HRM_New
Human Resource Management(人力资源管理)
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Objectives of the HRM Function (2 of 3)
Developing and maintaining a quality of work life that makes employment in the organization desirable
Communicating HRM policies to all employees
workforce efficiently Providing the organization with well-trained
and well-motivated employees Increasing to the fullest the employee’s job
satisfaction and self-actualization
investment Grievance rates Accident rates
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Objectives of the HRM Function (1 of 3)
Helping the organization reach its goals Employing the skills and abilities of the
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Four descriptions of the HRM function:
1. It is action-oriented 2. It is people-oriented 3. It is globally-oriented 4. It is future-oriented
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Historical Foundations of HRM
Human resource specialists must show that they contribute to the goals and mission of the firm
HRM英文对应
16PF 卡特尔16种人格因素测试360-degree appraisal 360度评估360-degree feedback 360度反馈7S 7S原则/模型New 7S 新7S原则/模型80/20 principle 80/20 法则AAR-After Action Review 行动后学习机制Ability Test 能力测试Ability of Manager 管理者的能力Absence Management 缺勤管理Absence rate 缺勤率Absent with leave 因故缺勤（被）许可缺勤Absent without Leave 无故缺勤擅离职守Absenteeism 缺勤Accelerating Premium 累进奖金制Accident Frequency 事故频率Accident Insurance 意外伤害保险Accident Investigation 事故调查Accident Loss 事故损失Accident Prevention 事故预防Accident Proneness 事故（频发）倾向Accident Severity 事故严重程度Accident Severity Rate 事故严重率Accident Work Injury 工伤事故Achievement Need 成就需求Achievement Test 成就测试Action Learning 行动（为）学习法Action Research 行动研究Active Practice 自动实习Adjourning 解散期解散阶段Administer 管理者Administrative Level 管理层次Administrative Line 直线式管理ADR-Alternative Dispute Resolution 建设性争议解决方法Adventure learning 探险学习法Adverse Impact 负面影响Advertisement Recruiting 广告招聘Affective Commitment 情感认同Affiliation Need 归属需求Affirmative Action 反优先雇佣行动Age Composition 年龄结构Age Discrimination 年龄歧视Age Retirement 因龄退休Agreement Content 协议内容ALIEDIM 费茨帕特里克出勤管理模型Allowance 津贴Alternative Ranking Method 交替排序法Amoeba Management 变形虫式管理Analytic Approach 分析法Annual Bonus 年终分红Annual Leave 年假Annuity/Pension 退休金Applicant-Initiated Recruitment 自荐式招聘Application Blank 申请表Appraisal Feedback 考评反馈Appraisal Interview 考评面谈Appraisal Standardization 考评标准化Appraiser Training 考评者培训Apprenticeship Training 学徒式培训Arbitration/Mediation 仲裁Assessment Center 评价中心ATS-Applicant Tracking System 求职跟踪系统Attendance 考勤Attendance Incentive Plan 参与式激励计划Attendance Rate 出勤率Attitude Survey 态度调查Attribution Theory 归因理论Audiovisual Instruction 视听教学Authority 职权Availability Analysis 可获性分析Availability Forecast 供给预测Background Investigation 背景调查Balance-Sheet Approach 决算表平衡法Bargaining Issue 谈判问题BARS-Behaviorally Anchored Rating Scale Method 行为锚定等级法Basic Skill 基础技能Behavior Modeling 行为模拟Behavior Modification 行为矫正疗法Behavioral Description Interview 工作方式介绍面试Behavioral Rating 工作方式考核法BEI-behavior event interview 行为事件访谈法Benchmark Job 基准职位Benchmarking Management 标杆管理Benefit Plan 福利计划Benefit/Welfare 福利BFOQ-Bona Fide Occupational Qualification 实际职业资格Biological Approach 生物型工作设计法Board Interview 会议型面试BOS-Behavior Observation Scale 行为观察量表Borter-Lawler's theory of Expectency 波特—劳勒期望激励理论Bottom-Line Concept 底线概念Boundaryless Organizational Structure 无疆界组织结构Bounded Rationality 有限理性Brainstorm Ideas 头脑风暴法Broadbanding Pay Structure 扁平薪资结构BSC-balanced scorecard 平衡计分卡Burnout 精力耗尽Business Necessity 经营上的必要性Cafeteria-Style Benefit 自助式福利CAI-Computer-assisted Instruction 电脑辅助指导Campus Recruiting 校园招聘Candidate-Order Error 侯选人次序错误Career Anchors 职业锚/职业动机Career Counseling 职业咨询Career Curve 职业曲线Career Cycle 职业周期Career Development Method 职业发展方法Career Path 职业途径Career Path Information 职业途径信息Career Planning 职业规划career plateau 职业高原Career Stage 职业阶段Career Training 专业训练职业训练Career-Long Employment 终身雇佣制Case Studay Training Method 案例研究培训法CBT-Computer Based Training 以计算机为载体的培训Central Tendency 居中趋势CIPP-Context,Input,Process,Product CIPP评估模型CIRO-ContextEvaluation,Input Valuation,Reaction Evaluation,Output Evaluation CIRO培训评估模式CIT-Critical Incident Technique 关键事件技术Classification Method 分类法Classroom Training 课堂培训Closed Shop 闭门企业CMI-Computer-managed Instruction 电脑管理指导Coaching 辅导教练Co-Determination 共同决策制Coercive Power 强制权力Cognitive Aptitude Test 认知能力测试Cohesiveness 凝聚力Colleague Appraisal 同事考评Collective Bargaining 劳资谈判Comparable Worth 可比价值Comparative Appraisal Method 比较评估法Compensable Factor 报酬要素Compensation & Benefit 薪酬福利Compensation Committee 报酬委员会Compensatory Time Off 补假Competence-Based Interview 基于能力的面试Competency Assessment 能力评估Competency 胜任特征Competency Model 胜任特征模型Competency-Based Education and Training 能力本位教育与训练Competency-Based Pay/Skill-Based Pay 技能工资Complex 情结Compressed Workweek 压缩工作周Compulsory Binding Arbitration 强制性仲裁Computerized Career Progression System 电脑化职业生涯行进系统Computerized Forecast 电脑化预测Conceptual Skill 概念性技能Conciliation 调解Concurrent Validity 同期正当性Conference Method 会议方法Conflict 冲突Conflict Management 冲突管理Construct Validity 结构效度Constructive Discharge 事实上的解雇Content Validity 内容效度Contractual Right 契约性权利Contrast Error 比较性错误Contributory Plan 须付费的退休金计划Coordination Training 合作培训Copayment 共同付费Core Competency 核心竞争力Core Value 核心价值观Core Worker 核心员工Core Workforce 核心工作团队Corporate Culture 企业文化Corporate Identity 企业识别Corporate Image 企业形象Correlation Analysis 相关分析Cost Per Hire 单位招聘成本Criterion-Related Validity 标准关联效度Critical Job Dimension 关键性工作因子Cross-Functional Training 跨功能训练Cross-Training 岗位轮换培训Culture Shock 文化冲突Cumulative Trauma Disorder 累积性工伤Cutoff Score 录用分数线Cyclical Variation 循环变动Decertification 取消认可Defined Benefit Plan 固定收益制Delphi Analysis 德尔菲分析Deutero Learning 再学习Differential Piece Rate 差额计件工资Dimission 离职Dimission Interview 离职面谈Dimission Rate 离职率Disciplinary Action 纪律处分Discriminant Analysis 判别分析dismissal reason 解雇理由disparate impact 差别性影响disparate treatment 差别性对待distribute bonus/profit sharing 分红distributive bargaining 分配式谈判distributive justice 分配公正diversity management 多样性管理diversity training 多样化培训division structure 事业部结构Double-Loop Learning 双环学习Downsizing 裁员DTL-Decision Tree Induction 决策树归纳法Dual Career Path 双重职业途径dust hazard 粉尘危害EAP-Employee Assistance Program 员工帮助计划Early Retirement 提前退休Early Retirement Factor 提前退休因素Early Retirement Window 提前退休窗口Earnings 薪资Economic Strike 经济罢工Education 学历Education Subsidy 教育津贴EEO-Equal Employment Opportunity 公平就业机会EEOC-Equal Employment Opportunity Commission 公平就业机会委员会Effect Factors of Career Planning 职业规划影响因素Effect Factors of Development 开发影响因素Effective Coaching Technique有效的训练方法Effective Working Hour 有效工时Efficiency of Labor 劳动效率Efficiency Wage 效率工资Ego-Involvement 自我投入E-Learning 网络化学习Election Campaign 选举活动Electronic Meeting 电子会议Emotional Appeal 感召力Employee Attitude Surveys 员工态度调查Employee Career Management 员工职业生涯管理Employee Consultation Services 员工咨询服务Employee Equity 员工公平Employee Leasing 员工租借Employee Involvement 员工参与Employee Manual 员工手册Employee Orientation 员工向导Employee Ownership 员工所有制Employee Polygraph Protection Act 《雇员测谎保护法案》[美]Employee Potential 员工潜能Employee Referral 在职员工推荐Employee Retirement Income Security Act 《职工退休收入保障法》[美]Employee Safety and Health 员工安全和健康Employee Security 员工安全Employee Security Measures 员工安全措施Employee Self-Service 员工自助服务Employee Services Benefits 员工服务福利Employee Skill 员工技能Employee Stock Ownership Trust 企业员工持股信托Employee Surplus 员工过剩Employee Survey 员工测评Employee Training Method 员工培训方法Employee Turnover 员工流动Employee Turnover Rate 员工流动率Employee Under Training 受训员工Employee-Centered Job Redesign 以员工为中心的工作再设计Employees Bonus 雇员红利Employer Unfair Labor Practices 雇主不当劳动行为Employment 雇用Employment Agency 职业介绍所Employment Application Form 应聘申请表Employment at will 自由就业Employment Consultant 招聘顾问Employment Contract Renewal 雇用合同续签Employment Diseases 职业病Employment History 工作经历Employment Objective 应聘职位Employment Offer/Enrollment 录用Employment Relationship 员工关系Employment Separation Certificate 离职证明书Empowerment 激励自主Entitlement 授权法EQ-Emotional Quotient 情感智商EPA-Equal Pay Act 《平等工资法案》Equal Pay For Equal Work 同工同酬Equity Theory 公平理论E-Recruit 网络招聘ERG theory ERG 理论ERM-Employee Relationship Management 员工关系管理ERP-Enterprise Resource Planning 企业资源计划ESOP-Employee Stock Ownership Plan 员工持股计划Essay Method 叙述法ETS-Environmental Tobacco Smoke 工作场所吸烟问题E-Survey 电子调查Evaluation Criterion 评价标准Excellent Leader 优秀领导Executive Ability 执行力Executive Compensation 管理层薪资水平Executive Development Program 主管发展计划Executive Director 执行董事Executive Management 行政管理Executive Marketing Director 市场执行总监Executive Recruiters 高级猎头公司Executive Salaries 管理层工资Exempt Employee 豁免员工Exit Interview 离职面谈Expectancy Theory 期望理论Expectation 期望值Expected Salary 期望薪水Experimental Method 实验法Experimental Research 试验调查Expiry of Employment 雇用期满Exploit of HR 人力资源开发External Costs 外部成本External Employment 外部招聘External Environment of HR 人力资源外部环境External Equity 外部公平External Labor Supply 外部劳力供应External Recruiting Sources 外部招聘来源External Recruitment Environment 外部招聘环境Extra Work加班Extrinsic Rewards 外部奖励Face Validity 表面效度Factor Comparison Method 因素比较法Fair Labor Standards Act 《公平劳动标准法案》Family and Medical Leave Act 《家庭和医疗假期条例》[美]Fiedler Contingency Model 费德勒的权变模型First Impression Effect 初次印象效应Five-Day Workweek 每周五天工作制Fixed Term Appointment 固定期聘用Fixed Term Contract 固定任期合同Fixed Term Staff 固定期合同工FJA-Functional Job Analysis 功能性工作分析法Flat Organizational Structure 扁平化组织结构Flex Place 弹性工作地点Flex Plan 弹性工作计划flex time 弹性工作时间Flexible Benefits Program 弹性福利计划Forced Distribution Method 强制分配法Forced-Choice Method 强迫性选择法Formal Organization 正式组织Front-Line Manager 基层管理人员Full-Time 全职Function 职能Function of HRM 人力资源管理职能Functional Conflict Theory 冲突功能理论Functional Department 职能部门Funeral Leave 丧假Fundamental Attribution Error 基本归因误差Gain-Sharing Plan 收益分享计划Gang Boss 领班/小组长Gantt Charts 甘特图GATB-General Aptitude Test Battery 普通能力倾向成套测验General Union 总工会Given Role Playing 角色定位演示法Glass Ceiling 玻璃天花板Goal Conflict 目标冲突GOJA-Guidelines Oriented Job Analysis 指导性工作分析Golden Handshake 黄金握别Golden Parachute 黄金降落伞Graphic Rating Scale 图尺度评价法Grievance Mediation 抱怨调解Grievance Procedure 抱怨程序Gross Pay/Total Payroll 工资总额Group Appraisal 小组评价Group/Team Bonus 团体/小组奖金Group Congeniality/Cohesiveness 群体凝集力Group Life Insurance 团体人寿保险Group Pension Plan 团体退休金计划Group Piece Work 集体计件制Guaranteed Employment Offer 雇用信H·C·Gantt Premium System 甘特奖励工资制H·Emerson Premium System 艾末生奖励工资制Halo Effect 晕轮效应Halseys Premium System 哈尔赛奖励工资制Handwriting Analysis 笔迹分析法Headhunting 猎头Health Insurance 健康保险H-Form/Holding Company H型结构Hierarchy of Needs Theory 需要层次理论High Performance Organization 高绩效组织High-Performance Work System 高绩效工作系统HMO-Health Maintenance Organization 健康维护组织Holiday Pay 假日薪水Home/Family Leave 探亲假Horizontal Career Path 横向职业途径Hot Stove Rule 热炉规则Housing/Rental Allowance 住房补贴HR Generalist 人力资源通才HR Information System 人力资源信息系统HR Manager 人力资源经理HR Officer 人力资源主任HR Policy 人力资源政策HRCI-Human Resource Certification Institute 人力资源认证机构HRD Appraisal 人力资源开发评价HRD Intermediary 人力资源开发媒介HRD Process 人力资源开发过程HRD-Human Resource Development 人力资源开发HRM-Human Resource Management 人力资源管理HRP-Human Resource Planning 人力资源规划Human Relations Movement 人际关系运动Hygiene Factor 保健因素Hypnosis 催眠Ill-Health Retirement 病退In-Basket Training 篮中训练Incentive Compensation/Reward Payment/Premium 奖金Incentive