人力资源管理系统毕业设计(论文)外文资料翻译(学生用)

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人力资源管理系统毕业论文

人力资源管理系统毕业论文

人力资源管理系统毕业论文人力资源管理系统毕业论文随着信息技术的快速发展,人力资源管理系统在企业中的应用越来越广泛。

本文将探讨人力资源管理系统对企业的意义和影响,以及其在招聘、培训、绩效评估和员工福利等方面的应用。

一、人力资源管理系统的意义和影响人力资源管理系统是企业管理中的重要组成部分,它通过集成和自动化各项人力资源管理活动,提高了企业的管理效率和决策能力。

首先,人力资源管理系统能够帮助企业实现信息的集中管理和共享,提高了信息的准确性和及时性。

其次,人力资源管理系统能够提供全面的数据分析和报告功能,帮助企业管理层做出科学决策。

最后,人力资源管理系统能够提供员工自助服务功能,减少了人力资源部门的工作量,提高了员工满意度。

二、人力资源管理系统在招聘方面的应用招聘是企业人力资源管理的重要环节,人力资源管理系统能够帮助企业实现招聘流程的自动化和信息的集中管理。

首先,人力资源管理系统能够通过在线招聘平台发布招聘信息,吸引更多的优秀人才。

其次,人力资源管理系统能够实现简历筛选和自动化面试,提高了招聘效率和准确性。

最后,人力资源管理系统能够提供招聘数据的分析和报告功能,帮助企业管理层了解招聘情况,优化招聘策略。

三、人力资源管理系统在培训方面的应用培训是企业提高员工能力和素质的重要手段,人力资源管理系统能够帮助企业实现培训计划的制定和培训资源的管理。

首先,人力资源管理系统能够根据员工的能力和需求制定个性化的培训计划,提高了培训的针对性和效果。

其次,人力资源管理系统能够提供在线培训和学习平台,方便员工随时随地进行学习。

最后,人力资源管理系统能够对培训效果进行评估和反馈,帮助企业不断改进培训方案。

四、人力资源管理系统在绩效评估方面的应用绩效评估是企业管理中的重要环节,人力资源管理系统能够帮助企业实现绩效评估的标准化和自动化。

首先,人力资源管理系统能够根据企业设定的绩效指标和评估标准进行绩效评估,减少了主观因素的干扰。

人力资源管理系统_毕业设计论文

人力资源管理系统_毕业设计论文

人力资源管理系统_毕业设计论文标题:基于人力资源管理系统的设计与实现,以公司为例摘要:随着信息技术的快速发展,人力资源管理系统作为一种有效的管理工具在企业中得到广泛的应用。

本毕业设计论文以公司为例,详细分析了目前该公司的人力资源管理情况,并在此基础上设计并实现了一套符合该公司需求的人力资源管理系统。

通过系统的使用,旨在提高该公司的人力资源管理效率,加强人力资源的培养和发展,提升员工的工作满意度和全面素质。

本论文主要分为系统需求分析、系统设计、系统实现和系统测试四个部分,每个部分都有详细的说明和具体的操作流程。

本设计论文的实践部分已经成功应用于该公司,验证了系统的可行性和有效性。

关键词:人力资源管理系统;需求分析;系统设计;系统实现;系统测试第一章引言1.1背景随着经济全球化的不断深入,企业间的竞争愈加激烈,人力资源的合理管理成为提升企业竞争力的重要途径。

传统的人力资源管理方式已经无法适应现代企业的需求,为了提高人力资源管理的效率和精度,许多企业开始引入人力资源管理系统。

1.2目的和意义本设计论文的目的是通过设计和实现一套符合公司需求的人力资源管理系统,提高公司人力资源管理的效率和精度。

通过对系统使用情况的调研和数据分析,可以指导公司进行合理的人事决策,提升员工的工作满意度,推动公司的可持续发展。

第二章系统需求分析2.1人力资源管理流程分析2.1.1招聘流程分析2.1.2员工培训流程分析2.1.3绩效管理流程分析2.1.4薪酬管理流程分析2.2需求分析2.2.1功能需求分析2.2.2性能需求分析2.2.3安全需求分析第三章系统设计3.1系统总体设计3.1.1系统架构设计3.1.2数据库设计3.1.3界面设计3.2招聘模块设计3.2.1人才库管理功能设计3.2.2岗位发布功能设计3.2.3简历筛选功能设计3.3培训模块设计3.3.1培训计划管理功能设计3.3.2培训成果评估功能设计3.3.3培训记录查询功能设计3.4绩效管理模块设计3.4.1绩效目标设定功能设计3.4.2绩效考核功能设计3.4.3绩效报告生成功能设计3.5薪酬管理模块设计3.5.1基本工资管理功能设计3.5.2绩效工资管理功能设计3.5.3薪酬查询功能设计第四章系统实现4.1开发环境和工具选择4.2招聘模块实现4.3培训模块实现4.4绩效管理模块实现4.5薪酬管理模块实现第五章系统测试5.1单元测试5.2集成测试5.3系统测试第六章结论与展望6.1设计成果总结6.2存在问题和不足6.3下一步工作展望。

人力资源管理系统的设计与实现毕业设计论文

人力资源管理系统的设计与实现毕业设计论文

人力资源管理系统的设计与实现human resources management system design andimplementation摘要现如今在知识经济飞速发展和信息技术的日新月异的时代,现代企业要实现利润最大化, 扩展企业人力资本, 充分调动员工积极性就必须更新观念, 实现更具有高效、先进的人力资源管理系统。

本文主要针对企业人力资源管理的需求,设计出一个基于C/S架构的企业人力资源管理系统。

阐述了企业人力资源系统的具体实现过程以及开发过程中所用到的技术与框架。

本系统是对于天津易遨科技人力资源管理系统进行了全方位的需求分析进行设计实现的。

主要包括:系统操作模块;人事档案模块;人事管理模块;日常管理及帮助;采用Visual Studio 2005;并基于SQL Server2005为系统的开发环境。

使用Visual C++作为开发语言。

关键词:C/S模式;人力资源;数据库;C++ABSTRACTToday in the rapid development of knowledge economy and information technology of the ever-changing era, the modern enterprise to realize the profit maximization, the extended enterprise human capital, and fully arouse the enthusiasm of staff must renew the idea, implementation is more efficient and advanced human resource management system.This article mainly aims at the demand of the enterprise human resources management, design a based on C/S architecture of enterprise human resources management system. This paper expounds the concrete implementation process and development of the enterprise human resources system used in the process of technology and the framework.This system is easy for tianjin ao, science and technology human resources management system for the needs of all-round analysis to carry on the design. Mainly includes: system operation module; Personnel file module; The personnel management module; Daily management and help; Use Visual Studio 2005; And based on SQL Server2005 for system development environment. Use Visual c + + as development language.Keywords: C/S; human resources; database; C++目录第一章绪论 (1)1.1 研究课题的目的与背景 (1)1.2 人力资源管理的内容和目标 (1)1.3 研究课题的意义 (2)第二章系统分析 (1)2.1 可行性研究 (1)2.1.1技术可行性 (1)2.1.2社会可行性 (1)2.1.3开发环境分析 (1)2.1.4系统性能需求分析 (2)2.2 开发环境介绍 (2)2.2.1 Visual studio C++ 6.0介绍 (2)2.2.2 SQL SERVER相关的技术介绍 (2)第三章系统结构与功能分析 (1)3.1系统结构 (1)3.2系统功能模块划分................................. 错误!未定义书签。

