企业人力资源管理系统分析与设计 外文翻译
VB人事管理系统中英文资料翻译
英文资料翻译系别vvvvvv VVV vvvvvv 专业班级学生姓名学号指导教师2010年4 月Enterprise Personnel Management SystemAbstract：Along with the science and technology development, the computer technology unceasingly applies all the various trades and occupations, the need which the data storage unceasingly inflates, will be able to have a higher request to the future data bank technology. The data bank technology from 20th century 60's intermediate stages production, has more than 30 years history to today, its development speed quick, the application scope is broad is other technologies far inferior. The data bank technology research and the development has become the modern information society to have the formidable vitality an important domain. 30 for many years, from the first generation of level, the netted database system, the second-generation relational database system, have developed the third generation take the object-oriented model as the main characteristic database system. Has been published since the computer, starts to store the data, the data memory organization manages has become one of most basic questions which the computer must solve. The initial data, each one is a war, by document form depositing, the different application, the different document but the same data has created the resources and the manpower waste.The management of business enterprise employee is an important part in the management of enterprise. With the development of society, business enterprise becomes larger and larger. How to deal with the information of the employee has become a serious problem for enterprise management. Under this condition, it is necessary to develop a management system of business enterprise employee. This system includes the following functions: input 、modification 、inquiry and deleting modules for employee’s basic information, input 、modification 、inquiry and deleting modules for employee’s transferring information and the maintaining of the system. At the same time, it can provide service of information consultinginformation index, and information access. It can meet the needs of employee management in the modern enterprise.The main contents of this thesis is the whole processes that elaborated on to business enterprise personal management system development, the main contents of this sis include the management information system says all the development tool of the movement and maintenance of the choice, the system analysis, the system design, thesystem implement, system, develop to tally up seven chapter, this text last one chapter is my development to this sis summary.Design the main purpose of this system is pass a calculator to me now place of company employee of various information carry on the management and maintenance, basic information of this system to employee, test frequently an information and transfer an information and work to evaluate information, the wages information...etc., carry on the classification management and orchestrate a programming. And verified the way of the customer identity before adopting into system to strengthen the management to the safety of the system and the confidentiality, make thus the legal customer only then can enter this system to carry on a related operation.The development characteristics of this system mainly is selected by examinations the Windows 2000 Professionals as to develop terrace, the adoption SQL Server 2000 does the backstage database management system, choosing more and easily in the meantime self-educated of function strong Visual Basic 6.0 Be develop tool, make use of the thought and method of the software engineering, total adopt structure first to turn the life cycle method to carry on the system analysis and design up, then adopt a fast prototype method to carry out system.This system interface amity, adopt to descend the pull type menu to carry on the function choice traditionally, the operation is simple, economizing parts of expenditures for the development of the business enterprise, can be convenient, fast, accurate of to business enterprise the employee's various information carry on works, such as increment and modification, deletion, search etc., can provide science, the dependable personal management system decision to serve more for the company.企业人事管理系统摘要随着科学技术的发展，计算机技术不断应用到各行各业，数据存储不断膨胀的需要，对未来的数据库技术将会有更高的要求。
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 lotof manpower and material resources。
Therefore。
外文翻译《企业人事管理系统》资料
The business enterprise personal management systemThe 21st century the most intense competition should belong to talents competition, a multi-discipline knowledge of compound talents is probably a enterprises to grow an indispensable part of the important factor. Therefore Human Resource has become the most important Resource of enterprises, the Human resources Management, Human Resource Management (HRM) has become the modern enterprise Management work in one important content of. And in the human resources management of basic work is personnel file management.For corporations, staff personnel files of not only can make the managers in a certain extent master the basic personnel they hire personnel information, but also for the enterprise human resources supervisory work to provide relevant personnel information data support. For example: enterprise make staff recruitment and training plans, reasonable use of personnel, etc. Therefore, the enterprise personnel file management work quality not only can directly affect the enterprise human resources management, and will indirectly affect the whole enterprise management.With the development of society, the progress of science and technology, the application of computer in social fields are widely used, more and more people both felt use computer different management science and convenient; To realize the management information system to manage the importance of work.Management Information System, Management Information System (MIS), is an enterprise is the production and operation of various internal and external Information for the collection, processing, sorting, transfer, and orderly storage and used in the Management and decision-making, is the enterprise efficiency of Information System. It can make the enterprise more timely, accurate, comprehensive and detailed understanding the information needed data. At the same time management information system for various information data of further processing, can make the