Plan 激励计划Incentive-Suggestion System 奖励建议制度Incident Process 事件处理法Independent Contractor 合同工Indirect Financial Compensation 间接经济报酬Individual Incentive Plan 个人奖金方案Individual Income Tax 个人所得税Individual Interview 个别谈话Individual Retirement Account 个人退休账户Industrial Injury Compensation 工伤补偿Industrial Union 产业工会Informal Communication 非正式沟通Informal Organization 非正式组织In-House Training 在公司内的培训Initial Interview 初试Insurance Benefit 保险福利Internal Environment of HR 人力资源内部环境Internal Equity 内部公平Internal Growth Strategy 内部成长战略Internal Job Posting 内部职位公开招聘Internal Recruitment 内部招聘Internal Recruitment Environment 内部招聘环境Interpersonal Skill 人际交往能力Interview Appraisal 面谈考评Interview Content 面试内容Interview Method 访谈法Interview Objective 面试目标Interview Planning List 面试计划表Intrinsic Reward 内在奖励Jack Welch's Management 韦尔奇式管理JAS-Job Analysis Schedule 工作分析计划表Job 工作、职业Job Account 工作统计Job Action 变相罢工(如怠工、放慢速度等)Job Aid 工作辅助Job Assignment 工作分配Job Analysis 工作分析Job Analysis Formula 工作分析公式Job Analysis Methods 工作分析方法Job Analysis Information 工作分析信息Job Analysis Process 工作分析流程JAP-Job Analysis Program 工作分析程序法Job Attitude 工作态度Job Bidding 竞争上岗Job Card 工作单Job Characteristic 工作因素Job Characteristics Model 工作特性模式Job Classification 职位分类Job Clinic 职业问题咨询所Job Code 工作编号，职位编号Job Context 工作背景Job Description 职位描述，工作说明Job Design 工作设计Job Enlargement 工作扩大化Job Enrichment 工作丰富化Job Evaluation 工作评估Job-Family 工作群Job Identification 工作识别Job Involvement 工作投入Job Inventory 工作测量表Job Knowledge Test 业务知识测试Job Morale 工作情绪Job Performance 工作表现Job Plan 工作计划Job Posting 公开招聘Job Pricing 工作定价Job Qualification and Restriction 工作任职条件和资格Job Redesign 工作再设计Job Rotation 工作轮换Job Satisfaction 工作满意度Job Security 工作安全感Job Scope 工作范围Job Sharing 临时性工作分担Job Specialization 工作专业化Job Specification 工作要求细则Job Standard 工作标准Job Stress 工作压力Job Surrounding 工作环境Job Time Card 工作时间卡Job Vacancy 职业空缺，岗位空缺Job-hop 跳槽频繁者Job-posting system 工作告示系统JTPA-Job Training Partnership Act 《职业培训协作法》J·S·Adams Equity Theory 亚当斯的公平理论Junior Board 初级董事会Johari Window 约哈瑞窗户Just Cause 正当理由Karoshi 过劳死Keogh Plan 基欧计划KPI-key Process Indication 企业关键业绩指标Kirkpatrick's Four-level Model of Evaluation 四阶层评估模型Knowledge Database 知识数据库Knowledge Management 知识管理KSA－knowledge ,skill, attitude 知识，技能，态度Labor Clause 劳工协议条款Labor Condition 劳动条件Labor Contract 劳动合同，雇佣合同Labor Contract Renewal 劳动合同续签Labor Cost 劳动成本Labor Demand Forecast 劳动力需求预测Labor Discipline 劳动纪律Labor Dispute 劳动纠纷Labor Exchange/Employment Agency 职业介绍所Labor Handbook 劳动手册Labor Insurance 劳保Labor Laws 劳动法Labor Management Relations Act《劳动关系法》Labor Market 劳动力市场Labor Protection 劳动保护Labor Rate Variance 工资率差异Labor Redundance 劳动力过剩Labor Relation 劳动关系Labor Relation Consultant 劳工关系顾问Labor Relations Process 劳工关系进程Labor Reserve 劳动力储备Labor Shortage 劳动力短缺Labor Stability Index 人力稳定指数Labor Wastage Index 人力耗损指数Labor/Trade Union 工会Labor/Working Hour 人工工时Labor-Management 劳动管理Lateral Communication 横向沟通Lateral Thinking 横向思维Layoff 临时解雇Layoff Process 临时解雇程序Leader Attach Training 领导者匹配训练Leaderless Group Discussion 无领导小组讨论法Leader-Member Exchange Theory 领导者成员交换理论Leader-Member Relation 上下级关系Leader-Participation Model 领导参与模式Leadership 领导能力Learning Curve 学习曲线Learning Organization 学习型组织Learning Performance Test 学习绩效测试Legitimate Power 合法权力Level-to-Level Administration 分级管理Life Cycle Theory of Leadership 领导生命周期理论Life Insurance 人寿保险Likes and Dislikes Survey 好恶调查表Limitation Factors of PA 考评的限制因素Line Manager 直线经理Line Authority 直线职权Line-Staff Relationship 直线参谋关系Line Structure 直线结构Loaned Personnel 借调人员Lockout 停工闭厂Locus of Control 内外控倾向Long Term Trend 长期趋势Long-Distance Education 远程教育Long-Range Strategy 长期策略Long-Term Contract 长期合同Lower Management 基层管理Lower-Order Need 低层次需求Lump Sum Bonus/Pay Incentive 绩效奖金Lump-Sum Merit Program一次性总付绩效报酬计划Managed Care 有控制的医疗保健Management As Porpoise 海豚式管理Management Assessment Center 管理评价中心Management by Walking About 走动管理Management Development 管理层开发Management Development of IBM IBM管理层开发Management of Human Resource Development 人力资源开发管理Management Psychology 管理心理学Management Right 管理权Management Risk 管理风险Management Tool 管理工具Management Training 管理培训Managerial Art 管理艺术Managerial Authority 管理权威Managerial Function 管理职能Managerial Grid Theory 管理方格理论Mandated Benefit 强制性福利Mandatory Bargaining Issue 强制性谈判项目Marital Status 婚姻状况Market Price 市场工资Markov Analysis 马尔可夫分析过程Marriage Leave 婚假Massed Practice 集中练习集中学习Matrix Structure 矩阵结构MBO-Management By Objective 目标管理MBTI-Myers-Briggs Type Indicator 迈尔斯—布里格个性类型测量表Mc-Clelland's Theory of Needs 麦克里兰需要理论McDonnell-Douglas Test 麦当纳道格拉斯法Mechanistic Approach 机械型工作设计法Mediator/Negotiator 调解人Medical Insurance 医疗保险Medical/Physical Ability Inspection/Physical Ability Test 体检Membership Group 实属群体Mental Ability Test 逻辑思维测试Mentor 指导者Mentoring 辅导制Mentoring Function 指导功能Merit Pay 绩效工资Merit Raise 绩效加薪Metrics-Driven Staffing Model 标准驱动招聘模式Mid-Career Crisis Sub Stage 中期职业危机阶段Minimum Wage 最低工资Mission Installation Allowance 出差津贴Mixed-Standard Scale Method 多重标准尺度法Motivation 激励Motivational Approach 激励型工作设计法Motivational Factor 激励因素Motivational Pattern 激励方式Motivation-hygiene Theory 激励保健论MPS-Motivating Potential Score 激励潜能分数Multidivisional Structure M型结构Multimedia Technology 多媒体技术Multiple Cutoff Model 多切点模式Multiple Hurdle Model 跨栏模式National Culture 民族文化National Union (国家)总工会Needs Assessment 需求评估Negligent Hiring 随意雇佣Nepotism 裙带关系Network Career Path 网状职业途径Networking 网络化（组织）NGT-Nominal Group Technique 群体决策法No Financial Compensation 非经济报酬Noncontributory Plan 非付费退休金计划Nondirective Interview 非定向面试Nondiscrimination Rule 非歧视性原则Nonexempt Employee 非豁免的员工Nonverbal Communication 非言语沟通No-Pay Study Leave 无薪进修假期Normal Retirement 正常退休Normative Analysis 规范分析法No-Smoking Rule 禁烟规定object teaching 实物教学,直观教学observation method 观察法occupational choice 职业选择occupational disease 职业病occupational environment 职业环境occupational guidance 职业指导,就业指导Occupational Health &Safety Training 职业安全与卫生培训occupational market condition 职业市场状况occupational mobility 职业流动性occupational outlook handbook 职业展望手册offer letter 录用通知书off-the-job training 脱产培训Ombudsperson 督察专员OMS-Occupational Measurement System 职业测定系统on boarding training 入职培训on-the-job training 在职培训open-door policy 门户开放政策opinion survey 意见调查organization 组织organization change and development 组织变革与发展organization character 组织特征organization design 组织设计organization development appraisal 组织发展评价organization development method 组织发展方法organization environment 组织环境organization goal 组织目标organization renewal 组织革新organization size 组织规模organization structure 组织结构organizational analysis 组织分析organizational authority 组织职权organizational career planning 组织职业规划organizational citizenship behavior 组织公民行为organizational climate 组织气候organizational commitment 组织认同感organizational diagnosis 组织诊断organizational function 组织职能organizational level 组织层次organizational merger 组织合并organizational orientation 组织定位organizational/job stress 组织/工作压力organization-centered career planning 以企业为中心的职业计划organized administration 组织管理orientation 岗前培训orientation objective 岗前培训目标orientation period 岗前培训阶段OSHA standard 美国职业安全与健康局/职业安全与健康法案标准out placement 岗外安置oversea assignment 海外工作overtime hour 加班工时overtime wage 加班工资overtime work 加班paired comparison method 配对比较法panel/group interview 小组面试PA-Performance Analysis 绩效分析Parkinson's Law 帕金森定律participant diary 现场工人日记participative management 参与式管理part-time job 兼职PAS-Performance Appraisal 绩效评估体系pattern bargaining 模式谈判patterned behavior description interview 模式化行为描述面试pay calculation 工资结算pay card 工资卡pay cheque/employee paycheck 工资支票pay compression 压缩工资Pay day 发薪日pay equity 报酬公平pay freeze 工资冻结pay grade 工资等级pay period 工资结算周期pay range 工资幅度pay rate 工资率pay rate adjustment 工资率调整pay secrecy 工资保密pay slip/envelop 工资单pay survey 薪酬调查pay/salary rate standard 工资率标准payroll system 工资管理系统Payroll tax 工资所得税payroll/wage analysis 工资分析payroll/wage form 工资形式payroll/wage fund 工资基金pension plan 退休金计划pension/retirement benefit 退休福利people-first value "以人为本"的价值观perceptual-motor approach 知觉运动型工作设计法performance appraisal 绩效评估performance appraisal interview 绩效评估面谈performance appraisal objective 绩效评估目标performance appraisal period 考评期performance appraisal principle 绩效评估原则performance feedback 绩效反馈performance management system 绩效管理制度performance standard 绩效标准performance-reward relationship 绩效与报酬关系periodic salary adjustment 定期薪资调整permissive management 放任式管理personal character 个人性格,个性personal grievance 个人抱怨personal information record 人事档案personal leave 事假personality test 个性测试Personality-Job Fit Theory 性格与工作搭配理论personnel selection 选拔personnel test 人格测验品格测验Peter M. Senge's Theory of Learning Organization 彼德·圣吉的学习型组织理论physiological need 生理需要piece-rate system 计件工资制pink slip 解雇通知point method 因素计点法polygraph test 测谎测试position analysis questionnaire 职位分析问卷法position description 职位描述position vacant 招聘职位positional level 职位层次positional title 职称post wage system 岗位工资制power distance 权力距离practice 实习predictive validity 预测效度premium plan/incentive system/reward system 奖金制pre-natal/maternity leave 产假prescribed group 正式群体primary welfare 基本福利privacy right 隐私权prize contest 奖励竞争probationary term/probation period 试用期problem-solving team 问题解决团队procedural justice 过程正义process benchmarking 流程标杆管理professional certificate 职业资格证书professional competence/capacity 专业能力professional ethics 职业道德professional examination 专业考试professional liability insurance 职业责任保险professional manager职业经理人profit-sharing plan 利润分享计划programmed instruction 程序教学projective personality test 人格投射测试promote/demote 晋升/降职protected group 受保护群体psychic reward 精神奖励psychoanalysis 心理分析psychological characteristic/feature 心理特征psychological contract 心理/精神契约psychological factor 心理因素psychological goal 心理目标psychological phenomenon 心理现象psychological test/psychometry 心理测验心理测试psychomotor abilities test 运动神经能力测试quality circles 质量圈quantity of applicant 侯选人数量questionnaire method 问卷调查法quit rate 离职率Race Discrimination 种族歧视Ranking Method 排序法Rater Bias 评估偏差Rating Certificate 等级证书Ratio Analysis 比率分析法Realistic Job Preview 实际岗位演习Reality Shock 现实冲击Reallocate 重新安排重新分配Recommend 员工推荐Recreation Leave Allowance 休假津贴Recreation/Sabbatical Leave 休假Recruiter 招聘人员Recruitment 招聘Recruitment Ditch 招聘渠道Recruitment Examination 招聘考试Recruitment Method 招聘方法Recruitment Optional Program 招聘备择方案Recruitment Task Guide 招募工作指导Red-Circled Employee 红圈员工Reducing Accident 减少事故Reducing Burnout 减少衰竭Reengineering the Corporation 企业再造Reference Check 个人证明材料检查Refusing Applicant 拒绝求职者Regency Effect 近因性错误Regression Analysis 回归分析Regular Earning/Pay/Wage 固定工资Regular Incentive 常规奖励Rehiring 回聘Reinforcement Theory 强化理论Reliability Evaluation 信度评估Renege 违约Replacement Cost 重置成本Requirement Identification 需求识别Requisite Task Attributes Theory 必要任务属性理论Resignation 辞职Resume 简历Resume Inventory 简历数据库Resumption from Leave 销假Retiree System 退休制度Retirement 退休Retirement Age 退休年龄Retirement Fund 退休基金Return of Talent 人才回流Rewarding by Merit/Pay According to Work 业绩报酬Right to Rest and Leisure 休息权Risk Pay Planning 风险工资计划Rokeach Values Survey 罗克奇价值观调查表Role Ambiguity 角色模糊Role Behavior 角色行为Role Conflict 角色冲突Role Playing 角色扮演Roles of HRM 人力资源管理角色Roll-Down Training 自上而下分级培训法Safety Director 安全负责人Safety Inspection 安全检验Safety Measure 安全措施Safety Program 安全方案Safety Training 安全培训Salary Administration 薪水管理Salary Band/Range 薪水范围Salary Survey 薪资调查Satisficing Decision Model 满意决策模型Scanlon Plan 斯坎伦计划Scatter Plot 散点分析Selection 