人力资源管理系统毕业设计

人力资源管理系统毕业设计

人力资源管理系统毕业设计人力资源管理系统毕业设计1. 概述人力资源管理系统是一种帮助企业进行员工数据管理、招聘与员工发展、绩效管理、薪资管理等工作的软件系统。

它通过整合企业内各个部门的人力资源信息,并提供自动化、集中化的管理功能,能够极大地提高企业的人力资源管理效率和精准度。

2. 人力资源管理系统的意义在现代企业中,人力资源是非常宝贵和重要的资产。

而一个高效的人力资源管理系统可以帮助企业更好地管理和发展人力资源,实现人力资源的战略目标。

它可以帮助企业进行员工档案管理、薪酬与绩效管理、培训与发展管理以及绩效考核等一系列工作,从而为企业提供准确的人力资源数据支持和关键决策参考。

3. 人力资源管理系统的功能(1)员工档案管理:人力资源管理系统可以帮助企业进行员工个人信息、入职、离职等基本档案的管理,确保员工信息的准确性和安全性。

(2)招聘与员工发展管理:系统可以支持企业进行招聘流程管理,包括招聘需求发布、求职者筛选、面试安排等工作。

同时也可以进行员工的培训与发展管理,包括培训计划制定、培训资源管理、培训结果评估等。

(3)绩效管理:通过人力资源管理系统,企业可以实现员工的绩效目标设定、绩效考核和绩效结果分析,从而对员工的绩效进行科学评估与管理。

(4)薪资管理:系统可以帮助企业进行薪资标准制定、薪酬报酬设计、薪资核算和薪资调整等工作,确保薪资管理的公平、公正和合理。

(5)人力资源统计与分析:通过系统可以进行人力资源统计与分析,包括员工离职率、员工满意度、人力成本和人才储备等指标的分析,为企业提供决策依据。

4. 开发一个人力资源管理系统的步骤(1)需求分析:首先需要明确企业的人力资源管理需求,并进行详细的需求分析。

包括确定系统的功能模块、数据存储需求和界面设计等。

(2)系统设计:根据需求分析的结果,进行系统的整体设计和架构设计。

包括确定系统的模块划分、数据流程和系统安全等。

(3)开发与测试:根据系统设计,进行系统的具体开发和编程工作,并进行系统的测试和调试,确保系统的功能和稳定性。

人力资源管理系统毕业设计论文

人力资源管理系统毕业设计论文

人力资源管理系统毕业设计论文题目:人力资源管理系统设计与实施摘要:本文基于人力资源管理系统开发与实施的需求,通过调查研究和案例分析的方式,对人力资源管理系统的设计与实施进行论述。

首先,介绍了人力资源管理系统的背景和意义。

其次,分析了人力资源管理系统设计的要点和流程。

最后,通过实例介绍了人力资源管理系统的实施过程,并总结了实施中的经验与教训。

本文旨在为人力资源管理系统的设计与实施提供一定的参考和指导。

关键词:人力资源管理系统、毕业设计、论文、设计要点、实施过程一、引言随着信息技术的不断发展,越来越多的企业开始使用人力资源管理系统来有效管理和优化人力资源。

人力资源管理系统通过电脑软件对企业的人力资源进行全面管理,包括招聘、培训、绩效评估、薪酬福利等方面。

本文旨在探讨人力资源管理系统的设计与实施过程,希望能够为相关课题的毕业设计提供一些借鉴和参考。

二、人力资源管理系统的设计要点1.了解企业需求:系统的设计应根据不同企业的规模、行业以及管理需求进行个性化定制,要充分了解企业的需求和特点。

2.数据库设计:建立合理的数据库结构,确保数据的存储和检索的高效性和准确性,要注重数据的安全性。

3.界面设计:界面的设计应尽量简洁明了,便于用户操作,同时要考虑各类用户的需求,尤其是对于不熟悉电脑操作的人员要有良好的可操作性。

4.功能设置:根据企业的具体需求设置相应的功能模块,包括系统登录与权限管理、人力资源需求与招聘、员工培训与发展、薪酬福利管理、绩效评估等。

5.数据分析与决策支持:系统应提供各类数据的分析与报表生成功能,帮助企业进行数据分析和决策支持。

三、人力资源管理系统的实施过程1.需求分析:调研企业的需求,明确系统的功能和范围。

2.系统设计:根据需求分析结果进行系统设计,包括数据库设计、界面设计以及功能模块的设置等。

3.系统开发和测试:根据系统设计完成系统的开发和测试工作,确保系统的稳定性和可靠性。

4.系统上线和实施:将开发完成的系统上线并进行实施。

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

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。

毕业设计(论文)外文资料翻译(学生用)

毕业设计(论文)外文资料翻译(学生用)

毕业设计外文资料翻译学院:信息科学与工程学院专业:软件工程姓名: XXXXX学号: XXXXXXXXX外文出处: Think In Java (用外文写)附件: 1.外文资料翻译译文;2.外文原文。

附件1:外文资料翻译译文网络编程历史上的网络编程都倾向于困难、复杂,而且极易出错。

程序员必须掌握与网络有关的大量细节,有时甚至要对硬件有深刻的认识。

一般地,我们需要理解连网协议中不同的“层”(Layer)。

而且对于每个连网库,一般都包含了数量众多的函数,分别涉及信息块的连接、打包和拆包;这些块的来回运输;以及握手等等。

这是一项令人痛苦的工作。

但是,连网本身的概念并不是很难。

我们想获得位于其他地方某台机器上的信息,并把它们移到这儿;或者相反。

这与读写文件非常相似,只是文件存在于远程机器上,而且远程机器有权决定如何处理我们请求或者发送的数据。

Java最出色的一个地方就是它的“无痛苦连网”概念。

有关连网的基层细节已被尽可能地提取出去,并隐藏在JVM以及Java的本机安装系统里进行控制。

我们使用的编程模型是一个文件的模型;事实上,网络连接(一个“套接字”)已被封装到系统对象里,所以可象对其他数据流那样采用同样的方法调用。

除此以外,在我们处理另一个连网问题——同时控制多个网络连接——的时候,Java内建的多线程机制也是十分方便的。

本章将用一系列易懂的例子解释Java的连网支持。

15.1 机器的标识当然,为了分辨来自别处的一台机器,以及为了保证自己连接的是希望的那台机器,必须有一种机制能独一无二地标识出网络内的每台机器。

早期网络只解决了如何在本地网络环境中为机器提供唯一的名字。

但Java面向的是整个因特网,这要求用一种机制对来自世界各地的机器进行标识。

为达到这个目的,我们采用了IP(互联网地址)的概念。

IP以两种形式存在着:(1) 大家最熟悉的DNS(域名服务)形式。

我自己的域名是。

所以假定我在自己的域内有一台名为Opus的计算机,它的域名就可以是。

人力资源管理系统毕业设计

人力资源管理系统毕业设计

摘要随着计算机的普及和计算机科学技术的飞速发展,人们开始越来越多地利用计算机解决实际问题。

员工工资信息管理是企业信息管理的重要部分,面对大量的人事信息,采用人工处理既浪费时间、又浪费人力和物力,并且数据的准确性低。

因此,开发一个界面友好,易于操作的人力资源管理软件进行自动化处理变得十分重要,这正是本系统开发的目的和意义。

本文所阐述的人力资源管理系统,浏览器/服务器模式高效地实现了人事工资管理系统的各项功能,可进行多条件查询、更新、密码设置、工资和奖金的统计发放等功能。

提升了企业的效率和竞争力,满足了现代企业管理的需要。

该系统较完整的完成了工资管理的各种功能,它包括前台服务和后台管理两大功能模块。

在实现了不同权限用户登陆,用户的注册、查询,客户信息的查询。

本系统采用C/S结构,以C#.NET作为开发工具,SQL Server作为后台数据库,两者完美组合,开发一个人事工资管理系统,包括系统分析、数据库设计和程序实现等步骤。

