人事管理系统中英文对照外文翻译文献
VB人事管理系统中英文资料翻译
英文资料翻译系别vvvvvv VVV vvvvvv 专业班级学生姓名学号指导教师2010年4 月Enterprise Personnel Management SystemAbstract：Along with the science and technology development, the computer technology unceasingly applies all the various trades and occupations, the need which the data storage unceasingly inflates, will be able to have a higher request to the future data bank technology. The data bank technology from 20th century 60's intermediate stages production, has more than 30 years history to today, its development speed quick, the application scope is broad is other technologies far inferior. The data bank technology research and the development has become the modern information society to have the formidable vitality an important domain. 30 for many years, from the first generation of level, the netted database system, the second-generation relational database system, have developed the third generation take the object-oriented model as the main characteristic database system. Has been published since the computer, starts to store the data, the data memory organization manages has become one of most basic questions which the computer must solve. The initial data, each one is a war, by document form depositing, the different application, the different document but the same data has created the resources and the manpower waste.The management of business enterprise employee is an important part in the management of enterprise. With the development of society, business enterprise becomes larger and larger. How to deal with the information of the employee has become a serious problem for enterprise management. Under this condition, it is necessary to develop a management system of business enterprise employee. This system includes the following functions: input 、modification 、inquiry and deleting modules for employee’s basic information, input 、modification 、inquiry and deleting modules for employee’s transferring information and the maintaining of the system. At the same time, it can provide service of information consultinginformation index, and information access. It can meet the needs of employee management in the modern enterprise.The main contents of this thesis is the whole processes that elaborated on to business enterprise personal management system development, the main contents of this sis include the management information system says all the development tool of the movement and maintenance of the choice, the system analysis, the system design, thesystem implement, system, develop to tally up seven chapter, this text last one chapter is my development to this sis summary.Design the main purpose of this system is pass a calculator to me now place of company employee of various information carry on the management and maintenance, basic information of this system to employee, test frequently an information and transfer an information and work to evaluate information, the wages information...etc., carry on the classification management and orchestrate a programming. And verified the way of the customer identity before adopting into system to strengthen the management to the safety of the system and the confidentiality, make thus the legal customer only then can enter this system to carry on a related operation.The development characteristics of this system mainly is selected by examinations the Windows 2000 Professionals as to develop terrace, the adoption SQL Server 2000 does the backstage database management system, choosing more and easily in the meantime self-educated of function strong Visual Basic 6.0 Be develop tool, make use of the thought and method of the software engineering, total adopt structure first to turn the life cycle method to carry on the system analysis and design up, then adopt a fast prototype method to carry out system.This system interface amity, adopt to descend the pull type menu to carry on the function choice traditionally, the operation is simple, economizing parts of expenditures for the development of the business enterprise, can be convenient, fast, accurate of to business enterprise the employee's various information carry on works, such as increment and modification, deletion, search etc., can provide science, the dependable personal management system decision to serve more for the company.企业人事管理系统摘要随着科学技术的发展，计算机技术不断应用到各行各业，数据存储不断膨胀的需要，对未来的数据库技术将会有更高的要求。
人力资源管理外文文献翻译
文献信息：文献标题：Challenges and opportunities affecting the future of human resource management（影响人力资源管理未来的挑战和机遇）国外作者：Dianna L. Stone，Diana L. Deadrick文献出处：《Human Resource Management Review》, 2015, 25(2):139-145 字数统计：英文3725单词，21193字符；中文6933汉字外文文献：Challenges and opportunities affecting the future of humanresource managementAbstract Today, the field of Human Resource Management (HR) is experiencing numerous pressures for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new directions. However, we believe that these challenges also create numerous opportunities for HR and organizations as a whole. Thus, the primary purposes of this article are to examine some of the challenges and opportunities that should influence the future of HR. We also consider implications for future research and practice in the field.Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology1.Change from a manufacturing to a service or knowledge economyOne of the major challenges influencing the future of HR processes is the change from a manufacturing to a service or knowledgebased economy. This new economy is characterized by a decline in manufacturing and a growth in service or knowledge as the core of the economic base. A service economy can be defined as a system based on buying and selling of services or providing something for others (OxfordDictionary, 2014a). A knowledge economy is referred to as the use of information or knowledge to generate tangible and intangible value (Business Dictionary, 2014a). Some economists argue that service activities are now dominating the economies of industrialized nations, and knowledge-intensive services or businesses are considered a subset of the overall service economy (Anderson & Corley, 2003).The rise of the knowledge economy has placed new demands on organizations and prompted changes in organizational goals and HR practices. Many of the traditional HR processes were designed during the industrial era, and thus focused largely on manufacturing organizations that were concerned with converting raw materials, components, and parts into finished goods that meet customers' expectations. However, many of the assumptions underlying those traditional HR processes may not be effective with the new service or knowledge organizations. For example, traditional HR practices assume that jobs should be narrowly defined, supervisors should control workers, and efficiency and short term results should be emphasized (Trice & Beyer, 1993). In contrast, knowledge organizations stress that employees' knowledge and skills have a major impact on organizational success, and employee retention is important because individuals' skills are not substitutable.Knowledge organizations also tend to design jobs broadly so as to encourage innovation, autonomy, continuous improvement, and participation in decision making. Given that individuals with unique skills and abilities are essential in knowledge organizations, the new job requirements have created a shortage and increased competition for talented workers in many fields (e.g., software engineering, nursing). Additionally, the change in the economy has resulted in the displacement and unemployment of people who do not have the skills needed for knowledge-oriented jobs (e.g., Bell, Berry, Marquardt, & Green, 2013; Karren & Sherman, 2012). These changes imply that nations need to alter their educational systems to meet job demands in new organizations (Gowan, 2012). The goals of knowledge organizations should continue to bring about changes in HR processes in the future (e.g., Schuler, Jackson, Jackofsky, & Slocum, 1996). For instance, it can be expected that HR practices will employ broad based recruiting to ensure that they uncover skilledapplicants, design jobs to emphasize autonomy and participation in decision-making, use team oriented structures to enhance collaboration and innovation, stress training and employee skill development, and provide incentives that foster employee identification, innovation, and retention. HR will need to shift its emphasis to employee retention, and meeting the varied needs of knowledge workers. Some of these new practices have already been implemented in organizations, but many organizations still use HR practices that do not support knowledge-oriented organizational goals. Future HR processes will need to be modified if knowledge organizations are to be successful. Research will also be needed to examine the effectiveness of these new practices.Although we considered the new knowledge economy as a challenge for HR in organizations, it can also be viewed as an opportunity for change. Given that the skills and abilities of knowledge workers are key to the success of new organizations, the transformation to a knowledge economy provides opportunities for the HR function to become a priority in organizations. As a result, we believe that HR will become more of a critical function in organizations, and the field should be viewed as more essential to the overall success of the organizations.2.Rise in globalizationA second factor calling for changes in HR processes is the rise in globalization. Globalization in this context refers to organizations that operate on a global or international scale (Oxford Dictionary, 2014b). Organizations operating in a global environment face a number of new challenges including differences in language and culture of employees, and variations in social, political and legal systems. Multinational corporations (MNCs) are large companies operating in several countries that are confronted with new questions, including how to create consistent HR practices in different locations, how to develop a coherent corporate culture, and how to prepare managers to work in a diverse cultural environment (Sparrow, 2007).Research on HR in the international context has focused on three approaches to understanding the issues that arise in global environments: international, comparative,and cross-cultural HR (Parry, Stavrou-Costea, & Morley, 2011). International approaches focus on HR strategies, systems, and practices in different socio-cultural contexts and different geographic territories (Parry et al., 2011). It also outlines the anatomy of MNCs, and considers the unique set of HR issues that occur in these contexts (Budhwar & Sparrow, 2002). Although researchers differ on the factors that affect HR practices in global environments, most agree that the following variables influence these systems: (a) contextual variables (such as the host country's legal system, cultural distance between host country and employees' country), (b) firm-specific variables (such as the stage of internationalization, type of industry, link between strategy and structure), and (c) situational variables (such as staff availability, need for control, locus of decision making) (e.g., Budhwar & Sparrow, 2002; Schuler, Dowling, & De Cieri, 1993; Welch,1994).Comparative HR explores the context, systems, and national patterns of HR in different countries, and discusses the idiosyncrasies of various institutions and economic environments (e.g., Aycan et al., 2000; Isenhour, Stone, & Lien, 2012a; Parry et al., 2011). Most of the research on comparative HR indicated that HR practices differ across nations, and are aligned with national cultures (Stone & Stone-Romero, 2008). Two examples of that research include a study by Schuler and Rogovsky (1998) that assessed the relations between Hofstede's national culture dimensions and the design of HR practices. These authors found that a national emphasis on individualism was positively correlated with a company's use of pay-for-performance pay systems. In addition, Gooderham, Nordhaug, and Ringdal (1999) explored cross-national differences in HR practices across European nations. Their results revealed that individualistic nations (e.g., UK, France, and Spain) were more likely to use calculative HR strategies (e.g., pay for performance) than collective nations (e.g., Scandinavian countries). Conversely, collective nations (Scandinavian countries) were more likely to use collaborative practices (e.g., employee participation) than individualistic countries (e.g., Germany, France and Spain).Finally, cross-cultural HR examines the degree to which individuals' cultural values influence the acceptance and effectiveness of HR practices (Aycan et al., 2000;Gelfand, Erez, & Aycan, 2007; Isenhour, Stone, & Lien, 2012b; Stone, Stone-Romero, & Lukaszewski, 2007). Most of the theories in HR and Organizational Behavior (OB) were developed in Western nations and assume that the cultural values of individuals in organizations are homogeneous (Gelfand et al., 2007). However, it is clear that employees' cultural values differ in U.S. and global contexts, and organizations need to align their HR processes with these cultural values (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). For example, cross-cultural research indicated that individuals' cultural values shape their reward preferences, and their reactions to negative feedback (e.g., Gelfand et al., 2007; Joshi & Martocchio, 2008; Stone, Johnson, Stone-Romero, & Hartman, 2006; Stone-Romero & Stone, 2002). In particular, individuals who valued individualism preferred reward allocation systems based on equity or proportionality, but those who valued collectivism preferred equality-based allocation systems (Sama & Papamarcos, 2000). As a result, pay-for-performance systems may motivate employees who are individualistic, but group-based or profit-sharing systems may be more effective with those who value collectivism (e.g., Joshi & Martocchio, 2008; Miller, Hom, & Gomez-Mejia, 2001). Furthermore, research by Stone-Romero and Stone (2002) revealed that individuals who endorse collectivism were more likely to accept negative feedback than those who stress individualism.Given that most organizations are operating in a global environment, we expect that the field will pay even more attention to these issues in the future. One reason is that the employment rates of U.S.-based MNCs have grown consistently over the past decades, and they now employ over 34.5 million workers in multiple countries (Bureau of Economic, 2013). It is anticipated that the numbers of MNCs will continue to expand over time, and HR practices will need to be congruent with these new multicultural and complex contexts. As a result, we expect that future research in HR will focus on the effectiveness and acceptance of HR practices in global environments.Even though we have considered globalization as a challenge for organizations, we believe that it also provides many new opportunities. For instance, globalizationshould expand markets for products and services, and may enhance creativity and innovation because organizations will become more culturally diverse. Research showed consistently that diversity increases innovation and creativity, and this should also apply to the field of HR (van Knippenberg, De Dreu, & Homan, 2004). In particular, HR in global contexts will have to use creative solutions for attracting, motivating, and retaining diverse employees. For example, they may have to use unique rewards systems (e.g., cafeteria or flexible reward systems) to ensure that they meet the needs of workers from different cultural backgrounds (e.g., Stone, Deadrick, Lukaszewski, & Johnson, 2015). Of course, research will be needed to examine the effectiveness of these new approaches.3.Growing domestic diversityApart from changes in the economy and globalization, organizations are also faced with major shifts in the composition of the U. S. population. In particular, it is expected that our population will be older and more ethnically diverse by 2060 (U.S. Bureau of Census, 2014). For instance, by 2060 one in five Americans will be 65 years of age or older, and the number of working age people in the population (ages 18 to 64) will decrease from 62.7% to 56.9%. Along with the age-related changes, the work values of younger generations are expected to be different than previous groups (e.g., Baby Boomers). As a result, organizations will need to develop HR practices that are aligned with the primary goals and the values of multiple generations of employees (Cennamo & Gardner, 2008; Twenge, Campbell, Hoffman, & Lance, 2010).3.1.Increased age and generational diversityAlong with the aging workforce come many new challenges for HR. For instance, given the shortage of skilled workers there is a growing concern about the retention of skilled baby boomers. One reason for this is that baby boomers often have unique skills and abilities that are critical to organizational success, and companies are justifiably worried about retaining them in their roles until qualified replacements can be found or trained. In order to retain these individuals, organizations will need toincrease flexible work arrangements, allow part-time work, provide a supportive environment, and employ recognition systems to motivate them to stay with the organization (Armstrong-Stassen, Schlosser, & Zinni, 2012; Cheung & Wu, 2013; Shacklock & Brunetto, 2011).Another challenge facing organizations is that they will be staffed by members of multiple generations, and members of generations differ in terms of work values, attitudes, and behaviors (Cennamo & Gardner, 2008; Twenge et al., 2010). As a result, organizations will have to modify their HR practices in order to attract and retain skilled members of all of these groups. For example, recent research indicated that baby boomers (born 1946 to 1964) placed a strong emphasis on hard work and achievement, valued intrinsic rewards, and stressed loyalty to the organization (Cennamo & Gardner, 2008; Twenge et al., 2010). In contrast, members of generation X (born 1965–1981) were more likely to value extrinsic rewards, leisure time, steady employment, work family balance, and promotion opportunities than baby boomers (Cennamo & Gardner, 2008; Twenge et al., 2010). Research also indicated that the values of generation Y were somewhat similar to those of generation X (born 1982–1999; i.e., they valued leisure time, work–family balance, extrinsic rewards, status), but they were more likely to emphasize freedom than either generation X or baby boomers. In addition, members of generation Y stressed extrinsic rewards less than generation X, but both generations X and Y reported greater intentions to leave organizations than baby boomers (Twenge et al., 2010).Given these differences in values, organizations are faced with the complex challenge of aligning reward and compensation systems with the values of multiple generations. For example, they may need to expand beyond merely static pay and benefits and incorporate more flexible reward systems. In particular, they might identify the reward preferences of individuals, and develop cafeteria reward systems that provide employees with a total sum for their overall