforce.2. Training and DevelopmentTraining and development is another critical module in human resource management. It focuses on enhancing the skills, knowledge, and abilities of employees through various training programs and initiatives. This module helps in improving employee performance, fostering employee growth, and increasing overall productivity. It may include on-the-job training, workshops, seminars, and employee development plans.3. Performance ManagementPerformance management is a module that focuses on evaluating and managing employee performance. It involves setting performance goals, conducting regular performance reviews, providing feedback, and addressing any performance-related issues. This module helps in aligning employee performance with organizational goals and identifying areas for improvement. It may also include performance appraisal systems and performance-based rewards.4. Compensation and BenefitsCompensation and benefits module deals with employee compensation and rewards. It involves determining salary structures, designing employee benefits packages, and administering various compensation programs. This module ensures that employees receive fair and competitive compensation and incentives for their work. It may include salary negotiations, bonus programs, health insurance, retirement plans, and other employee benefits.5. Employee RelationsEmployee relations module focuses on maintaining positive relationships between employees and the organization. It involves addressing employee grievances, managing conflicts, and promoting a positive and inclusive work environment. This module helps in fostering employee morale, job satisfaction, andoverall employee engagement. It may include employee assistance programs, conflict resolution procedures, and employee engagement initiatives.6. HR AnalyticsHR analytics module utilizes data and analytics to make informed decisions and strategies in human resource management. It involves collecting, analyzing, and interpreting HR data to gain valuable insights into workforce trends, employee performance, and organizational effectiveness. This module helps in making data-driven decisions regarding recruitment, training, performance management, and employee development. It may include data tracking systems, HR metrics, and predictive analytics.The integration of these six modules - Recruitment, Training and Development, Performance Management, Compensation and Benefits, Employee Relations, and HR Analytics - contributes to effective human resource management. Each module plays a vital role in attracting, developing, and retaining the right talent, ensuring employee satisfaction, and achieving organizational goals.Note: Markdown文本格式是一种简单的标记语言，你可以将以上内容复制到Markdown编辑器中，然后将其保存为Markdown格式的文件。
人力资源管理(英文)
professional education, career pathing, multiple careers
team, $, opportunities Rectifying poor performance - redesign,
reeducate, replace Contract vs Awards
Employee Development & Work Environment
Training & development - design, implement, evaluate
Internal
– Goals & values – Strategy – Culture – Technology – Structure – Size
External
– Economy – Demographics – Social values – Law – National / international
HR stressors
Poor communications Ineffective/lack of
planning Insufficient resources Goal conflict Increased workloads
Organisational change Poor teamwork
competition
Байду номын сангаас
IT & HR
Information technology is a key strategic tool in utilising HR to greatest impact
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人力资源管理体系
(英文版)
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An HR Audit
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Department Organization Questionnaire
The Human Resources Department is structured, organized and equipped to provide overall strategy, direction and effective management of the organization’s human resources function to accomplish organizational objectives.
1.Is there one department or function within the organization that
is responsible and accountable for planning, establishing,
overseeing and coordinating all human resource policies,
systems and services for all 11 major categories?
2.Does the senior-level human resources manager report to the
same level position as all other major staff and line departments
within the organization?
3.Does the senior human resources manager participate in
addressing the organiz ation’s strategic, tactical and policy issues?
4.Does the senior human resources manager integrate all HR
activities with the organization’s strategic business plan.
5.Does the Human Resources department demonstrate a clear
understanding of organizational and customer needs?
6.Are HR services and functions aligned and prioritized to
organizational and customer needs?
7.Has a department mission statement been developed explaining
its purpose within the organization?
Has this mission statement been communicated to all management personnel?
Has this mission statement been communicated to other customers throughout the organization?
If so, to whom?
How?
8.Does the Human Resources department take a lead in striving for
a more empowered and participative work force (productivity
improvement, cost reduction, quality improvement and improved quality of work life programs?)
9.Has a Human Resources department organization chart been
published and distributed?
If so, to whom?
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Does the organization chart clearly define functional responsibilities and whom customers can contact for service?
10.Are job descriptions established for all HR personnel stating
major job objectives, responsibilities and accountabilities?
11.Do all HR personnel understand their respective roles and
relationships to others in the department?
12.Are department personnel cross-trained to perform duties outside
their major areas of responsibility?
13.Do they work on team and department task force projects?
14.Are departmental personnel professionally and technically
competent?
15.Do they serve as internal consultants to management as well as
counselors to employees?
16.Does the department staff work well as a team?
17.Are they readily accessible to all customers?
18.Are department personnel provided adequate training and
professional development to meet organizational challenges and
demands?
19.Is involvement in professional and technical groups encouraged?
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Does the department subscribe to major technical and professional journals?
20.Is there a credible performance appraisal in place clearly stating
mutually established goals and objectives for department
personnel?
21.Are human resources staff compensated according to market
standards?
Are they compensated based on comparable positions within the organization?
22.Does department staff effectively balance organizational with
employee needs and act as an intermediate for both?
23.Is the Human Resources department results-oriented (i.e.,
measuring cost-effectiveness and the bottom line results of
human resources programs)?
If so, is it attentive to the bottom line and does it demonstrate a business orientation?
24.What is the span of control of the top position within the
departments (i.e., how many and which positions report to it)? Are supervisors or managers reporting to other mid-level managers?
5。