战略人力资源管理英文版
人力资源相关英文
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，HRCI2. 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 diversity3. 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 manager4. 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，HRIS5. 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：internship6. 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 interview7. 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：media8. 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 building9. 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 anchors10.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：strictness3600反馈：360-degree feedback叙述法：essay method集中趋势：central tendency11. 报酬与福利报酬：compensation直接经济报酬：direct financialcompensation间接经济报酬：indirect financialcompensation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 GuideChart-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 range12. 福利和其它报酬问题员工股权计划：employee stock ownership plan，ESOP值班津贴：shift differential奖金：incentive compensation分红制：profit sharing13. 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：alcoholism14. 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 employeerelations纪律：discipline纪律处分：disciplinary action申诉：grievance降职：demotion调动：transfer晋升：promotion15.其他Human Resource Management 人力资源管理Job Description工作说明书Job Specification工作规范Working Factor工作要素Job Analysis工作分析interview面试interviewer面试官interviewee被面试者job interviews 对申请工作者的口头审查job applicant求职人员resume简历Assistant Personnel Officer人事助理human resource assistant 人力资源助理Benefits Coordinator员工福利协调员Assistant Vice-President of HumanResources人力资源副总裁助personnel management 人事管理human engineering 人事管理尤指工业企业内的Labor law劳动法labor relation 劳动关系social insurance protection andwelfare社会保险和福利labor discipline 劳动纪律professional ethics职业道德.collective contract集体合同the conclusion and revision of laborcontract订立和变更劳动合同invalid labor contracts 无效劳动合同term of the labor contract劳动合同期限remuneration劳动报酬terminate the labor contract终止劳动合同responsibilities for violating thelabor contract.违反劳动合同的责任trial execution /the period of trialuse试用期 probationcontractual labor relationship劳动合同关系dissolve a labor contract解除劳动合同economic compensation经济补偿occupational diseases 职业病job injuries工伤extend the working hours 延长工作时间statutory holidays法定假日minimum wage 最低工资maternity leave产假vocational training 职业培训the social insurance社会保险labor disputes劳动争议legitimate rights and interests 法定权益the labor disputes arbitration 劳动争议仲裁work overtime加班candidate候选者performance evaluation绩效考核provident fund公积金recruitment招聘register注册on board抵达，到达kick off开始enroll登记，。
人力资源英文(单词解释)
CHAPTER1第一章Competitiveness: A company’s ability to maintain and gain market share in its industry.竞争:一个公司的能力和赢得市场份额保持在其产业升级换代。
Human resource management (HRM): Policies, practices, and systems that influence employee’s behavior, attitudes, and performance.人力资源管理(HRM):政策,做法和系统,影响员工的行为、态度、和性能。
Outsourcing: The practice of having another company provide services.外包的实践有另一个公司提供服务。
Intellectual capital: Creativity, productivity, and service provided by employees.智力资本:创造力、生产力,以及为你服务的员工。
Empowering: Giving employees responsibility and authority to make decisions.授权:给员工的职责和权限决定。
Learning organization: Employees are continually trying to learn new things.学习型组织员工不断努力学习新事物。
Psychological contract: Expectations of employee contributions and what the company will provide in return.员工心理契约:如果预期贡献,本公司将提供什么回报。
Balanced scorecard: A means of performance measurement that gives manager’s a chance to look at their company from the perspective of internal external customers, employees, and shareholders.平衡计分卡绩效评价:的一种方式,让经理的一个机会来看看他们的角度,从公司内部及外部的客户、员工、股东。
战略人力资源管理经典资料英文版
• 7) The recognition of HR at the executive or strategic level in addition to the firm and operational levels.
Basic thesis: Effective utilization of HR can assist organizations in achieving competitive advantage.
Competitive advantage: a. Refers to the ability of an organization to formulate strategies to exploit profitable opportunities (i.e., maximizing its return on investment). b. Perceived customer value can create competitive advantage.
• 2) Based on a growing recognition for HR managers to assume a broader role in the overall organizational strategy.
• 3) Recognition that the HR function should be "planned, organized, and evaluated on the basis of its contribution to the business."
人力资源专业术语(中英文对照)
1.人力资源管理导论组织:(organization) 管理者:(manager) 管理过程:(management process) 人力资源管理:(human resource management) 职权:(authority) 直线职权:(line authority) 职能职权:(staff authority) 直线经理:(line manager) 职能经理:(staff manager) 全球化:(globalization) 人力资本:(human capital) 伦理道德:(ethics)2.公平就业机会及相关法律积极的反歧视行动:(affirmative action) 规范化指南:(uniform guide lines) 受保护群体:(protected class) 混合动机:(mixed motive) 合格者:(qualified individuals) 性骚扰:(sexual harassment) 五分之四法则:(4/5 ths rule) 消极影响:(adverse impact) 差别拒绝率:(sisparate rejection rates) 限制性政策:(restricted policy) 人口比较:(population comparisons) 真实职业资格:(bona tide accupational qualification) 建设性争议处理程序:(alternative dispute resolution) 建设性争议处理计划:(ADR program) 多元化:(diversity) 刻板印象:(stereotyping) 歧视:(discrimination) 象征主义:(tokenism) 种族中心主义:(ethnocentrism) 性别角色刻板印象:(gender-role stereotype) 善意努力战略:(good faith effort strategy) 逆向歧视:(reverse discrimination)3.人力资源管理战略与分析战略规划:(strategic plan) 战略管理:(strategic management) 使命陈述:(mission statement) 公司战略:(corporate-level strategy) 竞争战略:(competitive strategy) 竞争优势:(competitive advantage) 职能战略:(functional strategy) 战略性人力资源管理:(strategic human resource management) 战略地图:(strategy map) 人力资源计分卡:(HR scorecard) 数字仪表盘:(digital dashboard) 基于战略的衡量指标:(strategy-based metrics) 人力资源管理审计:(HR audit) 高绩效工作系统:(high-performance work system)4.职位分析与人才管理过程人才管理:(talent management)职位分析:(job analysis) 职位描述:(job description) 任职资格:(job specification) 组织结构图:(organization chart) 工作流程图:(process chart) 工作流分析:(workflow analysis) 业务流畅再造:(business process reengineering) 职位扩大化:(job enlargement) 职位轮换:(job rotation) 职位丰富化:(job enrichment) 工作日记/日志:(diary/log) 职位分析问卷法:(position analysis questionnaire) 标准职位分类:(standard occupational classification) 任务描述:(task statement) 职位要求矩阵:(job requirements matrix)5.人事规划与招聘人事规划:(workforce planning) 趋势分析:(trend analysis) 比率分析:(ratio analysis) 散点分析:(scatter plot) 任职资格条件库:(qualifications inventories) 人员替代图:(personnel replacement charts) 职位替代卡:(position replacement card) 马尔科夫分析法:(markov analysis) 继任规划:(succession planning) 员工招聘:(employee recruiting) 招聘产出金字塔:(recruiting yield pyramid) 职位空缺公告:(job posting)非常规性配员:(alternative staffing) 即时招聘服务机构:(on-demand recruiting services) 大学校园招募:(college recruiting) 求职申请表:(application form)员工测试与甄选疏忽雇佣:(negligent hiring) 信度:(reliability) 测试效度:(test validity) 效标关联效度:(criterion validity) 内容效度:(content validity) 构想效度:(construct validity) 期望图:(expectancy chart) 兴趣测试:(interest inventories) 工作样本:(work samples) 工作样本技术:(work samples technique) 管理评价中心:(management assessment centers) 情境测试:(situational test) 视频模拟测试:(video-based simulation) 小型工作培训和评价方法:(miniature job training and evaluation)7.非结构化面试:(unstructured interviews) 结构化面试:(structured interviews) 情景面试:(situational interview) 行为面试:(behavioral interview) 职位相关性面试:(job-related interview) 压力面试:(stress interview)结构化顺序面试:(unstructured sequential interview) 小组面试:(panel interview) 集体面试:(mass interview) 求职者面试顺序误差:(candidate-order or contrast error) 结构化情境面试:(structured situational interview)8.