外文文献翻译人力资源管理信息系统研究员工管理
人力资源管理论文中英文对照资料外文翻译文献
中英文对照资料外文翻译文献原文：New Competencies for HRWhat does it take to make it big in HR? What skills and expertise do you need? Since 1988, Dave Ulrich, professor of business administration at the University of Michigan, and his associates have been on a quest to provide the answers. This year, they’ve released an all-new 2007 Human Resource Competency Study (HRCS). The findings and interpretations lay out professional guidance for HR for at least the next few years.“People want to know what set of skills h igh-achieving HR people need to perform even better,” says Ulrich, co-director of the project along with Wayne Brockbank, also a professor of business at the University of Michigan.Conducted under the auspices of the Ross School of Business at the University of Michigan and The RBL Group in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North America and other institutions in Latin America, Europe, China and Australia, HRCS is the longest-running, most extensive global HR competency study in existence. “In reaching our conclusions, we’ve looked across more than 400 companies and are able to report with statistical accuracy what HR executives say and do,” Ulrich says.“The research continues to demonstr ate the dynamic nature of the human resource management profession,” says SHRM President and CEO Susan R.Meisinger, SPHR. “The findings also highlight what an exciting time it is to be in the profession. We continue to have the ability to really add value to an organization.”“HRCS is foundational work that is really important to HR as a profession,” says Cynthia McCague, senior vice president of the Coca-Cola Co., who participated in the study. “They have created and continue to enhance a framework for t hinking about how HR drives organizational performance.”What’s NewResearchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCS—the last study published—reflecting the continuing evolution of the HR profession. Each competency is broken out into performance elements.“This is the fifth round, so we can look at past models and compare where the profession is going,” says Evren Esen, survey program manager at SHR M, which provided the sample of HR professionals surveyed in North America. “We can actually see the profession changing. Some core areas remain the same, but others, based on how the raters assess and perceive HR, are new.” (For more information, see “The Competencies and Their Elements,” at right.)To some degree, the new competencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are some key differences.Five years ago, HR’s role in managing culture was embedded within a broader competency. Now its importance merits a competency of its own. Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In other instances, the new competencies carry expectations that promise to change the way HR views its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a stand—to practice the craft “with an attitude.”To put the competencies in perspective, it’s helpful to view them as a three-tier pyramid with Credible Activist at the pinnacle.Credible Activist.This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. “You’ve got to be good at all of them, but, no question, [this comp etency] is key,” Ulrich says. “But you can’t be a Credible Activist without having all the other competencies. In a sense, it’s the whole package.”“It’s a deal breaker,” agrees Dani Johnson, project manager of the Human Resource Competency Study at The R BL Group in Salt Lake City. “If you don’t come to the table with it, you’re done. It permeates everything you do.”The Credible Activist is at the heart of what it takes to be an effective HR leader. “The best HR people do not hold back; they step forward and advocate for their position,” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa John’s International in Louisville, Ky., and former chair of the Human Resource Certification Institute. “CEOs are not waiting f or HR to come in with options—they want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.”“You don’t want to be credible without being an activist, because essentially you’re worthless to the business,” Johnson says. “People like you, but you have no impact. On the other hand, you don’t want to be an activist without being credible. You can be dangerous in a situation like that.”Below Credible Activist on the pyramid is a cluster of three competencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect.Cultural Steward. HR has always owned culture. But with Sarbanes-Oxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is the first time it has emerged as an independent competency. Of the six competencies,Cultural Steward is the second highest predictor of performance of both HR professionals and HR departments.Talent Manager/Organizational Designer. Talent management focuses on how individuals enter, move up, across or out of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works. Their linking reflects Ulrich’s belief that HR may be placing too much emphasis on talent acquisition at the expense of organizational design. Talent management will not succeed in the long run without an organizational structure that supports it.Strategy Architect. Strategy Architects are able to recognize business trends and their impact on the business, and to identify potential roadblocks and opportunities. Harmansky, who recently joined Papa John’s, demonstrates how the Strategy Architect competency helps HR contribute to the overall business strategy. “In my first months here, I’m spending a lot of time traveling, going to see stores all over the country. Every time I go to a store, while my counterparts of the management team are talking about [operational aspects], I’m talking to the people who work there. I’m trying to find out what the issues are surrounding people. How do I develop them? I’m looking for my business differentiator on the people side so I can contribute to the strategy.”When Charlease Deathridge, SPHR, HR manager of McKee Foods in Stuarts Draft, Va., identified a potential roadblock to implementing a new management philosophy, she used the Strategy Architect competency. “When we were rolling out ‘lean manufacturing’ principles at our location, we administered an employee satisfaction survey to assess how the workers viewed the new system. The satisfaction scores were lower than ideal. I showed [management] how a negative could become a positive, how we could use the data and follow-up surveys as a strategic tool to demonstrate progre ss.”Anchoring the pyramid at its base are two competencies that Ulrich describes as “table stakes—necessary but not sufficient.” Except in China, where HR is at an earlier stage in professional development and there is great emphasis on transactional activities, these competencies are looked upon as basic skills that everyone must have. There is some disappointing news here. In the United States, respondents rated significantly lower on these competencies than the respondents surveyed in other countries.Business Ally. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the company’s products and services. For HR professionals to be Business Allies (and Credible Activists and Strategy Architec ts as well), they should be what Ulrich describes as “business literate.” The mantra about understanding the business—how it works, the financials and strategic issues—remains as important today as it did in every iteration of the survey the past 20 years. Yet progress in this area continues to lag.