HR名词解释

1. Human Resource Management (HRM): The process of acquiring, training, appraising, and

compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

2.authority 职权 :The right to make decisions, direct others‟ work, and give orders

3.line authority 直线职权: The authority exerted by an HR manager by directing the activities of

the people in his or her own department and in service areas

4.staff Authority 职能职权: Gives the manager the right to advise other manager or employees.

5. Line Manager: Is authorized (has line authority) to direct the work of subordinates and is

responsible for accomplishing the organization‟s tasks.

6. Staff Manager:Assists and advises line managers. Has functional authority to coordinate

personnel activities and enforce organization policies.

附注：

Recruiters（招募专员）:Maintain contact within the community and perhaps travel extensively to search for qualified job applicants.

Equal Employment Opportunity (EEO): Representatives or Affirmative Action

Coordinators（公平就业机会协调员）: Investigate and resolve EEO grievances, examine organizational practices for potential violations, and compile and submit EEO reports.

Job Analysts(职位分析员) : Collect and examine detailed information about job duties to prepare job descriptions.

Compensation Managers（薪酬管理员）: Develop compensation plans and handle the employee benefits program.

Training Specialists(培训专员):Responsible for planning, organizing, and directing training activities.

Labor Relations Specialists（劳资关系专员）: Advise management on all aspects of union-management relations.

CHARPTER 4

1. Job analysis: The procedure for determining the duties and skill requirements of a job and the

kind of person who should be hired for it.

2.Job description(职位说明书)：It refers to a list of a job…s duties, responsibilities, report ing

relationships, working conditions, and supervisory responsibilities--one product of a job analysis.

3.Job Specification（任职资格说明书）:A list of a job…s “human requirements,” that is, the requisite

education, skills, personality, and so on--another product of a job analysis.

1.Employment or Personnel Planning （人力资源规划）:The process of deciding what positions the

firm will have to fill, and how to fill them.

2.Succession Planning （继任计划）:The process of deciding how to fill the company‟s most

important executive jobs.

3. Human resource recruitment: the practice or activity carried on by the organization with the

primary purpose of identifying and attracting potential employees.

4. Job posting :publicizing the open job to employees and listing its attributes like qualifications,

supervisor, work schedule, and pay rate

5. Rehiring former employees -MOTO

An option today ----high turnover in some high-tech occupations-rehiring former employees is back in style.

6. Succession planning: ensuring a suitable supply of successors for future senior jobs

7. Executive Recruiters (Headhunters):Special employment agencies used to seek out top

management and technical talent

CHARPTER 8

1. Employee orientation: Employee orientation programs provide new employees with the basic background information about the firm.

2. Training: Is the process of teaching new employees ,the basic skills they need to perform their jobs, Is a hallmark of good management

Reduces an employer‟s exposure to negligent training liability

3. On-the-Job Training (OJT)

Having a person learn a job

by actually doing the job.

4. Apprenticeship Training: a structured process by which people become skilled workers through

a combination of classroom instruction and on-the-jo

b training

5. Audiovisual Based Training :Tools include: films, PowerPoint presentations, video conferencing,

audiotapes, and videotapes.

6. Simulated Training – is a method in which trainees learn on the actual or simulated equipment

they will use on the job, but are actually trained off-the job.

7. Teletraining: A trainer in a central location teaches groups of employees at remote locations via

television hookups.

8. Management Development Any attempt to improve managerial performance by imparting

knowledge, changing attitudes, or increasing skills.

9. Organizational Development: a special approach to organizational change in which the employees

themselves formulate the change required and implement it, often with the assistance of a trained consultant