员工培训与开发新员工入职引导:(employee orientation training) 培训:(training)任务分析:(task analysis) 培训疏忽:(negligent training) 胜任素质模型:(competency model) 绩效分析:(performance analysis) 在岗培训:(on-the -job training) 学徒制培训:(apprenticeship training) 工作指导培训:(job instruction training) 程序化学习:(programmed learning) 行为塑造:(behavior modeling) 电子化绩效支持系统:(electronic performance support system) 工作助手:(job aid) 终身学习:(lifelong learning) 交叉培训:(cross training) 虚拟课堂:(virtual classroom) 管理技能开发:(management development) 职位轮换:(job rotation) 行为学习:(action learning) 案例研究法:(case study method) 管理游戏:(management games) 角色扮演:(role play)企业内开发中心:(inhouse development centres) 高管教练:(executive coach) 组织发展:(organization development) 控制实验:(controlled experimentation)9.绩效管理与评价绩效评价:(performance appraisal) 绩效评价过程:(performance process) 绩效管理:(performance management) 图评价尺度法:(graphic rating scale) 交替排序法:(alternative ranking method) 配对比较法:(paired comparison method) 强制分布法:(forced distribution method) 关键事件法:(critical incidentmethod) 行为锚定等级评价法:(behaviorally anchored rating scale) 目标管理:(management by objectives)电子化绩效监控:(electronic performance monitoring) 标准不清:(unclear standard) 晕轮效应:(halo effect) 居中趋势:(central tendency) 宽大或严格倾向:(strictness/leniency) 近因效应:(recency effect) 绩效评价面谈:(appraisal interview)10.员工保留、敬业度及职业生涯管理职业生涯:(career) 职业生涯管理:(career management) 职业生涯开发:(career development)职业生涯规划:(career planning) 现实震荡:(reality shock) 导师指导:(mentoring) 教练指导:(coaching) 晋升:(promotion) 调动:(transfer) 不服从上级:(insuboardination) 自由解雇:(terminate at will) 解雇面谈:(termination interview) 重新谋职咨询:(outplacement counseling) 离职面谈:(exit interview) 临时解雇:(lay off) 裁员:(down sizing) 解雇管理:(managing dismissals) 生命周期:(lifecycle career) 职业生涯管理:(career management) 职业锚:(career anchor)11.制定战略性薪酬计划员工薪酬:(employee compensation) 直接经济报酬:(direct financial payment) 间接经济报酬:(indirect payments) 职位评价:(job evaluation) 报酬要素:(compensable factores) 杠杆职位:(benchmark jobs) 职位排序:(ranking method) 职位分类法:(job classification or job grading) 职级:(classes) 职等:(grades)职位等级定义:(grade definition) 计点法:(point method) 市场竞争性薪酬系统:(market-competitive pay system) 薪酬政策线:(wage curves) 薪酬调查:(salary survey) 薪酬等级:(pay ranges) 比较比率:(compa ratios) 胜任素质薪酬:(competency-based pay) 宽带薪酬:(broad banding) 可比价值:(comparable worth)12.绩效薪酬和经济性奖励经济类奖励:(financial incentives ) 生产率:(productivity) 日公平工作标准:(fair day 's work) 科学管理运动:(scientific management movement) 可变薪酬:(variable pay) 期望:(expectancy) 关联性:(instrumentality) 效价:( Valance) 行为修正:(behavior modification) 简单计件工资:(straight piecework) 标准工时计划:(standard hour plan) 绩效加薪:(merit pay or merit raise) 年终奖:(annual bonus) 股票期权:(stock option) 团体或群体奖励计划:(team or group incentive plans) 组织绩效奖励计划:(organization-wide incentive plans) 利润分享计划:(profit -sharing plans)收益分享计划:(gainsharing plan) 收入风险型薪酬计划:(earnings-at-risk pay plans) 员工持股计划:(employee stock owership plan) 广泛股票期权计划:(broad-based stock option plans)13.福利与服务福利:(benefits) 失业保险:(unemployment insurance) 补充性薪酬型福利:(supple-mental pay benefits) 病假:(sick leave) 遣散费:(severance pay) 补充性失业福利:(supplemental unemployment benefits) 工伤保险:(worker 's compensation) 健康维护组织:(health maintenance organization) 自选医疗服务组织:(preferred provider organization) 团体人寿保险:(group life insurance) 社会保障:(social security) 养老金计划:(pension plans) 固定收益制计划:(defined benefit plans) 固定缴费制计划:(defined contribution plans) 可转移性:(portability) 储蓄节约计划:(savings and thrift plan) 延期利润分享计划:(deferred profit -sharing plan) 员工持股计划:(employee stock ownership plan) 现金金额养老金计划:(cash balance plans) 养老金担保公司:(pension benefits guarantee corporation) 提前退休窗口:(early-retirement window) 员工援助计划:(employee assistance program) 弹性福利计划:(flexible benefits plan)自助餐式福利计划:(cafeteria benefits plan) 弹性工作时间:(flextime)压缩工作周:(compressed workweek) 职位分享:(job sharing) 工作分享:(work sharing)14.伦理道德、员工关系管理伦理道德:(ethics)程序公平:(procedural justice) 分配公平:(distributive justice) 社会责任:(social responsibility) 网络欺凌:(cyberbullying) 组织文化:(organizational culture) 非惩罚性惩戒:(ninpunitive discipline) 解雇:(dismissal)员工关系:(employee relations) 建议团队:(suggestion teams) 问题解决团队:(problem-solving teams) 质量圈:(quality circle) 自我管理:(self-managing)15.劳资关系与集体谈判封闭型企业:(closed shop) 工会制企业:(union shop) 工会代理制企业:(agency shop) 工会会员优先企业:(preferential shop) 会员资格保持型企业:(maintenance of membership arrangement) 工作权利:(right to work)工会渗透:(union salting) 授权卡:(authorization cards) 谈判单位:(bargaining unit) 代表取消:(decertification) 集体谈判:(collective bargaining) 有诚意谈判:(good faith bargaining) 自愿性谈判主题:(voluntary or permissible bargaining items) 非法谈判主题:(illegal bargaining items) 强制性谈判主题:(mandatory bargaining items) 僵持:(impasses) 调解:(mediation) 实情调查员:(factfinder) 仲裁:(arbitration)利益仲裁:(interest arbitration) 权利仲裁:(rights arbitration) 经济罢工:(economic strike) 同情罢工:(sympathy strike) 野猫罢工:(wildcat strike) 反不当劳资关系行为罢工:(unfair labor practice strikes) 设置纠察:(picketing) 联合施压运动:(corporate campaign)联合抵制:(boycott) 内部游戏:(inside games) 闭厂:(lockout) 禁令:(injunction) 争议处理程序:(grievance procedure)16.员工安全与健康职业病:(occupational illness)传讯:(citation) 不安全工作条件:(unsafe conditions) 工作伤害分析:(job hazard ananlysis) 运行安全审查:(operational safety reviews) 行为安全教育:(behavior-based safety) 安全意识项目:(safety awareness) 工作倦怠:(burnout) 自然安全:(natural security) 机械安全:(mechanical security) 组织安全:(organizational security)17.全球化人力资源管理国际人力资源管理:(international human resource management) 工人理事会:(works councils) 外派员工:(expatriates) 母国公民:(home-country nations)第三国公民:(third -country nations) 虚拟团队:(virtual team) 民族中心主义:(ethnocentric) 多国中心主义:(polycentric) 全球中心主义:(geocentric) 适应性甄选:(adaptability scerrning) 国外服务补贴:(foreign service premium) 艰苦补贴:(hardship allowances) 迁移补贴:(mobility premiums)。
工作职责英文版
工作职责英文版岗位职责英文岗位职责：responsibilities:1.协助决策层制定公司发展战略，负责其功能领域内短期及长期的公司决策和战略；to assist the management team in making plans of development and be responsiblefor the short-term or long-term decision-making independently2.全面统筹规划人力资源开发及战略管理，拟定人力资源规划方案，并监督各项计划的实施；to make overall plans of human resources development and govern the operationof programs3、建立并完善人力资源管理体系，研究、设计人力资源管理模式各模块体系的全面建设，制定和完善配套的hr管理制度；to establish and better hr management, research and design the overallconstruction of human resources system4、向公司决策层提供人力资源、组织机构等方面的建议并致力于提高公司综合管理水平，控制人力资源成本；5、及时处理公司管理过程中的问题，招聘、面试公司所需要的人员，策划公司的培训计划，指导员工职业生涯规划；to solve the problems of management, recruit and interview the employees, maketraining courses regularly and help the stuff make self-career plan6、负责公司的整体企业文化建设、外联政府部门公共关系建设；凝聚公司的团队。
to build the working atmosphere and corporate culture; to develop and maintainthe internal and external relationship7、负责公司的科技项目申报和管理，同时总体负责企业安全、环保、员工健康等相关工作。
《战略人力资源管理》彭剑峰
精品课件
企业经营价值链——人力资源如何来为企业
创造价值
经营客户
企业的可持 续性发展
顾客 忠诚
顾客 满意
为顾客 创造价值 带来利益
优异的产 品与服务
企业 人力资源开发
与管理系统
企业经营价值链
企业人力资 源产品服务
的提供
员工需求得 到满足与个 人价值实现
书名
《人力资源管理概论》 《人力资源管理：
获取竞争优势的工具》 《人力资源管理》第九版
《人力资源管理： 获得竞争优势》第三版
《人事管理经济学》
《战略薪酬： 人力资源管理方法》第二版
《人力资源管理译丛： 人力资源战略》
著 者/译 者
彭剑锋
劳伦斯.S.克雷曼著 孙非等译
加里.德客户创造独特价值
员工的核心专长与技能
基于能力的人力资源开发与管理系统
客户的忠诚来 源于员工的忠
诚与贡献
精品课件
1、企业的可持续发展的理念与现 实依据
（1）理念依据——使命愿景与核心价值观
一个企业能做多大取决于这个企业（尤其是企业家） 的境界与追求，一个没有理念追求的、没有文化的企 业是不可能持续发展的。 使命：企业存在的理由和价值，即回答企业是什么 。 愿景：企业渴求的未来状态，即回答企业将成为什 么样的企业。 核心价值观：企业确定下来的处理与股东、客户、 社会、员工关系的基本准则与是非标准。
战略性人力资源的 系统整合与管理
(EMBA)
中国人民大学劳动人事学院教授、博导 彭剑锋
华夏基石管理咨询集团董事长
精品课件
本课程特点与要求
特点： 全球视野，问题导向 基于战略，系统思考 EMBA教育的相关观点
人力资源管理与企业战略(英文)
functional strengths to produce the best possible results ➢ Across markets to ensure that we share the best practices throughout the
LEADERSHIP IN OUR BRANDS