“Even these high performers don’t know the business as well as they should,” Ulrich says. In his travels, he gives HR audiences 10 questions to test their business literacy.Operational Executor. These skills tend to fall into the range of HR activities characterized as transactional or “legacy.” Policies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Every function here is essential, but—as with the Business Ally competency—high-performing HR managers seem to view them as less important and score higher on the other competencies. Even some highly effective HR people may be running a risk in paying too little attention to these nuts-and-bolts activities, Ulrich observes.Practical ToolIn conducting debriefings for people who participated in the HRCS, Ulrich observes how delighted they are at the prescriptive nature of the exercise. The individual feedback reports they receive (see “How the Study Was Done”) offer them a road map, and they are highly motivated to follow it.Anyone who has been through a 360-degree appraisal knows that criticism can be jarring. It’s risky to open yourself up to others’ opinions when you don’t have to. Add the prospect of sharing the results with your boss and colleagues who will be rating you, and you may decide to pass. Still, it’s not surprising that highly motivated people like Deathridge jumped at the chance for the free feedback.“All of it is not good,” says Deathridge. “You have to be willing to face up to it. You go home, work it out and say, ‘Why am I getting this bad feedback?’ ”But for Deathridge, the result s mostly confirmed what she already knew. “I believe most people know where they’re weak or strong. For me, it was most helpful to look at how close others’ ratings of me matched with my own assessments. ... There’s so much to learn about what it takes to be a genuine leader, and this study helped a lot.”Deathridge says the individual feedback report she received helped her realize the importance of taking a stand and developing her Credible Activist competency. “There was a situation where I had a line m anager who wanted to discipline someone,” she recalls. “In the past, I wouldn’t have been able to stand up as strongly as I did. I was able to be very clear about how I felt. I told him that he had not done enough to document the performance issue, and that if he wanted to institute discipline it would have to be at the lowest level. In the past, I would have been more deferential and said, ‘Let’s compromise and do it at step two or three.’ But I didn’t do it; I spoke out strongly and held my ground.”This was the second study for Shane Smith, director of HR at Coca-Cola. “I did it for the first time in 2002. Now I’m seeing some traction in the things I’ve beenworking on. I’m pleased to see the consistency with my evaluations of my performance when compare d to my raters.”What It All MeansUlrich believes that HR professionals who would have succeeded 30, 20, even 10 years ago, are not as likely to succeed today. They are expected to play new roles. To do so, they will need the new competencies.Ulrich urges HR to reflect on the new competencies and what they reveal about the future of the HR profession. His message is direct and unforgiving. “Legacy HR work is going, and HR people who don’t change with it will be gone.” Still, he remains optimistic that many in HR are heeding his call. “Twenty percent of HR people will never get it; 20 percent are really top performing. The middle 60 percent are moving in the right direction,” says Ulrich.“Within that 60 percent there are HR professionals who may be at the table but are not contributing fully,” he adds. “That’s the group I want to talk to. ... I want to show them what they need to do to have an impact.”As a start, Ulrich recommends HR professionals consider initiating three conversations. “One is with your business leaders. Review the competencies with them and ask them if you’re doing them. Next, pose the same questions to your HR team. Then, ask yourself whether you really know the business or if you’re glossing on the surface.” Finally, set your priorities. “Our data say: ‘Get working on that Credible Activist!’ ”Robert J. Grossman, a contributing editor of HR Magazine, is a lawyer and a professor of management studies at Marist College in Poughkeepsie, N.Y.from：Robert J. Grossman , HR Magazine, 2007,06译文：人力资源管理的新型胜任力如何在人力资源管理领域取得更大成功？需要怎样的专业知识和技能？从1988年开始，密歇根大学的商业管理教授Dave Ulrich先生和他的助手们就开始研究这个课题。
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。
For example。
HRMS can help with recruitment。
training。
performance management。
XXX.Once the planning stage is complete。
businesses XXX This includes automating tasks such as employee data management。
benefits n。
XXX employees。
providing them with access toimportant n such as company policies。
人力资源管理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。
人力资源管理文献翻译
百度文库- 好好学习，天天向上单位代码学号分类号密级文献翻译院（系）名称专业名称学生姓名指导教师2012年3月30日Human Resource ManagementHuman resources in corporate governance, not only has the human resources planning and strategic leader in the implementation of corporate strategic planning and overall development objectives of the course also has a vital role in this. At present, an increasing number of SMEs in the development of human resources planning is there are a lot of confusion and helplessness.Conditions in the knowledge-based economy, human resources of small and medium enterprises have a vital role in development. More and more small and medium-sized owners, corporate governance has become accustomed to the level of human resources management on the importance of enterprise development, but for the development of human resources planning is always there are a lot of confusion and helplessness."Human resource planning is very simple, not that more recruitment, remuneration, such as content, and sometimes combined with some training things.", "CEOs are still racking their brains set strategy, how can I make a planning", "human resource planning has not done very much sense, does not change plans quickly, the end of the day can be honored only 20% -30%. " HR is more than many small and medium enterprises are the views of human resources planning. So, how small and medium enterprises have no need for human resource planning? How can we work out a scientific human resource planning? First of all, let us take a look at the implementation of small and medium-sized effect of human resource planning is not ideal because:Human resource planning is not fully familiar withDo a good job in human resources management are the trilogy: a clear strategic planning - human resources planning - human resources management system and specific implementation plan. Corporate strategic objectives of the overall development of human resources planning determines the content, and these contents for the establishment of humanresources management system, develop specific plans to add staff, the use of plans, personnel and promotion plan to succeed, education and training plan, assessment and incentive plan, labor relations, retirement plan termination to provide the direction and in accordance with the guidelines. A broad sense of human resource planning includes all of these specific content, and not merely "just more of recruitment, remuneration, such as content, sometimes coupled with the training point of things."Human resource planning is the development of strategic planning an important component of the enterprise but also the human resources management of the foundation and