compensation, thus allowing them to select different rewards and benefits (e.g., one person might select vacation time in lieu of pay, whereas others might select pay instead of time off from work; Stone‐Romero, Stone, & Salas, 2003).3.2.Expanded ethnic diversityThere will also be dramatic change in the racial and ethnic make-up of our society. Today, ethnic minorities make up about 37% of the population, but estimates indicate they will comprise 57% of the nation by 2060 (U.S. Bureau of Census, 2014). It has also been projected that the U.S. will become a majority–minority nation by 2043, and the numbers of Hispanic–Americans (Hispanic) will more than double in the coming years (U.S. Bureau of Census, 2014). By 2060, one in three people in the U.S. will be Hispanic.Even though there has been relatively little HR research on the cultural values of ethnic minorities in the U. S., some studies found that, on average, they have different values than Anglo-Americans (Bell, Marquardt, & Berry, 2014; Guerrero & Posthuma, 2014; Stone & Stone-Romero, 2008). For example, Hispanics, African–Americans, Asian–Americans, and Native Americans are, on average, more likely to endorse collective values than Anglo-Americans (Guerrero & Posthuma, 2014; Stone et al., 2006; Triandis, 1994). In contrast, Anglo-Americans are, on average, more likely to stress individualism than their counterparts, but it should be cautioned that there are within group differences in cultural values for all of these sub-groups (Betancourt & Lopez, 1993).Given the transformation in the composition of the U.S. population, current HR practices may be less effective with employees from diverse backgrounds than those from the dominant group. The primary reason for this is that traditional HR processes were designed for a homogeneous set of employees with individualistic cultural values, and the new workforce is likely to have value systems based on collectivism and familism (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). Thus, organizations will have to have their HR practices modified so that they are aligned with the values of new generations, and the cultural values of diverse employees. As noted above, members of different ethnic subgroups often have distinctive reward preferences, and unique work values, and should react differently than Anglo-Americans to traditional HR processes.Thus, in order to attract and retain subgroup members, organizations may have toalter their current reward and benefit systems to meet the needs of these employees. For example, many ethnic subgroup members are more familistic and collective than AngloAmericans (Phinney, 1996), so they may prefer that organizations offer opportunities for teamwork, work–family balance, time off from work, and group based reward systems. As a result, organizations that develop cafeteria compensation and benefits systems that provide flexibility in terms of reward and benefit allocations may be more attractive to the new workforce than traditional reward systems. For instance, those employees who value familism can choose an extra week of vacation time to spend with their families in lieu of pay or other benefits. Organizations will be able to use these flexible compensation plans to attract talented applicants from all ethnic groups.In view of the coming changes in generational and domestic diversity, organizations are likely to modify their future HR practices to meet the needs of employees with diverse values. To date, most of the research on domestic diversity has focused on unfair discrimination and relational demography (e.g., Stone‐Romero et al., 2003; van Knippenberg et al., 2004). We believe that future HR research will need to be expanded and dig deeper into the value differences, reward preferences, and unique work roles of the new diverse workforce.In our discussion above, we viewed changes in generational and ethnic diversity as a challenge for organizations. However, they can also be considered opportunities for organizations to utilize the many talents and skills that these individuals bring to the workforce, and should provide a wide array of individuals with the chance to display their skills and talents. Furthermore, the altered composition of the workforce should help organizations reach broader markets for their products and services, and increase the innovation and creativity in organizations (van Knippenberg et al., 2004). They should also prompt organizations to develop new HR practices that will meet the needs of all members of the workforce (e.g., cafeteria reward systems) (Stone et al., 2006).4.Emerging use of technologyOver the past 30 years, one of the major drivers of change in HR has been the increased use of information technology (hereinafter referred to as technology) to collect, store, and utilize data for decision-making (e.g., Gueutal & Stone, 2005; Strohmeier, 2007; Strohmeier & Kabst, 2009). Technology, especially, the World Wide Web, has transformed key HR processes in organizations (e.g., e-recruiting, e-selection, e-training), and modified the nature of jobs and the relationships between individuals and organizations (Kiesler, Siegel, & McGuire, 1984). For example, it has enabled organizations to use the Internet to advertise jobs, and made it possible for applicants to apply for jobs online (e.g., Dineen & Allen, 2013). In addition, organizations are using various forms of technology to deliver training to employees (e.g., the Internet, intranet systems, video conferencing, online simulations; Salas, DeRouin, & Littrell, 2005). Research on the use of technology to facilitate HR processes indicated that it typically enhances efficiency, and decreases costs associated with HR transactions (e.g., Dulebohn & Johnson, 2013; Dulebohn & Marler, 2005; Strohmeier, 2007). However, some researchers argued that there is no clear evidence that it helps HR meets its primary goals of attracting, motivating, and retaining talented employees (see Stone et al., 2015, for a detailed discussion of influence of technology and the future of HR).Despite the increased efficiency and cost savings associated with the use of technology in the field of HR, researchers maintained that there are a number of limitations associated with using current technologies to manage HR processes (e.g., Stone et al., 2015;Stone‐Romero et al., 2003). For instance, information technologies are often static and use one-way communication systems that do not allow applicants or employees to ask questions or gain advice from HR professionals (e.g., benefits). As a result, the technologies can be impersonal, inflexible, and create an artificial distance between supervisors and employees. Likewise, the use of technology for training may be less engaging than traditional methods, and may not give trainees the opportunity to practice or gain feedback. Furthermore, technology may actually transfer the work of HR departments to line managers or employees, which may reduce overall productivity in organizations (Stone‐Romero et al., 2003).In spite of possible limitations associated with using technology to manage HR processes, it will continue to transform the field in the future. Furthermore, it can be argued that new technologies will emerge that should decrease some of the major drawbacks associated with current systems. For instance, a number of researchers argued that the use of new interactive technologies (e.g., Web 2.0, social media, virtual simulations or job fairs, chat rooms, cloud computing, mobile devices) should decrease some of the weaknesses associated with current systems (see Dineen & Allen, 2013; Stone et al., 2015; Sullivan, 2014). For example, the use of social media, chat rooms, and high definition cloud computing should enable applicants and employees to engage in an interactive dialogue with recruiters or managers. Similarly, the use of virtual reality should provide applicants with opportunities to attend virtual job fairs, give supervisors the ability to mentor subordinates, and offer trainees the chance to participate in virtual training simulations. All of these virtual environments should increase the degree to which technology-based HR processes are personal, flexible, interactive, engaging, and decrease the interpersonal distance between employees and supervisors. Although these arguments seem plausible, research will be needed to examine the effectiveness and acceptance of these new HR processes.Despite the fact that we viewed technology as a challenge in the sections above, it should be noted that it also provides new opportunities for the field of HR. For instance, research showed that technology often decreases the administrative burden in HR, increases efficiency, and allows the field to contribute to the strategic direction of organizations (Stone & Dulebohn, 2013). To date, there is no evidence that it helps organizations achieve its primary goals, but we believe that new interactive technologies will facilitate the attraction and retention of critical employees (Stone et al., 2015). One reason for this is that it will allow supervisors and HR professionals to engage in more frequent interaction and communication with employees. As a result, they will be able to identify and meet the needs of critical employees, and ensure that they remain with the organizations. It may also enable organizations to make better HR decisions based on objective information or decision support systems (Dulebohn & Johnson, 2013). Furthermore, it may facilitate interactions with stakeholders insideand outside the organization. For example, supervisors may be able to communicate with external customers in order to improve employees' performance, and HR professionals should be capable of staying abreast of innovative practices used by other organizations (see Ulrich & Dulebohn, 2015, for a detailed discussion of these issues).中文译文：影响人力资源管理未来的挑战和机遇摘要如今，人力资源（HR）管理领域正面临着巨大的变革压力。
人事管理信息系统外文文献及翻译
MVC Design PatternMVC is a widely popular software design pattern, as early as in the 70's, IBM introduced the Sanfronscisico on the project, in fact, is the MVC design pattern research. Recently, with the maturity of J2EE, it is becoming a recommendation in the J2EE platform, a design model, the majority of Java developers are also very interested in the design model. MVC model is gradually developed in PHP and ColdFusion are in use, and growth trends. With the rapid increase in web applications, MVC model for the development of Web applications is a very advanced design idea, no matter what language you choose, no matter how complicated the application, it can be for you to understand and provide the most basic application model analytical methods, structural products for you to provide a clear framework for the design, for your software projects in accordance with norms.MVC design ideaMVC in English or Model-View-Controller, an application that is input, process, output process in accordance with the Model, View, Controller isolated manner, such an application is divided into three layers - model layer, view layer, control layer.View (View) on behalf of the user interface for Web applications can be summed up as HTML interface, but has the potential to XHTML, XML, and Applet. With the application of the complexity and scale, the interface has become challenging to deal with. An application may have different views, MVC design pattern to deal with the view of the limited view of data acquisition and processing, as well as the user's request, not included in the view on the handling of business processes. The handling of business processes to the model (Model) to deal with. For example, a view only accept orders from the model data and display to users, as well as input user interface data and the request passed to the control and model.Model (Model): is the business process / status of the processing and business rules. Business process layer is the other black-box operation, the model view to accept the request of the data, and return the results of the final. The design of business models can be said to be the most important core of MVC.Currently popular model of EJB applications is a typical example of the application of technology from the perspective of the model further delineation in order to make full use of existing components, but it can not be used as a framework for application design model. It onlytell you that according to the design of this model will be able to use certain technology components, thereby reducing the technical difficulties. Example of a developer, you can focus on business model design. MVC design pattern tells us that the application of the model according to certain rules of taking away the level of extraction is very important, which is to determine whether the development in accordance with good design. Abstract and concrete can not be separated too far, nor too close.MVC model did not provide the design method, but only tell you that the management of these models should be organized in order to facilitate reconstruction and improve the model reusability. We can make an analogy with object programming, MVC defines a top-level category, the sub-class to tell it you have to do these, but you can not do these restrictions. This is the developer of the programming is very important.There is also a business model of the model is very important that the data model. Data model mainly refers to the object data entities (continued of).Forexample, an order will be saved to the database, to obtain orders from the database. We can separate this model, all the operation of the database is only.limited to the model.Control (Controller) can be interpreted as a request received from the user, matching the model and view together to complete the user's request. The role of division of control layer is also very clear that it clearly tell you that it is a distributed, and what kind of model to choose, choose what kind of view, to complete what the user requests. Control layer does not do any data processing. For example, the user clicks on a link and control layer to receive arequest, does not deal with business information, only the user's information to the model, to tell what model to choose the view to meet the requirements to return to the user. Therefore, a model may correspond to multiple views, one view may correspond to a number of models.The benefits of MVCMost of the process of language use such as ASP, PHP developed Web applications, the development of the initial template is the mixed layer of the data programming. For example, send the request directly to the database and display HTML, development speed is often faster, but because of the separation of data pages is not very direct, and therefore reflect the business model difficult to look or model reusability. Very flexible product design efforts, it is difficult to meet the changing needs of users. MVC layered on the application of the requirements, althoughadditional work would take, but clearly the structure of products, product application through the model can be better reflected.First of all, the most important thing is that there should be a number of view corresponds to the ability of a model. In the current rapidly changing user requirements, it may have access to a wide range of applications. For example, orders for the model may be orders of the system as well as online orders, or orders for other systems, but the handling of orders is the same, that is to say the handling of orders is the same. MVC design pattern in accordance with a orders for models and multiple views can solve the problem. This reduced the code to copy, that is, a reduction of the maintenance code, once the model changes, but also easy to maintain.MVC Design ModelSecondly, the data returned as a result of the model without any display format, so these models can also be directly applied to the use of interfaces.Third, as a result of an application to be separated into three, it is sometimes one of them will be able to change to meet changes in the application.An application of business processes or business rules change simply changes the model layer MVC.The concept of control layer is also very effective, because of its different models and different views together to complete various requests, the control layer can be said to be included in the concept of a user request for permission.Finally, it is also beneficial to the management of software engineering. Because each different layer, each layer of different applications have some similar characteristics, is conducive to the adoption of engineering and management tools of program code generated. The shortcomings of MVCDesign and implementation of MVC is not very easy, easier to understand, but for developers the requirements are relatively high. MVC is just a basic designidea, but also the need for careful design and planning.Model and the strict separation of view may make debugging more difficult, but easier to find errors.Experience has shown that, MVC as a result of the application is divided into three, means that the number of code files, so the need for document management.costs point thought.Above, MVC is a very good software to build a basic model, at least the separation of processing and display, forcing the application is divided into model, view and control layer, making you seriously consider the additional complexity of the application of these ideas into the structure, an increase of application scalability. If we can grasp this, MVC model will make your application stronger, more flexible and more personalized.。
人力资源管理绩效管理外文翻译文献