关键词:人事工资管理系统;互联网;C#.NET;SQL ServerAbstractWith the proliferation of computers and computer science and technology, the rapid development of more and more people began to use computers to solve practical problems. Employee information management is an important part of enterprise information management, faced with a large number of personnel information, using manpower to tackle the waste of time, but also a waste of human and material resources, and the low accuracy of the data. Therefore, developing a user-friendly, easy to operate human resources management software to automate processing becomes important, this is the purpose of the system development and significance. Described in this paper the human resources management system, browser / server model to achieve efficient human resources management system, various functions can be multi-criteria query, update, password settings, salaries and bonuses of statistical distribution functions. L of the business efficiency and competitiveness, full of modern enterprise management needs.Design is mainly used C#.NET and SQL Server to develop a Human resources management system, including systems analysis, database design and program and other steps. The system completed a more complete customer management features, including front desk and back-office management functions of the two modules. In the realization of the rights of different users landing, the registration of users, query, the query customer information.The introduction of computer systems for customer information for information management, the companies operating in various areas throughout the implementation of the computer control, can greatly enhance the company's efficiency and enhance competitiveness of firms.Key words:Human resources management system;the Internet;C#.NET;SQL Server目录第1章绪论 (1)1.1 选题背景 (1)1.2 目的和意义 (1)1.3 系统开发环境 (2)第2章可行性分析 (3)2.1 经济可行性 (3)2.2 技术可行性 (3)2.3 法律可行性 (4)2.4 运行可行性 (4)第3章系统需求分析 (5)3.1 人事工资管理信息系统的产生和发展情况 (5)3.2 系统数据流图的创建 (5)3.3 数据字典构建 (7)3.3.1 数据项的定义 (7)3.3.2 数据流的定义 (8)3.3.3 数据处理 (12)3.3.4 数据存储的定义 (14)第4章系统设计 (16)4.1 系统模块总体设计 (16)4.2 系统功能设计 (17)4.3 业务流程图 (17)第5章数据库设计 (21)5.1 数据库需求分析 (21)5.2 概念设计 (21)5.3 逻辑设计 (24)5.4 创建数据表 (25)第6章系统实施 (28)6.1 系统运行平台设置 (28)6.2 系统主页设计 (28)6.3 人事工资管理功能设计 (30)6.3.1 人事资料查询 (30)6.3.2 人事资料录入 (31)6.3.3 人事资料删除 (34)6.3.4 人事资料修改 (34)6.4 角色管理功能设计 (34)6.5 工资查询功能设计 (35)第7章系统的测试与性能分析 (37)7.1 软件测试的意义 (37)7.2 软件测试的用例 (37)7.3 白盒测试和黑盒测试 (37)7.4 软件测试步骤 (38)7.5 本系统测试 (38)7.6 系统总结 (39)第8章结论 (40)参考文献 (41)致谢 (42)第1章绪论1.1选题背景网络化的今天,人事工资管理信息系统,使公司的人力资源协作管理模式成为可能。

{人力资源管理}人事管理系统毕业设计

{人力资源管理}人事管理系统毕业设计

{人力资源管理}人事管理系统毕业设计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。

本系统结合公司实际的人事管理制度,经过实际的需求分析,采用功能强的 VisualStudio2008 作为开发工具而开发出来的单机版人事管理系统。

整个系统从符合操作简便、界友好、灵活、实用、安全的要求出发,完成人事管理的全过程,包括新进员工加入时人事档的建立、老员工的转出、职位等的变动引起职工信息的修改、员工信息查询、统计等人事管理工作以及新进员的新增、老员工修改等管理工作。

经过实际使用证明,本文所设计的人事管理系统可以满足公司人事管理方面的需要。

关键词:VS、数据库、窗体、测试目录第一章引言 3第二章系统调研及可行性分析 5 2.1系统调研 52.2可行性分析概述 52.3技术可行性分析 6第三章系统分析 73.1系统需求分析 73.2系统目标 8第四章系统总体设计 94.1系统概述 94.2系统功能模块图 94.3模块功能介绍 104.4界面设计 11第五章详细设计 125.1系统数据库设计 125.2用户管理模块设计 165.3用户管理后台代码一八5.4人事变动模块设计 225.5人事变动后台代码 23小结 33参考文献 34第一章引言在这个信息迅速膨胀的社会,各行各业所要管理、涉及的数据信息量越来越多、越来越大。

随着当前许多的中、小型企业的发展壮大,员工的数量也在不断的增加。

随之而来的管理成本也在不断的提高。

考虑到当前大量企业的人事管理尚处于手工作业阶段,不但效率低下,还常常因为管理的不慎而出现纰漏。

因此根据部分企业提供的需求,设计此企业人事管理系统,以帮助企业达到人事管理办公自动化、节约管理成本、提高企业工作效率的目的。

国外专家学者对人事管理系统的研究起步比较早,发达国家的企业非常注重自身人事管理系统的开发。

特别是一些跨国公司,更不惜花费大量的人力和物力来开发相应的人事管理系统,通过建立一个业务流的开发性系统实现真正意义上的人事管理目标,挑选和留住最佳人才,同时不断提高这些人才的工作效益。

人力资源毕业论文参考文献外文原文翻译

人力资源毕业论文参考文献外文原文翻译

文章出处:Human Systems Management 28 (2009) 47–56DOI 10.3233/HSM-2009-0692 IOS Press纵向研究调查战略人力资源管理在法国中小企业中的应用阿卜杜勒-瓦哈卜Aït Razouk 和穆罕默德贝亚德(节选) 简介战略人力资源管理已经在近几年内取得了很大的进步,并且已经达成了广泛的共识。

影响经济的几个因素中,技术和人口的变化推动了公司重新考虑这个地方的人力资源,以及改变了他们的管理模式,特别是人力资源管理的方法。

制度约束的减弱也提高了人力资源管理的灵活做法。

传统上人力资源管理的主要功能是负责人力资源的行政管理,他们尽可能的减少成本控制。

战略人力资源管理派系不同意这种看法,他们认为人力资源是一种资源,它需要战略方法的投资。

这些措施对发展和保留能力去改善公司业绩有吸引力。

然而,如果在北美的研究学者认为战略人力资源管理在大公司是适用的,那么是欧洲的公司更具体的说是法国公司也适用吗?法国中小企业适用这种战略人力资源管理方法吗?我们要想了解这些问题必须先去了解战略人力资源管理在美国的环境。

在Heneman 等人的文章里,在美国以外的国家已经很少注意到中小企业的人力资源管理实务的研究。

这些作者断言:“用全球的观点来看其它国家可以是填充美国知识空隙的资源之一,在一种文化中适用另外一种文化需要采取保护措施”。

法国环境是这个领域的一个有趣的反例,因为它的法律和制度的制约,在一些特殊的工会,尽管在过去的十年里它们有弱化的现象。

根据这份研究,我们将试着丰富在中小企业中我们的战略人力资源管理的知识。

在研究中特别是法国的中小企业战略人力资源管理仍然没有得到很好的发展。

我们通过参与学习法国中小企业可以证明他们有能力改变是可以创造财富的。

另外,虽然在很长的时间里中小企业给人力资源管理实践一个很小的地方,近来的研究证明中小企业在人力资源管理的投资倾向越来越多并且中小企业邀请专家增强对人力资源管理的实践研究。

毕业设计(论文)外文资料翻译(学生用)

毕业设计(论文)外文资料翻译(学生用)

南京理工大学紫金学院毕业设计(论文)外文资料翻译系:计算机专业:计算机科学与技术姓名:沈俊男学号: 060601239外文出处: E. Jimenez-Ruiz,R. Berlanga. The Management(用外文写)and Integration of Biomedical[M/OL].Castellon:Spanish Ministry of Education andScience project,2004[2005-09098]./ftp/cs/papers/0609/0609144.pdf附件: 1.外文资料翻译译文;2.外文原文。

注:请将该封面与附件装订成册。

附件1:外文资料翻译译文管理和集成的生物医学知识:应用于Health-e-Child项目摘要:这个Health-e-Child项目的目的是为欧洲儿科学发展集成保健平台。

为了实现一个关于儿童健康的综合观点,一个复杂的生物医学数据、信息和知识的整合是必需的。

本体论将用于正式定义这个领域的专业知识,将塑造医学知识管理系统的基础。

文中介绍了一种对生物医学知识的垂直整合的新颖的方法。

该方法将会主要使临床医生中心化,并使定义本体碎片成为可能,连接这些碎片(语义桥接器),丰富了本体碎片(观点)。

这个策略为规格和捕获的碎片,桥接器和观点概述了初步的例子证明从医院数据库、生物医学本体、生物医学公共数据库的生物医学信息的征收。

关键词:垂直的知识集成、近似查询、本体观点、语义桥接器1.1 医学数据集成问题数据来源的集成已经在数据库社区成为传统的研究课题。

一个综合数据库系统主要的目标是允许用户均匀的访问一个分布和一个异构数据库。

数据集成的关键因素是定义一个全局性的模式,但是值得指出的是,我们必须区分三种全局模式:数据库模式、概念模式和域本体模式。

首先介绍了数据类型的信息存储、本地查询;其二,概括了这些图式采用更富有表达力的数据模型,如统一建模语言(UML)(TAMBIS和SEMEDA都遵循这个模式)。

毕业设计论文(人力资管理系统)

毕业设计论文(人力资管理系统)

1.1 系统开发背景1.1.1 人力资源管理的发展人力资源管理系统的发展历史可以追溯到20世纪60年代末期。

由于当时的计算机技术已经进入实用阶段,同时大型企业用手工来计算和发放薪资既费时费力又非常容易出差错,为了解决这个矛盾,第一代人力资源管理系统应运而生。

当时由于技术条件和需求限制,用户非常少,而且那种系统充其量也只不过是一种自动计算薪资的工具,既不包含非财务的信息,也不包含薪资的历史信息,几乎没有报表生成功能和薪资数据分析的功能。