basis. And the management of small and medium-sized and HR are not fully aware of precisely this point, so that the specific process of the formulation and implementation of a lack of sufficient attention, at all levels of department heads and line managers can not effectively cope with.The strategic objectives of the company is not clearHuman Resources Department must be combined with the implementation of corporate strategy to human resources support and guarantees. In human resources development and governance activities, strategic objectives should be to the strategic guidance of human resources policies to ensure the accuracy and effectiveness. Therefore, human resource planning is a prerequisite for enterprise development and corporate strategy clear first, and then can be decomposed into human resources, then demand will have plans, recruitment plans, payroll and other welfare plan with matching. And small and medium-sized general lack of a clear development strategy, particularly in the rapid expansion phase, is often involved in different business areas, including in many emerging industries. These new industries in R & D, marketing, management, and service all aspects of the experience does not mature for reference, especially to open up some new projects, setting a quota of work posts and not as mature as traditional business. Therefore, in human resources managementcan not have a clear plan, can only go one step further and look forward.Changes in the external environment company too fast, not planningChanges in the development of the market very quickly, and with the market despite changes in the industry to make plans, to reach a rate of year-end target of 20% -30%, however. If an IT company is a regional association in one of the major agents. In the beginning of the year, the company's Human Resources Department in accordance with the company's annual development strategy this year to develop the company's human resources planning. But in the New Year began less than three months, the Lenovo Group's own strategy, and the significant changes in organizational structure. So the supply chain as a part of the IT companies need to be adjusted throughout the company's human resources planning, in accordance with the requirements of a new company set up with the establishment, re-enact a series of related training programs. In fact, the external political, economic, legal, technical, cultural and other factors has been a series of dynamic changes, will cause a corresponding strategic objectives of the enterprise constantly changing, which in turn may lead to subsequent changes in human resource planning .Lack of human resources planning and personnel expertiseAt present, although many small and medium-sized set up a Human Resources Department, but the functions of the departments responsible in the exercise, the prevalence of some problems, mainly reflected in: first, the overall quality is not high, very few professionals, lack of expertise reserves, lack of professional skills ; Second, the lack of vocational training system; third, who was born and raised a number of human resources work, do not have good training, no formal influence of large corporations, low vision. Human resources are a very unique work; personal qualities understand the requirements and have a high learning ability. Of these factors, there are many rather than through the process of formal education available. An outstanding work of human resources does not depend oncertification by the theory of culture is not, and need is the work of its deep experience and a keen insight into the community. Otherwise, continue to rely solely on the principle of data processing technology or the training of human resources to create works in the same paper. In view of human resource development and governance are to penetrate the realities of small and medium-sized, with the various enterprises are familiar with the work of human resources and increasing practice, human resource planning will be in the development of enterprises play a powerful role in promoting.Human resources planning are to organize the protection of sustainable development, the importance of seeking development and growth, particularly in the small and medium enterprises. And whether the development and effective implementation of human resources planning does not depend on the size of the company, the most critical is based on the company's development strategy and operating characteristics of the development of suitable management policies. Most of the current characteristics and the operation of these enterprises are facing the problem of work, we propose the following recommendations: Clear core of human resourcesThe starting point for human resources planning is to clearly define the company's core competitive advantages, that is, the business environment in the enterprise, he is the survival value? His resources to maintain a competitive advantage for that? Take in order to maintain its competitive edge to find the real core of human resources. The core of human resources is to determine the survival and development of enterprise key factors, the need for incentives, education and training, design an appropriate career plan, and continuously to ensure that the recruitment of the core group of human resources capacity expansion, quality improvement, and long-term presence in the enterprise.Flexibility to develop forward-looking human resources planningThe so-called flexibility of human resource planning, is based on the core competitiveness of enterprises, re-evaluation and planning of human resources in enterprises, and form a general combination of human resources in order to ensure that the needs of enterprise's core competitive advantage of the conditions to meet the demands arising from the external business environment caused by temporary changes in human needs. In particular, in the assessment of the existing stock of human resources and define their core human resources on the basis of preparatory support the development of manpower planning and training programs accordingly, and its goal is the production or service enterprises are facing capacity expansion of opportunities, as soon as possible, with middle-level officers at the core support staff to enhance the organizations ability to respond.With the advent of the era of knowledge economy, Sees are facing a growing business environment can not guess, is filled with variables and business opportunities. Human resources planning must adapt to the needs of enterprise governance, maintaining a certain degree of flexibility in order to avoid the transfer of the business strategy of human resources when rigid, dysfunctional and hinder the development of enterprises. At the same time to further strengthen the human resource planning human resource management activities of the forward-looking, functional direction and predictability.The establishment of three-dimensional model of human resource managementPractical human resources planning must be based on internal communication, the basis of mutual cooperation. According to human resources management of small and medium-sized features, the creation of a layer in the decision-making, first-line managers and human resources management in collaboration between the scientific divisions of the three-dimensional model of governance, human resources will contribute to the formulation of strategic planning and implementation.Three-dimensional model, is defined as decision-making, human resource managementdepartments, first-line manager is responsible for the scientific division of labor and human resources management of the business, and the corresponding collaboration. In general, the decision-making level responsible for strategic planning and human resources to support the Human Resources Department, line manager, human resources work; human resources management department is responsible for job analysis, job evaluation and other infrastructure services, and to assist front-line managers do a good job in the core business and to help decision-making to do a good job of human resources strategic planning; first-line managers responsible for management of human resources in the core business in the key link to hold, and to assist Human Resources Department to do a good job analysis and job evaluation of posts and other infrastructure, as well as to assist decision-making to do a good job of human resources strategic planning .人力资源管理在企业的人力资源治理中，人力资源规划不仅具有先导性和战略性，在实施企业总体发展战略规划和目标的过程中也具有举足轻重的作用。