人力资源管理绩效管理外文翻译文献人力资源管理绩效管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Performance Management: Reconciling Competing PrioritiesIan ZiskinFour HR thought leaders from academia— John Boudreau of the USC Center for Effective Organizations, Chris Collins of the Cornell Center for Advanced HR Studies, Pat Wright of the Moore College of Business at the University of South Carolina, and Dave Ulrich of University of Michigan and the RBL Group — engaged in discussions on Performance Management with Ian Ziskin, President, EXec EXcel Group LLC and Board member, HR People & Strategy. Ian asked John, Chris,Pat, and Dave to share their perspectives on topics including:• What Performance Management is?• What makes the biggest difference to effective vs. ineffective Performance Management?• What the biggest sources of debate and disagreement have been regarding Performance Management over the years, and whether we have made any progress in resolving these issues？• If they were going to fix or kill anything about Performance Management, w hat it would be and why？• What big implications there are for future required changes to Performance Management in light of future work, workforce and workplace trends？Ziskin: There is a lot of talk in organizations about whether Performance Management is working effectively or ever has. What do you think Performance Management is?Collins: This may be the question of the year. Performance Management has become everything and therefore nothing. It serves so many purposes —compensation, feedback, talent development, succession, etc. — that it may not serve any purpose very well.Boudreau: It's an ongoing relationship to balance the need to evaluate people with the need to develop them. It's not about bromides, forms, scores, tools orsystems.Wright: Performance Management is about aligning behavior in a way that increases organizational effectiveness.Ulrich: I think we need to look at Performance Management from three levels: cultural, systems and personal. At the cultural level, it's about whether the organization judges people based on meritocracy (results), hierarchy (power) or relationships (connections). At the systems level, it's about determining whether people meet or miss objectives. At the personal level, it's about assessing the individual's dedication to deliver both financial and social results.Ziskin: Given your point of view about Performance Management, what makes the biggest difference to whether it is effective vs. ineffective?Collins: It starts with having a culture of openness, honesty and real feedback —and then holding people accountable. This process begins and ends with good leaders, and all of our money should be invested in developing leaders to lead, rather than spending money on new Performance Management systems and tools.Boudreau: Effectiveness rests in the skills and motivations of the people involved, not in the Performance Management system itself. It is particularly important to create a shared framework and priorities between managers and their employees.Ulrich: The four generic steps of Performance Management have remained relatively stable over time: set standards, assess against those standards, allocate consequences and provide feedback. Improvements in the effectiveness of Performance Management have come from enabling external stakeholders to provide input on standards and performance, making the performance discussion more about the future than the past, using technology to simplify the process, tailoring the consequences to better reflect individual employee contributions and value, and accommodating both team as well as individual feedback.Wright: Bad tools, bad evaluations, bad feedback and bad links to reward systems lead to bad Performance Management.Ziskin: If you look back over the years of debate about Performance Management, what one or two things stand out in your mind as the biggest sources ofdebate and disagreement?Boudreau: The biggest debate has been about what are we trying to achieve? It's always been about development of people vs. evaluation of their performance, and whether these two different priorities can be reconciled.Collins: Do you separate performance feedback from compensation, and how do you do both? We also need to learn to separate the discussion about current performance from the future — future roles and future performance requirements.Wright: The debate continues over simplifying tools vs. customizing unique tools to specific jobs, roles, situations and individuals.Ulrich: There are a number of old debates and some new debates. The old debates include Performance Management should be used for discussing financial results or development potential (yes to both), whether we should measure results as well as behavior (yes to both), whether managers should be accountable to do performance reviews (yes), and who should own Performance Management— the line or HR (the line owns it, HR is the architect).Ziskin: Have we made any progress in resolving the debate over these issues?Boudreau: We have made progress in something, such as the growing recognition that effective Performance Management is much less about forms and much more about relationships.Collins: I am gravely disappointed in the progress we've made in the past 20 years, especially in accommodating new ways of working such as more distributed, virtual work. We also have not made enough progress in accounting for team performance instead of just individual performance.Wright: We are making progress in linking results, behaviors and rewards. I'd say we are beginning to achieve best principles in Performance Management, but we have not yet achieved best practices.Ulrich: The following new debates are more interesting to me than the old debates I mentioned above, and even though we are beginning to make some progress, we need much more: how we simplify the process, how we have meaningful personal conversations between leaders and employees and how we build a performanceculture where meritocracy is expected.Ziskin: In light of the Performance Management debates and related mixed progress we have discussed, if you were going to fix or kill one thing related to Performance Management, what it would it by and why?Collins: I would fix Performance Management by investing in better leaders giving better feedback, rather than trying to fix Performance Management by investing in better tools.Boudreau: I would kill the debate about Performance Management forms, tools and technology enhancements, and instead put more than 80 percent of our resources into teaching and developing leaders and employees to get the most out of the performance feedback discussion.Ulrich: I would kill Performance Management complexity, and simplify the process. Sometimes, the process becomes the end itself, and there is means/end inversion.Wright: I would kill the parochialism that comes from my way, my tool and my process. There is a lot to be learned from how others are doing Performance Management.Ziskin: When you consider the future of work, the workplace and the workforce —and how all these things are changing and affecting business performance — what one or two big implications are there for required changes to Performance Management in the future?Ulrich: The biggest implications for the future I see are simplification of the Performance Management process and more outside/in perspective whereby Performance Management is more connected to input from external stakeholders.Wright: We will see a greater emphasis on evaluating results, the end product, rather than behavior, because global dispersion of work will make it much more difficult to directly observe behavior.Boudreau: As a result of increasingly virtual, remote, temporary and independent work, performance assessment can no longer only be done by leaders — it will also be done by others including peers and employees themselves. PerformanceManagement will no longer be the province of leaders.Collins: Performance Management is going in the direction of more frequent, more transparent, more virtual, more raters and more team-based.Ziskin: Based on insights from our academic experts, as well as from my own experience, if you are working to reconcile the competing priorities associated with Performance Management, think about the following guidelines:• Simplify and de-emphasize forms and process in favor of improving the quality of relationships and conversation between leaders and employees• Accommodate trends toward more virtual and flexible work and changing demographics thorough Performance Management approaches that emphasize transparency, frequency and input from a broader range of internal and external constituents• Move from a relatively narrow focus on Performance Management to a broader emphasis on Performance CulturePeople & Strategy. 2013, Vol. 36 Issue 2, p24-25. 2p.译文：绩效管理：协调竞争的优先事项Ian Ziskin来自学术界的四位HR思想领袖：在南加州大学中心所研究有效组织的John Boudreau、在康奈尔大学高级人力资源研究中心工作的Chris Collins、在南卡罗来纳大学摩尔商学院的Pat Wright以及在密歇根大学和RBL集团工作的Dave Ulrich，与Ian总裁（掌管Excel集团有限责任公司、董事会成员、HR人员和策略）从事绩效管理事务。
外文翻译《企业人事管理系统》资料
The business enterprise personal management systemThe 21st century the most intense competition should belong to talents competition, a multi-discipline knowledge of compound talents is probably a enterprises to grow an indispensable part of the important factor. Therefore Human Resource has become the most important Resource of enterprises, the Human resources Management, Human Resource Management (HRM) has become the modern enterprise Management work in one important content of. And in the human resources management of basic work is personnel file management.For corporations, staff personnel files of not only can make the managers in a certain extent master the basic personnel they hire personnel information, but also for the enterprise human resources supervisory work to provide relevant personnel information data support. For example: enterprise make staff recruitment and training plans, reasonable use of personnel, etc. Therefore, the enterprise personnel file management work quality not only can directly affect the enterprise human resources management, and will indirectly affect the whole enterprise management.With the development of society, the progress of science and technology, the application of computer in social fields are widely used, more and more people both felt use computer different management science and convenient; To realize the management information system to manage the importance of work.Management Information System, Management Information System (MIS), is an enterprise is the production and operation of various internal and external Information for the collection, processing, sorting, transfer, and orderly storage and used in the Management and decision-making, is the enterprise efficiency of Information System. It can make the enterprise more timely, accurate, comprehensive and detailed understanding the information needed data. At the same time management information system for various information data of further processing, can make the enterprise of the leadership of production, marketing, management decision-making basis for more fully and is more reasonable and scientific, Thus for society to create more value for the development of enterprises to create more opportunities. In addition, the management information system can make the enterprise management more scientific, rationalization and institutionalized, standardization, For the enterprise's management level up to a new stage, For the enterprise the continuous, healthy and stable development of the lay solid foundation.Personnel file management system is the typical information managementsystem, through the personnel file management system for personnel file management has artificial incomparable advantages - for example: retrieves, the search rapidly convenient, the reliability high, thereserves big, the secrecy good, the life is long, the cost low status. A perfect design, stable operation of the personnel file management system can make people from heavy traditional manual management freed, so as to improve the enterprise personnel file management work efficiency, assist enterprises better complete personnel file management; Moreover, the overall management of enterprise informatization construction is enterprise's scientific, thestandardized management connecting with the world of the important conditions, enterprise personnel file management and enterprise informatization of overall management informationization important component. Therefore, using the computer to enterprise personnel file management is the inexorable trend of personnel file management system is the enterprise management is indispensable. So in the graduation design, I choose the development of personnel file management system.企业人事管理系统21世纪最激烈的竞争当属人才的竞争，一个具有多学科知识的复合性人才或许是一个企业发展壮大所不可或缺的重要因素。
人力资源管理外文文献翻译
文献信息：文献标题：Challenges and opportunities affecting the future of human resource management（影响人力资源管理未来的挑战和机遇）国外作者：Dianna L. Stone，Diana L. Deadrick文献出处：《Human Resource Management Review》, 2015, 25(2):139-145 字数统计：英文3725单词，21193字符；中文6933汉字外文文献：Challenges and opportunities affecting the future of humanresource managementAbstract Today, the field of Human Resource Management (HR) is experiencing numerous pressures for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new directions. However, we believe that these challenges also create numerous opportunities for HR and organizations as a whole. Thus, the primary purposes of this article are to examine some of the challenges and opportunities that should influence the future of HR. We also consider implications for future research and practice in the field.Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology1.Change from a manufacturing to a service or knowledge economyOne of the major challenges influencing the future of HR processes is the change from a manufacturing to a service or knowledgebased economy. This new economy is characterized by a decline in manufacturing and a growth in service or knowledge as the core of the economic base. A service economy can be defined as a system based on buying and selling of services or providing something for others (OxfordDictionary, 2014a). A knowledge economy is referred to as the use of information or knowledge to generate tangible and intangible value (Business Dictionary, 2014a). Some economists argue that service activities are now dominating the economies of industrialized nations, and knowledge-intensive services or businesses are considered a subset of the overall service economy (Anderson & Corley, 2003).The rise of the knowledge economy has placed new demands on organizations and prompted changes in organizational goals and HR practices. Many of the traditional HR processes were designed during the industrial era, and thus focused largely on manufacturing organizations that were concerned with converting raw materials, components, and parts into finished goods that meet customers' expectations. However, many of the assumptions underlying those traditional HR processes may not be effective with the new service or knowledge organizations. For example, traditional HR practices assume that jobs should be narrowly defined, supervisors should control workers, and efficiency and short term results should be emphasized (Trice & Beyer, 1993). In contrast, knowledge organizations stress that employees' knowledge and skills have a major impact on organizational success, and employee retention is important because individuals' skills are not substitutable.Knowledge organizations also tend to design jobs broadly so as to encourage innovation, autonomy, continuous improvement, and participation in decision making. Given that individuals with unique skills and abilities are essential in knowledge organizations, the new job requirements have created a shortage and increased competition for talented workers in many fields (e.g., software engineering, nursing). Additionally, the change in the economy has resulted in the displacement and unemployment of people who do not have the skills needed for knowledge-oriented jobs (e.g., Bell, Berry, Marquardt, & Green, 2013; Karren & Sherman, 2012). These changes imply that nations need to alter their educational systems to meet job demands in new organizations (Gowan, 2012). The goals of knowledge organizations should continue to bring about changes in HR processes in the future (e.g., Schuler, Jackson, Jackofsky, & Slocum, 1996). For instance, it can be expected that HR practices will employ broad based recruiting to ensure that they uncover skilledapplicants, design jobs to emphasize autonomy and participation in decision-making, use team oriented structures to enhance collaboration and innovation, stress training and employee skill development, and provide incentives that foster employee identification, innovation, and retention. HR will need to shift its emphasis to employee retention, and meeting the varied needs of knowledge workers. Some of these new practices have already been implemented in organizations, but many organizations still use HR practices that do not support knowledge-oriented organizational goals. Future HR processes will need to be modified if knowledge organizations are to be successful. Research will also be needed to examine the effectiveness of these new practices.Although we considered the new knowledge economy as a challenge for HR in organizations, it can also be viewed as an opportunity for change. Given that the skills and abilities of knowledge workers are key to the success of new organizations, the transformation to a knowledge economy provides opportunities for the HR function to become a priority in organizations. As a result, we believe that HR will become more of a critical function in organizations, and the field should be viewed as more essential to the overall success of the organizations.2.Rise in globalizationA second factor calling for changes in HR processes is the rise in globalization. Globalization in this context refers to organizations that operate on a global or international scale (Oxford Dictionary, 2014b). Organizations operating in a global environment face a number of new challenges including differences in language and culture of employees, and variations in social, political and legal systems. Multinational corporations (MNCs) are large companies operating in several countries that are confronted with new questions, including how to create consistent HR practices in different locations, how to develop a coherent corporate culture, and how to prepare managers to work in a diverse cultural environment (Sparrow, 2007).Research on HR in the international context has focused on three approaches to understanding the issues that arise in global environments: international, comparative,and cross-cultural HR (Parry, Stavrou-Costea, & Morley, 2011). International approaches focus on HR strategies, systems, and practices in different socio-cultural contexts and different geographic territories (Parry et al., 2011). It also outlines the anatomy of MNCs, and considers the unique set of HR issues that occur in these contexts (Budhwar & Sparrow, 2002). Although researchers differ on the factors that affect HR practices in global environments, most agree that the following variables influence these systems: (a) contextual variables (such as the host country's legal system, cultural distance between host country and employees' country), (b) firm-specific variables (such as the stage of internationalization, type of industry, link between strategy and structure), and (c) situational variables (such as staff availability, need for control, locus of decision making) (e.g., Budhwar & Sparrow, 2002; Schuler, Dowling, & De Cieri, 1993; Welch,1994).Comparative HR explores the context, systems, and national patterns of HR in different countries, and discusses the idiosyncrasies of various institutions and economic environments (e.g., Aycan et al., 2000; Isenhour, Stone, & Lien, 2012a; Parry et al., 2011). Most of the research on comparative HR indicated that HR practices differ across nations, and are aligned with national cultures (Stone & Stone-Romero, 2008). Two examples of that research include a study by Schuler and Rogovsky (1998) that assessed the relations between Hofstede's national culture dimensions and the design of HR practices. These authors found that a national emphasis on individualism was positively correlated with a company's use of pay-for-performance pay systems. In addition, Gooderham, Nordhaug, and Ringdal (1999) explored cross-national differences in HR practices across European nations. Their results revealed that individualistic nations (e.g., UK, France, and Spain) were more likely to use calculative HR strategies (e.g., pay for performance) than collective nations (e.g., Scandinavian countries). Conversely, collective nations (Scandinavian countries) were more likely to use collaborative practices (e.g., employee participation) than individualistic countries (e.g., Germany, France and Spain).Finally, cross-cultural HR examines the degree to which individuals' cultural values influence the acceptance and effectiveness of HR practices (Aycan et al., 2000;Gelfand, Erez, & Aycan, 2007; Isenhour, Stone, & Lien, 2012b; Stone, Stone-Romero, & Lukaszewski, 2007). Most of the theories in HR and Organizational Behavior (OB) were developed in Western nations and assume that the cultural values of individuals in organizations are homogeneous (Gelfand et al., 2007). However, it is clear that employees' cultural values differ in U.S. and global contexts, and organizations need to align their HR processes with these cultural values (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). For example, cross-cultural research indicated that individuals' cultural values shape their reward preferences, and their reactions to negative feedback (e.g., Gelfand et al., 2007; Joshi & Martocchio, 2008; Stone, Johnson, Stone-Romero, & Hartman, 2006; Stone-Romero & Stone, 2002). In particular, individuals who valued individualism preferred reward allocation systems based on equity or proportionality, but those who valued collectivism preferred equality-based allocation systems (Sama & Papamarcos, 2000). As a result, pay-for-performance systems may motivate employees who are individualistic, but group-based or profit-sharing systems may be more effective with those who value collectivism (e.g., Joshi & Martocchio, 2008; Miller, Hom, & Gomez-Mejia, 2001). Furthermore, research by Stone-Romero and Stone (2002) revealed that individuals who endorse collectivism were more likely to accept negative feedback than those who stress individualism.Given that most organizations are operating in a global environment, we expect that the field will pay even more attention to these issues in the future. One reason is that the employment rates of U.S.