选拔Selection Criteria 选拔准则Selection Decision 选拔决策Self-Actualization Need 自我实现需要Self-Assessment 自我评价Self-Assessment Tool 自我评估工具Self-Efficacy 自我效能Self-Managed Work Team 自我管理工作团队Self-Perception Theory 自我知觉理论Self-Serving Bias 自我服务偏差Seniority 资历Sensitivity Training 人际敏感性训练Serialized /Sequential Interview 系列式面试Severance Pay 告别费Sexual Discrimination 性别歧视Sexual Harassment 性骚扰Shift Differential 值班津贴Short-Term Contract 短期合同Silver Handshake 银色握手Simulation Exercise 模拟练习Single-Loop Learning 单环学习Situational Interview 情景面试Situational Leadership Theory 情境领导理论Skill Inventory 技能量表Skip-Level Interview 越级谈话SMART SMART分析法Social Security 社会保障Special Purpose Team 特殊目的团队Special Training 特别训练Specialized Course 专门课程Spot Bonus 即时奖金Stabilization Sub Stage 稳定阶段Staff Authority 参谋职权Standard Labor Cost 标准人工成本Standard Wage Rate 标准工资率Statutory Holidays 法定假期Statutory Right 法定权利Stock Option 持股权Straight Piece-Rate System 直接计件工资制Strategic HRD 战略性人力资源开发Strategic HRM 战略性人力资源管理Strength/Weakness Balance Sheet 强/弱平衡表Stress 压力Stress Interview 压力面试Stress Source 压力来源Strictness/Leniency Tendency 偏松或偏紧倾向Strike 罢工Structure Employment 结构性就业Structured Interview 结构化面试Subculture 亚文化Subordinate Appraisal 下级考评Succession Planning System 接班人规划系统Suggestion System 建议制度Superordinate Appraisal 上级考评Supplement Pay 补充报酬Supplemental Unemployment Benefit 补充性失业福利Survey Feedback 调查反馈Survival Rate 留任率SWOT SWOT分析法Sympathy Strike 同情罢工Synectics 综摄法分合法System Structure 系统结构Systematic Training Model 分类训练模式Systemic Thinking 系统性思考Talent 人才TA-Transactional Analysis 人际关系心理分析（交互作用分析）TAT-Thematic Apperception Test 主题统觉测试Tax Equalization Plan 税负平衡计划Teaching 讲授法Team Building 团队建设Team Spirit 协作精神Team/Group Incentive Plan 团队激励计划Telecommuting Job 远距离工作Termination at Will 随意解雇Test Reliability 测试信度Test Validity 测试效度The Allport-Vernon-Lindzey Study of Values 奥波特-凡农-林德赛的价值观研究The Trade Union Law of the People's Republic of China 《中华人民共和国工会法》Theory X X理论Theory Y Y理论Time Management 时间管理Timework Work 计时工作TM-Transcendental Meditation 超自然冥想Traditional Career Path 传统职业途径Trainer 培训师Training 培训Training &Development Manager 培训经理Training Administration 培训管理Training Design 培训设计Training Function 培训职能Training Item 培训项目Training Needs Analysis 培训需求分析Training Outcome 培训结果Training Plan 培训计划Training Specialist 培训专员Transfer 调动Travel Allowance 旅行津贴Traveling Expenses Standard 差旅费标准Treatment 待遇Trend Analysis 趋势分析Turnover 人事变动Unclear PA Standard 不明确的绩效评估标准Undue Hardship 过度重负Unemployment 失业Unemployment Compensation 失业津贴Unemployment Insurance 失业保险Unemployment Rate 失业率Union Authorization Card 工会授权卡Union Steward/Delegate 工会代表Union-Free Policy 无工会政策Unit Labor Cost 单位劳动成本Unitary Structure U型结构（一元结构）Unregistered Employment 隐性就业Unsafe act 不安全行为Unsafe Condition 不安全条件Unstructured Interview 非结构化面试Vacation 假期Value-Based Hiring 价值观为基础的雇佣Variable Compensation 可变报酬Vestibule Training 新员工培训技工学校培训Vesting 既定享受退休金权利Violence in the Workplace 工作场所暴力Virtual Organization 虚拟组织Virtual Team 虚拟团队Voluntary Pay Cut 自愿减少工资方案Voluntary Protection Program 自愿保护项目VPT-Vocational Preference Test 职业性向测试Wage Accounting 工资核算Wage Audit 工资审计Wage by Seniority System/Wage-by-Age System 工龄工资制Wage Control 工资控制Wage Curve 工资曲线Wage Deduction 工资扣除额Wage in Cash 现金工资Wage in Kind 实物工资Wage in Sliding Scale 浮动工资Wage Index 工资指数Wage Level 工资水平Wage Plan 工资计划Wage Policy 工资政策Wage Rate Per Hour 计时工资Wage Standard 工资标准Wage Structure 工资结构Wage System 工资制度Wage-Incentive Plan 奖励工资制Warren G．Bennis's Theory of Group development 沃伦·本尼斯的组织发展理论WBS- Work Breakdown Structure 工作分解结构Web Based Training 网络培训Welfare Management 福利管理Welfare Staff 福利工作人员Wellness Program 平安计划Well-Pay 平安费William Ouchi Theory Z 威廉．大内的Z理论Work & Life Balance 工作生活平衡Work Age 工龄Work Attitude 工作态度Work Behavior 工作行为Work Demand 工作要求Work Efficiency 工作效率Work Out 合力促进Work Pressure 工作压力Work Sample 工作样本Work Sampling Technique 工作样本技术Work Schedule 工作进度表Worker Involvement 雇员参与Workplace Learning 工作场所学习Work-Related Injury Leave 工伤假Work-Sample Test 工作样本测试Written Examination 笔试Wrongful Discharge 不当解雇Xerox Program 施乐方案Yellow-Dog Contract 黄狗合同Zero-Base Forecast 零基预测。
HRM操作流程
本页仅作为文档封面，使用时可以删除This document is for reference only-rar21year.MarchHRM 的应用2010-10-22 10:05 阅读(378)评论(0)高分辨率熔解曲线分析技术( High Resolution Melting )，简称HRM ，是近年来兴起的一种检测基因突变、进行基因分型和SNP 检测的新工具，可以迅速的检测出核酸片段中单碱基的突变。
HRM 技术因其速度快，操作简便，高通量，灵敏性特异性高，对样品无污染等优点而被迅速的应用在生命科学、医学、农学、畜牧业等领域的研究工作中。
HRM 技术主要是基于核酸分子物理性质的不同。
不同核酸分子的片段长短、GC 含量、GC 分布等是不同的，因此任何双链DNA 分子在加热变性时都会有自己熔解曲线的形状和位置。
HRM 技术的基本原理就是根据熔解曲线的不同来对样品来进行区分。
以二倍体细胞为例，当纯和子样品通过PCR 扩增，经过变性复性后，仍然是纯合子，如图一A 。
而杂合子PCR 扩增完，经过变性复性后，样品中会形成部分的含有非沃森- 克里克配对的双链分子存在。
如图一B所示，杂合子样品扩增后，经变性复性，会有非配对碱基的形成，而纯合子样品没有。
这样，杂合子样品相对纯合子样品来说，双链不够稳定，表现在解链温度上就会有微小的差别。
如果采用高分辨率的仪器进行检测，并用专门的软件进行分析，微小的差别就会被检测出来，从而成功的筛选出纯合子与杂合子。
下图是杂合子样品熔解曲线的的示意图：以二倍体细胞为例，杂合子扩增后通过变性复性会形成二种同源双链和两种异源双链的混合物，在熔解过程中四种链会形成一条独特的溶解曲线，从而与纯合子的熔解曲线区分出来。
下图是采用Lightscanner 仪器对纯合子，杂合子，双杂合样品的分析结果。
图三. 采用Lightscanner 系统对标准样品的分析。
灰色的曲线代表的是纯合子样品，红色的曲线代表的是杂合子样品，蓝色的曲线代表的是双杂合样品，通过Lightscanner 系统的分析，三种样品被明显的分为了三类，表现出了极高的灵敏性和准确性。
HRM
致亲爱的老张：写的各种错…靠你啦！语法和单词用的太多或者不合适的直接改，读不顺畅的句子可以整句改，意思差不多就行。
总之就是随便改，这是一部分先交的，还有两篇长的没写，写完发给你。
Yours陈New Challenges for International Human ResourceManagementIntroductionDue to the development of economic globalization, human resources management becomes more and more important part for all business. Throughout this text I have emphasized the significant challenges of globalization on the nature of jobs, employment conditions and workplace structures. This thesis attempts to identify the impacts of these irrevocable forces, in particular, their effects on the further development of strategic international human resource management.Due to the fluctuating economy as well as local and global advancements, there are many changes occurring quickly that affect human resource in a wide range of issues. In the Survey of Global HRM Challenges: Yesterday, Today and Tomorrow, conducted byPricewaterhouseCoopers on behalf of the World Federation of Personnel Management Associations (WFPMA), several challenges for human resource management were revealed. This survey, which concluded that "despite national and regional differences, there was remarkable unanimity," exposed the following top three new international human resource management challenges:The first priority is environmental changes. Many factors such as economic recessions, entrepreneurial collapses, persistent mergers and acquisitions, and the increasing internationalism of business have led to an unstable industrial environment for global business. An author Wiesner (2003) categorizes the major global ‘drivers’ of future industrial change as:●The globalization of markets and the internationalization of business ●Major political and social issues and trends●Advances in technology●Changing laws and regulations●Organizational growth and development●Fluctuations in business cycles.1Another view supported by Anon (2000), the specific global issues confronting organization in the future include increasing globalization;international ‘megamergers’, the rise of regionalism (e.g. NAFTA, ASEAN) with the associated economic interdependence of member nations, further ‘privatization’of government entities, the ‘Asian rebound’from crisis, and especially the resurgence of China, India and South Korea.2The implications of these factors for human resource management are enormous, especially human resource development, recruitment and selection, remuneration and career development strategies.The second challenge is about social factors. Social developments had big impact on business organizations during the 20th century. Such as the post-Second World War ‘baby room,’changing migration patterns, significant increases in education standards and associated employee expectation for job satisfaction, career development and more remuneration systems severe influenced human resource management practices and processes. Other continuing developments include further of human resource management responsibilities in many public, branch or line management levels. These have significant implications for human resource managers and their activities. One observer summarizes the implications of these developments for the employer-employee relationship:The decline in collective responses such as strikes to injustices in theemployment relationship diverts attention to individualized responses tounbalanced exchanges with the employer. In this case, employees areredressing the balance in the relationship through reducing theircommitment and their willingness to engage in organizational citizenshipbehaviors, which have been highlighted as important factors in anorganization’s survival and wellbeing.3The final point is about future workplace. Schmidt (1999) suggests that future workplaces will be larger and more complex, but with many activities conducted through internal or external ‘alliances, joint ventures and networks’; that they will need to be continuously responsive to ‘dynamic consumer preferences and increasing product specialization’; and that ‘overseas revenues will overtake domestic sales.’4Another author Kemske (1998) summaries the possible effects on workplaces of the future as:●Global business: global marketplaces, international workforces andcross-cultural competencies●Workforce flexibility: ‘collaborative’ cultures, creative employmentcontracts, a focus on performance not hours, employee choice and communication by intranet●Workforce development: lifelong learning (organizational andindividual), multiskilling, team projects, JIT training●Job definition: pay linked to the value of the person (not the job) andorganizational outcomes, versatility, challenges and a task focusWork and society: work-family interface, dual career couples, ‘cocooning’ (through teleworking)5All these possible changes will become a number of new challenges for human resource management.In this essay I have summarizes the three different new challenges for International human resource management and the causes of the formation of them. Through the survey of Global HRM Challenges, we found that the environmental changes, social factors and the future workplace become the biggest threats to stability of HRM development. Specifically, some force majeure factors such as economic recessions, entrepreneurial collapses, increasing globalization, international ‘megamergers’ and increasingly complex workplaces among others. They will cause a series of influence to remuneration systems, employer-employee relationship, career development, etc. Overall, these have become enormous challenges for further development of strategic international human resource management.1Dawson P. 2003. ‘Company change and human resources’: In pursuit of flexibility?,’ in R. Wiensner, B. Millett, Human resource management: Challenges and future directions, Brisbane, Wiley & Sons, P. 3062Anon. 2000. ‘Enter the brave new world,’ Workforce Online, 79(4), April, p.763Coyle-Shapiro J., Kessler I. 2000, cited in Dawson P. 2003. ‘Company change and humanresources: In pursuit of flexibility?,’ in Wiesner R., Millett B. 2003. op. cit., p.3124Schmidt J. 1999. ‘Corporate excellence in the new millennium,’ Journal of Business Strategy, November-December, 20(6), p. 40.5Kemske F. 1998. ’60 HR predictions for 2008,’ Workforce, 77(1), pp. 50-4.。
