人力资源管理基础【外文翻译】

外文翻译
Fundamentals of Human Resource Management Material Source:Fundamentals of Human Resource Management Author: RaymondA.Noe JohnR.Hollenbeck Barry Gerhart PatrickM.Wrigh
SKILLS OF HRM PROFESSIONALS
With such varied responsibilities,the human resource department needs to bring together a large pool of skills.These skills fall into the four basic categories shown in Figure1.4:human relations skills,decision making skill,leadership skills,and technical skills.
Human Relations Skills
The ability to understand and work well with other people is important to virtually any career,but human relations skills have taken on new significance for human resource management today.As organizations’managemers increasingly appreciate the significance of human resources,many are calling for HRM to become the “source of people expertise”in the organization.HR managers therefore need knowledge of how people can and do play a role in giving the organization an advantage against the competition,as well as of the policies,prog rams,and practices that can help the organization’s people do so.Some of the human relations skills that are particularly important for today’s HR professionals are communicating,negotiating,and team development.
Decision-Making Skills
Human resource managers must make a wide variety of decisions that affect whether employees are qualified and motivated and whether the organization is operating efficiently and complying with the law.Especially at organizations that give HRM departments a role in supporting strategy,HR decision makers also must be able to apply decision making skills to strategic issues.This requires knowledge of the organization’s line of business and the ability to present options in terms of costs and benefits to the organization,stated in terms of dollars. Decisions must also take into account social and ethical implications of the alternatives.The“HR HOW TO”box describes some of the decisions involved when a company wants to include interns in its workforce.
Leadership Skills
Through their knowledge,communication skills,and other abilities,HR managers need to play a leadership role with regard to the organization’s human resource.In today’s environment, leadership often requires helping the organization managechange.Fulfilling this leadership role includes diagnosing problems,implementing organizational changes,and evaluating
results,especially in terms of employees’ skills and attitudes.Changes typically produce conflict,resistance,and confusion among the people who must implement the new plans or programs.HR professionals must oversee the change in a way that ensure success.HRM provides tools for overcoming resistance to change, teaching employees to operate under new conditions,and even encouraging innovation. A survey of large corporations found that in 87 percent of the companies,organization development and change were managed by the HR department.
Technical Skills
In any field,including management,“technical skills”are the speccialized skills of that field.In humanresource management,professionals need knowledge of state of the art practices in such areas as staffing, development,rewards,organizational design,and communication.New selection techniques,performance appraisal methods,training programs,and incentive plans are constantly being developed.These developments often include the use of new software and computer systems.New laws are passed every year,and technical skills require knowledge of how to comply.
Professionals must be able to evaluate the worth of the techniques that are available for carrying out HRM activities.Some of the new methods and tools will provide value to the organization,whereas others may be no more than the HRM equivalent of snake oil.HRM professionals must be able to critically evaluate new techniques in light of HRM principles and business value to determine which are beneficial.
HUMAN RESOURCES AND COMPANY PERFORMANCE
Managers and economists traditionally have seen human resource management as a necessary expense,rather than as a source of value to their organizations.Economic value is usually associated with capital-cash,equipment, technology,and facilities.However,.research has demonstrated that HRM practices can be valuable. Decisions such as whom to hire,what to pay,what training to offer,and how to evaluate employee performance directly affect employees’motivation and ability to provide goods and services that customers panies that attempt to increase their competitiveness by investing in new technology and promoting quality throughout the organization aslo invest in state of the art staffing,training,and compensation practices.
The concept of “human resource management”implies that employees are resources of the employer.As a type of resource,human capital means the organization’s employees,d escribed in term of their training,experience,judgement,intelligence,relationships,and insight-the employee characteristics that can add economic value to the organization.In other words,whether it manufactures automobiles or forecasts the whether,for an organization to succeed at what it
does,it needs employees with certain qualities,such as particular kinds of training and experience.This view means employees in today’s organizations are not interchangeable,easily replaced parts of a system but the source of the company’s success or failure.By influencing who works for the organization and how those people work,human resource management therefore contributes to such basic measures of an organization’s success as quality,profitability,and customer satisfaction..
RESPONSIBILITIES OF HUMAN RESOURCE DEPARTMENTS In all but the smallest organizations,a human resource department is responsible for the functions of human resource management.On average,an organization has one HR staff person for every 100 employees served bu the department.Table1.1 details the responsibilities of human resource departments.
SOURCE:Based on SHRM-BNA Survey No.66“Policy and Practice Forum:Human Resource Activities,Budgets,and Staffs,2000-2001,”Bulletin to management,Bureau of National Affairs Policy and Practice Series(Washington,DC:Bureau of National Affairs,June 28,2001) Although the human resource department has responsibility for these areas,many of the tasks may be performed by supervisors or others inside or outside the organization.No two human resource departments have precisely the same roles because of differences in organization sizes and characteristics of the workforce,the industry,and management’s values.In some companies,the HR department handles all the activities listed in Table1.1.In others,it may
share the roles and duties with managers of other departments such as finance,operations, or information technology.In some companies,the HR department actively advises top management.In others,the department responds to top –level management decisions and implements staffing,training,and compensation activities in light of company strategy and polies.
译文
人力资源管理基础
资料来源:人力资源管理基础作者：RaymondA.Noe著人力资源专业人员的技能
由于人力资源部门承担着各式各样的职责,需要集中运用大量的技能。