-based MNCs have grown consistently over the past decades, and they now employ over 34.5 million workers in multiple countries (Bureau of Economic, 2013). It is anticipated that the numbers of MNCs will continue to expand over time, and HR practices will need to be congruent with these new multicultural and complex contexts. As a result, we expect that future research in HR will focus on the effectiveness and acceptance of HR practices in global environments.Even though we have considered globalization as a challenge for organizations, we believe that it also provides many new opportunities. For instance, globalizationshould expand markets for products and services, and may enhance creativity and innovation because organizations will become more culturally diverse. Research showed consistently that diversity increases innovation and creativity, and this should also apply to the field of HR (van Knippenberg, De Dreu, & Homan, 2004). In particular, HR in global contexts will have to use creative solutions for attracting, motivating, and retaining diverse employees. For example, they may have to use unique rewards systems (e.g., cafeteria or flexible reward systems) to ensure that they meet the needs of workers from different cultural backgrounds (e.g., Stone, Deadrick, Lukaszewski, & Johnson, 2015). Of course, research will be needed to examine the effectiveness of these new approaches.3.Growing domestic diversityApart from changes in the economy and globalization, organizations are also faced with major shifts in the composition of the U. S. population. In particular, it is expected that our population will be older and more ethnically diverse by 2060 (U.S. Bureau of Census, 2014). For instance, by 2060 one in five Americans will be 65 years of age or older, and the number of working age people in the population (ages 18 to 64) will decrease from 62.7% to 56.9%. Along with the age-related changes, the work values of younger generations are expected to be different than previous groups (e.g., Baby Boomers). As a result, organizations will need to develop HR practices that are aligned with the primary goals and the values of multiple generations of employees (Cennamo & Gardner, 2008; Twenge, Campbell, Hoffman, & Lance, 2010).3.1.Increased age and generational diversityAlong with the aging workforce come many new challenges for HR. For instance, given the shortage of skilled workers there is a growing concern about the retention of skilled baby boomers. One reason for this is that baby boomers often have unique skills and abilities that are critical to organizational success, and companies are justifiably worried about retaining them in their roles until qualified replacements can be found or trained. In order to retain these individuals, organizations will need toincrease flexible work arrangements, allow part-time work, provide a supportive environment, and employ recognition systems to motivate them to stay with the organization (Armstrong-Stassen, Schlosser, & Zinni, 2012; Cheung & Wu, 2013; Shacklock & Brunetto, 2011).Another challenge facing organizations is that they will be staffed by members of multiple generations, and members of generations differ in terms of work values, attitudes, and behaviors (Cennamo & Gardner, 2008; Twenge et al., 2010). As a result, organizations will have to modify their HR practices in order to attract and retain skilled members of all of these groups. For example, recent research indicated that baby boomers (born 1946 to 1964) placed a strong emphasis on hard work and achievement, valued intrinsic rewards, and stressed loyalty to the organization (Cennamo & Gardner, 2008; Twenge et al., 2010). In contrast, members of generation X (born 1965–1981) were more likely to value extrinsic rewards, leisure time, steady employment, work family balance, and promotion opportunities than baby boomers (Cennamo & Gardner, 2008; Twenge et al., 2010). Research also indicated that the values of generation Y were somewhat similar to those of generation X (born 1982–1999; i.e., they valued leisure time, work–family balance, extrinsic rewards, status), but they were more likely to emphasize freedom than either generation X or baby boomers. In addition, members of generation Y stressed extrinsic rewards less than generation X, but both generations X and Y reported greater intentions to leave organizations than baby boomers (Twenge et al., 2010).Given these differences in values, organizations are faced with the complex challenge of aligning reward and compensation systems with the values of multiple generations. For example, they may need to expand beyond merely static pay and benefits and incorporate more flexible reward systems. In particular, they might identify the reward preferences of individuals, and develop cafeteria reward systems that provide employees with a total sum for their overall compensation, thus allowing them to select different rewards and benefits (e.g., one person might select vacation time in lieu of pay, whereas others might select pay instead of time off from work; Stone‐Romero, Stone, & Salas, 2003).3.2.Expanded ethnic diversityThere will also be dramatic change in the racial and ethnic make-up of our society. Today, ethnic minorities make up about 37% of the population, but estimates indicate they will comprise 57% of the nation by 2060 (U.S. Bureau of Census, 2014). It has also been projected that the U.S. will become a majority–minority nation by 2043, and the numbers of Hispanic–Americans (Hispanic) will more than double in the coming years (U.S. Bureau of Census, 2014). By 2060, one in three people in the U.S. will be Hispanic.Even though there has been relatively little HR research on the cultural values of ethnic minorities in the U. S., some studies found that, on average, they have different values than Anglo-Americans (Bell, Marquardt, & Berry, 2014; Guerrero & Posthuma, 2014; Stone & Stone-Romero, 2008). For example, Hispanics, African–Americans, Asian–Americans, and Native Americans are, on average, more likely to endorse collective values than Anglo-Americans (Guerrero & Posthuma, 2014; Stone et al., 2006; Triandis, 1994). In contrast, Anglo-Americans are, on average, more likely to stress individualism than their counterparts, but it should be cautioned that there are within group differences in cultural values for all of these sub-groups (Betancourt & Lopez, 1993).Given the transformation in the composition of the U.S. population, current HR practices may be less effective with employees from diverse backgrounds than those from the dominant group. The primary reason for this is that traditional HR processes were designed for a homogeneous set of employees with individualistic cultural values, and the new workforce is likely to have value systems based on collectivism and familism (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). Thus, organizations will have to have their HR practices modified so that they are aligned with the values of new generations, and the cultural values of diverse employees. As noted above, members of different ethnic subgroups often have distinctive reward preferences, and unique work values, and should react differently than Anglo-Americans to traditional HR processes.Thus, in order to attract and retain subgroup members, organizations may have toalter their current reward and benefit systems to meet the needs of these employees. For example, many ethnic subgroup members are more familistic and collective than AngloAmericans (Phinney, 1996), so they may prefer that organizations offer opportunities for teamwork, work–family balance, time off from work, and group based reward systems. As a result, organizations that develop cafeteria compensation and benefits systems that provide flexibility in terms of reward and benefit allocations may be more attractive to the new workforce than traditional reward systems. For instance, those employees who value familism can choose an extra week of vacation time to spend with their families in lieu of pay or other benefits. Organizations will be able to use these flexible compensation plans to attract talented applicants from all ethnic groups.In view of the coming changes in generational and domestic diversity, organizations are likely to modify their future HR practices to meet the needs of employees with diverse values. To date, most of the research on domestic diversity has focused on unfair discrimination and relational demography (e.g., Stone‐Romero et al., 2003; van Knippenberg et al., 2004). We believe that future HR research will need to be expanded and dig deeper into the value differences, reward preferences, and unique work roles of the new diverse workforce.In our discussion above, we viewed changes in generational and ethnic diversity as a challenge for organizations. However, they can also be considered opportunities for organizations to utilize the many talents and skills that these individuals bring to the workforce, and should provide a wide array of individuals with the chance to display their skills and talents. Furthermore, the altered composition of the workforce should help organizations reach broader markets for their products and services, and increase the innovation and creativity in organizations (van Knippenberg et al., 2004). They should also prompt organizations to develop new HR practices that will meet the needs of all members of the workforce (e.g., cafeteria reward systems) (Stone et al., 2006).4.Emerging use of technologyOver the past 30 years, one of the major drivers of change in HR has been the increased use of information technology (hereinafter referred to as technology) to collect, store, and utilize data for decision-making (e.g., Gueutal & Stone, 2005; Strohmeier, 2007; Strohmeier & Kabst, 2009). Technology, especially, the World Wide Web, has transformed key HR processes in organizations (e.g., e-recruiting, e-selection, e-training), and modified the nature of jobs and the relationships between individuals and organizations (Kiesler, Siegel, & McGuire, 1984). For example, it has enabled organizations to use the Internet to advertise jobs, and made it possible for applicants to apply for jobs online (e.g., Dineen & Allen, 2013). In addition, organizations are using various forms of technology to deliver training to employees (e.g., the Internet, intranet systems, video conferencing, online simulations; Salas, DeRouin, & Littrell, 2005). Research on the use of technology to facilitate HR processes indicated that it typically enhances efficiency, and decreases costs associated with HR transactions (e.g., Dulebohn & Johnson, 2013; Dulebohn & Marler, 2005; Strohmeier, 2007). However, some researchers argued that there is no clear evidence that it helps HR meets its primary goals of attracting, motivating, and retaining talented employees (see Stone et al., 2015, for a detailed discussion of influence of technology and the future of HR).Despite the increased efficiency and cost savings associated with the use of technology in the field of HR, researchers maintained that there are a number of limitations associated with using current technologies to manage HR processes (e.g., Stone et al., 2015;Stone‐Romero et al., 2003). For instance, information technologies are often static and use one-way communication systems that do not allow applicants or employees to ask questions or gain advice from HR professionals (e.g., benefits). As a result, the technologies can be impersonal, inflexible, and create an artificial distance between supervisors and employees. Likewise, the use of technology for training may be less engaging than traditional methods, and may not give trainees the opportunity to practice or gain feedback. Furthermore, technology may actually transfer the work of HR departments to line managers or employees, which may reduce overall productivity in organizations (Stone‐Romero et al., 2003).In spite of possible limitations associated with using technology to manage HR processes, it will continue to transform the field in the future. Furthermore, it can be argued that new technologies will emerge that should decrease some of the major drawbacks associated with current systems. For instance, a number of researchers argued that the use of new interactive technologies (e.g., Web 2.0, social media, virtual simulations or job fairs, chat rooms, cloud computing, mobile devices) should decrease some of the weaknesses associated with current systems (see Dineen & Allen, 2013; Stone et al., 2015; Sullivan, 2014). For example, the use of social media, chat rooms, and high definition cloud computing should enable applicants and employees to engage in an interactive dialogue with recruiters or managers. Similarly, the use of virtual reality should provide applicants with opportunities to attend virtual job fairs, give supervisors the ability to mentor subordinates, and offer trainees the chance to participate in virtual training simulations. All of these virtual environments should increase the degree to which technology-based HR processes are personal, flexible, interactive, engaging, and decrease the interpersonal distance between employees and supervisors. Although these arguments seem plausible, research will be needed to examine the effectiveness and acceptance of these new HR processes.Despite the fact that we viewed technology as a challenge in the sections above, it should be noted that it also provides new opportunities for the field of HR. For instance, research showed that technology often decreases the administrative burden in HR, increases efficiency, and allows the field to contribute to the strategic direction of organizations (Stone & Dulebohn, 2013). To date, there is no evidence that it helps organizations achieve its primary goals, but we believe that new interactive technologies will facilitate the attraction and retention of critical employees (Stone et al., 2015). One reason for this is that it will allow supervisors and HR professionals to engage in more frequent interaction and communication with employees. As a result, they will be able to identify and meet the needs of critical employees, and ensure that they remain with the organizations. It may also enable organizations to make better HR decisions based on objective information or decision support systems (Dulebohn & Johnson, 2013). Furthermore, it may facilitate interactions with stakeholders insideand outside the organization. For example, supervisors may be able to communicate with external customers in order to improve employees' performance, and HR professionals should be capable of staying abreast of innovative practices used by other organizations (see Ulrich & Dulebohn, 2015, for a detailed discussion of these issues).中文译文：影响人力资源管理未来的挑战和机遇摘要如今，人力资源（HR）管理领域正面临着巨大的变革压力。
人力资源管理系统中英文对照外文翻译文献
人力资源管理系统中英文对照外文翻译文献Human resource management systems (HRMS) have e essential tools for businesses of all sizes。
including small offices with just 20 XXX using HRMS。
firms can improve their efficiency and ce the time and money XXX。
HRMS XXX。
XXX difficult economic times。
XXX of their business。
including human resources.HRIS are packages are designed to address HR needs。
including planning。
employee n access。
XXX the company's current and future HR needs。
businesses can determine which HRMS features will be most useful for their specific needs。
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HRMS can help with recruitment。
training。
performance management。
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businesses XXX This includes automating tasks such as employee data management。
benefits n。
XXX employees。
providing them with access toimportant n such as company policies。
外文翻译人力资源治理系统