但是,它的出现为人事的管理展示了美好的前景,即用计算机的高速度和自动化来替代手工的巨大工量,用计算机的高准确性来避免手工的错误和误差,使大规模集中处理大型企业的薪资成为可能[1]。

第二代的人力资源管理系统出现于20世纪70年代末。

由于计算机技术的飞速发展,无论是计算机的普及性,还是计算机系统工具和数据库技术的发展,都为人力资源管理系统的阶段性发展提供了可能。

第二代人力资源管理系统基本上解决了第一代系统的主要缺陷,对非财务的人事信息和薪资的历史信息都给予了考虑,其报表生成和薪资数据分析功能也都有了较大的改善。

但这一代的系统主要是由计算机专业人员开发研制的,未能系统地考虑人事的需求和理念,而且其非财务的人事信息也不够系统和全面。

人力资源管理系统的变革出现在20世纪90年代末。

由于市场竞争的需要,如何吸引和留住人才,激发人事的创造性、工作责任感和工作热情已成为关系企业兴衰的重要因素,人才已经成为企业最重要的资产之一。

“公正、公平、合理”的企业管理理念和企业管理水平的提高,使社会对人力资源管理系统有了更大的需求;同时由于个人电脑的普及,数据库技术、客户/服务器技术,特别是Internet/Intranet技术的发展,使得第三代人力资源管理系统的出现成为必然。

第三代人力资源管理系统的特点是从人事管理的角度出发,用集中的数据库将几乎所有与人事相关的数据(如薪资福利、招聘、个人职业生涯的设计、培训、职位管理、绩效管理、岗位描述、个人信息和历史资料)统一管理起来,形成了集成的信息源[2]。

人力资源管理系统毕业设计

人力资源管理系统毕业设计

人力资源管理系统毕业设计人力资源管理系统是一种通过计算机技术支持企业人力资源管理工作的信息化管理系统。

它集中管理和记录人力资源的各项数据,并实现人力资源的规划、招聘、培训、考核及薪酬管理等各个环节的协同管理。

首先,在人力资源管理系统中,招聘模块是非常重要的一环。

该模块主要涉及招聘需求的评估、编制招聘计划、发布招聘信息以及应聘者的筛选、面试等。

通过招聘模块,企业可以高效地管理招聘流程,节约招聘成本,保证人才的准确匹配。

其次,人力资源管理系统中的培训模块也是关键。

该模块用于进行员工培训需求的分析、制定培训计划、组织培训活动并进行培训效果的评估。

通过培训模块,企业可以科学地制定培训计划,提升员工的职业素养和技能水平,为企业的发展提供强有力的支持。

薪酬管理是人力资源管理系统中的另一个重要模块。

该模块主要包括岗位工资标准的设定、薪酬福利的发放、薪酬调整和绩效考核等。

通过薪酬管理模块可以实现公平公正的薪酬分配,激发员工的积极性和创造力,提高员工的工作满意度和忠诚度。

此外,人力资源管理系统还应该包括员工档案管理、绩效考核、员工福利管理等模块。

员工档案管理模块用于管理员工的个人信息、考勤记录、合同等。

绩效考核模块用于评估员工的工作绩效,确定薪酬激励和晋升等决策。

员工福利管理模块用于管理员工的社保、公积金、医疗保险等福利待遇。

综上所述,人力资源管理系统是一个涉及多个模块的综合管理系统。

它使企业能够实现人力资源的全面管理和优化配置,提高企业的核心竞争力。

在现代企业中,人力资源管理系统已经成为不可或缺的工具,它大大简化了人力资源管理的繁琐工作,提高了工作效率和精确度,为企业的发展提供了有力保障。

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 Between Human 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 firms.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 significantly 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 beneficial to the goals of the firms. Furthermore ,our findings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit e mployees’ in-role behaviors by providing financial and other non-financial, 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 influence 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 fulfillment 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 findings, 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 confirmed that violated psychological contracts negatively influence employees’ role behaviors while fulfilled psychological contracts have positive influences. 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 systems and role behaviors. Our results will provide insights regarding the reason for HR sy stems 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 specific 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 HR system–employee 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 defined as an implicit, unwritten agreement between parties to respect each 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 followi ng five characteristics: focus ,time frame, stability, scope, and tangibility. Specifically, transactional contracts focus on economic terms, have a specific 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 o f specified performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-specified performance terms. Empirical evidence supports not only 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 defined jobs,limited training efforts, relatively limited benefits, 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 2Commitment-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 as HR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. In other words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HR systems 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 individual appropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-role and extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities of an assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide financial and other non-financial, but tangible inducements in exchange for employees’ in-role behaviors.The exchange of financial 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 benefits 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 3Both 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 benefit 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. For this 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 2005). In other words, to elicit employe es’ 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–OCBs relationship. 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 2005).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech firms, and these firms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts significantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personalcontacts and a snowballing technique. All of these companies are publicly held companies or have employees numbering over one hundred. We distributed 75 survey packages to 60 high-tech firms. Each survey package contained an immediate manager questionnaire and five knowledge worker questionnaires. A cover letter for immediate managers attached to each survey package explained the objective of the survey, assured respondents of the confidentiality of their responses, and asked them to randomly select five subordinates to complete the knowledge worker questionnaires. Thirty-two survey packages were returned for a response rate of 42.67%. Specifically,we received questionnaires from 32 immediate managers and 146 knowledge workers from 25 high-tech firms. After deleting incomplete questionnaires and records with unmatched supervisor-worker dyads, we had data from 28 immediate managers and 127 knowledge workers from 25 high-tech firms,representing effective response rates of 47 and 42 percent.Eighty-seven percent of immediate managers were male. The average age was 40 years old, and respondents had on average 11 years (SD = 7.67) of experience in a high-tech field. Twenty-six percent of them had PhD degrees, 52% had master’s degrees, 9% had bachelor’s degrees, and 13% had vocational school diplomas. Compared to immediate managers, 68 percent of knowledge workers were male. The average age of the knowledge worker was 33 years old, with 80 months of work experience. Sixty-four percent of them were engineers, and 29% were R&D professionals. Ten percent had PhD degrees,42% had master’s degrees, 34% had bachelor’s degrees,and 14% had vocational school diplomas.MeasuresCommitment-based HR SystemLepak and Snell’s (2002) twenty-item scale was adopted to measure the extent to which an organiza tion’s HR system nurtured employee involvement and maximized the organization’s return on its HR investment. The original scale was in English. It was translated into Chinese and then back-translated into English (Brislin 1980) by two Chinese bilingual academics. We then gave the English and Chinese versions of the questionnaires to yet another Chinese academic (a professor of HRM) to check whether the Chinese version was accurate. The response scale ranged from 1 (strongly disagree) to 5 (strongly agree). These employees perform jobs that empower them to make decisions.DiscussionOur study contributes to both the human resource management and psychological contract literature in a number of ways. Research results indicated that commitment based HR systems would be significantly and positively associated with their in-role behaviors and OCBs, addingto our understanding of the relationship between HR systems and role behaviors. The results further indicated that relational psychological contracts mediate the relationship between commitment-based HR systems and role behaviors. In other words, when a firm adopts a commitment-based HR system concerning its knowledge workers, the knowledge workers might perceive that they have open-ended employment arrangements based upon mutual trust, thereby, are willing to perform higher level in-role behaviors and OCBs. This finding not only empirically supports Wright and Boswell’s (2002) contention that psychological contracts can be best viewed as the linking mechanism between HR systems and employee behaviors, but also provides a possible explanation as to how a commitment-based HR system influences knowledge workers’ role behaviors.译文:心理契约关于人力资源与行为角色的中介作用:多层次的分析摘要目的:这个研究的目的是剖析心理契约关于人力资源与行为角色的中介作用。

人力资源管理系统毕业论文

人力资源管理系统毕业论文

毕业设计(论文) 题目人力资源管理系统设计系别信息工程系专业班级电子信息科学与技术专业班学生姓名指导教师二○一四年六月人力资源管理系统设计摘要随着经济全球一体化的时代到来,新兴科学技术的引入,电脑化、自动化等引起了企业人力资源管理的巨大转变。