HRM
Applied Biosystems7500荧光定量PCR新应用HRM(高分辨率溶解曲线)的高通量基因突变扫描Enid M.ZhaoApplications Specialistcnmcbsupport@Contents●HRM应用的3个特点:●与常规SYBR Green溶解曲线功能相比,HRM的特点:原理熔解曲线7500Software v2.0●New look for the7500and7500Fast Systems with new,moreuser-friendly v2.0software andHRM*capability●Improvements to existing SDSv1.4workflows●Additional features includinggene expression study package ●Versatile interfaces to suitexperienced customers and new users*HRM–High Resolution Melting饱和性染料例如LC Green®Spectra vsSYBR®Green化学:纯荧光谱FAM dye Saturating Dye1 ROX dye SYBR Green dye2.仪器:HRM在溶解曲线阶段要求高捕获率Regular Dissociation High Resolution Dissociation Capture rate~0.2-0.5°C Capture rate~0.1-0.02°C3.HRM数据分析–荧光标准化和生成等位基因特定曲线的温度变化数据工作原理?杂合子样本融解曲线读取高分辨率溶解曲线标准溶解曲线●每个孔扩增产物有一个Tm值HRM图形HRM的发展特点和优势应用应用应用HRM on7500fastHRM on7500fast简便的操作流程简便的操作流程简便的操作流程简便的操作流程简便的操作流程简便的操作流程简便的操作流程简便的操作流程简便的操作流程7500fast HRM应用举例7500fast HRM应用举例Thanks for your attention cnmcbsupport@ 。
人力资源(HrmService)WebService接口使用说明
人力资源WebService接口开发使用说明SUBMITED BY WEA VER文档版本历史变更序号日期版本文件变更申请编号变更说明修改人1 2011年8月26日V1.0 无新文件胡伟武目录一、前言 (4)1.1编写目的 (4)1.2名词定义 (4)二、接口调用步骤 (5)2.1检查web service是否已部署 (5)2.2接口方法概述 (5)2.3 接口相关对象说明 (7)2.4 生成客户端 (9)三、示例程序 (19)3.1 使用客户端同步公司信息 (19)一、前言1.1编写目的本文给有研发能力的客户或有系统集成需求的客户提供web service接口调用的参考例程。
本文的面向具有一定web service开发能力或了解web service技术的开发人员。
1.2名词定义1、Axis：著名的开源web service引擎。
2、外部系统：指调用或实现e-cology输入输出接口，与e-cology系统进行数据交接的其他系统。
二、接口调用步骤2.1检查web service是否已部署在浏览器中输入http://ecologyServer/services,应显示如下页面：如果未出先上述页面，则web service未部署成功，请与泛微项目人员联系。
接口部署成功之后，需要在OA的HrmWebserviceIP.properties配置文件中配置调用接口客户端的IP，调用接口时传入的参数ip包涵在此配置文件才能调用以下接口。
2.2接口方法概述名称参数返回值功能描述SynSubCompany String ipaddress：调用接口的IP地址，StringxmlData：分部信息的xml成功:1,失败:0,2:无权限调用同步分部信息SynDepartment String ipaddress：调用接口的IP地址，StringxmlData：部门信息的xml成功:1,失败:0,2:无权限调用同步部门信息SynJobtitle String ipaddress：调用接口的IP地址，StringxmlData：岗位信息的xml成功:1,失败:0,2:无权限调用同步岗位信息SynHrmResource String ipaddress：调用接口的IP地址，StringxmlData：人员信息的xml成功:1,失败:0,2:无权限调用同步人员信息getHrmSubcompanyInfo String ipaddress：调用接口的IP地址，SubCompanyInfo[]:分部信息列表获取所有分部信息列表getHrmDepartmentInfo String ipaddress：调用接口的IP地址，StringsubcompanyId：分部id，多个用逗号分隔（不为空时该条件有效）DepartmentInfo[]：部门信息列表根据参数条件获取部门信息列表getHrmJobTitleInfo String ipaddress：调用接口的IP地址，StringsubcompanyId：分部id，多个用逗号分隔（不为空时该条件有效）String departmentid：部门id，多个用逗号分隔（不为空时该条件有效）JobTitleInfo[]:岗位信息列表根据参数条件获取岗位信息列表getHrmUserInfo String ipaddress：调用接口的IP地址，StringsubcompanyId：分部id，多个用逗号分隔（不为空时该条件有效）String departmentid：部门id，多个用逗号分隔（不为空时该条件有效）String jobtitleid：岗位id，多个用逗号分隔（不为空时该条件有效）StringlastChangeDate：最后修改日期，日期格式“YYYY-MM-DD”（不为空时该条件有效）String workcode:人员编码（不为空时该条件有效）UserInfo[]：用户信息列表根据参数条件获取用户信息列表checkUser String ipaddress：调用接口的IP地址String loginid：登录名String password：密码True:表示存在False：表示不存在检测OA用户2.3 接口相关对象说明1）SynSubCompany 同步分部传入xml的格式如下（一定要按照此格式传入）：<?xml version="1.0" encoding="UTF-8"?><root><orglist><org action="add"><code>001</code><shortname>测试分部一</shortname><fullname>测试分部一</fullname><parent_code>0</parent_code><order>0</order></org><org action="edit"><code>002</code><shortname>测试分部二</shortname><fullname>测试分部二</fullname><parent_code>0</parent_code><order>1</order></org><org action="delete"><code>003</code><canceled>1</canceled></org></orglist></root>相关属性说明：Action：动作，add：添加，edit：编辑，delete：删除，OA中只做封存和解封，canceled=1封存，canceled=0解封Code：分部编码，唯一值Shortname：分部简称Fullname：分部全称Parent_code：上级分部编码，没有上级请填写0Order：排序值2）SynDepartment同步部门传入xml的格式如下（一定要按照此格式传入）：<?xml version="1.0" encoding="UTF-8"?><root><orglist><org action="add"><code>0001</code><shortname>测试部门一</shortname><fullname>测试部门一</fullname><org_code>001</org_code><parent_code>0</parent_code><order>0</order></org><org action="edit"><code>0002</code><shortname>测试部门二</shortname><fullname>测试部门二</fullname><org_code>003</org_code><parent_code>0</parent_code><order>1</order></org><org action="del"><code>0003</code><canceled>1</canceled></org></orglist></root>相关属性说明：Action：动作，add：添加，edit：编辑，delete：删除，OA中只做封存和解封，canceled=1封存，canceled=0解封Code：部门编码，唯一值Shortname：部门简称Fullname：部门全称Org_code：分部编码Parent_code：上级部门编码，没有上级请填写0Order：排序值3）SynJobtitle同步岗位传入xml的格式如下（一定要按照此格式传入）：<?xml version="1.0" encoding="UTF-8"?><root><jobtitlelist><jobtitle action="add"><jobtitlecode>00001</jobtitlecode><jobtitlename>测试岗位一</jobtitlename><jobtitleremark>测试岗位一</jobtitleremark><jobtitledept>0001</jobtitledept></jobtitle><jobtitle action="edit"><jobtitlecode>00002</jobtitlecode><jobtitlename>测试岗位二</jobtitlename><jobtitleremark>测试岗位二</jobtitleremark><jobtitledept>0002</jobtitledept></jobtitle><jobtitle action="delete"><jobtitlecode>00003</jobtitlecode><jobtitlename>测试岗位三</jobtitlename></jobtitle></jobtitlelist></root>相关属性说明：Action：动作，add：添加，edit：编辑，delete：删除Jobtitlecode：岗位编码，唯一值Jobtitlename：岗位简称Jobtitleremark：岗位全称Org_code：分部编码Jobtitledept：岗位所属部门编码4）SynHrmResource同步人员传入xml的格式如下（一定要按照此格式传入）：<?xml version="1.0" encoding="UTF-8"?><root><hrmlist><hrm action="add"><workcode>10001</workcode><loginid>test</loginid><lastname>test</lastname><password>123456</password><subcompany>测试分部一</subcompany><department>测试部门一</department><jobtitle>测试岗位一</jobtitle><statue>正式</statue><managerid>1024</managerid><sex>男</sex><birthday>1988-09-09</birthday><telephone>12345678</telephone><mobile>12345678</mobile><email>************</email><maritalstatus>已婚</maritalstatus></hrm><hrm action="edit"><workcode>10001</workcode><loginid>test</loginid><lastname>test</lastname><password>123456</password><subcompany>测试分部一</subcompany><department>测试部门一</department><jobtitle>测试岗位一</jobtitle><statue>正式</statue><managerid>1024</managerid><sex>男</sex><birthday>1988-09-09</birthday><telephone>12345678</telephone><mobile>12345678</mobile><email>************</email><maritalstatus>已婚</maritalstatus> </hrm></hrmlist></root>相关属性说明：Action：动作，add：添加，edit：编辑Workcode：人员编码，唯一值Subcompany：分部Department：部门Lastname：姓名Loginid：登录名Password：密码Seclevel：安全级别Sex：性别Jobtitle：岗位Jobactivityid：职务Jobgroupid：职务类别Jobcall：职称Joblevel：职级Jobactivitydesc：职责描述Managerid：直接上级（编码）Assistantid：助理（编码）Status：状态Locationid：办公室Workroom：办公地点Telephone：办公电话Mobile：移动电话Mobilecall：其他电话Fax：传真Email：邮箱Systemlanguage：系统语言Birthday：出生日期Folk：名族Nativeplace：籍贯Regresidentplace：户口Certificatenum：身份证号码Maritalstatus：婚姻状况Policy：政治面貌Bememberdate：入团日期Bepartydate：入党日期Islabouunion：工会会员Educationlevel：学历Degree：学位Healthinfo：健康状况Residentplace：现居住地Homeaddress：家庭联系方式Tempresidentnumber：暂住证号码以上是人员同步的所有节点信息，需要同步那些字段，就填写相应的值。
国外著名HR咨询公司HRM培训
The skills, knowledge and experience that an individual brings to their role IDS 1997
Basic personal characteristics that are
determining factors for acting successfully in
The Harvard Model
Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions
Stakeholder Issues: Workforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal values
Human Resource Management PART1
Personnel Management to Human Resource Management
Recognition of the need to take a more strategic approach to the management of people
Owned by more than one person and grow through use and experience therefore difficult to imitate
Implications for the Human Resource Function
Develop managerial competence Strategic selection and staffing Develop internal labour market Design jobs round capability Develop individual competence Develop culture to foster innovation Build learning organisation Develop organisational learning
HRM-人力资源专业
有效的管理人力资源无论对于公有还是私有企业的成功，对其人力资源的有效管理都已被视为取得成功的至关重要的环节。
企业若配备了训练有素且积极敬业的职员，无论其规模大小，都能使其成功应对来自瞬息万变的商务环境中的全新挑战。
企业对人力资源重要性的认识产生了对受过培训的合格专业人才的需求，也发展起一条通向企业最高管理层的事业架构。
学习由英国工商管理协会(ABE)编写、并经英国文凭与考试监管办公室(Ofqual)认证的人力资源管理课程，能够最终获得证书、文凭和高级文凭。
这门课程向学生介绍有效的人力资源管理中的深层学术领域。
进而探讨人事管理中的理论、时间及策略。
获得HRM文凭的学生能增强人事管理能力，并提高且自身在企业中的受欢迎程度。
学生更为今后在大学中的学位教育作了准备。
人力资源管理 证书级NQF Level 3)必修单元- 商务入门- 商务沟通入门- 管理人群- 人事管理证书级能给你打下坚实人事管理的知识基础。
证书级文凭获得者的典型职位是人事或人力资源管理部门内的职位。
可全日制或业余学习。
开始证书级的学习无须有先前学历，但学生需具有相当于IELTS 5.0的英语水平和GCSE 的数学水平(NQF level 2)。
人力资源管理 文凭级(NQF Level 5)第一部分必修课- 组织行为学- 人力资源发展- 人力资源管理- 经济法则及其商务应用第二部分必修课- 人事信息系统- 人力规划与招聘- 雇佣关系- 人力资源管理的运用以及以下单元中任选两门：- 商务管理定量方法- 商法法则文凭级证书能开拓你的知识面，并帮助你逐步转向专业化。
如果你已经在人力资源行业中工作并正在为晋升而努力，那么这会是一个十分理想的级别。
文凭级获得者典型职位是助理人事经理和助理人力资源经理。
文凭级的获得者也可以获得多所大学本科学位课程单元的免考资格。
可全日制或业余学习。
要进入文凭级学习，你必须已经完成了ABE 的证书级（任何课程），或者获得GCE A-Levels 和四门GCSE Grade C 以上，或者BTEC National Awards 或者其他同等学历。
human resource management strategy and practice 笔记
human resource management strategy andpractice 笔记Human Resource Management Strategy and PracticeIntroduction:Human Resource Management (HRM) is a vital component of an organization's overall strategy and plays a crucial role in achieving organizational goals. This article provides an overview of HRM strategy and its various practices.1. HRM Strategy:HRM strategy refers to the long-term plans and goals designed to align human resources with the organization's objectives. It involves forecasting HR needs, sourcing, recruiting, developing, and retaining talent to enhance organizational performance. Effective HRM strategy ensures that the right people with the right skills are in the right positions at the right time.2. Recruitment and Selection:Recruitment and selection are key HRM practices that aim to attract and hire qualified individuals who best fit the organization's needs. The process involves identifying job requirements, advertising vacancies, screening applications, conducting interviews, and making job offers. Implementing fair and effective recruitment strategies ensures a diverse and talented workforce.3. Training and Development:Training and development programs assist employees in acquiring new skills, updating knowledge, and improving existing abilities. These HRM practices contribute to enhancing employee performance and job satisfaction. Organizations should provide various training methods, such as workshops, on-the-job training, and e-learning, to address different learning styles and needs.4. Performance Management:Performance management involves setting clear performance expectations, measuring employee performance, providing feedback, and identifying areas for improvement. It enables organizations to align individual goals with organizational objectives, promote accountability, and recognize high performers. Effective performance management systems provide regular evaluations, constructive feedback, and opportunities for growth and development.5. Compensation and Benefits:A well-designed compensation and benefits system is essential for attracting, motivating, and retaining employees. It includes salary structure, incentives, bonuses, and benefits such as healthcare, retirement plans, and work-life balance initiatives. Offering competitive compensation packages helps in attracting top talent and ensures employee satisfaction and engagement.6. Employee Relations:Employee relations focus on fostering positive relationships between employees and management. HRM practices in this area aim to create ahealthy work environment, resolve conflicts, and maintain a fair and respectful workplace. Open communication channels, grievance procedures, and employee satisfaction surveys are important tools for managing employee relations effectively.7. Diversity and Inclusion:Diversity and inclusion are integral to HRM strategy and practice. Organizations that value diversity benefit from access to a broader range of ideas, perspectives, and experiences. HRM practices in this domain involve promoting diversity in recruitment, fostering inclusive workplace cultures, and providing equitable opportunities for all employees.8. Talent Management:Talent management aims to identify, develop, and retain high-potential employees who can contribute to the organization's long-term success. HRM practices in talent management include succession planning, leadership development programs, and career pathways. Effective talent management ensures a pipeline of capable leaders and reduces the risk of talent gaps.Conclusion:Human Resource Management strategy and practice are essential for optimizing organizational performance, attracting and retaining top talent, and creating a positive work environment. By aligning HRM practices with the organization's objectives, organizations can enhance employee engagement, productivity, and overall success. Adopting effective HRM strategies leads to better resource utilization, improved employee satisfaction, and ultimately, greater business success.。