附录Ⅰ英文原文Human resource management systemOperators have especially exigent demands of persons with ability. Under the condition that qualified persons with ability cannot completely be obtained outside enterprise, the problem of upgrading enterprise internal staff’s working capacity and the ultim ate improvement of enterprise’s rapid responding capacity and well execution need to be solved as soon as possible. Therefore, operators need to establish staff certification system so as to implement comprehensive post capacity certification of each post staff within the enterprise and sufficiently coordinate the system with training management system to confirm training effects. Simultaneously, training management system pertinent to the existing staff within the enterprise is required to be established and organization, duty, process and system which training management involves should be made clear to guarantee that the internal resources can be sufficiently and reasonably utilized to upgrade the internal staff’s working capacity. So,the Human Resource Management System comes out.A Human Resource Management System (HRMS, EHRMS), Human Resource Information System (HRIS), HR Technology or also called HRmodules, or simply "Payroll", refers to the systems and processes at the intersection between (HRM) and . It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of (ERP) software. On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makes this software application both rigid and flexible.The function of Human Resources departments is generally administrative and not common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of "" has progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external IT professionals to develop and maintain anintegrated HRMS. Before the architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the low capital investment necessary to buy or program proprietary software, these internally-developed HRMS were unlimited to organizations that possessed a large amount of capital. The advent of , , and Software as a Service or Human Resource Management Systems enabled increasingly higher administrative control of such systems. Currently Human Resource Management Systems encompass:1.Payroll1.Work Time2.Benefits Administration3.HR management Information system4.Recruiting5.Training/6.Performance Record7.Employee Self-ServiceThe payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. Thismodule can encompass all employee-related transactions as well as integrate with existing financial management systems.The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labor distribution capabilities and data analysis features was outdated. Cost analysis and efficiency metrics are the primary functions.The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement.The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields, notify employers and provide position management and position control not in use. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization. Initially, businesses used computer based information systems to:☆produce pay checks and payroll reports;☆maintain personnel records;☆pursue .Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. systems typically encompass:☆analyzing personnel usage within an organization;☆identifying potential applicants;☆recruiting through company-facing listings;☆recruiting through online recruiting sites or publications that market to both recruiters and applicants.The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and across general or industry-specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated , or 'ATS', module.The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a if a stand alone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials areavailable to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticated allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics.The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel. The module also lets supervisors approve O.T. requests from their subordinates through the system without overloading the task on HR department.Many organizations have gone beyond the traditional functions and developed human resource management information systems, which support recruitment, selection, hiring, job placement, performance appraisals, employee benefit analysis, health, safety and security, while others integrate an outsourced that encompasses a subset of the above.译文人力资源治理系统操作人员随着能力的要求来增加容量。
人力资源管理中英文对照外文翻译文献
人力资源管理中英文对照外文翻译文献中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship BetweenHuman Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech ?rms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signi?cantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are bene?cial to the goals ofthe ?rms. Furthermore ,our ?ndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing ?nancial and other non-?nancial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors. IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system. Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also in?uence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the ful?llment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ?ndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have con?rmed that violated psychological contracts negatively in?uence employees’ role behaviors while ful?lled psychological contracts have positive in?uences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systemsand role behaviors. Our results will provide insights regarding the reason for HR systems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them speci?c inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HRsystem�Cemployee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly. Psychological ContractsInitially, a psychological contract was de?ned as an implicit, unwritten agreement between parties to respect eac h other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the following ?ve characteristics: focus ,time frame, stability, scope, and tangibility. Speci?cally, transactional contracts focus on economic terms, have a speci?c duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges of speci?ed performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-speci?ed performance terms. Empirical evidence supports notonly the existence of these two different types of psychological contracts,but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly de?ned jobs, limited training efforts, relatively limited bene?ts, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts. Hypothesis 2 Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such asHR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. Inother words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HRsystems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individualappropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-roleand extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities ofan assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide ?nancial andother non-?nancial, but tangible inducements in exch ange for employees’ in-role behaviors.The exchange of ?nancial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive bene?ts in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3 Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that bene?t the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. Forthis reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2021). In other words, to elicit employees’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system�COCBsrelationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs. MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2021).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech ?rms, and these ?rms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts signi?cantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personal感谢您的阅读，祝您生活愉快。
人力资源专业绩效考核管理方面英文文献及中文翻译
人力资源专业绩效考核管理方面英文文献及中文翻译Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to implement and achieve the better management results, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly andappropriately assess the performance, and do a good job in management.1.Performance appraisals - purpose and how to make it easierPerformance appraisals are essential for the effective managementand evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization.Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establishindividual training needs and enable organizational training needs analysis and planning.Performance appraisals also typically feed into organizationalannual pay and grading reviews, which commonly also coincide with the business planning for the next trading year.Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole.Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, andfostering positive relationships between management and staff.Performance appraisals provide a formal, recorded, regular review ofan individual's performance, and a plan for future development.Job performance appraisals - in whatever form they take - aretherefore vital for managing the performance of people and organizations.Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-onediscussion. No wonder then that appraisals are stressful - which then defeats the whole purpose.Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year.Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty.Put off discussions and of course they loom very large. So don'twait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this.If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other.So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too.2.Appraisals, social responsibility and whole-person developmentThere is increasingly a need for performance appraisals of staff and especiallymanagers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate social responsibility (CSR);Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then naturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the directors’ job descriptions section.Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must address “whole person”development - not just job skills or the skills required for thenext promotion.Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing andmanaging people, unless proper 'objective justification' can be proven. See the Age Diversity information.When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognize that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively andeffectively in any sort of organization.Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in whichall employers compete to attract the best recruits, andto retain the best staff.Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognized this over fifty years ago.If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exitinterview prior to joining a better employer who cares about the people, not just the work.Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be.3 .Are performance appraisals still beneficial and appropriateIt is sometimes fashionable in the 'modern age' to dismisstraditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well.It's a common human response to want to jettison something that onefinds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons.Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example:(1)performance measurement - transparent, short, medium and longterm(2)clarifying, defining, redefining priorities and objectives(3)motivation through agreeing helpful aims and targets(4)motivation though achievement and feedback(5)training needs and learning desires - assessment and agreement(6)identification of personal strengths and direction - including unused hidden strengths(7)career and succession planning - personal and organizational(8)team roles clarification and team building(9)organizational training needs assessment and analysis(10)appraise and manager mutual awareness, understanding and relationship(11)resolving confusions and misunderstandings(12)reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc(13)delegation, additional responsibilities, employee growth and development(14)counseling and feedback(15)manager development - all good managers should be able to conduct appraisals well - it's a fundamental process(16)the list goes onPeople have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and costeffective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a well-run performance appraisals system is naturally designed to achieve.There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper.In fact performance appraisals of all types are effective if theyare conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved.Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers and appraises alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraises at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation.Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because theyare uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy.All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and is a waste of everyone's time.Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraise and managers improve and develop, and thereby also the organizations for whom they work.Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted.4. Effective performance appraisalsAside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment.The formal annual performance appraisal is generally the over-riding instrument, which gathers together and reviews all other performance data for the previous year.Performance appraisals should be positive experiences. Theappraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('blocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.5. Types of performance and aptitude assessments(1)Formal annual performance appraisals(2)Probationary reviews(3)Informal one-to-one review discussions(4)Counseling meetings(5) Observation post(6) Skills or career-related tests(7) Assignment or task to follow the review, including the secondment(8)Assessment Centre, including the observation group exercises, presentations and other tests(9)Communicate with people who investigate the views of others(10) Acts of psychological tests and other assessment(11)Handwriting analysis绩效考核探究摘要在人力资源管理方面，绩效考核的方法多种多样，到底应该采用哪一种绩效考核方法更为合理，绩效考核又应该通过什么样的途径更易于实现并取得更好的管理成效，是一个值得深思的问题。
外文翻译《企业人事管理系统》资料
The business enterprise personal management systemThe 21st century the most intense competition should belong to talents competition, a multi-discipline knowledge of compound talents is probably a enterprises to grow an indispensable part of the important factor. Therefore Human Resource has become the most important Resource of enterprises, the Human resources Management, Human Resource Management (HRM) has become the modern enterprise Management work in one important content of. And in the human resources management of basic work is personnel file management.For corporations, staff personnel files of not only can make the managers in a certain extent master the basic personnel they hire personnel information, but also for the enterprise human resources supervisory work to provide relevant personnel information data support. For example: enterprise make staff recruitment and training plans, reasonable use of personnel, etc. Therefore, the enterprise personnel file management work quality not only can directly affect the enterprise human resources management, and will indirectly affect the whole enterprise management.With the development of society, the progress of science and technology, the application of computer in social fields are widely used, more and more people both felt use computer different management science and convenient; To realize the management information system to manage the importance of work.Management Information System, Management Information System (MIS), is an enterprise is the production and operation of various internal and external Information for the collection, processing, sorting, transfer, and orderly storage and used in the Management and decision-making, is the enterprise efficiency of Information System. It can make the enterprise more timely, accurate, comprehensive and detailed understanding the information needed data. At the same time management information system for various information data of further processing, can make the enterprise of the leadership of production, marketing, management decision-making basis for more fully and is more reasonable and scientific, Thus for society to create more value for the development of enterprises to create more opportunities. In addition, the management information system can make the enterprise management more scientific, rationalization and institutionalized, standardization, For the enterprise's management level up to a new stage, For the enterprise the continuous, healthy and stable development of the lay solid foundation.Personnel file management system is the typical information managementsystem, through the personnel file management system for personnel file management has artificial incomparable advantages - for example: retrieves, the search rapidly convenient, the reliability high, thereserves big, the secrecy good, the life is long, the cost low status. A perfect design, stable operation of the personnel file management system can make people from heavy traditional manual management freed, so as to improve the enterprise personnel file management work efficiency, assist enterprises better complete personnel file management; Moreover, the overall management of enterprise informatization construction is enterprise's scientific, thestandardized management connecting with the world of the important conditions, enterprise personnel file management and enterprise informatization of overall management informationization important component. Therefore, using the computer to enterprise personnel file management is the inexorable trend of personnel file management system is the enterprise management is indispensable. So in the graduation design, I choose the development of personnel file management system.企业人事管理系统21世纪最激烈的竞争当属人才的竞争，一个具有多学科知识的复合性人才或许是一个企业发展壮大所不可或缺的重要因素。
人事管理系统 外文原文
NANCHANG UNIVERSITY学士学位论文（译文）THESIS OF BACHELOR（2008—2012年）中文题目: 企业人事管理系统英文题目：The enterprise personnel managementsystem学院：南昌大学共青学院系别：信息工程系专业班级：08级计算机科学与技术学生姓名：安玉龙学号：01指导教师：胡海老师企业人事管理系统企业人事管理工作是目前企业各项工作中的重点工作之一，如何能科学有效的开展好人事工作，是当前企业普遍关心的问题。
因此，实现企业人事工作的管理有着十分重要的实践意义。
企业人事管理系统作为企业管理的核心，为企业的人事管理部门提供了一套操作简易、应用广泛、扩展性强的管理系统。
该管理系统主要用于员工的个人资料的录入、相关资料的录入和管理。
使用该管理系统，以提高员工管理的能力及效率，实现了企业内部的信息化管理，便于企业领导掌握人员的动向，及时调整人才的分配。
采用人事管理系统，可以使企业内部的员工管理更加方便。
系统可以对企业的众多员工的信息进行动态的管理，修改、添加、删除都非常方便，不必再像原来准备一个巨大的档案库，在诸多文档中查找资料，减少了这些重要工作出错的可能行。
此系统不但减少了劳动力资源的输出而且节约了时间，使管理人员有足够时间探求企业的发展。
启用企业人事管理系统管理企业，是企业现代化管理的趋势。
本系统是采用JSP作为前台开发工具，MYSQL作为后台数据库平台的基于B/S 的的管理系统。
采用struts2、spring、hibernate框架开发人事管理系统，实现对现有的企业人事管理工作中遇到的各种情况和大量数据进行数据库存储的基础上，设计并完成对其各种数据的分类、查询和统计，在深入研究的过程中，尽可能实现各类方便友好的操作界面和数据报表。
JSP(JavaServer Pages)是由Sun Microsystems公司倡导、许多公司参与一起建立的一种动态网页技术标准。
人力资源管理术语第8版中英文对照
人力资源管理术语第8版中英文对照Chapter 1 The strategic role of human resource management (13)1. Management processThe five basic functions of planning, organizing, staffing, leading, and controlling.管理过程(management process)：指计划、组织、人事、领导以及控制等五种基本的管理功能。
2. Human resource managementTh e policies and practices one needs to carry out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding,and appraising.人力资源管理(personnel management)：任何一个管理职位在完成与“人”或人力资源有关的任务时所必须的观念和技术，它包括招募、筛选、培训、报酬和绩效评价等。
3. AuthorityThe right to make decision, direct others’s work, and give orders.职权（authority）：进行决策、指挥他人工作以及发布命令的权力。
4. Line managerA manager who is authorized to direct the work of subordinates and responsible for accomplishing the organizat ion’s goals.直线管理者（line manager）：被授权指挥下属工作并负责达成企业目标的管理人员。
人力资源管理系统中英文对照外文翻译文献