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)原文：The Strategic Role of Human Resource ManagementTyson,S1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first reviewwhat managers do. Most experts agree that there are five basic functionsall managers perform' planning, organizing, staffing, leading, andcontrolling. 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 andprocedures; developing plans and forecasting—predicting or projectingsome future occurrence.Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channelsof authority and communication; coordinating the work of subordinates.Staffing: Deciding what type of people should be hired; recruitingprospective employees; selecting employees; setting performancestandards; compensating employees; evaluating performance; counselingemployees; 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 are going 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 thepractices and policies you need to carry out the people or personnelaspects of your management job. These include:Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees )Providing incentives and benefitsAppraising 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 youdon't want to make while managing. For example, you don't want:To hire the wrong person for the jobTo experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have your company taken to court because of your discriminatory actions To have your company cited under federal occupational safety laws for unsafe practicesTo have some of your employees think their salaries are unfair and inequitable relative to others in the organizationTo allow a lack of training to undermine your department's effectiveness To commit any unfair labor practicesCarefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results —through others. Remember that you could do everything else right as a manager — lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls — but still fail as a manager by hiring the wrong 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 people for 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:"For many years it has been said that capital is the bottleneck for a developing industry. I don't think this any longer holds true. I think it'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.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 "line" managers' human resource 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 line authority 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 themImproving the job performance of each personGaining creative cooperation and developing smooth working relationships Interpreting the company s policies and proceduresControlling 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. Indoing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function by directing 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 exerts line 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' "suggestions" are often viewed as "orders from topside". This implied 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 "the right arm of the top executive 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 "bread and butter" of the HR manager's job. For example, HR assists in 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 "innovator" role by 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 the qualifications 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 tothe supervisor (line manager), who interviews and selects the ones he or she wants.In summary, HR management is an integral part of every manager's job. Whether you're a first-line supervisor, middle manager, or president, whether you're a production manager, sales manager, office manager, hospital administrator, county manager (or HR manager), getting results through people is the name of the game. And to do this, you'll need a good working knowledge of the human resource/personnel concepts and techniques in this book.4. Tomorrow's HRTrends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the playing field on which firms must compete. In particular, they have dramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technological change.In the companies that have successfully responded to these challenges, new modes of organizing and managing have emerged.For example:The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications.There is a corresponding de-emphasis on "sticking to the chain of command" to get decisions made. At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today's organization should put the customer on top and emphasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower its front-line employees—the front desk clerks at the hotel, the cabin attendants on the Delta plane, and the assemblers at Saturn. In other words, employees need the authority to respond quickly to the customer's needs. The main purpose of managers in this "upside down" organization is to serve the front-line employees, to see that they have what they need to do their jobs —and thus to serve the customers.Flatter organizations are the norm. Instead of the pyramid-shaped organization with its seven to ten or more layers of management, flat organizations with just three or four levels will prevail. Many companies(including AT&T and General Electric) have already cut the management layers from a dozen to six or fewer. As the remaining managers have more people reporting to them, they will be less able to meddle in the work of their subordinates.Work itself—on the factory floor, in the office, even in the hotel —is increasingly organized around teams and processes rather than specialized functions. On the plant floor, a worker will not just have the job of installing the same door handle over and over again. He or she will belong to a multifunction team, one that manages its own budget and controls the quality of own work.The bases of power are changing. "In the new organization, " says management theorist Rosabeth Moss Kanter, "position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, on figuring out whose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power." Managers will not "manage". Yesterday's manager knew that the president and owners of the firm gave him or her authority to command and control subordinates. Today most managers realize that reliance on formal authority is increasingly a thing of the past. Peter Drucker says that managers have to learn to manage ip situations where they do not have command authority, where " you are neither controlled nor controlling".Yesterday's manager thinks of himself or herself as a "manager" or "boss"; the new manager increasingly thinks of himself or herself as a "sponsor", "team leader", or "internal consultant". Managers today must build commitment Building adaptive, customer-responsive organizations means that eliciting employee’s commitment and self-control is more important than it has ever been. GE's Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited about their jobs. You can't afford to have anyone walk through a gate of a factory or into an office who is not giving 120%".翻译：人力资源管理的战略作用泰森，S1. 人力资源管理工作什么是人力资源管理了解人力资源管理，首先要审查管理人员。