We will achieve brand superiority by: Delivering the best products in the marketplace:
The highest quality The best tasting The most consistent Communicating these benefits in a high-impact, persuasive and consistent manner
The 5-P Model
PCI’s strategic business objectives
Committed bottling organization Uncompromising dedication to quality Development of talented people Focus on growth Quality business plans
enterprise Helping people succeed by building an environment with:
英文版战略性人力资源管理
The meaning of strategic human resource managementStrategic human resource management is: to enable organizations to achieve the goal of human resources to plan the deployment and activities of various models. Strategic human resource management is an essential integral part of the strategy, including the business people to achieve organizational goals through the various aspects. Since human capital is the major source of competitive advantage, strategies also need people to perform, so the top management in the development of strategies must carefully consider the human factor. Strategic human resource management will focus on the organization: to change the structure and culture, organizational efficiency and performance, the development of special abilities, and managing change. Its purpose is: To ensure that the organization has good skills and good access to staff motivation, so that organizations gain sustainable competitive advantage, creating the organization's strategic capabilities, relying on people to achieve strategic objectives and rely on the core human resources to build competitive advantage.Strategic human resource management major role in the organization and requirements are:(1) to achieve organizational strategy and objectives to provide support to ensure that all human resources activities have added value.(2) to strengthen cultural management, release and develop the inner ability.(3) development process to maximize the contribution of employees, potential employees who, in their early career, should organize and manage aspects of their vision.(4) enterprise-wide, so that each individual learn and develop as an important part of their working life.(5) the design, implementation and management of various systems to provide specific skills training to ensure employees learn the relevant experience.(6) by experts to recruit, develop and train staff to enable them to cope with business changes with a wide range of skills and a good attitude.(7) management of a growing variety of career mode, a variety of professional staff to pursue.Strategic human resource management theory(1) Value. Strategic human resource management and general human resources management major difference is that it emphasizes human resource management activities closely with the corporate strategy, its functions include acquisition, development, evaluation and incentives directly into the corporate strategic planning and implementation process. Human resources management is to a strategic level, which in itself is for human resource managers a powerful incentive to encourage them to change the thinking, broaden their horizons, from the overall situation, the effective integration of human resource management system and make the efficient functioning of the human resource management will become a source of value creation.(2) scarcity. Human resource management of each organization are rooted in corporate organizational culture and a certain social norms, and by the internal and external environment of enterprises made a comprehensive analysis of strategies to guide, that in itself is unique, proprietary organizations, which is also scarce.(3) the difficulty of imitation. Strategic human resource management to emphasize that human resources management system integration and corporate strategy, stage of development of each organization and the resources on their own ability to create competitive advantage are different, in addition, the establishment of human resource management based on past experience on itself is an evolving process of evolution and re-accumulation, showing that inter-organizational human resources management system is a great difference. Strategic human resource management focuses on human resource management and enterprise strategy, while the longitudinal match practice to achieve its lateral match between the organization's internal and external environment in which the uncertainty in turn determines the match should be a dynamic, flexible. This dynamic matching tissue embedded in a particular environment, because of its unique and difficult to be imitated by competitors.(4) is not irreplaceable. Strategic human resource management emphasis on human resource management and the formation of corporate strategy integration, from a strategic height deployment of human resources. Human resources become the first resource in the organization, material resources, the role of human resources should be adopted, its value can be the ultimate expression. Therefore, when the major decisions in the face of business, capital, technology and other production factors to consider, but the issue of human resources compared to the significantimpact organizational decision making, they are replaced in human resources can not be realized.Strategic human resource management on the impact of management activitiesStrategic human resource management, human resources, it is concerned about the systematic, integrated, and the direction of the new, the theme of the new policy, rather than trivial details and specific technique, which makes human resource management from a relatively "low" transactional work out of them, located in the core business with the organization closer to the theme, so they have more important strategic position and role. Therefore, the strategic human resource management is not only a new management model, but should be an advanced management ideas and concepts. No doubt this idea and concept of the current human resources management will have a profound impact.(1) shift in the focus of work and the work function of the expansion. Human resource management focus will be located in those organizations is more important long-term sustainable development of the subject, it is no longer confined to the core of the labor organization to obtain and develop their motivation, in order to evaluate its performance, and as to the Pay basis, but the strategic decision-making in the organization play a more proactive role, specifically including the transformation of organizational structure, reconstruction process of optimizing the operation of the organization, fostering organizational culture building, change the organization's leadership style, adjusting the organizational communication Organization's work to create atmosphere, staff attitude research organizations to improve the organization's employee job satisfaction, and strengthen the development of effective means for the organization, both organizations and employees win the value of the common growth of other aspects. At this point, human resource managers assume a strategic partner, management experts, staff motivator and role of change agents 4.(2) human resources management to improve organizational performance in the fundamental role to play. Strategic human resource management that human resources are the organization achieve its goals, the most important resource for sustainable development, namely, human resources are the key considerations in organizational decision-making; have access to human resources, development, evaluation and incentives should match the strategic objectives of the organization it becomes a vital part of management. The organization's human resources management as the most direct and important practitioners of human resource management activities, will become the core of the organization and management department. Human resources departments will strengthen its own building, will be more focus on the improvement of organizational performance and organizational performance in particular play a decisive role in the key performance, thereby improving the performance of its human resources operation in the effective corporate strategy , and promoting the organization to complete the strategic plan.战略性人力(rénlì)资源管理的内涵战略性人力(rénlì)资源管理是指:为了(wèi le)使组织能够达到目标,对人力(rénlì)资源各种部署和活动进行计划的模式。