中英文资料外文翻译英文原文Human Resource Management Systems Human Resource Management Systems (HRMS) have become one of the most important tools for many businesses. Even the small, 20-person office needs to realize the benefits of using HRMS to be more efficient. Many firms do not realize how much time and money they are wasting on manual human resource management (HRM) tasks until they sit down and inventory their time. HRMS is advancing to become its own information technology (IT) field. It allows companies to cut costs and offer more information to employees in a faster and more efficient way. Especially in difficult economic times, it is critical for companies to become more efficient in every sector of their business; human resources (HR) is no exception.HRIS refers to software packages that address HR needs with respect to planning, employee information access, and employer regulatory compliance. The following text begins with a discussion of human resource planning, followed by human resource management systems.American companies must now operate in a rapidly changing businessenvironment. These changes have important implications for HRM practices. To ensure that management practices support business needs, organizations must continually monitor changing environmental conditions and devise HRM strategies for dealing with them. The procedure used to tie human resource issues to the organization's business needs is called human resource planning. Also known as HR planning, this procedure is defined as the "process of identifying and responding to [organizational needs] …and charting new policies, systems, and programs that will assure effective human resource management under changing conditions."Human Resource Management Systems, also called Human Resource modules, is a link between Human resource management and information technology. A Human resource management system provides a single, accurate view of all human resource activities including recruiting, performance management, training and development and also compensation. Human resource management systems reduce the workload of the human resource department as well as increasing the efficiency of the department by standardizing human resource process. Human resource department plays an important role in the smooth running of the company by tracking and analyzing the time keeping and work patterns of the workforce. There are a wide range of applications available to help human resource department in their tasks, making possible the automation of certain tasks and helping in theorganization many other tasks.The function of human resource management to large extent is administrative and common to all organizations. Most organizations have formalized selection, evaluation and payroll processes. The function consists of tracking innumerable data of each employee from personal histories, data, skills, capabilities, experiences to payroll records. Organizations began electronically automate many of theses processes by introducing Human resource management systems to reduce the manual workload. Human resource executives depend on internal and external IT professionals to develop and maintain their Human resource management systems due to complexity in programming capabilities and limited technological resources.Human Resource Management Systems (HRMS) provide a link between human resource management and information technology.HRMS allow enterprises to automate many aspects of human resource management, with the dual benefits of reducing the workload of the HR department as well as increasing the efficiency of the department by standardising HR processes.The field of human resources is one that is often overlooked in enterprise management. This situation is aided by the fact that an efficient Human Resources department should function without fanfare. For example, when a project team successfully launches a product on time and withinbudget it is hailed as a great success. When the HR department manages the administration of the enterprise successfully it can go virtually unnoticed –after all, the Human Resources department is simply expected to work, only attracting attention when there are problems.The reality, however, is very different. The HR department plays a vital role in ensuring the smooth running of an enterprise –most importantly by tracking and analysing the timekeeping and work patterns of the workforce, allowing management better information on which to form strategies.The importance of human resources has not gone unnoticed by the software industry. There is now a wide range of applications available to aid the HR department in their tasks, making possible the automation of certain tasks and aiding in the organisation of many others.HRM software systems (from vendors such as Oracle and Ascentis) arebroadly defined by the four basic responsibilities of the HR department, and as such typically contain standalone modules to address the needs of each responsibility:Payroll Module: The payroll module greatly reduces the workload of the HR department by automating the payroll process, allowing HR to ensure that payroll functions are completed on time and without errors.At its most basic level the payroll module is supported by the manual entry of timekeeping and attendance data from paper-based timesheets submitted by the workforce. More advanced systems track employee timekeeping through automatic systems, connected to either a ‘clocking in’system or a tracker connected to the desktop computers of the employees.Once attendance data is fed into the system, the payroll module automatically calculates payment amounts and various deductions such as income tax before generating paychecks and employee tax reports.Time and Labour Management Module: The time and labour management module is designed to collate and analyse employee timekeeping information for the purposes of organisational cost accounting.By sourcing data directly from the timekeeping devices and methods used to calculate payroll this module can provide management with valuable data regarding the use of labour resources within the enterprise.Benefit AdministrationModule: The benefit administrationmodule provides HR personnel withthe capacity to monitor and manageemployee participation in a range ofbenefit programs. These programscan range from programs related to the wellbeing of the workforce (such as health insurance and pension schemes) to profit making programs (such as stock option plans and profit sharing).HR Management Module: The HR management module provides a range of HR solutions ranging from analyses of application data through to the basic demographic data of employees.The management module allows HR personnel to effectively manage the Human Capital Pool (HCP) available within the enterprise, in that it keeps track of the training and development of the workforce and the skills and qualifications of each employee. Advanced HR management modules can also automate the process of application for positions by capturing application data and entering it to a relevant database.Benefits of HRMSWhile these modules each provide benefits to the HR department itself, the applications also aid the enterprise as a whole.HRM systems convert human resources information into a digital format, allowing that information to be added to the knowledge management systems of the enterprise. The result of this is that HR data can be integrated into the larger Enterprise Resource Planning (ERP) systems of the enterprise.In analysing enterprise wide resource usage this data can prove invaluable. Data related to the time usage of the workforce can enhance the decision making abilities of management, allowing the HR department to form an integral aspect of strategy formation for the enterprise as a whole.中文译文人力资源管理系统（HRMS）已成为许多企业的重要的工具之一。
人力资源管理战略外文翻译文献
人力资源管理战略外文翻译文献(文档含中英文对照即英文原文和中文翻译)人力资源管理战略外文翻译文献原文：The Strategic Role of Human Resource ManagementTyson,S1. Human Resource Management at Work What Is Human Resource ManagementTo understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform' planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include: Planning: Establishing goals and standards; developing rules and procedures; developing plans andforecasting―predicting or projecting some future occurrenc e.Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates. Staffing: Deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.Leading: Getting others to get the job done; maintaining morale;motivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares withthese standards; taking corrective action as needed. In this book, we aregoing to focus on one of these functions: the staffing, personnel management,or (as it's usually called today) human resource (HR) management function.Human resource management refers to the practices and policies you need tocarry out the people or personnel aspects of your management job. Theseinclude:Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidates Selecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees ) Providingincentives and benefits Appraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhapsit's easier to answer this by listing some of the personnel mistakes you 人力资源管理战略外文翻译文献don't want to make while managing. For example, you don't want: To hirethe wrong person for the job To experience high turnoverTo find your people not doing their best To waste time with uselessinterviews To have your company taken to court because of your discriminatoryactions To have your company cited under federal occupational safety laws forunsafe practicesTo have some of your employees think their salaries are unfair andinequitable relative to others in the organizationTo allow a lack of training to undermine your department's effectivenessTo commit any unfair labor practicesCarefully studying this book can help you avoid mistakes like these. Moreimportant, it can help ensure that you get results ―through others. Rememberthat you could do everything else right as a manager ― lay brilliant plans,draw clear organization charts, set up modern assembly lines, and usesophis ticated accounting controls ― but still fail as a manager by hiring thewrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right peoplefor the right jobs and motivating, appraising, and developing them.Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:\developing industry. I don't think this any longer holds true. I thinkit's the work force and the company's inability to recruit and maintain a good work force that does constitute the bottleneck for production. I don't know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can't maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future---\At no time in our history has that statement been truer than it is today. As we'll see in a moment, intensified global competition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In this environment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.人力资源管理战略外文翻译文献2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to \duties? Let’s answer this question, starling with a short definition of line versus staff authority. Line versus Staff AuthorityAuthority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between lineauthority and staff authority. Line managers are authorized to direct the work of subordinates ― they're always someone's boss. In addition, line managers are in charge of accomplishing the organization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They also have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation.Line Managers' Human Resource Management ResponsibilitiesAccording to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.For example, one major company outlines its line supervisors' responsibilities for effective human resource management under the following general headings:Placing the right person on the right jobStarting new employees in the organization (orientation) Training employees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth workingrelationships Interpreting the company s policies and procedures Controlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff. Human Resource Department's HR Management ResponsibilitiesThe human resource department provides this specialized assistance. In人力资源管理战略外文翻译文献doing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function bydirecting the activities of the people in his or her own department and in service areas (like the plant cafeteria). In other words, he or she exertsline authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has access to top management in personnel areas like testing and affirmative action. As a result, HR managers' \authority carries even more weight with supervisors troubled with human resource/personnel problems.A coordinative function. HR managers also function as coordinators of personnel activities, a duty often referred to as functional control. Here the HR manager and department act as \to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers. Staff (service) functions. Serving and assisting line managers is the \the hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an important role with respect to grievances and labor relations. As part of these service activities, the HR managers land department) also carry out an \providing 'up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs.Cooperative Line and Staff Human Resource Management:An ExampleExactly which HR management activities are carried out by line managers and staff managers? There's no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilities of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety. For example, in the area of recruiting and hiring it's the line manager’s responsibility to specify thequalifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to感谢您的阅读，祝您生活愉快。
企业人力资源管理系统外文翻译
Enterprise Human Resources Management System Design AndImplementationAbstract:Human resource management system is the core content of modern enterprise management. With the rapid development of the computer information technology and unprecedented prevalence of electronic commerce mode，the competition between enterprises is turning from visible economic markets to the network. Developing the human resource management system supported by computer technology，network technology and information technology can not only improve the skill of human resource management and the efficiency of the enterprises but also make human resource management modern and decision sciencefic,Modern human resource management uses B/S mode to avoid C/S modes short coming of difficult in maintdning and reusing.According to the functional requirements of the actual project,this article specificly state the analysis of system,the general desigin of the system,the detail design of system and the practice of the system.The development of the system is the practice of MVC design ideas, maing using the Jsp+Servlet+JavaBean form of development.Jsp is the practice of MVC design ideas’view,in charge of receiving/responding the request of the customer.Servlet mainly responsible for the core business control of the whole system is the practice of the vontroller of MVC design idea to take charge of the statistics and rules of the whole system. In the practice of the system, somr open-source projrcts,such as the Ajax technique,JfreChart statements,fileupload technology,has been used.Using the modern human resource management theropy and analysising the actual situation, comparing the current situation of human resource management system, a huaman resource contents of management system basied on the Internet/Intranet has been designed. The main management,attendance management training more efficient statistics.Keywords: human resource management; B/S mode; Open-source projects; MVC mode. 摘要人力资源管理系统是现代企业管理的核心内容。
人事管理系统中英文对照外文翻译文献
人事管理系统中英文对照外文翻译文献人事管理系统中英文对照外文翻译文献(文档含英文原文和中文翻译)英文：Personnel management system development and designBy Dustin Marx SummaryWith the rapid development of computer technology, computer applications in the popularity of business management, personnel management of enterprises using computers is imperative. For medium-sized enterprises, enterprises and efficient use of computer support to complete the daily affairs of labor and personnel management is to adapt to the modern enterprise system, encourage enterprises to labor and personnel management to scientific, standardized, a necessary condition; incomparable advantage of the computer to retrieve managementrapid, easy to find, high reliability, large memory capacity, security and good, long life and low cost. These advantages can greatly improve the efficiency of personnel management, but also corporate scientific and standardized management, an important condition for integration with the world. Different companies have different human resources management system, which determines the different companies need different personnel management system.choice of development toolsNow, the market can buy a lot of application development products, popular, and dozens. Currently the most popular in our market, the most used, most advanced development tools can be used as enterprise-level products:Microsoft's Visual BasicMicrosoft's Visual CBorland's DelphiJava, etc.In the current market, many application development tools for these, some stressed that the implementation of process flexibility and efficiency of language; and some emphasis on the visual application development tools to bring convenience and efficiency high, each with its own advantages and characteristics, but also to meet the needs of different users. However, the language of the flexibility and convenience tools are inextricably linked, and only a convenient tool, but did not support the language of flexibility, many specialized processing actions will need to spend several times the effort to deal with, so the efficiency of the original advertisedloss of a role in improving the advantage; the contrary, if the language only emphasizes the flexibility of process continued, but no convenient tool for co-ordination will make some very simple interface, even if the deal moves, programmers will be a serious waste of valuable time.As the database system development, Visual Basic is an ideal choice. MIS database is an important enabling technology in the MIS development process, how to choose the database management is an important issue, at present, the database more products, each product has its own characteristics and scope, therefore, the choice of database should consider the characteristics of database applications and application, the system's database language used Visual Basic language, the development tool has many advantages:Visual Basic is a visual, object-oriented and event-driven article by the way of structured high-level programming, can be used to develop the type of Windows environment applications. It is easy to learn, efficient, and powerful, with professional development tools, Windows SDK comparable to, and application developers do not have the C / C + + Programming. In the Visual Basic environment, the use of event-driven programming mechanism, novel-to-use visual design tools, the use of Windows internal application program interface (API) functions, and dynamic-link library (DLL), Dynamic Data Exchange (DDE), Object Linking and Embedding (OLE), Open Data Access (ODBC) technology, can efficiently and quickly developed a Windows environment, powerful, rich graphical user interface application software system.In general, Visual Basic has the following characteristics:Visual Programming:Traditional programming language design program, are designed by writing code to the user interface, the interface design process do not see the actual display, run the program to be compiled can be observed. If you are not satisfied with the effect of the interface, but also return to the program changes. Sometimes, this programming - Compiler - Change the operation may be repeated several times, greatly affected the efficiency of software development. Visual Basic provides a visual design tool, the complexity of the Windows interface design "package" together, developers do not have a lot of interface design and write code.Just press the screen layout design, using system tools to