外文翻译---人力资源管理系统
外文翻译---人力资源管理系统Human Resource Management SystemA Human Resource Management System (HRMS) is a are n that combines many human resource ns。
including benefits n。
payroll。
recruiting。
and training and development。
The systemis ___。
___.The HRMS ___ efficiently。
cing the time and effort required to manage personnel files。
The system also provides employees with self-service ns。
such as the ability to access their own personal n and benefits n.___ is a key n of an HRMS。
The system can manage employee benefits。
including health insurance。
retirement plans。
and other benefits。
The system can also track ___.Payroll management is another important n of an HRMS。
The system can manage employee payroll n。
including salary andwage n。
tax n。
and ns。
The system can also manage employee time and attendance records。
cing the time and effort required to track ___.___ is another n of an HRMS。
企业人力资源管理系统外文翻译-管理系统
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。
人力资源管理专业外文翻译----更好地管理知识型员工
人力资源管理专业外文翻译----更好地管理知识型员工一、外文原文原文一：Knowledge Workers Need Better ManagementKnowledge workers could perform much better if we only knew how to manage them, says Thomas Davenport. His suggestion: Don't treat them the all same, and measure them tactfully.They don't like to be told what to do. They enjoy more autonomy than other workers. Much of their work is invisible and hard to measure, because it goes on inside their heads or outside the office. They are a growing part of the U.S. workforce, and their skills are hard to replace.They're knowledge workers, and they are performing well below their potential because companies still don't know how to manage them, says Thomas Davenport, professor of information technology and management at Babson College, in Wellesley, Mass., and director of research for Babson's executive education program."Knowledge workers are going to be the primary force determining which economies are successful and which aren't," he says. "They are the key source of growth in most organizations. New products and services, new approaches to marketing, new business models—all these come from knowledge workers. So if you want your economy to grow, your knowledge workers had better be doing a good job."Yet after studying more than 100 companies and 600 individual knowledge workers, Davenport has come to the conclusion that the old dictum of hiring smart people and leavingthem alone isn't the best way to get the most out of knowledge workers. As he writes in his latest book, "Thinking for a Living: How to Get Better Performance and Results from Knowledge Workers" (Harvard Business School Press, July 2005), although knowledge workers "can't be managed in the traditional sense of the word, you can intervene, but you can't do it in a heavy-handed, hierarchical way."Executive Editor Allan Alter has followed Davenport's career from his days as a pioneering thinker on business process reengineering and knowledge management. He met with Davenport in his office at Babson College's School of Executive Education in order to learn how managers, and CIOs in particular, can improve the performanceof this critical segment of the workforce. An edited version of their discussion follows.CIO Insight: How do you define knowledge workers?DAVENPORT: People whose primary job is to do something with knowledge: to create it, distribute it, apply it.Most of the time they also have a high degree of education or expertise. They include anywhere from a quarter to a third of the workforce, but not everyone who uses knowledge. If you are digging ditches, you may have some knowledge on the job, but it's not the primary purpose of what you do.Are companies doing a good job of managing and improving the performance of knowledge workers?They're not. What most organizations do is HSPALTA: Hire smart people and leave them alone. We've spent a lot of effort recruiting knowledge workers and assessing how capable they might be before we hire them. But once they're hired we don't do a lot to improve their performance. Process improvement hasmostly been for other workers: transactional workers, manufacturing workers, people in call centers. All the serious approaches to improving work have largely escaped knowledge work.We let knowledge workers get away with saying there's no process to their work, that every day is different. We don't measure much of anything about knowledge work.If we don't measure knowledge work, why do you think there's room to improve knowledge worker productivity and performance?It's a pretty well-informed hunch. People improve processes all the time; they just haven't done it with knowledge-work processes as much. It's an extrapolation of the same logic in other work, that processes can be improved.Here is one number that indicates performance and productivity can be improved: IDC found that 1,000 knowledge workers can lose as much as $6 million a year just searching for nonexistent data, or repeating work that has already been done. Is it possible every knowledge worker is working to his or her potential? It's possible, but unlikely. We can get a lot better at improving their performance.Why hasn't knowledge management helped more in the effort to improve knowledge-worker performance and productivity?Knowledge management was an early attempt to intervene in knowledge work. For the most part, it wasn't particularly successful, because we didn't look closely at how knowledge workers did their work. We tried to be too broad in our focus.Most organizations simply created one big repository for all knowledge and all workers.The only way we can get people to use knowledge on the job is to understand how they do their jobs, and then figure out some way to inject knowledge into the course of their day-to-day work, not make it a separate thing you have to consult when you need knowledge.We have to be much more targeted in approaching knowledge management. We have to target a specific job. And the best way is to use technology to bake the knowledge into the job.How do we improve knowledge worker performance?There ought to be a lot more experiments. We have experiments now, but we don't measure anything, so we don't learn anything.If we say we're going to put people in cubicles to improve communication, then we ought to at least measure some subjective aspects of communication before and after. We ought to see if cubicles work well with a small group before we put a whole company into them.What is the most radical change that's needed in the management of knowledge workers?We need to start focusing much more on job-specific knowledge and information environments, at least from an IT perspective.Capital One applies some of the same experimental approaches to technology. Do their knowledge systems really work? Does it improve productivity? Does it improve communication? All the things that people talk about