这些技能可以分为四种基本类别如图1-4所示，人际关系技能、决策技能、领导技能和技术技能。

人际关系技能
实际上对于任何职业而言，理解他人、与他人良好的合作的能力是很重要的。

但是人际关系技能对于今天的人力资源管理又承担了新的意义。

因为组织的人力资源管理者对人力资源重要性的认识不断增长。

许多人呼吁人力资源管理成为组织中“专业人才的源泉”。

人力资源经理因此需要知道，组织中的人能够扮演什么和正在扮演什么角色在帮助组织获得竞争优势方面，以及了解政策、程序和具体做法能够帮助人们发挥他们的作用。

对于今天的人力资源专业人员来讲，特别重要的人际关系技能是沟通、谈判和团队发展。

决策技能
人力资源经理必须做出大量的决策,这些决策影响到雇员是否合格、是否有动力，组织是否有效运作以及是否合法。

尤其在那些赋予人力资源管理以战略支持职能的组织中，人力资源决策者还必须能够将决策技能运用到战略问题上。

这要求他们了解组织的业务范围，并且有能力把各种方案对组织的影响用成本和收益表达出来，用金额表示出来。

在做决策的时候还必须考虑各个方案所产生的社会和道德方面的影响。

领导技能
通过知识、沟通技巧和其他能力，人力资源经理需要在组织的人力资源方面扮演领导者的角色。

在当今的环境中，担当领导常常要求帮助组织管理变化。

实现这个职能，需要领导者能够诊断问题、实施组织结构的变化并评估结果，尤其是涉及员工的技能和态度方面。

当必须实施新计划或新项目时，变化总是会使人们产生冲突、抵触和迷茫。

人力资源专业人员必须通过某种方式来监控
变化过程以确保成功实现变化。

人力资源管理也提供了工具来克服对变化的抵触情绪，教会员工在新的条件下进行操作，甚至鼓励员工创新。

一项对于《财富》500强公司的调查发现，在87%的这些公司里，组织的发展和变化都是由人力资源部门来管理的。

技术技能
在任何领域，包括管理领域,“技术技能”指那个领域中的专门技能。

在人力资源管理中，专业人员需要了解用人、开发、报酬、组织设计和沟通等方面的最新实践。

新的甄选技巧、绩效评估方法、培训方案以及激励计划不断地被开发出来。

这些方面的发展常常涉及对新的软件和计算机系统的使用。

每年都有新的法律通过，技术技能要求管理人员懂得如何遵守这些法律。

可以用来开展人力资源管理活动的技术有很多，专业人员必须能够评估每种技术的价值。

一些新的方法和工具将为组织提供价值，而另外一些可能只不过是用来骗人的人力资源管理“万灵药”。

人力资源管理专业人员必须能够根据人力资源管理的原则和商业价值，对新技术进行严格的评估，以决定哪些技术是有用的。

人力资源和公司绩效
传统的管理者和经济学家一直视为人力资源管理为一种必要的支出，而不是能够为组织创造价值的源泉。

经济价值通常与资本—设备、技术和设施联系在一起。

但是，研究显示人力资源管理也是有实际价值的。

与人力资源管理有关的决策，如雇佣谁、付多少工资、提供什么培训，以及如何评估员工的绩效，都将直接影响到员工是否有动力和能力为顾客提供他们所重视的产品和服务。

如果一个公司想要提高竞争力，不但要投资于新技术，促进整个组织范围的质量提高，而且还要投资于一流的用工、培训和薪酬管理实践。

“人力资源管理”的概念意味着雇员是雇主的资源。

作为一类资源，人力资本指的就是组织的员工。

我们可以从他们所受的培训、拥有的经验、判断力、智力、关系以及洞察力等多个方面来描述员工特性—这些特性能够为组织增加经济价值。

换句话说，无论一个组织是制造汽车的还是预报天气的，它要在自己所处的行业取得成功，都需要具备一定素质的员工，比如经过某些特殊类型的培训或有某些特殊经历的人。

这个观点意味着，在当今的组织中，员工不是可以相互替代的，他们不是一个系统中可以轻易替换的零件，而是关系公司成败的重要资源。

通过影响为组织工作的人及他们的工作方式，人力资源管理能够为组织的成功做出贡献，这可以用一些基本的指标来衡量，如质量、利润率以及顾客满意度。

人力资源部门的职责
除了最小的组织以外，几乎所有的组织都由人力资源部门承担人力资源管
理的职能。

平均来看，在一个组织中，每一名从事人力资源管理工作的职员要为100名雇员提供服务。

表1-1详细列出了人力资源部门的职责。

表1-1 人力资源部门的职责
资料来源：Based on SHRM-BNA Survey No.66“Policy and Practice Forum:Human Resource Activities,Budgets,and Staffs,2000-2001,”Bulletin to management,Bureau of National Affairs Policy and Practice Series(Washington,DC:Bureau of National Affairs,June 28,2001)
尽管人力资源部门对这些方面负有责任，但是这些任务中的许多可能要由主管或者组织内外部的其他人员来完成。

没有两个人力资源部门履行完全相同的职责，因为组织的规模、员工队伍的特点、组织所处的行业不同，而且管理层的价值观也不同。

在一些公司，人力资源部门从事表1-1中列出的所有活动；在另外一些公司，它可能与财务、业务或信息技术等其他部门的管理者共同分担职责和责任。

在一些公司里，人力资源部门积极向最高管理层提出建议；在另外一些公司里，人力资源部门对高层决策做出响应，根据公司战略和政策开展用人、培训和薪酬管理工作。