draw on the screen various "parts", that is, graphical objects, and set the properties of these graphical objects. Visual Basic code automatically generated interface design, programmers need only write the part to achieve functionality of the program code, which can greatly improve the efficiency of program design.Object-oriented programmingVisual Basic 4.0 support for future object-oriented programming, but it is the general object-oriented programming language (C + +) are not identical. In general object-oriented programming language, object code and data from the composition of an abstract concept; and Visual Basic is the application of object-oriented programming methodology (OOP), the programs and data encapsulated as an object and should be given for each object the attributes of the object as something real. Inthe design of objects, without writing to establish and describe each object code, but with the tool to draw the interface, Visual Basic automatically generates the object code and package it. Each object is displayed graphically in the interface are visible. Structured programming languageVisual Basic is based on the BASIC language developed, high-level programming language with sentence structure, similar to the logic of natural language and human thinking. Visual Basic statements easy to understand, its editor supports color code, can automatically check for syntax errors, but also has powerful and flexible to use debugger and compiler.Visual Basic is an interpreted language, enter the code at the same time, decomposition of high-level language interpretation system will be translated into machine instructions the computer can recognize and judge each statement syntax error. Visual Basic procedures in the design process, you can always run the program, and in the whole process a good design, you can compile an executable file (. EXE), from the Visual Basic environment, directly in the Windows environments.Event-driven programming mechanismVisual Basic object through the event to perform the operation. An object may have multiple events, each event are available through a program to respond. For example, the command button is an object, when the user clicks the button, will generate a "click" (CLICK) event, but in the production of the event will execute a program used to implement the specified operation.In the design of large-scale applications using Visual Basic software, without creating a clear beginning and end of the procedure, but the preparation of a number of small subroutines that process. These processes are aimed at different objects, an event triggered by the user to drive the completion of a particular function or procedure called by the generic event-driven process to perform the specified operation, so that programmers can easily and improve efficiency.Access to the databaseVisual Basic has a powerful database management features, the use of data control and database management window, you can directly create or deal with Microsoft Access database format, and provides powerful data storage and retrieval capabilities. At the same time, Visual Basic can also directly edit, and access to other external databases, such as DBASE, FoxPro, Paradox, etc. These database format can be edited and processed using Visual Basic.Visual Basic provides an open data connection, the ODBC functions, can be established through direct access or use the connection and operation of large-scale network database backend such as SQL Server, Oracle and so on. In the application, you can use structured query language SQL data standards, direct access to the server database and provides a simple object-oriented database instructions and multi-userdatabase access locking mechanism and network programming SQL databasestechnology for stand-alone databases running on the SQL network interface to a distributed environment, fast and effective implementation of client / server (client / server) programs.Dynamic Data Exchange (DDE)Using Dynamic Data Exchange (Dynamic Data Exchange) technology, an application can dynamically link the data to another application, so that two completely different applications, establish a dynamic data link. When the original data changes, you can automatically update the linked data. Visual Basic provides the programming dynamic data exchange technology, the application program with other Windows applications to create dynamic data exchange between different applications to communicate. Object Linking and Embedding (OLE)Object Linking and Embedding (OLE) to each application as an object (object), to link different objects (link) up, and then embedded (embed) an application, which can be a sound, image, image, animation, text and other information collection style files.OLE technology is Microsoft's strategic corporate object technology, which the multiple applications into one, as each application for an object linking and embedding, is an application integration technology. Using OLE technology, you can easily build composite documents (compound document), this document from a number of different application objects, each object in the document and linked to the original application, and perform with the original application the same operation. Dynamic link library (DLL)Visual Basic is an advanced programming language, do not have low-level language functions, the operation of the access to the machine hardware is not easy to implement. But it could be dynamic link library technology will C / C + + or assembly language programs to Visual Basic applications, you can call the same function as the internal call functions written in other languages. In addition, the dynamic link library, you can call the Windows application program interface (API) function has the function to achieve SDK.systems research and feasibility analysisResearchBefore the formal development of management information system is necessary for research, the need for mainly the following aspects.(1) to the user's request to conduct a feasibility analysis of the survey results confirm the feasibility of system development.(2) The staff of the new system not all systems researchers, some people process data for its function and no clear understanding of the method. They only work according to their business needs requests, system developers to conduct a detailed survey and analysis to confirm the user's requirements can be achieved through the existingcomputer technology to ensure the development of management information system functions and user submitted required match.(3) the existing business system may be a manual system, it could be used and the computer system, no matter the circumstances, the current system should be investigated in detail the specific circumstances of information processing, functional structure within the system in order to design a reasonable, good new system logic model for the design of the new system to lay the foundation to ensure the quality of the entire system development.In short, the current system is necessary to conduct a detailed investigation, a clear user needs, to ensure the development of new system functions consistent with the user's requirements and avoid a lot of manpower, material and financial resources, the development of the new system is the failure of the tragedy.Overview of Feasibility StudyFeasibility analysis is the user's requirements and system on the basis of research conducted on the development of new systems of social, technical, economic, management, analysis and development of new systems come feasible, not feasible, need to modify , additional investment, the suspension of development, step by step and other programs and conclusions, and finally complete the feasibility analysis. Feasibility analysis of the general can be defined as: a feasibility analysis early in the construction of a project study and appraisal of the proposed project to conduct a comprehensive and integrated technical and economic capacity of the investigation to determine whether it is feasible.(1) the feasibility study stage of the work include the following:Objective analysis of whether the new system status and business development needs.② social feasibility analysis:Social feasibility analysis mainly refers to the management information system development is consistent with national law, bad policy, whether we can achieve a good social system and docking.③ technical feasibility analysis:Technical feasibility analysis is based on the new system aims to measure whether they have the required technology, including the number and level of system developers, hardware, software and other application technologies.④ economic feasibility analysisEconomic feasibility analysis is mainly on the development of capital invested in new systems and systems put into use to compare the economic benefits to confirm whether the new system will bring some economic benefits companies.⑤ management feasibility analysis:Management feasibility analysis is to analyze existing enterprise management system and whether the business leaders of modern management awareness and management.Technical feasibility analysisTechnical feasibility analysis includes four aspects: the current technology can support the new systems developed; the new system the number and level of developers, namely, human resources; hardware and software resources.(1) Technical Support:First, the target under the new system, considering the current technology can support the new systems developed. Technology must be discussed here has been widely used, not to be studied or are studying.(2) hardware resources:Development of management information system hardware resources needed to contain the following two aspects:System developers in the management of information systems development process needed computer equipment and related peripheral equipment; management information system used successfully, use the unit should have the computer equipment and related peripherals. Feasibility analysis of the hardware resources, the main consideration for the host computer memory, the type, function, network capacity, security measures and the input / output devices, external storage and data communication networking equipment configuration, function, efficiency, compliance with system solutions and other indicators design requirements, but also consider the computer's performance / price ratio.(3) software resourcesFeasibility of software resources are the main consider the following to meet user requirements:① Select the operating system;② build system choice;③ choice of database management system;④ high-level programming language of choice;⑤ character processing system selection;⑥ application package choice.In the development of this system before, with the center's leadership and the close communication operators, seriously listen to their views and absorb their positive view of the development of the system to a large extent, has some advanced and reasonable .翻译：人事管理系统的开发和设计原作者：Dustin Marx 摘要：随着计算机技术的飞速发展，计算机在企业管理中应用的普及，利用计算机实现企业人事管理势在必行。
外文文献翻译人力资源管理信息系统研究员工管理
外文文献原文+译文原文The research of human resource management information systemRenwick DAbstractThe ultimate goal of human resource management information system is to replace manual management to realize intelligent management, realize the modernization of human management, information. In achieving employee information, attendance, transfer, etc, on the basis of computer management, realize the enterprise personnel information detailed records, the realization of electronic management of employee information, a detailed record recruitment process, recruitment experience, for the enterprise manpower management system can make complex electronic management, improve human department employee's work efficiency. For enterprise, human resource is the most precious resources, is one enterprise can survive for a long time to a fundamental, therefore, how to effectively use human resource will be a critical problem facing enterprises. Information of enterprise human resources management mainly includes the following several reasons: enterprises can use of human resource management system, on the economy achieve better benefit. On the other hand, due to the coming of knowledge economy, the concept of human capital has been formed, and the real land, plant, equipment and funds, such as capital, the importance of human capital is self-evident, even more than these physical capital. In the end, is the carrier of knowledge, in order to effectively use knowledge, knowledge to maximize utility, then need appropriate human resource management, can use of human resources.Keywords: Staff management; Information system; Design1 IntroductionPeople working in the field of human resource management for a long time, the main work of archives management of human resources work and wage management, attendance management, both time-consuming and inefficient, add or modify an employee files often need a few hours of time, and make itself a mental labor isembodied in the physical labor, therefore, in consideration of actual working situation, design the main functions of this system have staff to increase, modify, delete, query wages, attendance management, and other functions, realize the basic automation of human resource management, greatly improving the efficiency of management. Previous human resources system based on manual records primarily work way, this way not only cost a lot of manpower and material resources and financial resources, and in the process of recording will appear all sorts of human error, and these errors will greatly interfere with the normal business operation. And if adopt information of human resource management system, can let the human resources management tends to a certain standardization, standardization, the system can introduce a lot of the module to solve the problem of the enterprise, such as attendance module, employee information management module, payroll management module, etc., can well improve the efficiency of enterprise management. As talent status in the enterprise development up, every enterprise is more and more attention to the cultivation of talents and retains, avoid the loss of talent. To arrange the most suitable position for each staff is the key to the ability to retain talent, in fact, the enterprise can be established for each employee personnel files, to save their expertise and professional skills in the personnel files, when companies need something professional skills stronger, you can find the right candidate from talent file, both can be done within the mining, give full play to the staff's ability, and can avoid a lot of manpower material resources to recruitment. Therefore, the application of human resource management system to record the employee's all kinds of information can maximize the use of employee talents and promote the development of enterprises better.2 The research statusSome enterprises or units on the application of human resource management information system in a leading position, the enterprise or unit not only have advanced equipment, and advanced management ideas, and also with the advanced management thought that meet the needs of staff, they tasted the use of advanced management information system can not only greatly promote the management, but also can promote the production, to create benefits, thus on the study and applicationof management information system more get more, so that enterprises or units of benefit always walk in the forefront of the same enterprise or unit.There is no lack of some enterprises or units and advanced equipment, no advanced management thought and method, however, they often only interested in developing or purchasing management information system, once the development success or purchase in place, but not in enterprises and departments to carry out the application, the final system is only used to have a salary or to report the statistics, or just the advanced computer equipment used to make typing, or just use investment huge system of LAN are connected to the INTERNET to get some outside information, don't play to the role of the management information system. But, on the other hand, some difficult enterprises or units, they have neither advanced equipment, also does not have the advanced management ideas, so they cannot use the advanced management information system. With the emergence of ERP and the rapid development of human resource management has met new opportunities. Some big enterprises have realized the importance of talents for the enterprise, and enterprise promote decline success or failure also depends in part on the talent of how many, therefore, in the now almost all the big companies in the United States, have built a human resource management system based on Web, at the same time, also appeared a lot of human resource management system of commercial software, such as Any Manpower and I - HRMS system, such as these have greatly improved the company ability to survive in the fierce competition environment.3 The existing problems3.1 The function of the management system is unitaryAt present, a lot of the function of human resource management information system is a single, this is because in the requirements analysis phase, work as a result of not doing enough. These systems are still in the primary stage of the application, the system function is relatively simple, for example: some system just can satisfy the personnel file management and daily data management, the lack of overall enhances the level of the personnel management function module. These systems not only help the management of the enterprise, it will cause the trouble of using personnel, overtime, human resource management work will become more and more trouble, more and more heavy.3.2 Management systems is too complicated to operateBecause of the enterprise internal staff in such aspects as education level and the level of self-study differences, caused the enterprise internal employees working in the field of human resource management in the process of management skills. Before the implementation of human resource management information system, need to operating personnel training of computer knowledge and system operation. If the system in the process of development, however, does not take into account the reality of users, the result let out of the system, the interface is not friendly, too complicated to operate. This system will make these just to teach computer novices I inconvenience to operate. If this inconvenience last forever, would have a rebellious attitude, make the operator which affects the normal use of the whole system, especially the introduction of a lot of computer professional knowledge, more increased the difficulty of the system to use.3.3 Management system upgrades slowlyFor nearly 10 years, computer hardware, software and network equipment upgrade very fast, if birds pipe information system upgrading cannot be synchronized and supporting platform, will create many problems of the application of the system, may even make the whole system is paralyzed. Many enterprises after the introduction of system, and don't want to spend effort to upgrade maintenance, thought can once and for all, to upgrade is slow.3.4 