but never really measure.Designing these knowledge environments for knowledge workers is expensive and hard to do. But if we're serious aboutmaking knowledge workers more productive, we're going to have to focus on particular jobs and sometimes even particular individuals.There are a whole range of possibilities for differentiating knowledge workers so that we don't treat them all the same. I don't think you should use any one segmentation approach, but the one I like best is a 2-by-2 matrix that's based on how much collaboration is involved in the job, and how much expertise is involved in the job.Intel has five or six categories that differentiate knowledge workers on the basis of mobility and how aggressively they adopt technology. There are "cube captains" who don't move around much, and "nomads" who move around a lot and need portable technology. Some involve factory workers and others who don't have a lot of personal technology available.This sounds as if it's the company's job to tell knowledge workers what works. Don't knowledge workers prefer to learn from one another?Maybe. I think a good learning program for knowledge workers would combine classroom learning and learning at their workstations. What we all want is just-in-time learning, where when we have a problem we'll click on a learning program and it'll tell us how to address that problem. But it's hard to do and we're a long way from it.Knowledge workers have a lot of power, and you don't want to impose things on them they don't want to do, because they don't like to be told what to do. They may put up with it for a while, but eventually they'll look for a job that gives them the autonomy they think they deserve.Besides, managers can't easily enforce an order when worktakes place in people's heads. You have to make it easy for knowledge workers to do what you want them to do.But some organizations are starting to mandate the use of productivity tools. Historically, pharmaceutical companies have asked scientists to use electronic lab notebooks, but never made it a requirement. Hence, they had no way to ensure that lab results were collected in a similar way across the organization. Infinity Pharmaceuticals, a company in Cambridge, Mass., has made using an electronic lab notebook a condition of employment.You'd stand out if you didn't answer your electronic mail or voice mail messages today—it's semi-mandatory. We might as well make it a little more mandatory and help people use the stuff more effectively.Knowledge workers take pride in what they do, and they want to be productive.And no one likes drudgery. Most of the interventions involve getting rid of work no one likes to do anyway. Ask people, "What do you think can be done to the job?" When you redesign knowledge work processes, it's got to be much more participativethan it was in these top-down reengineering efforts. People have to see what the benefit is to them.[美]Allan E.Alter.Knowledge Workers Need Better Management.Ziff Davis CIO Insight,2005(8):P56二、翻译文章译文一：更好地管理知识型员工“假如我们只知道如何管理他们，知识工作者可以发挥得更好。
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3000字外文文献翻译
Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.人力资源管理愈来愈被重视。
人力资源管理外文文献翻译
文献信息：文献标题：Applicability of Corporate Social Responsibility to Human Resources Management: Perspective from Spain（人力资源管理的企业社会责任适用性：从西班牙的角度分析）国外作者：Fernando J. Fuentes-Garcı´a，Julia M.Nu´n˜ez-Tabales，Ricardo Veroz-Herrado´n文献节选：《Journal of Business Ethics》, 2008, 82(1):27-44字数统计：英文2393单词，13291字符；中文4396汉字外文文献：Applicability of Corporate Social Responsibility to Human Resources Management: Perspective from Spain ABSTRACT This article analyses the concept of Corporate Social Responsibility in relation to Human Resources (HR) management. Five potential tools are defined and their advantages and disadvantages are discussed. Finally, the implementation of the most advanced and powerful tool in this area is studied: the SA8000 standard.KEY WORDS: Corporate Social Responsibility, human resources, interest groups, SA8000 standard, SpainIntroduction: the growing importance of CSRAt the dawn of the third millennium, there is growing interest in the social dimension of business activities; nowadays, citizens are better informed and their values have changed; they are increasingly ecologically and socially aware and demand more from companies than just the efficient production of goods and services.Companies have responded to the new social demands of their interest groups byimplementing Corporate Social Responsibility (CSR) actions, which include all their environmental and social activities that go beyond mere economic interests and break away from the traditional image of a company that focuses solely on generating value for its shareholders.Porter and Kramer (2003) believe there is a space where the interests of pure philanthropy and pure business can converge and create both social and economic benefits. In short, CSR can give companies a competitive edge, a strategy that leading companies are already implementing.The development of CSR is the result of changes in the developed world’s core values (greater concern for environmental deterioration, discriminatory working practices, respect for human rights, etc.) and is linked to three key factors (Nieto and Ferna´ndez, 2004):•Increased regulation: Regulations have been drawn up by very diverse international organizations (UN, OECD, EU...) and governmental sources, requiring all economic agents to respect certain guidelines that work for the good of society in general.•Pressure from consumer markets: Consumer markets are now gradually changing and a growing number of consumers are making responsible purchases, choosing organic products or those produced in accordance with CSR criteria (fair trade, limited use of non-renewable resources, fair working conditions, etc.).•Pressure from the financial market: The pressure from the financial market is the most recent change. In money markets, a growing number of investors are looking for SRI (socially responsible investment), which refers to funds and companies that develop good CSR practices. Certain studies indicate that investors are not solely moved by altruistic values since there is a positive correlation between social and financial performance (it seems that companies with more developed CSR policies and activities have fewer sanctions, greater quality management, better reputations and are able to recruit and retain the best staff).Reasons that drive companies to adopt CSR criteriaThere are two basic reasons that have led companies to adopt CSR criteria:–On the one hand, greater social awareness on a global scale. Public opinion is increasingly critical of the negative effects of globalization and over the last few years many associations and initiatives have been springing up through nongovernmental organizations, foundations and standards agencies to tackle this issue.–On the other hand, companies themselves are divulging the advantages offered by CSR not only as a defensive strategy that protects them against possible charges and lawsuits, but also as an offensive strategy to create value. This is consequence of the increasing impact of social criteria in consumers’purchasing decisions, as revealed in a recent CSR study in Europe.In general, consumers are not willing to buy products or services from companies that engage in unethical behaviour. Faced with growing competition and the increased transparency of information, companies feel obliged to adopt CSR practices.Even though companies do not usually publicize the specific reasons that have led them to adopt CSR criteria, the European Commission has put together a list of motives, suggested by the companies themselves:–Business ethics.