人力资源管理专业术语中英文对照表
精心整理人力资源管理专业术语中英文对照表人力资源管理：Human Resource Management , HRM人力资源经理：Human resource manager高级管理人员：Executive跨国公司：multinational corporation ,MNC管理多样性：managing diversity工作：job职位：posting工作分析：job analysis工作说明：job description工作规范：job specification工作计划分析表：job analysis schedule ,JAS职位分析问卷调查法：Management position description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选择：selection选择率：selection rate职业兴趣测试：vocational interest tests会议型面试：board interview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全面质量管理：Total quality management ,TQM 团队建设：team building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绩效评价集中趋势：central tendency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工资曲线：wage curve工资幅度：pay range福利和其他报酬问题：福利（间接经济补偿）员工股权计划：employee stock ownership 破烂,ESOP值班津贴：shift differential奖金：incentive compensation分红制：profit sharing安全与健康的工作环境：安全：safety劳资谈判：collective bargaining仲裁：arbitration罢工：strike内部员工关系：internal employee relation 纪律：discipline纪律处分：disciplinary action申诉：grievance降职：demotion调动：transfer晋升：promotion董事长：chairman of the board总裁：president （Am E.）执行副总裁：executive vice – president行政董事：managing director总经理：executive manager ，general manager副总经理：deputy general manager部门经理，科长：section manager销售部经理：sales manager助理经理（副经理）：assistant manager主任：managerAdministrative clerk 行政办事员Advertising staff 广告工作人员Airlines sales representative 航空公司订座员Airlines staff 航空公司职员Application engineer 应用工程师Assistant manager 副经理Bond analyst 证券分析员Bond trader 证券交易员Business controller 业务主任Business manager 业务经理Economic research assistant 经济研究助理Electrical engineer 电气工程师English instructor / teacher 英语教师Export sales manager 外销部经理Export sales staff 外销部职员Financial controller 财务主任Financial reporter 财务报告人F．X. ( foreign exchange ) clerk 外汇部职员F．X. settlement clerk 外汇部核算员Fund manager 财务经理Maintenance engineer 维修工程师Management consultant 管理顾问Manager 经理Manager for public relations 公关部经理Manufacturing engineer 制造工程师Manufacturing engineer 制造工程师Manufacturing worker 生产员工Market analyst 市场分析员Market development manager 市场开发部经理Marketing manager 市场销售部经理Package designer 包装设计师Passenger reservation staff 乘客票位预订员Personnel clerk 人事部职员Personnel manager 人事部经理Plant / factory manager 厂长Postal clerk 邮政人员Private secretary 私人秘书Product manager 生产部经理Production engineer 产品工程师Professional staff 专业人员Sales assistant 销售助理Sales clerk 店员、售货员Sales coordinator 销售协调员Sales engineer 销售工程师Sales executive 销售主管Sales manager 销售部经理Salesperson 销售员Seller representative 销售代表Sales supervisor 销售监管School registrar 学校注册主任Systems adviser 系统顾问Systems engineer 系统工程师Systems operator 系统操作员Technical editor 技术编辑Technical translator 技术翻译Technical worker 技术工人Telecommunication executive 电讯（电信）员Telephonist / operator 电话接线员、话务员Tourist guide 导游Trade finance executive 贸易财务主管。
中国移动人力资源战略管理(英文版)
中国移动人力资源战略管理(英文版)China Mobile Human Resources Strategic ManagementChina Mobile, as the largest mobile telecommunications company in China, has become a role model for the industry. In order to maintain its leading position and achieve sustainable growth, China Mobile has implemented an effective human resources strategic management system.China Mobile's human resources strategy is based on attracting, developing, and retaining top talent. The company recognizes that its success depends on the capabilities and dedication of its employees. Therefore, it strives to create a positive work environment and provide opportunities for career growth and personal development.To attract top talent, China Mobile focuses on employer branding. It actively promotes its corporate culture and values as well as its commitment to innovation and customer satisfaction. By highlighting its strong brand image, China Mobile is able to attract talented individuals who are seeking a challenging and rewarding career.Once talented individuals join China Mobile, the company invests in their development through various training and development programs. These programs are designed to enhance employees' skills and knowledge, and to equip them with the tools they need to succeed in their roles. China Mobile also encourages employees to pursue further education and provides financial assistance for advanced degrees or professional certifications.China Mobile also recognizes the importance of retaining top talent. The company values its employees and seeks to create a supportive and inclusive work environment. It offers competitive compensation and benefits packages, as well as opportunities for career advancement and job rotation. China Mobile also provides ongoing support and feedback to help employees grow and succeed in their roles.In addition to attracting and retaining top talent, China Mobile focuses on building a diverse and inclusive workforce. The company recognizes the value of diversity in driving innovation and fostering creativity. China Mobile actively promotes gender diversity, and has implemented initiatives to increase the representation of women in leadership positions. The company also values diversity of thought, and encourages employees to share their ideas and perspectives.China Mobile's human resources strategic management system is supported by advanced technology. The company has implemented a comprehensive human resources management system that allows for efficient and accurate record keeping, performance evaluation, and talent management. The system also enables employees to access and update their personal information, and provides a platform for communication and collaboration across different departments and locations.Overall, China Mobile's human resources strategic management focuses on attracting, developing, and retaining top talent. Through its efforts to promote employer branding, invest in employeedevelopment, create a supportive work environment, and foster diversity and inclusion, China Mobile has been able to maintain its competitiveness and achieve sustainable growth. The company's commitment to its employees has not only helped it attract and retain top talent, but has also fostered a sense of loyalty and commitment among its workforce. China Mobile serves as a model for other organizations seeking to implement effective human resources strategies to drive success in the rapidly changing telecommunications industry.继续写 (1500字)除了吸引、培养和保留顶级人才外，中国移动还注重建立多元包容的员工队伍。