Garmin HRM-Dual心率监测器用户指南说明书
HRM-Dual™product box for product warnings and other important information.Putting On the Heart Rate MonitorYou should wear the heart rate monitor directly on your skin, just below your sternum. It should be snug enough to stay in place during your activity.1Snap the heart rate monitor moduleonto the strap.The Garmin ®logos (on the module and the strap) should be right-side up.2Wet the electrodes and the contact patches on the back of the strap to create a strong connection between your chestand the transmitter.3Wear the heart rate monitor with the Garmin logos facingright-side up.The hook and loop connection should be on your right side.4Wrap the strap around your chest, and connect the strap hook to the loop.NOTE: Make sure the care tag does not fold over.After you put on the heart rate monitor, it is active and sending data.Pairing the Heart Rate Monitor with Your ANT+®DeviceBefore you can pair the heart rate monitor with your device, you must put on the heart rate monitor.Pairing is the connecting of ANT+ wireless sensors, like your heart rate monitor, with a Garmin ANT+ compatible device.NOTE: The pairing instructions differ for each Garmin compatible device. See your owner's manual.•For most Garmin compatible devices, bring the device within 3 m of the heart rate monitor and use the device menu to pair manually.•For some Garmin compatible devices, bring the device within 1 cm of the heart rate monitor to pair automatically.TIP: Stay 10 m away from other ANT+ sensors while pairing.After you pair the first time, your Garmin compatible device automatically recognizes the heart rate monitor each time it is activated.Pairing the Heart Rate Monitor with Your Bluetooth ®DeviceYou can pair the heart rate monitor to your smartphone, tablet, smartwatch, or fitness equipment using Bluetooth technology.1Put on the heart rate monitor.2Bring the device within 3 m (10 ft.) of the heart rate monitor.3Open the Bluetooth settings on the device.The heart rate monitor should appear in the list of available devices.4Select the HRM-Dual heart rate monitor.TIP: Stay 10 m (33 ft.) away from other wireless sensors while pairing.After you pair the first time, your device automatically recognizes the heart rate monitor each time it is activated.Tips for Erratic Heart Rate DataIf the heart rate data is erratic or does not appear, you can try these tips.•Reapply water to the electrodes and contact patches (if applicable).•Tighten the strap on your chest.•Warm up for 5 to 10 minutes.•Follow the care instructions (Caring for the Heart Rate Monitor , page 1).•Wear a cotton shirt or thoroughly wet both sides of the strap.Synthetic fabrics that rub or flap against the heart ratemonitor can create static electricity that interferes with heart rate signals.•Move away from sources that can interfere with your heart rate monitor.Sources of interference may include strong electromagnetic fields, some 2.4 GHz wireless sensors, high-voltage power lines, electric motors, ovens, microwave ovens, 2.4 GHz cordless phones, and wireless LAN access points.Caring for the Heart Rate MonitorNOTICEYou must unsnap and remove the module before washing the strap.A build up of sweat and salt on the strap can decrease the ability of the heart rate monitor to report accurate data.•Go to /HRMcare for detailed washing instructions.•Rinse the strap after every use.•Machine wash the strap after every seven uses.•Do not put the strap in a dryer.•When drying the strap, hang it up or lay it flat.•To prolong the life of your heart rate monitor, unsnap the module when not in use.Linking to Fitness EquipmentYou can connect your heart rate monitor to compatible fitness equipment using ANT+ or Bluetooth technology so you can view your heart rate on the equipment console.TA-2018/5106TRAREGISTERED No:ER68283/18DEALER No:0015955/08GUID-2005773D-487A-46BD-A238-D987C7A52B07 v5September 2020•Look for the ANT+LINK HERE logo on compatible fitnessequipment.•Look for the Bluetooth logo on compatible fitness equipment.Replacing the HRM-Dual Battery1Use the included screwdriver (Torx T5) to remove the fourscrews on the back of the module.NOTE: HRM-Dual accessories produced before September2020 use Phillips #00 screws.2Remove the cover and battery.3Wait 30 seconds.4Insert the new battery with the positive side facing up.NOTE: Do not damage or lose the O-ring gasket.5Replace the back cover and the four screws.NOTE: Do not overtighten.After you replace the heart rate monitor battery, you may needto pair it with the device again.Heart Rate Monitor SpecificationsBattery type User-replaceable CR2032, 3 VBattery life Up to 3.5 yr. at 1 hr./dayWater resistance 1 ATM1NOTE: This product does not transmit heartrate data while swimming.From -5° to 50°C (from 23° to 122°F)Operating temperaturerange2.4 GHz @ 2 dBm nominalWireless frequency/protocolLimited WarrantyThe Garmin standard limited warranty applies to this accessory.For more information, go to /support/warranty.© 2019 Garmin Ltd. or its subsidiariesGarmin, the Garmin logo, and ANT+ are trademarks of Garmin Ltd. or its subsidiaries,registered in the USA and other countries. HRM-Dual™ is a trademark of Garmin Ltd. orits subsidiaries. These trademarks may not be used without the express permission ofGarmin.This product is ANT+ certified. Visit /directory for a list of compatibleproducts and apps. The BLUETOOTH word mark and logos are owned by the BluetoothSIG, Inc. and any use of such marks by Garmin is under license.M/N: A037111 The device withstands pressure equivalent to a depth of 10 m. For moreinformation, go to /waterrating.© 2019 Garmin Ltd. or its subsidiaries 。
人力资源管理专业 Human Resource Management 英语 大学专业职业介绍
关于人力资源管理专业的思考Things to ponder aboutHuman ResourceManagementHola Amigos, I hope you all are doing well in your life and academics. If you guys are reading this article then soon you will be acquainted with cool stuff about Human resource management course. There are many things that you may not knew before about the subject. I have come up with some valuable information which might be helpful for you. So if you’re are planning to pursue your academic career in HRM then have a look at it.Throughout the course, you need to be on your toes all the time to score well. You may find time crises during the submission of assignments, or in doing homework. These kinds of stuff make HRM course a tough one. Many students have time issues. Some are busy with part-time jobs or with other works. For them I would suggest taking assignment help will be a better option. Nothing is wrong in asking an expert to provide help with the assignment of Human Resource management.Have a look at what you will read further:What is human resource management?Benefits of doing HRM courseObjectives of Human Resource ManagementDifferent ways by which you can get a degree in Human Resource ManagementList of topics of human resource management subjectSkills you need to be an excellent Human Resource ManagerFamous colleges for Human Resource Management in AustraliaWhat is Human resource management?Human resource management, the name itself suggest the idea of managing humans. Doing a diploma or degree course in Human resource management would enhance your skills. It helps you to understand human nature. You will learnmanaging skills and utilization of resources for a good output. Moreover, by going for a higher degree in HRM, you will land up with an excellent job with a handsome package.For any company, their employees are the most significant assets. HRM department of an organization helps in the recruitment of potential employees. They can aid the company in achieving the goals. So going by the definition, Human resource management is a strategic approach to manage employees of the company so that they can help the company to gain the profits.Let’s gain some in-depth knowledge about the benefits of doing HRM courseHRM is a fascinating subject. A lot of students are opting for this to learn various skills. These skills are also helpful in the daily life of an individual.Let’s have a look at them:Gaining skills in managing the workYou will learn great skills, knowledge, and understanding for handling all kinds of business and employees.Security in jobMost of the HR’s work in private firms. But they still have an opportunity to serve the company for the longer duration as compared to other staff.Lots of opportunitiesEvery company is in need of an HR who can bring valuable assets to the company. Thus scope after getting a job at a good position in a company is maximum.SalaryUsually, human resource manager salary is pretty much higher than other professions. Even the HRs of entry-level get the right pay scale from the company.Objectives of Human Resource ManagementOrganizational structureHR department is responsible for driving employees towards productive work. An HR clearly defines the company’s rules, law and aims so that every employee can work towards it. Apart from the roles mentioned above HR also responsible for describing the fundamental problems and areas of issues faced by the organization.Coordination between different departmentsYou all know that an organization has various departments and different people with a different mindset. HR uses managing skills to keep them united without any dispute. Human Resource manager keeps the harmony of the company intact.Bridging the gap between employee goals and company goalsHR ensures that the goals of an employee are matching with companies goals or not. An employee’s goal must match with company’s goal for smooth working. If not then HR reduces the gap between employee’s and company’s goal by coming up with some rules and policies.Happy and respectful environment among the employeesHR is responsible for keeping the environment of respect and understanding between the employees. Company