Ignored the staff training managementManagement information system can fully the enterprise applications, on the one hand depends on the performance of the system itself, on the other hand also depends on the user's own quality system. Many enterprises in the management information system construction, often takes the hardware and technology investment, and ignore the training input. Training should first solve the problem of the understanding of the users of the system, many employees have to worry about because of the application of management information system, will lose their job, through training to make themunderstand that the application of management information system is the inevitable developing trend of enterprise management. In strengthening the training of knowledge, but also we need to strengthen the management of knowledge and system operation training.4 The design of staff management systemStaff management is within the unit on all manage employee information, including basic increase, modify, and delete, including transfer between employees in the department. The main work flow of the module is: because ordinary staff is unable to do this, so here mainly for the administrator user. Administrator user to add employee information in the form of materialization to format, and then record set into the database. If need to modify employee information, the first location to the employee records, and then in the corresponding property on modified, the modified entity classes will be deposited in the database is updated again. If you need to query information employees, according to the query conditions on the page, the system will return to conform to the query conditions of the entity class object, and display on the page. If you need to remove some employee information, such as the employee has resigned, the first location on the employee records, then delete, the database will delete the employee information.Let hair enterprise human resources management system is one of the most important purpose is to understand the basic ability of each employee in the work and how to make a contribution to the enterprise, thus establishing different for each employee working platform, to the maximum play to the potential of employees, including compensation measures is an effective means to motivate employees to work hard. Compensation management module, therefore, is an important part of human resource management system, and the module and other modules, such as employee management module, attendance management module has a larger contact, therefore, that part of the design is very important.Performance evaluation module involves the distribution of the authority, according to different permissions, the role can be divided into two categories: ordinary employees and assessed. Ordinary employees are unable to enter the module,can only see their assessment results that month in the personal information. It is assessed by the module to examine the performance of ordinary employees. Training management mainly includes the establishment of training plan, training resources management and evaluation of training effect, training program will have its own characteristics for different employees and shortcomings of different training plan, and after the training, training of employees to evaluate the training process, put forward the opinion, and timely feedback to the managers, managers through the feedback information, in a timely manner to modify and update the training resources.文献出处:Renwick D. The research of human resource management information system [J]. International Journal of Management Reviews, 2016, 3(1): 31-43.译文人力资源管理信息系统研究Renwick D摘要人力资源管理信息系统的最终目标是替代人工管理实现智能化管理，实现人力管理的现代化、信息化。
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人事管理系统中英文对照外文翻译文献人事管理系统中英文对照外文翻译文献(文档含英文原文和中文翻译)英文：Personnel management system development and designBy Dustin Marx SummaryWith the rapid development of computer technology, computer applications in the popularity of business management, personnel management of enterprises using computers is imperative. For medium-sized enterprises, enterprises and efficient use of computer support to complete the daily affairs of labor and personnel management is to adapt to the modern enterprise system, encourage enterprises to labor and personnel management to scientific, standardized, a necessary condition; incomparable advantage of the computer to retrieve managementrapid, easy to find, high reliability, large memory capacity, security and good, long life and low cost. These advantages can greatly improve the efficiency of personnel management, but also corporate scientific and standardized management, an important condition for integration with the world. Different companies have different human resources management system, which determines the different companies need different personnel management system.choice of development toolsNow, the market can buy a lot of application development products, popular, and dozens. Currently the most popular in our market, the most used, most advanced development tools can be used as enterprise-level products:Microsoft's Visual BasicMicrosoft's Visual CBorland's DelphiJava, etc.In the current market, many application development tools for these, some stressed that the implementation of process flexibility and efficiency of language; and some emphasis on the visual application development tools to bring convenience and efficiency high, each with its own advantages and characteristics, but also to meet the needs of different users. However, the language of the flexibility and convenience tools are inextricably linked, and only a convenient tool, but did not support the language of flexibility, many specialized processing actions will need to spend several times the effort to deal with, so the efficiency of the original advertisedloss of a role in improving the advantage; the contrary, if the language only emphasizes the flexibility of process continued, but no convenient tool for co-ordination will make some very simple interface, even if the deal moves, programmers will be a serious waste of valuable time.As the database system development, Visual Basic is an ideal choice. MIS database is an important enabling technology in the MIS development process, how to choose the database management is an important issue, at present, the database more products, each product has its own characteristics and scope, therefore, the choice of database should consider the characteristics of database applications and application, the system's database language used Visual Basic language, the development tool has many advantages:Visual Basic is a visual, object-oriented and event-driven article by the way of structured high-level programming, can be used to develop the type of Windows environment applications. It is easy to learn, efficient, and powerful, with professional development tools, Windows SDK comparable to, and application developers do not have the C / C + + Programming. In the Visual Basic environment, the use of event-driven programming mechanism, novel-to-use visual design tools, the use of Windows internal application program interface (API) functions, and dynamic-link library (DLL), Dynamic Data Exchange (DDE), Object Linking and Embedding (OLE), Open Data Access (ODBC) technology, can efficiently and quickly developed a Windows environment, powerful, rich graphical user interface application software system.In general, Visual Basic has the following characteristics:Visual Programming:Traditional programming language design program, are designed by writing code to the user interface, the interface design process do not see the actual display, run the program to be compiled can be observed. If you are not satisfied with the effect of the interface, but also return to the program changes. Sometimes, this programming - Compiler - Change the operation may be repeated several times, greatly affected the efficiency of software development. Visual Basic provides a visual design tool, the complexity of the Windows interface design "package" together, developers do not have a lot of interface design and write code.Just press the screen layout design, using system tools to draw on the screen various "parts", that is, graphical objects, and set the properties of these graphical objects. Visual Basic code automatically generated interface design, programmers need only write the part to achieve functionality of the program code, which can greatly improve the efficiency of program design.Object-oriented programmingVisual Basic 4.0 support for future object-oriented programming, but it is the general object-oriented programming language (C + +) are not identical. In general object-oriented programming language, object code and data from the composition of an abstract concept; and Visual Basic is the application of object-oriented programming methodology (OOP), the programs and data encapsulated as an object and should be given for each object the attributes of the object as something real. Inthe design of objects, without writing to establish and describe each object code, but with the tool to draw the interface, Visual Basic automatically generates the object code and package it. Each object is displayed graphically in the interface are visible. Structured programming languageVisual Basic is based on the BASIC language developed, high-level programming language with sentence structure, similar to the logic of natural language and human thinking. Visual Basic statements easy to understand, its editor supports color code, can automatically check for syntax errors, but also has powerful and flexible to use debugger and compiler.Visual Basic is an interpreted language, enter the code at the same time, decomposition of high-level language interpretation system will be translated into machine instructions the computer can recognize and judge each statement syntax error. Visual Basic procedures in the design process, you can always run the program, and in the whole process a good design, you can compile an executable file (. EXE), from the Visual Basic environment, directly in the Windows environments.Event-driven programming mechanismVisual Basic object through the event to perform the operation. An object may have multiple events, each event are available through a program to respond. For example, the command button is an object, when the user clicks the button, will generate a "click" (CLICK) event, but in the production of the event will execute a program used to implement the specified operation.In the design of large-scale applications using Visual Basic software, without creating a clear beginning and end of the procedure, but the preparation of a number of small subroutines that process. These processes are aimed at different objects, an event triggered by the user to drive the completion of a particular function or procedure called by the generic event-driven process to perform the specified operation, so that programmers can easily and improve efficiency.Access to the databaseVisual Basic has a powerful database management features, the use of data control and database management window, you can directly create or deal with Microsoft Access database format, and provides powerful data storage and retrieval capabilities. At the same time, Visual Basic can also directly edit, and access to other external databases, such as DBASE, FoxPro, Paradox, etc. These database format can be edited and processed using Visual Basic.Visual Basic provides an open data connection, the ODBC functions, can be established through direct access or use the connection and operation of large-scale network database backend such as SQL Server, Oracle and so on. In the application, you can use structured query language SQL data standards, direct access to the server database and provides a simple object-oriented database instructions and multi-userdatabase access locking mechanism and network programming SQL databasestechnology for stand-alone databases running on the SQL network interface to a distributed environment, fast and effective implementation of client / server (client / server) programs.Dynamic Data Exchange (DDE)Using Dynamic Data Exchange (Dynamic Data Exchange) technology, an application can dynamically link the data to another application, so that two completely different applications, establish a dynamic data link. When the original data changes, you can automatically update the linked data. Visual Basic provides the programming dynamic data exchange technology, the application program with other Windows applications to create dynamic data exchange between different applications to communicate. Object Linking and Embedding (OLE)Object Linking and Embedding (OLE) to each application as an object (object), to link different objects (link) up, and then embedded (embed) an application, which can be a sound, image, image, animation, text and other information collection style files.OLE technology is Microsoft's strategic corporate object technology, which the multiple applications into one, as each application for an object linking and embedding, is an application integration technology. Using OLE technology, you can easily build composite documents (compound document), this document from a number of different application objects, each object in the document and linked to the original application, and perform with the original application the same operation. Dynamic link library (DLL)Visual Basic is an advanced programming language, do not have low-level language functions, the operation of the access to the machine hardware is not easy to implement. But it could be dynamic link library technology will C / C + + or assembly language programs to Visual Basic applications, you can call the same function as the internal call functions written in other languages. In addition, the dynamic link library, you can call the Windows application program interface (API) function has the function to achieve SDK.systems research and feasibility analysisResearchBefore the formal development of management information system is necessary for research, the need for mainly the following aspects.(1) to the user's request to conduct a feasibility analysis of the survey results confirm the feasibility of system development.(2) The staff of the new system not all systems researchers, some people process data for its function and no clear understanding of the method. They only work according to their business needs requests, system developers to conduct a detailed survey and analysis to confirm the user's requirements can be achieved through the existingcomputer technology to ensure the development of management information system functions and user submitted required match.(3) the existing business system may be a manual system, it could be used and the computer system, no matter the circumstances, the current system should be investigated in detail the specific circumstances of information processing, functional structure within the system in order to design a reasonable, good new system logic model for the design of the new system to lay the foundation to ensure the quality of the entire system development.In short, the current system is necessary to conduct a detailed investigation, a clear user needs, to ensure the development of new system functions consistent with the user's requirements and avoid a lot of manpower, material and financial resources, the development of the new system is the failure of the tragedy.Overview of Feasibility StudyFeasibility analysis is the user's requirements and system on the basis of research conducted on the development of new systems of social, technical, economic, management, analysis and development of new systems come feasible, not feasible, need to modify , additional investment, the suspension of development, step by step and other programs and conclusions, and finally complete the feasibility analysis. Feasibility analysis of the general can be defined as: a feasibility analysis early in the construction of a project study and appraisal of the proposed project to conduct a comprehensive and integrated technical and economic capacity of the investigation to determine whether it is feasible.(1) the feasibility study stage of the work include the following:Objective analysis of whether the new system status and business development needs.② social feasibility analysis:Social feasibility analysis mainly refers to the management information system development is consistent with national law, bad policy, whether we can achieve a good social system and docking.③ technical feasibility analysis:Technical feasibility analysis is based on the new system aims to measure whether they have the required technology, including the number and level of system developers, hardware, software and other application technologies.④ economic feasibility analysisEconomic feasibility analysis is mainly on the development of capital invested in new systems and systems put into use to compare the economic benefits to confirm whether the new system will bring some economic benefits companies.⑤ management feasibility analysis:Management feasibility analysis is to analyze existing enterprise management system and whether the business leaders of modern management awareness and management.Technical feasibility analysisTechnical feasibility analysis includes four aspects: the current technology can support the new systems developed; the new system the number and level of developers, namely, human resources; hardware and software resources.(1) Technical Support:First, the target under the new system, considering the current technology can support the new systems developed. Technology must be discussed here has been widely used, not to be studied or are studying.(2) hardware resources:Development of management information system hardware resources needed to contain the following two aspects:System developers in the management of information systems development process needed computer equipment and related peripheral equipment; management information system used successfully, use the unit should have the computer equipment and related peripherals. Feasibility analysis of the hardware resources, the main consideration for the host computer memory, the type, function, network capacity, security measures and the input / output devices, external storage and data communication networking equipment configuration, function, efficiency, compliance with system solutions and other indicators design requirements, but also consider the computer's performance / price ratio.(3) software resourcesFeasibility of software resources are the main consider the following to meet user requirements:① Select the operating system;② build system choice;③ choice of database management system;④ high-level programming language of choice;⑤ character processing system selection;⑥ application package choice.In the development of this system before, with the center's leadership and the close communication operators, seriously listen to their views and absorb their positive view of the development of the system to a large extent, has some advanced and reasonable .翻译：人事管理系统的开发和设计原作者：Dustin Marx 摘要：随着计算机技术的飞速发展，计算机在企业管理中应用的普及，利用计算机实现企业人事管理势在必行。