人力资源管理英文词汇
人力资源管理:(HumanResourceManagement,HRM)人力资源经理:(humanresourcemanager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operativeemployees)专家:(specialist)人力资源认证协会:(theHumanResourceCertificationInstitute,HRCI) 外部环境:(externalenvironment)内部环境:(internalenvironment)政策:(policy)企业文化:(corporateculture)目标:(mission)股东:(shareholders)非正式组织:(informalorganization)跨国公司:(multinationalcorporation,MNC)管理多样性:(managingdiversity)工作:(job)职位:(posting)工作分析:(jobanalysis)工作说明:(jobdescription)工作规范:(jobspecification)工作分析计划表:(jobanalysisschedule,JAS)职位分析问卷调查法:(ManagementPositionDescriptionQuestionnaire,MPDQ) 行政秘书:(executivesecretary)地区服务经理助理:(assistantdistrictservicemanager)人力资源计划:(HumanResourcePlanning,HRP)战略规划:(strategicplanning)长期趋势:(longtermtrend)要求预测:(requirementforecast)供给预测:(availabilityforecast)管理人力储备:(managementinventory)裁减:(downsizing)人力资源信息系统:(HumanResourceInformationSystem,HRIS)招聘:(recruitment)员工申请表:(employeerequisition)招聘方法:(recruitmentmethods)内部提升:(PromotionFromWithin,PFW) 工作公告:(jobposting)广告:(advertising)职业介绍所:(employmentagency)特殊事件:(specialevents)实习:(internship)选择:(selection)选择率:(selectionrate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoffscore)准确度:(aiming)业务知识测试:(jobknowledgetests)求职面试:(employmentinterview)非结构化面试:(unstructuredinterview)结构化面试:(structuredinterview)小组面试:(groupinterview)职业兴趣测试:(vocationalinteresttests)会议型面试:(boardinterview)组织变化与人力资源开发人力资源开发:(HumanResourceDevelopment,HRD) 培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(businessgames)案例研究:(casestudy)会议方法:(conferencemethod)角色扮演:(roleplaying)工作轮换:(jobrotating)在职培训:(on-the-jobtraining,OJT)媒介:(media)企业文化与组织发展企业文化:(corporateculture)组织发展:(organizationdevelopment,OD)调查反馈:(surveyfeedback)质量圈:(qualitycircles)目标管理:(managementbyobjective,MBO)全面质量管理:(TotalQualityManagement,TQM) 团队建设:(teambuilding)职业计划与发展职业:(career)职业计划:(careerplanning)职业道路:(careerpath)职业发展:(careerdevelopment)自我评价:(self-assessment)职业动机:(careeranchors)绩效评价绩效评价:(PerformanceAppraisal,PA)小组评价:(groupappraisal)业绩评定表:(ratingscalesmethod)关键事件法:(criticalincidentmethod)排列法:(rankingmethod)平行比较法:(pairedcomparison)硬性分布法:(forceddistributionmethod)晕圈错误:(haloerror)宽松:(leniency)严格:(strictness)反馈:(-degreefeedback)叙述法:(essaymethod)集中趋势:(centraltendency)报酬与福利报酬:(compensation)直接经济报酬:(directfinancialcompensation) 间接经济报酬:(indirectfinancialcompensation) 非经济报酬:(nofinancialcompensation)公平:(equity)外部公平:(externalequity)内部公平:(internalequity)员工公平:(employeeequity)小组公平:(teamequity)工资水平领先者:(payleaders)现行工资率:(goingrate)工资水平居后者:(payfollowers)劳动力市场:(labormarket)工作评价:(jobevaluation)排列法:(rankingmethod)分类法:(classificationmethod)因素比较法:(factorcomparisonmethod)评分法:(pointmethod)海氏指示图表个人能力分析法:(HayGuideChart-profileMethod) 工作定价:(jobpricing)工资等级:(paygrade)工资曲线:(wagecurve)工资幅度:(payrange)福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employeestockownershipplan,ESOP) 值班津贴:(shiftdifferential)奖金:(incentivecompensation)分红制:(profitsharing)安全与健康的工作环境安全:(safety)健康:(health)频率:(frequencyrate)紧张:(stress)角色冲突:(roleconflict)催眠法:(hypnosis)酗酒:(alcoholism)员工和劳动关系工会:(union)地方工会:(localunion)行业工会:(craftunion)产业工会:(industrialunion)全国工会:(nationalunion)谈判组:(bargainingunion)劳资谈判:(collectivebargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internalemployeerelations) 纪律:(discipline)纪律处分:(disciplinaryaction)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)外企职位英文名称汇公司高层职位的英文缩写1。
人力资源管理英语作文模板
人力资源管理英语作文模板Title: Human Resource Management in English。
Human Resource Management (HRM) plays a crucial role in the success and effectiveness of any organization. It involves the management of people within the organization, from recruitment and selection to training and development, performance management, and compensation. This essay will discuss the key aspects of HRM and its importance in today's business environment.Recruitment and Selection。
One of the primary functions of HRM is the recruitment and selection of employees. This process involves identifying the staffing needs of the organization, attracting potential candidates, and selecting the most suitable individuals to fill the available positions. HR professionals are responsible for creating job descriptions, posting job advertisements, screening resumes, conducting interviews, and making job offers. They also ensure that the recruitment process is fair, transparent, and compliant with all relevant laws and regulations.Training and Development。
人力资源英文专业术语
人力资源管理师（二级）专业英语词汇表序号词汇中译词意1 Acceptability 可接受性2 Achievement tests 成就测试3 Action plan 行动计划4 Action steps 行动步骤5 Adventure learning 探险学习法6 Adverse impact 负面影响7 Agency shop 工会代理制8 Alternative dispute resolution (ADR) 建设性争议解决方法9 Analytic approach 分析法10 Appraisal politics 评价政治学11 Apprenticeship 学徒制12 Arbitrary 仲裁13 Assessment 评价14 Assessment center 评价中心15 Attitude awareness and change program 态度认知与改变计划16 Attitudinal structuring 态度构建17 Audiovisual instruction 视听教学18 Audit approach 审计法19 Balanced scorecard 综合评价卡20 Basic skills 基本技能21 Behavior-based program 行为改变计划22 Behavior modeling 行为模拟23 Benchmarks 基准24 Benchmarking 评判25 Benefits 收益26 Bonus 奖金27 Boycott 联合抵制28 Career 职业29 Career counseling 职业咨询30 Career curves (maturity curves) 职业曲线（成熟曲线）31 Career management system 职业管理系统32 Career support 职业支持33 Centralization 集权化34 Coach 教练35 Cognitive ability 认知能力36 Cognitive outcomes 认知性结果37 Collective bargaining process 劳资谈判过程38 Community of practice 演练小组39 Compa-ratio 比较比率40 Compensable factors 报酬要素41 Competency assessment 能力评估42 Competitive advantage 竞争优势43 Concentration strategy 集中战略44 Concurrent validation 同时效度45 Consumer price index, CPI 消费者价格指数46 Content validation 内容效度47 Continuous learning 持续学习48 Contributory plan 投入计划49 Coordination training 合作培训50 Core competencies 核心竞争力51 Criterion-related validity 效标关联效度52 Critical incident 关键事件53 Critical incident method 关键事件法54 Cross-cultural preparation 跨文化准备55 Cross-training 交叉培训56 Cultural environment 文化环境57 Cultural shock 文化冲击58 Customer appraisal 顾客评估59 Data flow diagram 数据流程图60 Database 数据库61 Decentralization 分散化62 Decision support systems 决策支持系统63 Defined-benefit plan 养老金福利计划64 Defined-contribution plan 资方养老金投入计划65 Delayering 扁平化66 Depression 沮丧67 Development planning system 开发规划系统68 Differential piece rate 差额计件工资69 Direct costs 直接成本70 Discipline 纪律71 Disparate impact 差别性影响72 Disparate treatment 差别性对待73 Diversity training 多元化培训74 Downsizing 精简75 Downward move 降级76 Efficiency wage theory 效率工资理论77 Electronic performance support system (EPSS) 电子绩效支持系统78 Employee empowerment 员工授权79 Employee leasing 员工租借80 Employee survey research 雇员调查与研究81 Employee wellness programs (EWPs) 雇员健康修炼计划82 Entrepreneur 企业家83 Equal employment opportunity (EEO) 公平就业机会84 Essay method 书面方式85 Ethics 道德86 Expatriate 外派雇员87 Expert systems 专家系统88 External analysis 外部分析89 External growth strategy 外边成长战略90 External labor market 外部劳动力市场91 Factor comparison system 因素比较法92 Feedback 反馈93 Flexible benefits plans (cafeteria plans) 灵活的福利计划（自助福利方案）94 Flextime 灵活的时间95 Forecasting （劳动力供求）预测96 Formal education programs 正规教育计划97 Frame of reference 参照系98 Functional job analysis, FJA 职能工作分析99 Gain sharing plans 收益分享计划100 Globalization 全球化101 Goals 目标102 Goals and timetables 目标和时间表103 Graphic rating-scale method 图式评估法104 Group-building methods 团队建设法105 Group mentoring program 群体指导计划106 Hay profile method 海氏剖析法107 High-leverage training 高层次培训108 High-performance