achieves this by organizing games and small events.Productive environmentHuman resource management focuses on the ways to enhance the productivity of the organization. By utilizing the available resources efficiently, a company can achieve productivity.Moral and disciplineHRM department maintains discipline and moral through incentives and appreciation. Employee tries to serve in the desired manner to gain recognition and other benefits from the company.Retaining the employeeRetaining the employee is a robust process. HRM put every efforts to keep the employee within the organization. Time to time motivation helps in achieving the results. There are somereasons due to which employees leave the company:Issues with the work, lack of understanding of the task which needs to be accomplished.Fights with the staff or with the manager.Lack of satisfaction or low wages.A djustment issues with office culture.It’s a duty of an HR to resolve all these conflicts and keep the aura friendly.Different ways by which you can get a degree of Human Resource ManagementAs you all know nowadays, HRM course is the area of focus for the students. The reasonbehind this is simple, ‘Lots of opportunities’. The course is in a trend. Thus many universities started to provide HRM degrees in various ways.I have listed down the most popular modes of getting a bachelor or master degree in HRM.Regular courseYou all are familiar with the regular course of Human Resource Management. A regular college is the most general form of getting a degree from any university. Most of the students apply for a regular course in HRM to have good experience of college life. Classroom teaching always has something more to deliver.Distance learningDoing HRM from a distance is also a good option. It’s the best way for those who are having financial crises or doing jobs and don’t have time for regular classes. They can easily access human resources courses material online.Study online programVarious reputed universities have started providing the online degree for HRM course. You need to get yourself enrolled for the program on the university website.Famous colleges for Human Resource Management in Australia1) AGSM MBA, University of New South WalesAGSM, the University of South Wales is for business courses. Many international students prefer to be part of such a prestigious university. You should see this University if you are planning to do a Human resources management course.Undergraduate degree in HRM.Postgraduate degree in HRM.2) Melbourne Business School, the University of MelbourneMBS is a perfect destination for all those graduates who are looking for masters in Human resource management. They offer post-graduation in HRM in two modes:Part-time course: Duration will be of 4 years.Full-time course: Duration will be of 2 years.3) University of QueenslandThe university is in Brisbane. It has a reputation for providing quality education in management courses.4) Macquarie Graduate School of Management, Macquarie UniversityThe school opened in 1969 in Australia and allied with Macquarie University. University offers a full time as well as part-time Human resource management course to the students.5) Monash Business SchoolMonash Business School holds AMBA certified. You can have a diploma, bachelors or master’s degree in HRM from this college.List of topics of human resource management subjectEmployee RelationsThis topic is the most highlighted area of HRM. Most of the questions come from this topic in exams. Employee relation is the first step to retain the employee in an organization. Human resource manager needs to take care of the employee’s comfort level in a company. This helps in keeping them for an extended run. Moreover, employee relations with the company should also align with the company’s policy. Employee’s absence and presence matter a lot.Human resource manager creates holidays, working hours, and many other things.Diversity and EqualityThere are many MNC’s companies where the employees are from different regions of the world. For example, some of them are from Asia, Africa Europe. Human resource manager must keep them together and create a biased free environment in the company. It is a big challenge, and a good HR can manage it more efficiently. Often students find difficulty in this area of Human Resource Management. It is advisable to take HRM assignment help online from the experts of Human Resource Management.Performance managementThis topic talks about the performance of the employees. Performance has been judged at the end of the year. Managers interact with the employees and talk about their performance throughout the year. They discuss the ways by which employee can enhance their performance. Usually, such discussions cause conflict between employee and manager. Conflict occurs due to a lack of understanding between both. Here the role of HR is important. Human Resource Department develops an effective management system to tackle such issues. That system also allows Employees to check their performance regularly. This topic also holds a lot of importance, and many questions come from this area of HRM.Training and developmentWhen a new candidate joins a company, he needs to get aware of ethics and the working style of the company. For that purpose HR department schedule training sessions for the recruits. Such meetings are of immense importance. They help in the development of skills required for a particular work. These sessions are also necessary to clear out the doubts from the mind of an employee. Such sessions help in building an environment of open discussions.Employment lawEmployment law deals with the policies required for the employee. These policies are for satisfying the interest of the employee. Employment law mentions the conditions and undertakings. Human resource managercirculates such laws to an employee with an appointment letter. Often students find it difficult to understand this topic. They require additional help from the experts. You can get quick notes and assignments online. Take online assignment help service to get good quality assignments on HRM.Skills that you need to be an excellent Human Resource ManagerThe foremost skill required to be a good human resource manager is having an outgoing and friendly behavior. You should know how to deal with different people and pressure situations. This skill is of vital importance because an HR has to handle all the employees in a company.One should know the way to utilize employee skills productively. As I have said earlier, employees are the most significant assets for any company. Their potential needs to be used in the right way.You need to be a source of motivation for other employees. Your actions should be graceful and inspiring for others.Dispute handling skills must be excellent to be a good HR. HR should know how to keep different personalities working in the office together without any conflict.You must be able to plan the policies. In such a way that it would benefit both employees and the company.List of careers after doing HRM courseTo all those who are confused about the jobs after doing the Human resource management course. I have listed down some fantastic Jobs for HRM degree holders. Check out them and get some relief.Chief HR Officer/Vice President of Human ResourcesChief HR officer is the in-charge of all the work that comes under HRM. He keeps an eye on all the categories mentioned below.Human Resources DirectorAll the activities in the company are under the director. He stands on the second position after the Chief HR officerHuman Resources ManagerHuman resources managers interact with the staff and assist employees. Role of the HR manager is to manage activities in the company. He also takes care of the perfect execution of those activities.Compensation and Benefits ManagerCompensation managers look out for the process of paying the employees. Benefits managers make policies regarding health insurance, retirement etc.Training and Development ManagerTraining and development managers develop programs. These programs focus on increasing the knowledge and skills of an employee. They look out for the training of the employee.Employment, Recruitment, and Placement ManagerThe work of these managers is to hire the employee. They prepare the strategies through which they can get the desired candidate.ConclusionSo, guys, I hope you found this article helpful and informative for you. I have just made it resolve all your doubts about the HRM course.In the above article, I have cleared almost all the areas of Human Resource Management.。
HRM术语
1.人力资源管理：(Human Resource Management，HRM)人力资源经理：(human resource manager)高级管理人员：(executive)职业：(profession)道德标准：(ethics)操作工：(operative employees)专家：(specialist)人力资源认证协会：(the Human Resource Certification Institute，HRCI)2.外部环境：(external environment)内部环境：(internal environment)政策：(policy)企业文化：(corporate culture)目标：(mission)股东：(shareholders)非正式组织：(informal organization)跨国公司：(multinational corporation，MNC)管理多样性：(managing diversity)3.工作：(job)职位：(posting)工作分析：(job analysis)工作说明：(job description)工作规范：(job specification)工作分析计划表：(job analysis schedule，JAS)职位分析问卷调查法：(Management Position Description Questionnaire，MPDQ)行政秘书：(executive secretary)地区服务经理助理：(assistant district service manager)4.人力资源计划：(Human Resource Planning，HRP)战略规划：(strategic planning)长期趋势：(long term trend)要求预测：(requirement forecast)供给预测：(availability forecast)管理人力储备：(management inventory)裁减：(downsizing)人力资源信息系统：(Human Resource Information System，HRIS)5.招聘：(recruitment)员工申请表：(employee requisition)招聘方法：(recruitment methods)内部提升：(Promotion From Within，PFW)工作公告：(job posting)广告：(advertising)职业介绍所：(employment agency)特殊事件：(special events)实习：(internship)6.选择：(selection)选择率：(selection rate)简历：(resume)标准化：(standardization)有效性：(validity)客观性：(objectivity)规范：(norm)录用分数线：(cutoff score)准确度：(aiming)业务知识测试：(job knowledge tests)求职面试：(employment interview)非结构化面试：(unstructured interview) 结构化面试：(structured interview)小组面试：(group interview)职业兴趣测试：(vocational interest tests) 会议型面试：(board interview)7. 组织变化与人力资源开发人力资源开发：(Human Resource Development ，HRD) 培训：(training)开发：(development)定位：(orientation)训练：(coaching)辅导：(mentoring)经营管理策略：(business games)案例研究：(case study)会议方法：(conference method)角色扮演：(role playing)工作轮换：(job rotating)在职培训：(on-the-job training，OJT)媒介：(media)8. 企业文化与组织发展企业文化：(corporate culture)组织发展：(organization development，OD)调查反馈：(survey feedback)质量圈：(quality circles)目标管理：(management by objective，MBO)全面质量管理：(Total Quality Management ，TQM) 团队建设：(team building)9. 职业计划与发展职业：(career)职业计划：(career planning)职业道路：(career path)职业发展：(career development)自我评价：(self-assessment)职业动机：(career anchors) 10. 绩效评价绩效评价：(Performance Appraisal，PA)小组评价：(group appraisal)业绩评定表：(rating scales method)关键事件法：(critical incident method)排列法：(ranking method)平行比较法：(paired comparison)硬性分布法：(forced distribution method) 晕圈错误：(halo error)宽松：(leniency)严格：(strictness)3600反馈：(360-degree feedback)叙述法：(essay method)集中趋势：(central tendency) 11. 报酬与福利报酬：(compensation)直接经济报酬：(direct financial compensation) 间接经济报酬：(indirect financial compensation) 非经济报酬：(no financial compensation)公平：(equity)外部公平：(external equity)内部公平：(internal equity)员工公平：(employee equity)小组公平：(team equity)工资水平领先者：(pay leaders)现行工资率：(going rate)工资水平居后者：(pay followers)劳动力市场：(labor market)工作评价：(job evaluation)排列法：(ranking method)分类法：(classification method)因素比较法：(factor comparison method)评分法：(point method)海氏指示图表个人能力分析法：(Hay Guide Chart-profile Method)工作定价：(job pricing)工资等级：(pay grade)工资曲线：(wage curve)工资幅度：(pay range)12. 福利和其它报酬问题福利(间接经济补偿)员工股权计划：(employee stock ownership plan ，ESOP) 值班津贴：(shift differential)奖金：(incentive compensation)分红制：(profit sharing) 13. 安全与健康的工作环境安全：(safety)健康：(health)频率：(frequency rate)紧张：(stress)角色冲突：(role conflict)催眠法：(hypnosis)酗酒：(alcoholism)14. 员工和劳动关系工会：(union)地方工会：(local union)行业工会：(craft union)产业工会：(industrial union)全国工会：(national union)谈判组：(bargaining union)劳资谈判：(collective bargaining)仲裁：(arbitration)罢工：(strike)内部员工关系：(internal employee relations) 纪律：(discipline)纪律处分：(disciplinary action)申诉：(grievance)降职：(demotion)调动：(transfer)晋升：(promotion)。