企业的发展不再仅仅局限于市场的革命,技术的革命,人才的竞争变得也很重要。

一个企业在发展的过程之中,除了要掌握先进的行业生产技术以及维护好与自己的客户外,还需要拥有一些本领域内具有才能的工作人员,才可能在信息变化万千的时代中立于不败之地,以企业员工信息的收集存储以及使用为服务目标的人力资源管理系统变得尤为重要。

人力资源管理系统是一典型信息管理系统(MIS),该系统是为了适应当前各个行业对于人力资源信息管理的迫切需求而设计开发的软件系统,该系统主要包括了后台数据库的建立和维护以及前端应用程序的开发两个方面。

本系统采用visual basic为前台开发平台,Microsoft access为后台数据库.本系统具有员工信息查询修改、增加新员工信息和添加员工变动信息等功能。

由于本系统对于操作人员知识水平的要求不是很高,只需懂得一些计算机基本知识即可.所以操作方便简单。

关键词: Visual Basic;Microsoft Access;人力资源管理系统HUMAN RESOURCES MANAGEMENTSYSTEM DESIGNAbstractBecause the economic global integral whole turns the arrival in ages and the emerging science and technology introduction, the computer,the automation and so on has caused the enterprise human resources management huge transformation。

人力资源管理系统毕业论文中英文资料对照外文翻译文献综述

人力资源管理系统毕业论文中英文资料对照外文翻译文献综述

人力资源管理系统中英文资料外文翻译英文原文Vincent R. Ceriello, Christine FreemanJossey-Bass Publishers, 1998Human Resource Management SystemsHuman 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 business environment. 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 newpolicies, 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 the organization 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 enterprisemanagement. 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 within budget 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) are broadly 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 Administration Module: Thebenefit administration module providesHR personnel with the capacity to monitorand manage employee participation in arange of benefit programs. Theseprograms can range from programs relatedto the wellbeing of the workforce (such ashealth 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 dataof employees.The management module allows HR personnel to effectively manage the Human Capital Pool (HCP) available within the enterprise, in that it keeps track of the training and development of the workforce and the skills and qualifications of each employee. Advanced HR management modules can also automate the process of application for positions by capturing application data and entering it to a relevant database.Benefits of HRMSWhile these modules each provide benefits to the HR department itself, the applications also aid the enterprise as a whole.HRM systems convert human resources information into a digital format, allowing that information to be added to the knowledge management systems of the enterprise. The result of this is that HR data can be integrated into the larger Enterprise Resource Planning (ERP) systems of the enterprise.In analysing enterprise wide resource usage this data can prove invaluable. Data related to the time usage of the workforce can enhance the decision making abilities of management, allowing the HR department to form an integral aspect of strategy formation for the enterprise as a whole.中文译文人力资源管理系统(HRMS)已成为许多企业的重要的工具之一。