–The personal commitment of the company’s directors.–Improve competitiveness.–Strengthen the company’s image.–Prevent negative publicity, lawsuits or campaigns against the company.–Increase customer loyalty.–Stand out from the competition.–Improve human resources management.–Strengthen the loyalty of management staff.–Attract new employees.–Improve adaptation to change.–Cost reduction.–Tax breaks.CSR and HR managementCSR encompasses a wide range of practices, from respect for the environment to the elimination of discrimination and abuse in the work place.One of the basic aspects of CSR, which is increasingly gaining importance, is the fact that it is also implemented within the company itself, specifically in the area of human resources. Here, CSR spans a wide range of concepts and can vary between the minimum requirements of respecting the workers’basic human rights and the implementation of policies that help employees achieve a work/life balance.These practices can be classified into four main areas:–The recognition of and respect for basic human and workers rights established by the various international bodies.–Adoption of the measures proposed in the European Commission’s Green Book aimed at improving quality of work, such as continuous learning, a better work/life balance, job stability, etc.–Actions in the area of outsourcing, which affect contractors, sub-contractors and suppliers.–Actions related to changes deriving from company restructuring operations, owing to the social consequences of such operations.The following classification can be used to rank companies according to theirCSR activities in this area:–Level zero: these companies do not even comply with legal requirements or respect the basic human rights established by the various international organizations.–Level one: these companies carry out certain social activities, although they make no modifications of their management and therefore they cannot be considered CSR actions.–Level two: these companies implement a reactive strategy in terms of risk prevention by adopting formal initiatives which do not imply a significant change in their management.–Level three: these companies adopt an active approach, integrating CSR criteria into their management.CSR compliance and communication alternatives in HR managementAs mentioned previously, production activities are increasingly being relocated to areas where costs are lower and the authorities are more permissive regarding certain abusive practices. But globalization has also meant that the media publish more information about the activities of companies and any possible abuses.Many people are not willing to purchase products from companies that do not respect the human rights of their workers or employ children in factories located in other parts of the world, even if that same company does not carry out these practices in Europe. Faced with increasingly aware public opinion about the abuses of multinational companies, said companies are expected not only to be honest and honourable, but in particular to appear to be so (much like Caesar’s wife).Large companies suffer from a profound (and often unfair) assumption of guilt that leads them to look for alternatives to strengthen and clean up their corporate image in the eyes of society. The main routes currently used to tackle CSR obligations are:–lists of socially responsible companies;–sustainability indexes;–the establishment of codes of conduct;–the support or ratification of international declarations/standards;–Social reports that seek to increase transparency in human resources management;–certificates guaranteeing that certain human resources ethical management standards are being enforced, accreditations of compliance similar to traditional quality or environmental certificates (such as ISO 9000 or 14000).Sustainability indexesCompanies must prove that they carry out certain CSR activities defined by the index provider in order to gain such accreditation.The two indexes that have had the greatest media impact are the Dow Jones Sustainability Index (DJSI Word) and the FTSE4GooD, launched by the two reputable index providers, Dow Jones and FTSE (Financial Times Stock Exchange), respectively.The Dow Jones Sustainability Index (DJSI Word) aims to provide guidance for investors who are concerned about sustainable development and social practices.7 It uses the following social criteria:–corporate citizenship–commitment to interest groups–working practices–development of human capital–organizational learning–social information–attraction and retention of qualified workers–standards for suppliers–specific criteria for each industryThe SA8000 standardOrigin and contentThe SA8000 standard was drafted in 1997 in the United States, with the aim of improving labour conditions on a global scale. It was drawn up by a group of experts brought together by the Council on Economic Priorities Accreditation Agency, CEPAA, including individuals from organizations that represented several interested parties (trade unions, manufacturers, retailers, academic institutions, NGOs, and consultancy firms and certification companies). In 1998, the Social Accountability International (SAI) organization was set up to direct the implementation of the SA8000 standard.Although it is still a little too early for interest groups to know enough about this standard and therefore demand that companies adopt it, standards like this will undoubtedly be imposed and become widespread in organizations just as quality standards have, and hopefully just as quickly.The following elements are involved in the SA8000 certification process:•an active subject, a certifier, to carry out external verification. The active subject must have expert knowledge about the standard and also gain in-depth knowledge about the company being analysed.•a passive subject, the organization, which can be a business organization or not, and which uses a workforce, either directly or indirectly (through outsourcing) and wishes to obtain the SA8000 certificate.•Another fundamental requirement is that the expert must base his or her work on proof that reveals sufficient evidence. A company cannot be reviewed from a distance without in-depth knowledge of the tasks being judged.•A document must be issued that provides a summary of the expert’s opinion,and the expert is responsible for this document. If the certificate is awarded, it has a certain validity timeframe. When this period expires, the company must be reviewed again.