work systems 高绩效工作系统109 Hourly work 计时工资制110 Human capital 人力资本111 Human resource information system (HRIS) 人力资源信息系统112 Human resource management 人力资源管理113 Human resources planning, HRP 人力资源计划114 Indirect costs 间接成本115 Individualism/collectivism 个人主义/集体主义116 Input 投入117 Instructional design process 指导性设计过程118 Internal analysis 内部分析119 Internal growth strategy 内部成长战略120 Internal labor force 内部劳动力121 Internet 互联网122 Internship programs 实习计划123 Interview 面试124 Intraorganizational bargaining 组织内谈判125 Job analysis 工作分析126 Job classification system 工作分类法127 Job description 工作描述128 Job design 工作设计129 Job enlargement 工作扩大化130 Job enrichment 工作丰富化131 Job evaluation 工作评价132 Job experiences 工作经验133 Job involvement 工作认同134 Job posting and bidding 工作张贴和申请135 Job progressions 工作提升136 Job ranking system 工作重要性排序法137 Job rotation 工作轮换138 Job satisfaction 工作满意度139 Job specification 工作规范140 Job structure 工作结构141 Key jobs 关键工作142 Labor market 劳动力市场143 Labor relations process 劳动关系进程144 Leaderless group discussion 无领导小组讨论法145 Learning organization 学习型组织146 Long-term-short-term orientation 长期-短期导向147 Maintenance of membership 会员资格维持148 Management by objectives, MBO 目标管理149 Management forecasts 管理预测150 Management prerogatives 管理特权151 Manager and / or supervisor appraisal 经理和/或上司评估152 Managing diversity 管理多元化153 Markov analysis 马克夫分析法154 Mediation 调解155 Mentor 导师156 Merit guideline 绩效指南157 Minimum wage 最低工资158 Motivation to learn 学习的动机159 Needs assessment （培训）需要评价160 Negligence 疏忽161 Nepotism 裙带关系162 Ombudsman 调查专员163 On-the-job training, OJT 在职培训164 Opportunity to perform 实践的机会165 Organizational analysis 组织分析166 Organizational capability 组织能力167 Orientation 导向培训168 Outplacement counseling 重新谋职咨询169 Output 产出170 Outsourcing 外包171 Panel interview 小组面试172 Pay-for-performance standard 按绩效的报酬标准173 Pay grade 工资等级174 Pay level 工资水平175 Pay-policy line 工资政策线176 Pay structure 工资结构177 Peer appraisal 同事评估178 Performance appraisal 绩效评价179 Performance feedback 绩效反馈180 Performance management 绩效管理181 Performance planning and evaluation (PPE) 绩效规划与评价系统182 Perquisites 津贴183 Person analysis 个人分析184 Person characteristics 个人特征185 Personnel selection 人员甄选186 Point system 积分法187 Position analysis questionnaire, PAQ 职位分析问卷调查188 Power distance 权力差距189 Predictive validation 预测效度190 Profit sharing 利润分享191 Promotion 晋升192 Protean career 多变的职业193 Psychological contract 心理契约194 Psychological support 心理支持195 Range spread 工资范围跨度196 Readability 易读性197 Readiness for training 培训准备198 Reasoning ability 推理能力199 Recruitment 招募200 Reengineering 流程再造201 Relational database 关联数据库202 Reliability 信度203 Repatriation 归国准备204 Replacement charts 替换表205 Request for proposal (REP) （培训）招标书206 Return on investment (ROI) 投资回报207 Role ambiguity 角色模糊208 Role analysis technique 角色分析技术209 Role play 角色扮演210 School-to-work 从学校到工作211 Selection 甄选212 Self-appraisal 自我评估213 Self-efficacy 自信心214 Situational interview 情景面试215 Skill-based pay 技能工资216 Skill inventories 技能量表217 Specificity 明确性218 Spot bonus 即时奖金219 Staffing tables 人员配置表220 Strategic choice 战略选择221 Strategic congruence 战略一致性222 Strategic human resource management (SHRM) 战略性人力资源管理223 Strategy formulation 战略形成224 Strategy implementation 战略执行225 Task analysis 任务分析226 Team leader training 团队领导培训227 360-degree feedback process 360度反馈过程228 Total quality management (TQM) 全面质量管理229 Training 培训230 Training administration 培训管理231 Training outcomes 培训结果232 Transaction processing 事务处理233 Trend analysis 趋势分析234 Utility 效用235 Utility analysis 效用分析236 Validity 效度237 Verbal comprehension 语言理解能力238 Vesting 既得利益239 Virtual reality 现实虚拟240 Voicing 发言241 Wage and salary survey 薪资调查242 Wage-rate compression 工资压缩243 Web-based training 网上培训244 Work permit/ work certificate 就业许可证245 World Wide Web 万维网246 Yield ratio 成功率助理人力资源管理师（三级）专业英语词汇表序号认知词汇中译词意1 Acceptability 可接受性2 Achievement tests 成就测试3 Action plan 行动计划4 Action steps 行动步骤5 Adventure learning 探险学习法6 Adverse impact 负面影响7 Alternative dispute resolution (ADR) 建设性争议解决方法8 Analytic approach 分析法9 Appraisal politics 评价政治学10 Apprenticeship 学徒制11 Arbitrary 仲裁12 Assessment 评价13 Assessment center 评价中心14 Basic skills 基本技能15 Behavior-based program 行为改变计划16 Behavior modeling 行为模拟17 Benchmarks 标杆18 Benchmarking 评判19 Benefits 收益20 Bonus 奖金21 Boycott 联合抵制22 Career 职业23 Career counseling 职业咨询24 Career curves (maturity curves) 职业曲线（成熟曲线）25 Career management system 职业管理系统26 Career support 职业支持27 Centralization 集权化28 Community of practice 演练小组29 Compa-ratio 比较比率30 Compensable factors 报酬要素31 Competency assessment 能力评估32 Competitive advantage 竞争优势33 Concentration strategy 集中战略34 Concurrent validation 同时效度35 Consumer price index, CPI 消费者价格指数36 Core competencies 核心竞争力37 Criterion-related validity 效标关联效度38 Critical incident 关键事件39 Critical incident method 关键事件法40 Cross-cultural preparation 跨文化准备41 Cross-training 交叉培训42 Cultural environment 文化环境43 Cultural shock 文化冲击44 Customer appraisal 顾客评估45 Data flow diagram 数据流程图46 Database 数据库47 Decentralization 分散化48 Delayering 扁平化49 Depression 沮丧50 Development planning system 开发规划系统51 Differential piece rate 差额计件工资52 Direct costs 直接成本53 Discipline 纪律54 Disparate impact 差别性影响55 Disparate treatment 差别性对待56 Diversity training 多元化培训57 Downsizing 精简58 Downward move 降级59 Efficiency wage theory 效率工资理论60 Electronic performance support system (EPSS) 电子绩效支持系统61 Employee empowerment 员工授权62 Employee leasing 员工租借63 Ethics 道德64 Expatriate 外派雇员65 Expert systems 专家系统66 External analysis 外部分析67 External growth strategy 外边成长战略68 External labor market 外部劳动力市场69 Factor comparison system 因素比较法70 Feedback 反馈71 Forecasting （劳动力供求）预测72 Formal education programs 正规教育计划73 Frame of reference 参照系74 Functional job analysis, FJA 职能工作分析75 Gain sharing plans 收益分享计划76 Globalization 全球化77 Goals 目标78 Goals and timetables 目标和时间表79 Graphic rating-scale method 图式评估法80 Group-building methods 团队建设法81 Group mentoring program 群体指导计划82 Hay profile method 海氏剖析法83 High-leverage training 高层次培训84 High-performance work systems 高绩效工作系统85 Hourly work 计时工资制86 Human capital 人力资本87 Human resource information system (HRIS) 人力资源信息系统88 Human resource management 人力资源管理89 Human resources planning, HRP 人力资源计划90 Indirect costs 间接成本91 Individualism/collectivism 个人主义/集体主义92 Input 投入93 Instructional design process 指导性设计过程94 Internal analysis 内部分析95 Internal growth strategy 内部成长战略96 Internship programs 实习计划97 Interview 面试98 Intraorganizational bargaining 组织内谈判99 Job analysis 工作分析100 Job classification system 工作分类法101 Job description 工作描述102 Job design 工作设计103 Job enlargement 工作扩大化104 Job enrichment 工作丰富化105 Job evaluation 工作评价106 Job experiences 工作经验107 Job involvement 工作认同108 Job posting and bidding 工作张贴和申请109 Job progressions 工作提升110 Job ranking system 工作重要性排序法111 Job rotation 工作轮换112 Job satisfaction 工作满意度113 Job specification 工作规范114 Job structure 工作结构115 Key jobs 关键工作116 Labor market 劳动力市场117 Labor relations process 劳动关系进程118 Leaderless group discussion 无领导小组讨论法119 Learning organization 学习型组织120 Long-term-short-term orientation 长期-短期导向121 Maintenance of membership 会员资格维持122 Management by objectives, MBO 目标管理123 Management forecasts 管理预测124 Management prerogatives 管理特权125 Manager and / or supervisor appraisal 经理和/或上司评估126 Managing diversity 管理多元化127 Markov analysis 马克夫分析法128 Mediation 调解129 Mentor 导师130 Merit guideline 绩效指南131 Minimum wage 最低工资132 Motivation to learn 学习的动机133 Needs assessment （培训）需要评价134 