人力资源管理薪酬管理外文翻译论文外文文献

人力资源管理薪酬管理外文翻译论文外文文献

The Fatal Flaw in Pay for PerformanceMany corporate boards, responding to shareholder and public pressure, are designing pay-for-performance plans to hold CEOs accountable. But there is often a crucial flaw in such schemes: They don’t pay for performance with integrity.The omission—evident from compensation committee reports in top companies’ proxy statements—is striking. Corporations, after all, face unceasing pressures to make the numbers by bending the rules, and an integrity miss can have catastrophic consequences, including indictments, fines, dismissals, and collapse of market capitalization. Furthermore, performance with integrity creates the fundamental trust—inside and outside the company—on which corporate power is based.A board should explicitly base a defined portion of the CEO’s cash compensation and equity grants on his or her success in handling the foundational task of fusing high performance with high integrity at all levels of the company. Why don’t boards do that They may be uncertain about the meaning of integrity and how to assess its integration into financial performance.Step one, then, in designing pay for performance with integrity is using the following definition: Integrity is a uniform corporate culture with three elements—robust adherence to formal rules; adoption of ethical standards that are in the company’s long-term enlightened self-interest; and employee commitment to honesty, candor, fairness, trustworthiness, and reliability. Step two is for the board to assess whether the CEO has infused high performance with high integrity. The board can do that by answering the following questions, using hard analytics as well as the board members’ own ju dgment.Has the CEO established company-wide performance-with-integrity principles for which the firm’s leaders are responsible and accountable Examples of these include demonstrating committed and consistent integrityleadership; managing performance with integrity as a business process; using early-warning systems to stay ahead of global trends; providing timely, risk-assessed training; and giving employees a voice.Have the CEO and top managers implemented these principles through robust practices If leaders don’t invest time, effort, and resources in embedding key integrity practices in business processes, “tone at the top” is just window dre ssing. For examples, see the sidebar “The Practice of Performance with Integrity.”Has integrity permeated every aspect of the corporate culture One vital tool for assessing that is an annual, anonymous employee survey across all businesses and regions that asks, “Is integrity compromised by business pressures” and “Are the leaders’ verbal commitments to integrity reflected in action” The board can also have outside HR experts periodically conduct 360-degree assessments of the CEO and top executives that explore such questions.Has the CEO met annual performance-with-integrity objectives set by the board One example might be effectively handling a major miss or crisis—an environmental accident, a bribery case, or a financial restatement—and remedying the problem systematically after a candid analysis of its causes. Another objective might be hiring leaders in emerging markets such as China, Russia, and India who are skilled in integrating performance and integrity.How do business divisions rate comparatively The board should look at how integrity practices differ among divisions and how the CEO deals with laggards. It should also look at how the units rank against external peers. This may require data from news or government reports or a comparative audit by, say, a former regulatory official.The board’s standards for assessing pay for performance with integrity should also define a new set of “specs” in the company’s CEO succession planning. In evaluating candidates, the board should ask: Do they possess the knowledge, experience, and skills to drive a robust performance-with-integrity culture deep into the company’s global operations The same specsshould be used to evaluate the compensation of senior executives and set goals for leadership development programs. That’s the best way to ensure that, over the long term, the company’s top ranks are filled with managers who live by the principles and practices of performance with integrity—and thus help the company avoid debilitating risks and secure the trust that is vital to doing business.Here’s a sample list of ques tions greatly shortened because of space limits that will help boards assess a CEO’s performance-with-integrity practices. They can be answered using tools like process reviews and substantive audits and external outcomes such as environmental violations or customer complaints.LeadershipDoes the CEO...communicate to the organization that integrity must never be compromised to make the numbersdiscipline generals, not just troops, for integrity lapsesaddress difficult integrity issues regularly at staff meetingsBusiness processesDoes the CEO...build a strong integrity infrastructure—processes for preventing, detecting, and responding to lapses in all businesses and regions—and put A players in charge of itassess integrity needs realistically and provide adequate funding for those activitiesrespond promptly to early warnings on trends in legal, ethical, and country risksGiving employees a voiceDoes the CEO...encourage reporting of financial, legal, and ethical concerns through a system that prevents retaliationensure that concerns are investigated fairly and promptly, that trends are tracked, and that remedial action is taken if neededFrom the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was theallocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influencein the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.2The function of compensationThe function of compensation may from the enterprises, workers and social aspects to inspect:①From the point of view of the enterpr ises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor by enterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improvetheir work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consistent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships.②From the point of view of the employee, compensation has thefollowing functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, withthe basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work.Third,reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense ofsecurity and a sense of security for the staff.③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will bewilling to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resources reasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.Compensation has always been an attention task, it is not merelyrelated to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject.The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basicfunctions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation.Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct atthe organization's goals. Therefore, not only to study some kind of motivation how is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadershipis seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation.At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Maslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks thatit generally has five levels of needs in social life by people:physiological needs, security needs and society needs, respect needs andself-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layerto rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to thetheory simple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivation is proposed by FulumuV. H. Vroom who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve acertain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency.In the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform of enterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the E&Y factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, E&Y factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decompositionto the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.Due to the inference of traditional structure and the traditional concept, the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the inputand output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positionson the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise.From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a big resistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.Through the design of compensation in E&Y factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system.During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.绩效薪酬的致命缺陷小本杰明·海涅曼迫于股东和公众压力,许多公司董事会都在努力建立与业绩挂钩的薪酬体系,以期CEO们恪尽职守;但是,此类薪酬体系往往存在一个致命缺陷:仅关注业绩,而忽略了操守;从顶级公司股东委托书所附的薪酬委员会报告可以看出,这种忽略是显而易见的;毕竟,上市公司始终面临着完成业绩目标的巨大压力;为此,它们不惜违规违纪;然而,这种职业操守的缺失将导致各种灾难性后果,包括起诉纠纷、罚款赔付、解雇免职以及市值暴跌;殊不知,操守与业绩并重,才能在公司内外赢得最基本的信任,而公司力量也只是建立在信任的基础之上;在公司各个层面上将高尚操守和卓越业绩相融合是CEO的基本任务,董事会应该在CEO的现金和股权报酬中划出一定比例,专门与CEO在上述任务上的表现挂钩;但董事会为何没有这样做呢这可能是因为他们自己对操守的含义也并不确定,更不知道该如何考核职业操守与财务业绩的融合了;那么,董事会要设计重操守的绩效薪酬制,第一步要做的就是引入操守概念:操守是全公司的统一文化,有三个要素组成——坚决遵守正式的规章制度;采用符合公司长远利益同时又不损害他人利益的伦理标准;员工要承诺做到诚实坦率、公平公正、可信可靠;第二步,董事会需运用一些复杂的分析工具,当然也要运用他们的个人判断力,来考核CEO是否已经把高尚操守和卓越业绩相融合;董事会可根据以下问题判断:CEO是否在全公司范围内制定了操守和业绩并重的薪酬制度,且由公司领导层对此负责举例而言,CEO应该做到:领导层始终如一地恪守职业操守,把操守和业绩的结合当作一项业务流程来管理,运用预警系统抢先把握全球商业规范趋势,及时提供道德风险评估培训,并保证员工的发言权;CEO和高管们是否在实践中贯彻了这些原则如果领导层没有投入足够的时间、精力和资源,将关键的操守原则落实到公司的业务流程中,那么所谓的“高层主张”就只不过是空口白话而已;操守原则是否已渗透到公司文化的每个层面一个重要的评估工具就是覆盖公司所有业务及地区的员工匿名年度调查表,其中包括这些问题:“操守原则是否会向商业压力让步”“在恪守职业操守方面,领导是否言行一致”董事会还可以定期邀请外部的人力资源管理专家,同样就此类问题对CEO和高管进行360度评估;CEO是否完成了董事会设定的操守和业绩并重的年度目标比如说,这个目标是:CEO有效处理严重失误或危机如环境事故、贿赂案,或者财务造假,并且在对事件起因进行坦诚分析后,有条不紊地解决问题;又比如:在新兴市场如中国、俄罗斯和印度聘用善于兼顾操守与业绩的领导者;公司各事业部在职业操守方面的相对表现如何董事会要观察各事业部之间的操守差异,以及CEO是如何处理那些落后分部的;同时,董事会还要将这些事业部与公司外部的同行进行比较;这可能需要从新闻报道、政府报告或前监管机构官员的的比较审计资料中收集数据董事会在明确上述考核标准时,还应制定一套新的CEO继任“规范”;在考量候选人时,董事会应该问:他们的知识、经验、能力是否有利于推动操守和业绩并重的健康企业文化,使之深入公司在全球的每一个经营机构另外,这套规范还应当运用在高管薪酬评估,以及领导人培养项目的目标设定中;长期来看这也是确保公司高层坚持操守和业绩并重原则的最佳方式,有助于公司规避风险,获取商界成功所必需的信任;操守与业绩并重的管理实践下面列出的一份问题清单样本限于篇幅,问题数量已经大大缩减,对董事会评估CEO兼顾操守与业绩的实际行为会有所帮助;要找到这些问题的答案,可以借助流程评估、独立审计和外部影响如环境损害或客户投诉等手段;领导力CEO是否……告知组织上下,操守原则决不向像业绩目标让步不仅仅规范普通员工的操守,同时也约束高层领导的行为定期在员工会议上处理有关操守的棘手问题业务流程CEO是否……为员工恪守职业操守创造必要的基础条件——设计流程用以防范、发现并处理公司各业务、各地区内的不端行为,并安排明星员工负责此项工作现实地评估操守需求,并拨出足够的经费予以支持对法律风险、伦理风险和国家风险的变化提出预警,并及时应对让员工有发言权CEO是否……鼓励员工通过正式系统来报告财务问题、法律问题以及伦理问题,同时防止员工因此遭受打击报复确保及时公正地研究问题,跟踪问题的发展趋势,并在必要时采取补救措施从生产力角度看,它是企业生产或其他经济活动中投入的活劳动的货币资金表现形式,是产品最终成本的构成要素;在市场经济条件下,企业主要通过薪酬来核算或计量生产与其他经济活动中活劳动的消耗;由于竞争的压力,企业必须考虑不断降低活劳动的成本;从生产关系角度看,薪酬体现为收入分配的结果,是员工所获得的分配份额;在我国现行社会制度下,薪酬是劳动者获取生活资料进行消费的主要来源;它对消费水平和消费结构都有重要的影响,而消费实际上是劳动力再生产的过程,劳动力的再生产又对下一步生产具有重要影响;因此,薪酬水平的持续稳定提高对于推动生产或其他经济活动具有十分重要的意义;薪酬的这种两面性,决定了薪酬管理实际上就是对生产成本上不断降低薪酬支出与收入分配上不断提高薪酬水平的这一矛盾而作出的一种调节;①从企业方面看,薪酬具有以下功能:一是增值功能;薪酬既是企业购买劳动力的成本,也是用来交换劳动者活劳动的手段,同时还是一种对活劳动的投资,它能够给雇主带来预期大于成本的收益;这种收益的存在,为企业主雇佣劳动力、投资劳动力提供了动力机制;二是激励功能;薪酬是对劳动者和经营者工作绩效的一种评价,反映着其工作的数量和质量状况;因此,薪酬可以激励员工不断提高工作效率和工作积极性;三是协调功能;一方面薪酬额的变动,将组织的目标和管理者的意图传递给员工,协调员工与企业之间的关系,促使员工行为与企业目标相一致;另一方面,合理的薪酬差别和结构,能有效地调解雇员之间的矛盾,从而协调好人际关系;②从员工方面看,薪酬具有以下功能:一是劳动力再生产保障功能;员工通过劳动和服务行为换取薪酬,从而能满足本人及家庭的吃、穿、住、用等基本生活需求,进而实现着劳动力的再生产;二是价值实现功能;薪酬是企业对员工工作付出的一个评价,是对员工工作能力和水平的承认,也是对个人价值实现的回报,是晋升和成功的信号,它反映了员工在企业中的相对地位和作用,能使员工产生满足感和成就感,并进而激发出更大的工作热情;三是合理的薪酬能加强员工对企业的信任感,增强员工对预期风险的心理保障意识和安全感;③从社会方面看,薪酬对社会具有劳动力资源的再配置功能;人们一般都会愿意到薪酬较高的地区、部门和岗位工作,作为管理者可以利用薪酬差别可以引导人力资源的合理流向,促进人力资源的有效配置,实现人力资源开发和利用效率的最大化;另外,薪酬也调节着人们对职业和工种的评价,薪酬水平从某种程度上反映着该职业或工种的社会价值,从而调节着人们职业的愿望和就业的流向;薪酬历来都是一个倍受关注的课题,它不仅仅关系到每个人的切身利益,更是牵涉到每个组织,整个社会,乃至整个国家的社会经济发展;所以,薪酬也历来是国内外学者研究的重要课题;激励理论是薪酬管理理论的基础;激励是薪酬众多功能中最重要、最基本的功能之一;如何通过薪酬来激励员工的工作积极性和工作效率,是进行薪酬研究、设计和薪酬管理的核心内容;合理、公平和富有竞争力的薪酬是激励员工努力工作的最重要因素之一;合理、有效的薪酬管理机制与激励之间是一个良性的互动过程;有效的薪酬机制必然激励员工以更高的数量和质量完成工作任务,而更高数量和质量的工作也必然带来更高的薪酬;激励原本是一个心理学的概念,就其本质而言,它是表示某种动机所产生的原因,即发生某种行为的动机是如何产生的;例如,同样一个人,为何有时工作积极,有时却精神萎靡不振,无心做事,甚至消极怠工现在,把激励这个概念引入到管理实践中,就赋予了新的含义;也就是说激励是一种精神力量或状态,对员工起加强、激发和推动作用,并指导或引导员工行为指向组织的目标;因此,不仅要研究某种动机是如何产生的,关键更要研究如何促使被管理对象产生某种特定的动机,如何引导他们拿出自己的全部力量来为实现某一目标而努力;当今社会,激励已经越来越被许多管理者在实施指导与领导工作中被视为重要的方法,从而有效地结合人力,运用技术,达到统一全体员工的意志,又使个人心情舒畅,实现组织的目标;在对人的认识的基础上,许多学者对人的需求、行为进行了研究,但研究的目的都有一个是相同点,即:如何激发动机,如何分析需求,如何判定行为,通过人们需要的满足达到自己的基本目标,从而实现有效激励;目前国内外学者所公认的激励理论主要有:需求层次理论、双因素理论、公平理论、期望理论等;下面本文简单地对需求层次理论、期望理论作一个介绍;马斯洛提出了需要层次理论,认为人类的需要是以层次的形式出现的,由低级的需要开始逐级向上发展到高级的需要;马斯洛认为人们在社会生活中一般有五个层次的需要:生理需要、安全需要、社会需要、尊重需要、自我实现的需要;马斯洛还认为,当一种需要得到满足后,另一种更高层次的需要就会占据主导地位,个体的需要是逐层上升的;从激励的角度看,没有一种需要会得到完全满足,但只要其得到部分的满足个体就会转向追求其它方面的需要了;按照马斯洛的观点,如果希望激励某人,就必须了解此人目前所处的需要层次,然后着重满足这一层次或在此层次之上的需要;马斯洛的理论得到了普遍的认可,特别是得到了广大实践中的管理者的认可;这主要归功于该理论简单明了、易于理解、具有内在的逻辑性;其最大的用处在于它指出了每个人均有需要;身为主管人员,为了有效地激励下属,就必须要了解其下属需要满足的是什么;期望理论是美国心理学家弗鲁姆提出的;期望理论的基本观点是:人们在预期他们的行动将会有助于达到某个目标的情况下,才会被激励起来去做某些事情以达到目标;绩效是三大知觉的函数:期望、关联性和效价;从心理学的角度来考察,期望理论包含三种特定的心理联系:首先是努力付出与业绩联系,即指个人所感知的通过努力能够实现预期业绩日标的可能性;其次是业绩与薪酬的关系,它是个人对通过一定水平的努力能够取得预期薪酬的认定程度;最后是结果或薪酬的吸引力,表明实现预期结果或所获得的薪酬对个人来说重要性有多大;在国有企业改革的进程中,企业内部薪酬制度的改革一直是各级管理者普遍关注的热点;企业薪酬制度的改革贯穿于国有企业改革的全过程;虽然各级管理非常重视薪酬设计与薪酬制度的改革但是目前我国的绝大多数企业的薪酬制度还是面临着诸多的问题和不足,许多企业的员工对薪酬制度的满意度总是不高,企业的薪酬制度并没有能发挥出应有的激励作用,没有变成职工行为的规范;和其他国有企业一样;进行薪酬管理时,还没有充分地认识到企业的薪酬制度一定要支持和服务于企业的战略目标的重要性;在较大程度上存在着就薪酬论薪酬,把公平、合理地分配薪酬本身当成一种目的而不是关注什么样的薪酬制度会在企业改革与发展过程中有利于企业战略和人力资源战略的实现,没有从自身的总体战略和人力资源战略出发来改革和完善薪酬制度,并没有立足于企业的经营战略和人力资源战略,以劳动力市场为依据,最后形成企业的薪酬管理系统;企业在薪酬管理方面缺乏有经验的专业人力资源管理部门来对企业的中长期的发展战。