•The report is aimed at parties that are interested in knowing whether the company complies with the requirements of the SA8000 standard (these parties are the company’s customers, owners, employees, authorities, governments, etc.) The SA8000 standard indicates three ways in which it can be used:•firstly, as a useful reference for internal audits carried out by the organization itself;•secondly, when the company is audited by another affiliated company (customer, parent company...) in order to verify compliance with the requirements of a standard chosen by the affiliated company; for example a clothing retail outlet might audit the companies that manufacture the garments supplied in relation to the requirements of the SA8000 standard;•thirdly, when the company is audited by an external independent organization that is not a direct customer or supplier, the audit will be carried out by a certification body, a specialist financial audit company, or an NGO, as long as said body is authorized by CEPAA to perform such audits.The advantages and beneficiaries of this standardThe establishment and generalization of standards such as the SA8000 have undeniable advantages not only for workers but also for companies, and certain benefits even reach the consumers.Firstly, workers in emerging countries benefit because their working conditions and wages improve significantly and their circumstances become more dignified. Workers in industrialized countries from the First World would also benefit since standards would dissuade businesses from relocating to other countries (even though this phenomenon is probably inescapable, at least it would be slowed down or certain less labour intensive industries would be saved).The companies also obtain advantages; although a priori they would experience a certain increase in costs, the generalization of standards would make it difficult to carry out social dumping and would be an obstacle to disloyal competition based on unfair and undignified working conditions. Companies would also benefit from other advantages: if standards raise salaries to more dignified levels, the workers will have increased purchasing power, which could enable solvent demand to increase in Third World countries. Of course, organizations that implement this standard also improve their ability to attract the best work force and keep them motivated, and would also increase their sales as a result of their improved image.Finally, there are also benefits for the customers, who would be buying slightly more expensive products but produced with greater transparency and probably much better quality since they would be manufactured in better conditions and by more motivated and satisfied staff .Limitations to the development of the standardNieto and Ferna´ndez (2004) debate whether CSR practices, including standards such as the SA8000, might just be another management fashion,11 with a cycle of growth/saturation, then decline and disappearance just like many other business practices. However, they believe that the positive image conveyed by CSR to the company’s interest groups justifies the long term use of these practices.The implementation of HR management conduct standards comes up against several hurdles: the general lack of awareness about the standards, the lack of certifying companies, cost and control:•Firstly, HR management standards are still not widely known about (not even the SA8000 standard), hence companies not only have to work to adapt their practices to the requirements but also to inform their customers and society of the advantages and commitments of said standard.•Secondly, there are still very few companies that are willing to carry out the required reviews thoroughly and with the right levels of quality. This activity requiresa high degree of specialization and a great deal of work to verify the application of the standards.•The third obstacle is the cost of implementation and the fees charged by accreditation companies. To cap it all, this accreditation must be renewed periodically, therefore the process is very expensive for companies that operate on several continents and even greater for those in which production processes are less integrated.•It is also difficult to control the work carried out by consultancy firms. The fact that the reviewed company pays for the work might influence the opinion of the auditors. Clearly, there is a danger that monitors carry out this task under pressure and unscrupulous consultancy firms could go into the profitable business of ‘‘selling’’certificates that guarantee good practice in human resources without having researched the company thoroughly and conscientiously.中文译文：人力资源管理的企业社会责任适用性：从西班牙的角度分析摘要这篇文章分析了与人力资源管理（HR）有关的企业社会责任概念。
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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外文文献翻译人力资源管理信息系统研究
员工管理
译文
本文对人力资源管理信息系统（HRMIS）的文献进行了综述。
综述涵盖了与组织中HRMIS的设计、实施和使用相关的一系列问题。
文章首先概述了HRMIS的概念及其在现代工作场所中的重要性。
然后探讨了各种类型的HRMIS，包括用于招聘、绩效管理和员工发展的HRMIS。
文章还研究了设计和实施HRMIS所面临的挑战，如数据安全和隐私问题，以及有效的变革管理策略的必要性。
最后，文章总结了HRMIS对组织及其员工的潜在好处，包括提高效率、更好的决策和增加员工参与度。
In n。
___ effective human resource management。
By utilizing the system。
enterprises can achieve detailed personnel records。
electronic management of employee n。
and ___ of human resources is essential for the survival and development of enterprises。
and the HRMIS can help ___.
As the ___ and n increases。
___。
it ___ for each employee。
companies ___ stronger skills。
they can find the right candidate from the talent file。
This not only maximizes the use of employee talents but also avoids the need for recruitment。
which saves a lot
of manpower and material resources。
Therefore。
the n of a human resource management system to record all kinds of ___.
Research Status:
Several enterprises and units have taken a leading n in the n of human resource management n systems。
These ns possess advanced equipment。
management ideas。
___ using advanced management n systems。
which not only greatly promote
management but also enhance n and create benefits。
As a result。
the study and n of management n systems have ___。
allowing these enterprises and units to stay ahead of their competitors.
However。
with the emergence of ERP and the rapid development of human resource management。
new ___ result。
nearly all major companies in the United States have built a human resource management system based on the web。
nally。
commercial are such as AnyManpower and I-HRMS system have ___.
In n。
it is essential to keep up with the upgrades ___ management should also be given due importance to avoid problems in the n of the system.
In n。
the success of a management n system and staff management system in an enterprise depends on us factors。
including the system's performance。
user understanding。
and training。
It ___。
___ in the design process。
and regularly update the system to ___.
The staff management unit is responsible for managing employee n such as basic details。
updates。
ns。
and ns。
___ and recording it into the database。
In case of any ns。
the employee records are located first。
and then the corresponding properties are modified。
The updated entity classes are then deposited in the database。
If there is a need to query employee n。
the system returns an entity class object that conforms to the query ns and displays it on the page。
In case of ___ employee n。
the ___ first and then deleted。
The database will then delete the ___.
Lethair Enterprise's human resource management system serves a critical purpose: to assess the basic abilities of each
employee and determine how they can best contribute to the company's success。
By establishing individualized working platforms for each employee。
the system aims to maximize their potential。
One effective way to ___ to work hard is through ___。
the n management module is a crucial component of the human resource management system。
It is closely connected to other modules such as employee management and attendance management。
making its design ___.
本文介绍了人力资源管理信息系统中的绩效评估模块和培训管理模块。
绩效评估模块根据不同的权限分配职责，可以分为普通员工和被评估者两类。
普通员工无法进入该模块，只能在个人信息中看到当月的评估结果。
被评估者通过该模块来检查普通员工的绩效。
培训管理主要包括培训计划的制定、培训资源的管理和培训效果的评估。
针对不同的员工和不同的培训计划特点和缺陷，培训方案也会有所不同。
在培训结束后，员工会评估培训过程并提出意见，及时反馈给管理人员，管理人员会根据反馈信息及时修改和更新培训资源。
总之，人力资源管理信息系统是企业实现人力资源管理信息化的重要手段，它能够帮助企业实现更佳的经济效益，充分利用人力资本，发挥人力资源的最佳效用。
因此，企业应该注重人力资源管理信息系统的设计和实施，以实现企业的长期发展。