Negligence 疏忽135 Nepotism 裙带关系136 Ombudsman 调查专员137 On-the-job training（OJT）在职培训138 Opportunity to perform 实践的机会139 Organizational analysis 组织分析140 Organizational capability 组织能力141 Orientation 导向培训142 Outplacement counseling 重新谋职咨询143 Output 产出144 Outsourcing 外包145 Pay-policy line 工资政策线146 Pay structure 工资结构147 Peer appraisal 同事评估148 Performance appraisal 绩效评价149 Performance feedback 绩效反馈150 Performance management 绩效管理151 Performance planning and evaluation (PPE) 绩效规划与评价系统152 Perquisites 津贴153 Person analysis 个人分析154 Person characteristics 个人特征155 Personnel selection 人员甄选156 Point system 积分法157 Position analysis questionnaire, PaQ 职位分析问卷调查158 Power distance 权力差距159 Predictive validation 预测效度160 Profit sharing 利润分享161 Promotion 晋升162 Protean career 多变的职业163 Psychological contract 心理契约164 Psychological support 心理支持165 Readiness for training 培训准备166 Reasoning ability 推理能力167 Recruitment 招募168 Reengineering 流程再造169 Reliability 信度170 Repatriation 归国准备171 Replacement charts 替换表172 Request for proposal (REP) （培训）招标书173 Return on investment (ROI) 投资回报174 Role ambiguity 角色模糊175 Selection 甄选176 Self-appraisal 自我评估177 Self-efficacy 自信心178 Situational interview 情景面试179 Skill-based pay 技能工资180 Skill inventories 技能量表181 Specificity 明确性182 Spot bonus 即时奖金183 Staffing tables 人员配置表184 Strategic choice 战略选择185 Strategic congruence 战略一致性186 Strategic human resource management (SHRM) 战略性人力资源管理187 Strategy formulation 战略形成188 Strategy implementation 战略执行189 Task analysis 任务分析190 Team leader training 团队领导培训191 360-degree feedback process 360度反馈过程192 Total quality management (TQM) 全面质量管理193 Training 培训194 Training administration 培训管理195 Validity 效度196 Voicing 发言197 Wage and salary survey 薪资调查198 Wage-rate compression 工资压缩199 Web-based training 网上培训200 Work permit/ work certificate 就业许可证。
人力资源专业术语(中英文对照)
1.人力资源管理导论组织:(organization)管理者:(manager)管理过程:(management process)人力资源管理:(human resource management)职权:(authority)直线职权:(line authority)职能职权:(staff authority)直线经理:(line manager)职能经理:(staff manager)全球化:(globalization)人力资本:(human capital)伦理道德:(ethics)2.公平就业机会及相关法律积极的反歧视行动:(affirmative action)规范化指南:(uniform guide lines)受保护群体:(protected class)混合动机:(mixed motive)合格者:(qualified individuals)性骚扰:(sexual harassment)五分之四法则:(4/5 ths rule)消极影响:(adverse impact)差别拒绝率:(sisparate rejection rates)限制性政策:(restricted policy)人口比较:(population comparisons)真实职业资格:(bona tide accupational qualification)建设性争议处理程序:(alternative dispute resolution)建设性争议处理计划:(ADR program)多元化:(diversity)刻板印象:(stereotyping)歧视:(discrimination)象征主义:(tokenism)种族中心主义:(ethnocentrism)性别角色刻板印象:(gender-role stereotype)善意努力战略:(good faith effort strategy)逆向歧视:(reverse discrimination)3.人力资源管理战略与分析战略规划:(strategic plan)战略管理:(strategic management)使命陈述:(mission statement)公司战略:(corporate-level strategy)竞争战略:(competitive strategy)竞争优势:(competitive advantage)职能战略:(functional strategy)战略性人力资源管理:(strategic human resource management)战略地图:(strategy map)人力资源计分卡:(HR scorecard)数字仪表盘:(digital dashboard)基于战略的衡量指标:(strategy-based metrics)人力资源管理审计:(HR audit)高绩效工作系统:(high-performance work system)4.职位分析与人才管理过程人才管理:(talent management)职位分析:(job analysis)职位描述:(job description)任职资格:(job specification)组织结构图:(organization chart)工作流程图:(process chart)工作流分析:(workflow analysis)业务流畅再造:(business process reengineering)职位扩大化:(job enlargement)职位轮换:(job rotation)职位丰富化:(job enrichment)工作日记/日志:(diary/log)职位分析问卷法:(position analysis questionnaire)标准职位分类:(standard occupational classification)任务描述:(task statement)职位要求矩阵:(job requirements matrix)5.人事规划与招聘人事规划:(workforce planning)趋势分析:(trend analysis)比率分析:(ratio analysis)散点分析:(scatter plot)任职资格条件库:(qualifications inventories)人员替代图:(personnel replacement charts)职位替代卡:(position replacement card)马尔科夫分析法:(markov analysis)继任规划:(succession planning)员工招聘:(employee recruiting)招聘产出金字塔:(recruiting yield pyramid)职位空缺公告:(job posting)非常规性配员:(alternative staffing)即时招聘服务机构:(on-demand recruiting services)大学校园招募:(college recruiting)求职申请表:(application form)6.员工测试与甄选疏忽雇佣:(negligent hiring)信度:(reliability)测试效度:(test validity)效标关联效度:(criterion validity)内容效度:(content validity)构想效度:(construct validity)期望图:(expectancy chart)兴趣测试:(interest inventories)工作样本:(work samples)工作样本技术:(work samples technique)管理评价中心:(management assessment centers)情境测试:(situational test)视频模拟测试:(video-based simulation)小型工作培训和评价方法:(miniature job training and evaluation) 7.求职者面试非结构化面试:(unstructured interviews)结构化面试:(structured interviews)情景面试:(situational interview)行为面试:(behavioral interview)职位相关性面试:(job-related interview)压力面试:(stress interview)结构化顺序面试:(unstructured sequential interview)小组面试:(panel interview)集体面试:(mass interview)求职者面试顺序误差:(candidate-order or contrast error)结构化情境面试:(structured situational interview)8.员工培训与开发新员工入职引导:(employee orientation training)培训:(training)任务分析:(task analysis)培训疏忽:(negligent training)胜任素质模型:(competency model)绩效分析:(performance analysis)在岗培训:(on-the-job training)学徒制培训:(apprenticeship training)工作指导培训:(job instruction training)程序化学习:(programmed learning)行为塑造:(behavior modeling)电子化绩效支持系统:(electronic performance support system)工作助手:(job aid)终身学习:(lifelong learning)交叉培训:(cross training)虚拟课堂:(virtual classroom)管理技能开发:(management development)职位轮换:(job rotation)行为学习:(action learning)案例研究法:(case study method)管理游戏:(management games)角色扮演:(role play)企业内开发中心:(inhouse development centres)高管教练:(executive coach)组织发展:(organization development)控制实验:(controlled experimentation)9.绩效管理与评价绩效评价:(performance appraisal)绩效评价过程:(performance process)绩效管理:(performance management)图评价尺度法:(graphic rating scale)交替排序法:(alternative ranking method)配对比较法:(paired comparison method)强制分布法:(forced distribution method)关键事件法:(critical incident method)行为锚定等级评价法:(behaviorally anchored rating scale)目标管理:(management by objectives)电子化绩效监控:(electronic performance monitoring)标准不清:(unclear standard)晕轮效应:(halo effect)居中趋势:(central tendency)宽大或严格倾向:(strictness/leniency)近因效应:(recency effect)绩效评价面谈:(appraisal interview)10.员工保留、敬业度及职业生涯管理职业生涯:(career)职业生涯管理:(career management)职业生涯开发:(career development)职业生涯规划:(career planning)现实震荡:(reality shock)导师指导:(mentoring)教练指导:(coaching)晋升:(promotion)调动:(transfer)不服从上级:(insuboardination)自由解雇:(terminate at will)解雇面谈:(termination interview)重新谋职咨询:(outplacement counseling)离职面谈:(exit interview)临时解雇:(lay off)裁员:(down sizing)解雇管理:(managing dismissals)生命周期:(lifecycle career)职业生涯管理:(career management)职业锚:(career anchor)11.制定战略性薪酬计划员工薪酬:(employee compensation)直接经济报酬:(direct financial payment)间接经济报酬:(indirect payments)职位评价:(job evaluation)报酬要素:(compensable factores)杠杆职位:(benchmark jobs)职位排序:(ranking method)职位分类法:(job classification or job grading)职级:(classes)职等:(grades)职位等级定义:(grade definition)计点法:(point method)市场竞争性薪酬系统:(market-competitive pay system)薪酬政策线:(wage curves)薪酬调查:(salary survey)薪酬等级:(pay ranges)比较比率:(compa ratios)胜任素质薪酬:(competency-based pay)宽带薪酬:(broad banding)可比价值:(comparable worth)12.绩效薪酬和经济性奖励经济类奖励:(financial incentives )生产率:(productivity)日公平工作标准:(fair day’s work)科学管理运动:(scientific management movement)可变薪酬:(variable pay)期望:(expectancy)关联性:(instrumentality)效价:（Valance)行为修正:(behavior modification)简单计件工资:(straight piecework)标准工时计划:(standard hour plan)绩效加薪:(merit pay or merit raise)年终奖:(annual bonus)股票期权:(stock option)团体或群体奖励计划:(team or group incentive plans)组织绩效奖励计划:(organization-wide incentive plans)利润分享计划:(profit-sharing plans)收益分享计划:(gainsharing plan)收入风险型薪酬计划:(earnings-at-risk pay plans)员工持股计划:(employee stock owership plan)广泛股票期权计划:(broad-based stock option plans) 13.