HRM与工业关系(英文版)
Cooperation Conflict
Approaches to IR
Input
Conversion Output
Conflict differences
Institutions & processes
Regulation (rules)
Evolution Revolution
HRM
Systems
Social action
Control over labour process
Labour market
Comparative
Wider approaches
Unitary
Assume
▪ Capitalist society ▪ integrated group ▪ common values,
Employee relations - more diverse jobs: non-manual, female,
▪ PT, non-union, services, high tech, “new” business etc Focus = regulation of employment relationship (control, adaptation, adjustment) - legal, political, econ, social, historical contexts. “Collective aspects”?
agreements)
▪ varying degrees of formality
Systems approach (Dunlop 1958)
▪ IR - a social sub-system within the econ. & political systems ▪ Components
单位人员配备情况介绍
单位人员配备情况介绍英文回答：Human Resources Management in the Organization.Human resources management (HRM) is the process of managing people in an organization to achieve its goals. It involves a variety of activities, including recruitment, selection, training, development, compensation, benefits, and employee relations.Effective HRM is essential for the success of any organization. It can help to attract and retain the best talent, improve employee productivity, and create apositive work environment.The Role of Human Resources.The human resources department plays a key role in the organization by providing a variety of services toemployees. These services include:Recruitment and selection: The HR department is responsible for recruiting and selecting new employees. This involves developing job descriptions, posting job openings, screening candidates, and conducting interviews.Training and development: The HR department provides training and development opportunities to employees to help them improve their skills and knowledge. This can include on-the-job training, classroom training, and online learning.Compensation and benefits: The HR department administers the organization's compensation and benefits program. This includes setting salaries, providing health insurance, and managing retirement plans.Employee relations: The HR department is responsible for maintaining positive employee relations. This includes resolving employee disputes, providing counseling services, and administering employee assistance programs.HR Staffing.The HR department is typically staffed by a team of professionals with a variety of backgrounds and experience. The size and structure of the HR department will vary depending on the size and complexity of the organization.In small organizations, the HR department may bestaffed by a single person who is responsible for all HR functions. In larger organizations, the HR department may be divided into several different functional areas, such as recruitment, selection, training, and development, compensation and benefits, and employee relations.HR Challenges.The HR department faces a number of challenges, including:Attracting and retaining the best talent: In today's competitive job market, it is difficult to attract andretain the best talent. The HR department must develop creative strategies to attract qualified candidates and provide them with a positive work environment.Managing employee performance: Employee performance is a key factor in the success of any organization. The HR department must develop systems and processes to manage employee performance and provide feedback to employees.Creating a positive work environment: A positive work environment is essential for employee satisfaction and productivity. The HR department must work to create a culture of respect, trust, and collaboration.The Future of HR.The role of the HR department is constantly evolving. In the future, HR departments will be expected to play a more strategic role in the organization. They will need to develop innovative strategies to attract and retain the best talent, improve employee productivity, and create a positive work environment.中文回答：单位人员配备情况介绍。
HRM的新发展
HRM的新发展Human Resource Management (HRM) plays a vital role in organizations, especially in today's dynamic business environment. Over the years, HRM has evolved and witnessed numerous developments. This article aims to explore the new developments in HRM, highlighting their significance for organizational success.1. IntroductionAs organizations continue to adapt to the ever-changing demands of the global market, HRM has emerged as a crucial strategic function. HRM involves managing human capital, which includes employees' skills, knowledge, and abilities. Its primary objective is to align the workforce with organizational goals and objectives.2. Strategic HRMOne of the key developments in HRM is the shift towards strategic HRM. In the past, HRM was primarily viewed as an administrative function, focusing on routine tasks such as recruitment, training, and performance evaluations. However, organizations now recognize the need for HRM to align its practices with the overall strategy of the organization. Strategic HRM involves integrating HR policies and practices with the organization's strategic goals, thereby contributing to its competitive advantage.3. Talent ManagementAnother significant development in HRM is the focus on talent management. With an increasingly competitive job market, organizations arerealizing the importance of attracting and retaining top talent. Talent management encompasses activities such as talent acquisition, development, and retention. HRM professionals are now responsible for designing effective talent management strategies to ensure the organization has access to the right skills at the right time.4. Technology and HRMTechnology has revolutionized HRM practices, leading to substantial advancements in this field. The emergence of HRM software and tools has streamlined HR processes, enabling more efficient and effective management of human resources. HRM systems now facilitate activities such as recruitment, onboarding, performance management, and employee engagement. Additionally, technology has enabled the creation of virtual work environments, allowing for remote work and flexible schedules, contributing to improved work-life balance and employee satisfaction.5. Employee Engagement and Well-beingHRM's new development includes a focus on employee engagement and well-being. Organizations have come to recognize that engaged and satisfied employees are more productive and committed. HRM professionals now actively measure employee satisfaction, provide opportunities for professional growth, and foster a positive work culture. Initiatives such as employee recognition programs, wellness programs, and work-life balance initiatives contribute to creating a conducive work environment.6. Diversity and InclusionDiversity and inclusion have gained significant attention in recent years, and HRM plays a crucial role in promoting these principles within organizations. Effective HRM practices ensure that diversity is not only acknowledged but also celebrated and leveraged to enhance organizational performance. HRM professionals are responsible for implementing diversity and inclusion strategies, such as bias-free recruitment and training programs, to foster a diverse and inclusive workplace environment.7. HR AnalyticsThe rise of HR analytics is another significant development in HRM. With the availability of vast amounts of HR-related data, organizations can now analyze this information to gain valuable insights into their workforce. HR analytics allows HRM professionals to make data-driven decisions, such as predicting employee turnover, identifying skills gaps, and evaluating the effectiveness of HR initiatives. This development enables HRM to contribute more strategically to business outcomes.8. ConclusionIn conclusion, HRM has witnessed significant developments in recent years. The shift towards strategic HRM, the focus on talent management, the use of technology, employee engagement and well-being, diversity and inclusion, and the rise of HR analytics are all key areas that have transformed HRM practices. As organizations continue to navigate the complexities of the modern business landscape, HRM's new developments will play a crucial role in ensuring their success and competitiveness. Effective utilization of these new developments will enable organizations toattract and retain top talent, foster a positive work culture, and align their human resources with their strategic objectives.。
假期与工资福利制度制订(new) (课程编号：HRM-080407)
课后测试
测试成绩：100.0分。
恭喜您顺利通过考试！
单选题
∙1、企业可以不支付员工工资的假期是：（20 分）
✔ A
婚假
✔ B
病假
✔ C
孕期检查假
✔ D
事假
正确答案:D
∙2、法律对扣工资做出了限制，不能超过员工本人工资的：（20 分）
✔ A
5%
✔ B
10%
✔ C
15%
✔ D
20%
正确答案:D
判断题
∙1、对企业来说，浮动部分的工资数量越高，企业承担的风险就越大。
此种说法：（20 分）✔ A
正确
✔ B
错误
正确答案:错误
∙2、法律规定，企业只有在提供了培训的情况下才可以与员工约定服务期。
此种说法：（20 分）✔ A
正确
✔ B
错误
正确答案:正确
3、企业在给员工提供特殊福利时，最好一次性到位。
此种说法：（20分）
✔ A
正确
✔ B
错误
正确答案:错误。
人力资源(HrmService)WebService接口使用说明
人力资源WebService接口开发使用说明SUBMITED BY WEA VER文档版本历史变更序号日期版本文件变更申请编号变更说明修改人1 2011年8月26日V1.0 无新文件胡伟武目录一、前言 (4)1.1编写目的 (4)1.2名词定义 (4)二、接口调用步骤 (5)2.1检查web service是否已部署 (5)2.2接口方法概述 (5)2.3 接口相关对象说明 (7)2.4 生成客户端 (9)三、示例程序 (19)3.1 使用客户端同步公司信息 (19)一、前言1.1编写目的本文给有研发能力的客户或有系统集成需求的客户提供web service接口调用的参考例程。
本文的面向具有一定web service开发能力或了解web service技术的开发人员。
1.2名词定义1、Axis：著名的开源web service引擎。
2、外部系统：指调用或实现e-cology输入输出接口，与e-cology系统进行数据交接的其他系统。
二、接口调用步骤2.1检查web service是否已部署在浏览器中输入http://ecologyServer/services,应显示如下页面：如果未出先上述页面，则web service未部署成功，请与泛微项目人员联系。
接口部署成功之后，需要在OA的HrmWebserviceIP.properties配置文件中配置调用接口客户端的IP，调用接口时传入的参数ip包涵在此配置文件才能调用以下接口。