企业人力资源管理系统外文翻译

企业人力资源管理系统外文翻译

Enterprise Human Resources Management System Design AndImplementationAbstract:Human resource management system is the core content of modern enterprise management. With the rapid development of the computer information technology and unprecedented prevalence of electronic commerce mode,the competition between enterprises is turning from visible economic markets to the network. Developing the human resource management system supported by computer technology,network technology and information technology can not only improve the skill of human resource management and the efficiency of the enterprises but also make human resource management modern and decision sciencefic,Modern human resource management uses B/S mode to avoid C/S modes short coming of difficult in maintdning and reusing.According to the functional requirements of the actual project,this article specificly state the analysis of system,the general desigin of the system,the detail design of system and the practice of the system.The development of the system is the practice of MVC design ideas, maing using the Jsp+Servlet+JavaBean form of development.Jsp is the practice of MVC design ideas’view,in charge of receiving/responding the request of the customer.Servlet mainly responsible for the core business control of the whole system is the practice of the vontroller of MVC design idea to take charge of the statistics and rules of the whole system. In the practice of the system, somr open-source projrcts,such as the Ajax technique,JfreChart statements,fileupload technology,has been used.Using the modern human resource management theropy and analysising the actual situation, comparing the current situation of human resource management system, a huaman resource contents of management system basied on the Internet/Intranet has been designed. The main management,attendance management training more efficient statistics.Keywords: human resource management; B/S mode; Open-source projects; MVC mode. 摘要人力资源管理系统是现代企业管理的核心内容。

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理工学院毕业设计(论文)外文资料翻译专业:信息管理与信息系统姓名:学号:外文出处:American Journal of Industrial and(用外文写)Business Management,2013,3,497-506 附件: 1.外文资料翻译译文;2.外文原文。

指导教师评语:签名:年月日附件1:外文资料翻译译文开发人力资源信息系统对领导产生的积极作用1引言人力资源信息系统已经初步确定为研究区域,这项研究有助于开发一套人力资源信息系统以便取得更好的领导效果。

人力资源信息系统的研究还处于早期阶段,它需要吸收多方面的知识,在实践中运用人力资源信息系统要从多个角度来考虑,因此,人力资源信息系统的研究要突破传统的应用领域,这就需要将人力资源信息系统的设计和实现进行比较。

人力资源信息系统专为人力资源管理而设计并应用于具体的领导领域具有良好的领导效果。

究其原因,应用领域的选择目的是观察并找出人力资源信息系统的作用和使用细节方面的问题。

2 研究的方法人力资源信息系统要以信息科学为研究基础,要以人为本。

该研究不是集中在一个人力资源信息系统上或者只研究一个具体的领导活动,作为一个系统,研究的内容要覆盖每个人的具体活动内容,同时也涵盖了领导人的活动背景。

这项研究,重点是以人为本,同时利用信息系统弄清组织中每一个人的角色和每个角色的重要意义。

这项研究是在信息和通信技术方面进行的广泛概念性研究,重点是领导的创先争优活动。

在组织方面的信息系统是不同的地方发生的活动的现实的一部分。

但从用户的角度使用的信息系统本身不工作,而这为用户提供了一个工作的有利工具。

根据以前的观念,从语境角度解决的主要问题是:●什么HRIS意味着良好的领导。

●什么是人力资源信息系统的作用。

2.1目标●要了解好领导者如何执行他们的领导能力;●要了解人力资源信息系统在他们的领导活动中的作用;●要讨论人性化应用领域的作用和人力资源信息系统的发展。

2.2问题陈述●要了解人力资源信息系统作为一个系统不能简单地直接开发,开发结构的描述是为了让我们应该被考虑到什么样的问题,人力资源信息系统的开发能够带来良好的领导效果,这样对整个组织的业绩将带来不可估量的好处。

●为了达到目标,实证研究侧重于良好的领导的活动,然后再考查人力资源信息系统在这些活动中的作用。

2.3范围研究及用途●其目的是为了给一个理论概述,以了解研究背景。

此外,由于人类研究方面,领导是从个人的角度来看,而不是从战略,程序或作为一个企业的观点考察。

人力资源信息系统被视为组织和它们被设计为通过人力资源管理活动的反映。

因此,人力资源管理的概念应该包括在研究。

●隐性知识被利用来解释和描述人类的灵敏度和良好的领导活动在实证层面的个性,他们在研究领导活动和开发人力资源信息系统的研究方面有一个显著的作用。

目的是要看到HRIS的当前状态和人力资源信息中的情况下在组织中的作用。

●如何以及在什么场合领导人使用人力资源信息系统,●什么人力资源信息系统中他们的意见,他们会如何发展人力资源信息系统,以支持他们的领导活动。

3 文学人力资源管理是指通过使用不同的任务与员工等相关联的列表,例如:招聘,培训,推广,记录保存和满足各种法律规定。

人力资源管理也被定义为监测,促进和建立的选择,评估流程,并指派人员到适当的组织中的角色。

人力资源信息系统,早期的人事制度,大多是设计和实施人力资源管理的活动。

因此,人力资源管理的概念,包括怎么看人力资源信息系统的作用,可以发展和多样化的良好领导能力的活动。

可在文献HRIS中找出各种定义。

首先,通过所提供的定义:“人力资源信息系统是组织进行有关人及人的工作方面的信息收集、保存、分析和报告的过程,是计算机用于企业人事管理的产物,它是通过计算机建立的、记录企业每个员工技能和表现的功能模拟信息库。