福利与服务福利:(benefits)失业保险:(unemployment insurance)补充性薪酬型福利:(supple-mental pay benefits)病假:(sick leave)遣散费:(severance pay)补充性失业福利:(supplemental unemployment benefits)工伤保险:(worker’s compensation)健康维护组织:(health maintenance organization)自选医疗服务组织:(preferred provider organization)团体人寿保险:(group life insurance)社会保障:(social security)养老金计划:(pension plans)固定收益制计划:(defined benefit plans)固定缴费制计划:(defined contribution plans)可转移性:(portability)储蓄节约计划:(savings and thrift plan)延期利润分享计划:(deferred profit-sharing plan)员工持股计划:(employee stock ownership plan)现金金额养老金计划:(cash balance plans)养老金担保公司:(pension benefits guarantee corporation)提前退休窗口:(early-retirement window)员工援助计划:(employee assistance program)弹性福利计划:(flexible benefits plan)自助餐式福利计划:(cafeteria benefits plan)弹性工作时间:(flextime)压缩工作周:(compressed workweek)职位分享:(job sharing)工作分享:(work sharing)14.伦理道德、员工关系管理伦理道德:(ethics)程序公平:(procedural justice)分配公平:(distributive justice)社会责任:(social responsibility)网络欺凌:(cyberbullying)组织文化:(organizational culture)非惩罚性惩戒:(ninpunitive discipline)解雇:(dismissal)员工关系:(employee relations)建议团队:(suggestion teams)问题解决团队:(problem-solving teams)质量圈:(quality circle)自我管理:(self-managing)15.劳资关系与集体谈判封闭型企业:(closed shop)工会制企业:(union shop)工会代理制企业:(agency shop)工会会员优先企业:(preferential shop)会员资格保持型企业:(maintenance of membership arrangement)工作权利:(right to work)工会渗透:(union salting)授权卡:(authorization cards)谈判单位:(bargaining unit)代表取消:(decertification)集体谈判:(collective bargaining)有诚意谈判:(good faith bargaining)自愿性谈判主题:(voluntary or permissible bargaining items)非法谈判主题:(illegal bargaining items)强制性谈判主题:(mandatory bargaining items)僵持:(impasses)调解:(mediation)实情调查员:(factfinder)仲裁:(arbitration)利益仲裁:(interest arbitration)权利仲裁:(rights arbitration)经济罢工:(economic strike)同情罢工:(sympathy strike)野猫罢工:(wildcat strike)反不当劳资关系行为罢工:(unfair labor practice strikes)设置纠察:(picketing)联合施压运动:(corporate campaign)联合抵制:(boycott)内部游戏:(inside games)闭厂:(lockout)禁令:(injunction)争议处理程序:(grievance procedure)16.员工安全与健康职业病:(occupational illness)传讯:(citation)不安全工作条件:(unsafe conditions)工作伤害分析:(job hazard ananlysis)运行安全审查:(operational safety reviews)行为安全教育:(behavior-based safety)安全意识项目:(safety awareness)工作倦怠:(burnout)自然安全:(natural security)机械安全:(mechanical security)组织安全:(organizational security)17.全球化人力资源管理国际人力资源管理:(international human resource management)工人理事会:(works councils)外派员工:(expatriates)母国公民:(home-country nations)第三国公民:(third-country nations)虚拟团队:(virtual team)民族中心主义:(ethnocentric)多国中心主义:(polycentric)全球中心主义:(geocentric)适应性甄选:(adaptability scerrning)国外服务补贴:(foreign service premium)艰苦补贴:(hardship allowances)迁移补贴:(mobility premiums)。
战略人力资源管理(英文版)
2020/8/1
Chapter 1
Introduction to Human Resource Management
and the Environment
Introduction
HRM is charged with programs concerned with people Effective use of people Achieving individual & organizational goals
Individual differences Maximum well being
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
A Brief tory of HRM
The Hawthorne studies (1924 to 1933): Determine the effect of illumination on workers and output Pointed out the importance of social interaction on output and satisfaction
Strategic Importance of HRM
Today, HRM plays a major role in: Clarifying the firm’s human resource problems Developing solutions for them
战略人力资源管理(英文版)
Strategic HRM
Line managers
Improved understanding and use of human assets
Lead, inspire, understand
Short, intermediate, long term
Flexible, based on human resources
The worker Individual differences Maximum well being
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
Open, participative, empowerment
Developing people
Investment in human assets
Until the 1960s, the personnel function was concerned only with blue-collar employees Filing, housekeeping, social worker, firefighter, diffuser of union trouble
Recruitment, selection, motivation, orientation
1-5
HRM Orientation
人力资源管理 英语作文
人力资源管理英语作文Human Resource Management。
Human resource management is a critical function within an organization, as it is responsible for managing the most valuable asset of the company – its people. The role of human resource management is to ensure that theorganization has the right people, with the right skills,in the right positions, at the right time. This involves a range of activities including recruitment, training and development, performance management, and employee relations.Recruitment is a key function of human resource management. It involves identifying the staffing needs ofthe organization, attracting and selecting the right candidates, and ensuring that they are effectivelyintegrated into the organization. This process starts with job analysis, where the requirements of the job are identified, and then moves on to sourcing candidates, screening and interviewing, and finally making the hiringdecision. Recruitment is a critical function, as the success of the organization depends on having the right people in the right positions.Once employees are hired, human resource management is responsible for ensuring that they have the skills and knowledge required to perform their jobs effectively. This involves providing training and development opportunities to employees, to ensure that they have the necessary skills to succeed in their roles. Training and development can take many forms, including on-the-job training, workshops, seminars, and e-learning. The goal is to ensure that employees have the skills and knowledge they need to perform their jobs effectively, and to provideopportunities for career development and advancement.Performance management is another important function of human resource management. This involves setting performance expectations for employees, monitoring their performance, and providing feedback and coaching to help them improve. Performance management is critical for ensuring that employees are meeting the expectations of theorganization, and for identifying areas where they may need additional support or development. It also plays a key role in determining rewards and recognition for employees, andin making decisions about promotions and career advancement.Employee relations is a critical aspect of human resource management, as it involves managing therelationship between the organization and its employees. This includes addressing employee concerns and grievances, ensuring that the organization is in compliance with labor laws and regulations, and providing support and guidance to employees on a range of issues. Employee relations iscritical for ensuring that employees are satisfied and engaged in their work, and for maintaining a positive and productive work environment.In conclusion, human resource management is a critical function within an organization, responsible for managingthe most valuable asset of the company – its people. The role of human resource management involves a range of activities including recruitment, training and development, performance management, and employee relations. Byeffectively managing these activities, human resource management can ensure that the organization has the right people, with the right skills, in the right positions, at the right time, and can contribute to the success of the organization.。
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