2.2接口方法概述名称参数返回值功能描述SynSubCompany String ipaddress：调用接口的IP地址，StringxmlData：分部信息的xml成功:1,失败:0,2:无权限调用同步分部信息SynDepartment String ipaddress：调用接口的IP地址，StringxmlData：部门信息的xml成功:1,失败:0,2:无权限调用同步部门信息SynJobtitle String ipaddress：调用接口的IP地址，StringxmlData：岗位信息的xml成功:1,失败:0,2:无权限调用同步岗位信息SynHrmResource String ipaddress：调用接口的IP地址，StringxmlData：人员信息的xml成功:1,失败:0,2:无权限调用同步人员信息getHrmSubcompanyInfo String ipaddress：调用接口的IP地址，SubCompanyInfo[]:分部信息列表获取所有分部信息列表getHrmDepartmentInfo String ipaddress：调用接口的IP地址，StringsubcompanyId：分部id，多个用逗号分隔（不为空时该条件有效）DepartmentInfo[]：部门信息列表根据参数条件获取部门信息列表getHrmJobTitleInfo String ipaddress：调用接口的IP地址，StringsubcompanyId：分部id，多个用逗号分隔（不为空时该条件有效）String departmentid：部门id，多个用逗号分隔（不为空时该条件有效）JobTitleInfo[]:岗位信息列表根据参数条件获取岗位信息列表getHrmUserInfo String ipaddress：调用接口的IP地址，StringsubcompanyId：分部id，多个用逗号分隔（不为空时该条件有效）String departmentid：部门id，多个用逗号分隔（不为空时该条件有效）String jobtitleid：岗位id，多个用逗号分隔（不为空时该条件有效）StringlastChangeDate：最后修改日期，日期格式“YYYY-MM-DD”（不为空时该条件有效）String workcode:人员编码（不为空时该条件有效）UserInfo[]：用户信息列表根据参数条件获取用户信息列表checkUser String ipaddress：调用接口的IP地址String loginid：登录名String password：密码True:表示存在False：表示不存在检测OA用户2.3 接口相关对象说明1）SynSubCompany 同步分部传入xml的格式如下（一定要按照此格式传入）：<?xml version="1.0" encoding="UTF-8"?><root><orglist><org action="add"><code>001</code><shortname>测试分部一</shortname><fullname>测试分部一</fullname><parent_code>0</parent_code><order>0</order></org><org action="edit"><code>002</code><shortname>测试分部二</shortname><fullname>测试分部二</fullname><parent_code>0</parent_code><order>1</order></org><org action="delete"><code>003</code><canceled>1</canceled></org></orglist></root>相关属性说明：Action：动作，add：添加，edit：编辑，delete：删除，OA中只做封存和解封，canceled=1封存，canceled=0解封Code：分部编码，唯一值Shortname：分部简称Fullname：分部全称Parent_code：上级分部编码，没有上级请填写0Order：排序值2）SynDepartment同步部门传入xml的格式如下（一定要按照此格式传入）：<?xml version="1.0" encoding="UTF-8"?><root><orglist><org action="add"><code>0001</code><shortname>测试部门一</shortname><fullname>测试部门一</fullname><org_code>001</org_code><parent_code>0</parent_code><order>0</order></org><org action="edit"><code>0002</code><shortname>测试部门二</shortname><fullname>测试部门二</fullname><org_code>003</org_code><parent_code>0</parent_code><order>1</order></org><org action="del"><code>0003</code><canceled>1</canceled></org></orglist></root>相关属性说明：Action：动作，add：添加，edit：编辑，delete：删除，OA中只做封存和解封，canceled=1封存，canceled=0解封Code：部门编码，唯一值Shortname：部门简称Fullname：部门全称Org_code：分部编码Parent_code：上级部门编码，没有上级请填写0Order：排序值3）SynJobtitle同步岗位传入xml的格式如下（一定要按照此格式传入）：<?xml version="1.0" encoding="UTF-8"?><root><jobtitlelist><jobtitle action="add"><jobtitlecode>00001</jobtitlecode><jobtitlename>测试岗位一</jobtitlename><jobtitleremark>测试岗位一</jobtitleremark><jobtitledept>0001</jobtitledept></jobtitle><jobtitle action="edit"><jobtitlecode>00002</jobtitlecode><jobtitlename>测试岗位二</jobtitlename><jobtitleremark>测试岗位二</jobtitleremark><jobtitledept>0002</jobtitledept></jobtitle><jobtitle action="delete"><jobtitlecode>00003</jobtitlecode><jobtitlename>测试岗位三</jobtitlename></jobtitle></jobtitlelist></root>相关属性说明：Action：动作，add：添加，edit：编辑，delete：删除Jobtitlecode：岗位编码，唯一值Jobtitlename：岗位简称Jobtitleremark：岗位全称Org_code：分部编码Jobtitledept：岗位所属部门编码4）SynHrmResource同步人员传入xml的格式如下（一定要按照此格式传入）：<?xml version="1.0" encoding="UTF-8"?><root><hrmlist><hrm action="add"><workcode>10001</workcode><loginid>test</loginid><lastname>test</lastname><password>123456</password><subcompany>测试分部一</subcompany><department>测试部门一</department><jobtitle>测试岗位一</jobtitle><statue>正式</statue><managerid>1024</managerid><sex>男</sex><birthday>1988-09-09</birthday><telephone>12345678</telephone><mobile>12345678</mobile><email>************</email><maritalstatus>已婚</maritalstatus></hrm><hrm action="edit"><workcode>10001</workcode><loginid>test</loginid><lastname>test</lastname><password>123456</password><subcompany>测试分部一</subcompany><department>测试部门一</department><jobtitle>测试岗位一</jobtitle><statue>正式</statue><managerid>1024</managerid><sex>男</sex><birthday>1988-09-09</birthday><telephone>12345678</telephone><mobile>12345678</mobile><email>************</email><maritalstatus>已婚</maritalstatus> </hrm></hrmlist></root>相关属性说明：Action：动作，add：添加，edit：编辑Workcode：人员编码，唯一值Subcompany：分部Department：部门Lastname：姓名Loginid：登录名Password：密码Seclevel：安全级别Sex：性别Jobtitle：岗位Jobactivityid：职务Jobgroupid：职务类别Jobcall：职称Joblevel：职级Jobactivitydesc：职责描述Managerid：直接上级（编码）Assistantid：助理（编码）Status：状态Locationid：办公室Workroom：办公地点Telephone：办公电话Mobile：移动电话Mobilecall：其他电话Fax：传真Email：邮箱Systemlanguage：系统语言Birthday：出生日期Folk：名族Nativeplace：籍贯Regresidentplace：户口Certificatenum：身份证号码Maritalstatus：婚姻状况Policy：政治面貌Bememberdate：入团日期Bepartydate：入党日期Islabouunion：工会会员Educationlevel：学历Degree：学位Healthinfo：健康状况Residentplace：现居住地Homeaddress：家庭联系方式Tempresidentnumber：暂住证号码以上是人员同步的所有节点信息，需要同步那些字段，就填写相应的值。
hrm岗位职责
hrm岗位职责Introduction：HRM岗位职责Human Resource Management (HRM) plays a vital role in any organization. HRM professionals are responsible for managing and developing employees, ensuring compliance with labor laws, and creating a positive work environment. This article will explore the key responsibilities associated with HRM positions, focusing on recruitment and selection, training and development, performance management, and employee relations.Recruitment and SelectionRecruitment and selection are critical functions within HRM. The HRM professionals are responsible for attracting and hiring qualified candidates to fill vacant positions. This involves creating job descriptions, advertising vacancies, reviewing resumes, conducting interviews, and conducting background checks. HRM professionals also ensure compliance with equal opportunity employment laws and implement strategies to promote diversity and inclusion within the organization.Training and DevelopmentEmployee training and development is another essential responsibility of HRM. HRM professionals identify the training needs of employees and design and implement training programs to enhance their skills and knowledge. This may include conducting orientation programs for new hires, organizing professional development workshops, and facilitating mentoring programs. HRM professionals also evaluate the effectiveness of traininginitiatives and make necessary adjustments to ensure continuous improvement.Performance ManagementPerformance management is a crucial aspect of HRM. HRM professionals establish performance goals and expectations for employees and design performance appraisal systems to assess their performance. This involves setting clear performance standards, providing constructive feedback, and identifying areas for improvement. HRM professionals also play a role in recognizing and rewarding employees for their achievements and addressing performance-related issues, such as underperformance or misconduct.Employee RelationsBuilding positive employee relations is another core responsibility of HRM. HRM professionals act as intermediaries between employees and management, fostering effective communication and resolving conflicts. They develop and implement policies and procedures that promote a fair and respectful work environment. HRM professionals also address employee grievances, handle disciplinary actions, and ensure compliance with labor laws and regulations.ConclusionHRM professionals hold crucial responsibilities in an organization. Their role encompasses various aspects, including recruitment and selection, training and development, performance management, and employeerelations. By effectively managing these responsibilities, HRM professionals contribute to the overall success and growth of the organization.。
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Recruitment & Selection
Interview
An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries
Interview Design
INDUSTRIAL RELATION
Manpower Planning
Manpower (HR) Planning
process of identifying and responding to organizational needs to assure effective human resource management under changing conditions in the future
screening applicants for positions of trust or for “special duty of care” positions!
Reference Check
Verity information provided by applicants, and get additional information about applicants which may be predictive of future job performance
Base questions on actual job duties Use knowledge, situational questions and objective criteria to evaluate Use same questions Use Rating scales to rate answers Use panel interviews Use a structured interview form Control the interview
Effective Job Design
Training & Development
Training versus Development
Training
Current Jobs
Development
Future Jobs
Training
Teaching new employees the basic skills they need to perform their jobs Upgrading of technical skills, as well as enhancing human skills such as,
Performance Appraisals
Performance Appraisals
Steps in evaluating performance
Define the job Compare performance to the Standard Provide feedbacks => discuss progress and make improvement plans
Recruiting Sources
External Sources
Direct Applications/ Referrals Employment Agency (private or public) Help – wanted Advertisement Head Hunters/ Executive Recruiters Electronic Recruiting (Website) Colleges & Universities
Team building Decision making Communication Customer service Technology and computer skills
Training
Orientation (Induction) Day
Employee orientation provides new employees with basic background information Programs may range from briefing, informal introduction, formal course
Internal Sources
Job Postings Databases Management Referrals
Selection Methods
Background investigations Application forms Reference checks
Employment interviews Assessment centers
ห้องสมุดไป่ตู้
Recruitment & Selection
Recruitment & Selection
Position Vacancy
Publicizing
Selection
Job Description and Specification
Job description outlines the facts compiled from the job analysis, concisely identifying and describing the contents of a job Job specification/ requirement refers to the personal characteristics required to do a job, e.g. skill, experience, special aptitudes.
HUMAN RESOURCE
MANAGEMENT
INTERNATIONAL COLLEGE AT BEIJING
Human Resource Management
What does HRM do?
All activities used to attract and retain employees.
Recruitment & Selection
Employment Interview
Assessing candidates’ Technical Knowledge, self-evaluative information, situation (position) information and behavioral description information
Development
Managerial Development
Management development is any attempt to improve managerial performance by teaching knowledge, changing attitudes, or increasing skills with an aim to enhance the future performance of the company itself.
Equal Employment Opportunities
Discrimination against various groups in an organization has been made :
1. 2. 3. 4. 5. The Sex Discrimination Act 1975 The Race Relations Act 1976 Disabled Persons (Employment) Acts Rehabilitation of Offenders Act 1974 Contracts of employment: Equal Pay Act 1970
Physical and Medical Examinations
Many employers use drug testing Used to verify applicant meets physical demands of the job Establish a baseline for future insurance claims Reduce absenteeism and accidents Must be careful not to violate ADA (Disabilities Act) laws
Employment Test
Mental Ability Test (Intelligent Quotient) Personality Traits Test
Recruitment & Selection
Assessment Center
A Management Assessment Center is a two to three day simulation in which 10 to 12 candidates perform realistic management tasks (e.g. making presentations) under the observation of experts who appraise each candidate’s leadership potential.
What is the Objective of HRM?
To ensure the employees perform at the highest level possible in meeting organizational goals.
HRM Functions
WELFARE & EMPLOYEE SERVICES HEALTH & WORK SAFETY
Methods to deal with undersupply of Personnel