人力资源信息系统的定义,根据其人力资源信息系统是数据库、计算机应用程序和硬件以及用于收集、记录、存储、管理、交付。

沃克指出,“一个人力资源信息系统是收集,存储,维护,检索和验证所需的有关其人力资源,人才的活动,并组织单位特点的组织数据系统的程序”。

人力资源信息系统是从六个观点来建立主要介绍的是信息系统用于采集,存储,处理,分析,检索和主题的深入和多样化的影像系统。

主要观点为:1)历史和背景,2)HRIS和数据人力资源信息系统3)对组织的影响,4)人力资源和IS专业人员和人力资源信息系统的设计,5)使用和开发人力资源信息系统的6)人力资源信息管理工作。

3.1历史和背景人力资源信息系统的历史:开始出现工资系统是在50年代后期,到20世纪60年代出现第一个“真实”的人事制度,第一个自动化的员工数据出现,是在20世纪60年代末:一个“真正的”人事制度具有以下特点:1)它是用来解决人员的需要,而不仅仅用来管理工资。

这是因为该系统主要是用于人事厅的使用,解决人员问题,不是金融问题。

2)它是多功能的,能够使管理员解决各种不同的问题,它不局限于一个功能,如福利或就业,或工资和薪金管理。

3)它利用底层的人力资源系统中的五个基本概念3.2 组织什么样的特性组织使用人力资源信息系统时候,雇员的数目是第一个问题。

在大型组织中,通常包括个人和人力资源职能的组织知识都输入了电脑。

其次,利用人力资源信息系统生成的需求增加新的有用的模块到系统中。

人力资源信息系统的根本目的是要存储,处理和提供有关雇员的数据。

当人力资源信息系统的核心含义是评估一些问题可以提出:•什么任务是系统?•什么经理用人力资源信息系统?•请问人力资源信息系统支持的战略举措?•它是否提供信息,而不仅仅是原始数据,以支持决策?•如何将人力资源信息系统服务于企业的需求和期望?3.3人力资源信息系统和管理工作通常,我们可以把企业人力资源管理分为四个层次6部分的工作:人力资源管理工作的四个层次:规章制度和业务流程、基于标准化业务流程的操作、人力资源战略以及战略人力资源管理。

(1)基础性工作主要指要建立起企业人力资源运作的基础设施平台,这个平台首先要包括一套完善的人力资源管理规章制度,这是企业内部的“法律依据”;然后建立一套有效地人力资源操作流程解决操作层面的问题。

然而,要保证人力资源管理走向实务操作就必须建立和完善人力资源信息系统。

(2)例行性工作是在规章制度与标准操作流程这一基础设施平台之上进行工作的,主要包括人力资源规划、员工招聘、档案、合同、考勤、考核、培训、薪资、福利和离职等管理内容。

由于本部分工作几乎无法从本质上对企业的核心价值产生影响,很多企业一般会选择外包给社会上的专业服务企业或者专业顾问人员。

(3)战略性工作要求人力资源管理者能站在企业发展的高度,主动分心、诊断人力资源现状,为企业决策者准确、及时地提供各种有价值的信息,支持企业战略目标的形成,并为目标的实现制定具体人力资源行动计划。

(4)开拓性的工作则强调人力资源管理要为企业的提供增值服务,为直接创造价值的部门提供达成目标的条件。

对人才的吸收、使用、保持以及培养等工作和发展的环境,这就需要人力资源管理工作者要结合企业战略和人力资源战略,重点思考如何建立良好的企业文化、个性化的员工职业生涯规划、符合企业实际的薪酬体系和激励制度,并同时关注对企业人力资源的深度开发。

人力资源管理工作的6部分工作:人力资源管理的准备(含人力资源规划)、人员招聘与配置、薪酬与福利管理、绩效管理、人力资源培训与开发、员工关系管理等。

附件2:外文原文(复印件)1. IntroductionHuman resource information systems (HRIS) and the activities of good leadership from the basic phenomenon are being considered for the research area. The study contributes description of developing the role of HRIS to the activities of good leadership and the study is significant because the research of HRIS is in its early stage and it needs to be highlighted for wider studies, in practice the use and the exploitation of HRIS should be considered from alternative perspectives and thus the research context is unconventionally compared with the application area wherein HRIS have been designed andimplemented. HRIS are designed for the activities of human resource management (HRM) and the application area is the activities of good leadership. The reason for the choice of the application area is to observe and find out details and aspects of the role and the use of HRIS.2. Methodology of StudyThe human- and context-oriented study in the information systems (IS) discipline is the thread of the study. The human-orientation means that rather than focusing on a human resource (HR) information system as a system ,the study is on the role of the system in concrete human activities of leadership. Thus, the activities of the leaders form the research context. This study, however, focuses on developing human-oriented and sensitive IS utilizing the meaning of the role of IS in the organization. The study is conceptual research where extensive study is made in the context of information and communication te chnology (ICT). The focus is on the leaders’ good activities. In the organizational context an information system is part of the reality where different activities occur. The use of an information system from the user’s point of view does not work in itself, rather it provides the user with a beneficial tool to work. Based on the previous conception, from the contextual point of view the main questions addressed are:● what HRIS mean for the good leaders and;●what is the role of HRIS when the leaders are executing their leadership activities.2.1. Objectives● To understand how the good leaders execute their leadership;● To understand the role of HRIS in their leadership activities;● To discuss the role and the development of HRIS in the sensitive and human- oriented application area.2.2. Problem Statement● To find out the HR information system as a system isnot developed directly but a description of the development construct is created to give a picture of what kind of issues should be taken into account when the HR information system is developed to benefit the activities of good leadership as well as the whole organization.● To attain the objective, the empirical study focuses on the activities of good leadership first and then on examining the role of HRIS in those activities.2.3. Scope & Purpose of Study● The purpose is to give a theoretical overview to understand the research context. In addition, due to the human research context, leadership is examined from an individual perspective rather than from a strategic, procedural or as a business viewpoint. HRIS are regarded as organizational IS and they are designed for and reflected by the activities of HRM. Therefore, the concept of HRM is included in the research.● Tacit knowledge is utilized to understand, interpret and to describe the humanity, sensitivity and the individuality of the activities of good leadership at the empirical level. They have a significant role when examining the leadership activities and developingthe role of HRIS in the research context. The purpose is to see the current state of HRIS and the role of HRIS in the case organizations. It has been significant to find out:● how and on what occasions the leaders use HRIS,● what their opinions of HRIS are and how they would develop HRIS to support their leadership activities.3. LiteratureHRM is defined by using lists of different tasks associated with employees like: recruiting, training, promoting, record keeping and meeting various legal requirements. HRM is also defined as monitoring, facilitating and setting up processes that select, assess, and assign people to appropriate roles in an organization [1-3]. HRIS, earlier personnel systems, were mostly designed and implemented for those activities of HRM. Therefore, the concept of HRM is included to see how the role of HRIS could be developed and diversified for the activities of good leadership.Various definitions of HRIS are available in the literature. First, the definition by offered: “The modern Human Resource Information System may be defined as a computer-based method for collecting, storing, maintaining, retrieving, and validating certain data needed by an organization about its employees, applicants, and former employees.” Secondly, define that “a human resource distribute pertinent information about an organization’s human resources”. hav e also used this definition. definition of HRIS, according to which human resource information system is “the composite of data bases, computer applications, and hardware and software that are used to collect/record, store, manage, deliver, present, and manipulate data for Human Resources”. Walker (1982) and used by. It states th at “a Human Resource Information System is a systematic procedure for collecting, storing, maintaining, retrieving, and validating data needed by an organization about its human resources, personnel activi ties, and organization unit characteristics”.HRIS is introduced from six viewpoints to create are information system is a system used to acquire, store, manipulate, analyze, retrieve, and thorough and diverse picture of the subject. The viewpoints are:1) History and background,2) HRIS and data,3) Effects of HRIS on organizations,4) HR and IS professionals and HRIS design,5) Use and exploitation of HRIS6) HRIS and management work.。

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