enterprise of the leadership of production, marketing, management decision-making basis for more fully and is more reasonable and scientific, Thus for society to create more value for the development of enterprises to create more opportunities. In addition, the management information system can make the enterprise management more scientific, rationalization and institutionalized, standardization, For the enterprise's management level up to a new stage, For the enterprise the continuous, healthy and stable development of the lay solid foundation.Personnel file management system is the typical information managementsystem, through the personnel file management system for personnel file management has artificial incomparable advantages - for example: retrieves, the search rapidly convenient, the reliability high, thereserves big, the secrecy good, the life is long, the cost low status. A perfect design, stable operation of the personnel file management system can make people from heavy traditional manual management freed, so as to improve the enterprise personnel file management work efficiency, assist enterprises better complete personnel file management; Moreover, the overall management of enterprise informatization construction is enterprise's scientific, thestandardized management connecting with the world of the important conditions, enterprise personnel file management and enterprise informatization of overall management informationization important component. Therefore, using the computer to enterprise personnel file management is the inexorable trend of personnel file management system is the enterprise management is indispensable. So in the graduation design, I choose the development of personnel file management system.企业人事管理系统21世纪最激烈的竞争当属人才的竞争，一个具有多学科知识的复合性人才或许是一个企业发展壮大所不可或缺的重要因素。
人力资源管理专业术语中英文对照表
人力资源管理专业术语中英文对照表人力资源管理专业术语中英文对照表人力资源管理：Human Resource Management , HRM人力资源经理：Human resource manager高级管理人员：Executive职业：Profession道德标准：ethics操作工：operative employees专家：specialist人力资源认证协会：the human resource certification institute ,HRCI外部环境：external environment内部环境：internal environment政策：policy企业文化：corporate culture目标：mission股东：shareholders非正式组织：informal organization跨国公司：multinational corporation ,MNC管理多样性：managing diversity工作：job职位：posting工作分析：job analysis工作说明：job description工作规范：job specification工作计划分析表：job analysis schedule ,JAS职位分析问卷调查法：Management position description questionnaire ,MPDQ 行政秘书：executive secretary地区服务经理助理：assistant disterict service manager人力资源计划：human resource planning HRP战略规划：strategic planning长期趋势：long term trend要求预测：requirement forecast供给预测：availability forecast管理人力储备：management inventory裁减：downsizing人力资源信息系统：human resource information system，HRIS招聘：recruitment员工申请表：employee requisition招聘方法：recruitment methods内部提升：promotion from within ,PFW工作公告：job posting广告：advertising职业介绍所：employment agency特殊事件：special events实习：internship选择：selection选择率：selection rate简历：resume标准化：standardization有效性：validity客观性：objectivity规范：norm录用分数线：cutoff score准确度：aiming业务知识测试：job knowledge tests求职面试：employment interview非结构化面试：unstructured interview结构化面试：structured interview小组面试：group interview职业兴趣测试：vocational interest tests会议型面试：board interview组织变化与人力资源开发人力资源开发：human resource development，HRD 培训：training开发：development定位：orientation训练：coaching辅导：mentoring经营管理策略：business games案例研究：case study会议方法：conference method角色扮演：role playing工作轮换：job rotating在职培训：on-the-job-training ，OJT媒介：media企业文化与组织发展：企业文化：corporation culture组织发展：organization development ，OD调查反馈：survey feedback质量圈：quality circles目标管理：management by objective ，MBO全面质量管理：Total quality management ,TQM 团队建设：team building职业计划与发展职业：career职业计划：career planning职业道路：career path职业发展career development自我评价：self-assessment职业动机：career anchors绩效评价绩效评价：performance appraisal ，PA小组评价：group appraisal业绩评定表：rating scales method关键事件法：critical incident method排列法：ranking comparison平行比较法：paired comparison硬性分布法：forced distribution method晕圈错误：halo error宽松：leniency严格：strictness反馈：degree feedback叙述法：essay method集中趋势：central tendency报酬与福利报酬：compensation直接经济报酬：direct financial compensation间接经济报酬：indirect financial compensation 非经济报酬：no financial compensation公平：equity外部公平：external equity内部公平：internal equity员工公平：employee equity小组公平：team equity工资水平领先者：pay leaders劳动力市场：labor market工作评价：job evaluation排列法：ranking method分类法：classification method因素比较法：factor comparison method评分法：point method海氏指示图标个人能力分析法：Hay Guide Chart –profile Method 工作定价：job pricing工资等级：pay grade工资曲线：wage curve工资幅度：pay range福利和其他报酬问题：福利（间接经济补偿）员工股权计划：employee stock ownership 破烂,ESOP值班津贴：shift differential奖金：incentive compensation分红制：profit sharing安全与健康的工作环境：安全：safety健康：health频率：frequency rate紧张：stress角色冲突：role conflict催眠法：hypnosis酗酒：alcoholism员工和劳动关系工会：union地方工会：local union行业工会：craft union全国工会：national union谈判组：bargaining union劳资谈判：collective bargaining仲裁：arbitration罢工：strike内部员工关系：internal employee relation纪律：discipline纪律处分：disciplinary action申诉：grievance降职：demotion调动：transfer晋升：promotion部门名称人事部：personnel department人力资源部：human resource department营销部：salesman department产品开发部：product development department公关部：public relationship department市场部：marketing department财会部：finance department采购部：purchasing （procurement）department 售后服务部：after-sale service department品管部：quality control department职位名称：董事长：chairman of the board总裁：president （Am E.）执行副总裁：executive vice – president行政董事：managing director总经理：executive manager ，general manager 副总经理：deputy general manager部门经理，科长：section manager销售部经理：sales manager助理经理（副经理）：assistant manager主任：manager销售代表：sales representative主管：supervisor高中级管理人员：executive职员：clerkAccounting assistant 会计助理Accounting clerk 记账员Accounting manager 会计部助理Accounting stall 会计部职员Accounting supervisor 会计主管Administration manager 行政经理Administration staff 行政人员Administrative assistant 行政助理Administrative clerk 行政办事员Advertising staff 广告工作人员Airlines sales representative 航空公司订座员Airlines staff 航空公司职员Application engineer 应用工程师Assistant manager 副经理Bond analyst 证券分析员Bond trader 证券交易员Business controller 业务主任Business manager 业务经理Buyer 采购员Cashier 出纳员Chemical engineer 化学工程师Civil engineer 土木工程师Clerk / receptionist 职员/ 接待员Clerk typist & secretary 文书打字兼秘书Computer data input operator 计算机资料录入员Computer engineer 计算机工程师Computer processing operator 计算机处理操作员Computersystem manager 计算机系统部经理Copywriter 广告文字撰稿人Deputy general manager 副总经理Economic research assistant 经济研究助理Electrical engineer 电气工程师English instructor / teacher 英语教师Export sales manager 外销部经理Export sales staff 外销部职员Financial controller 财务主任Financial reporter 财务报告人F．X. ( foreign exchange ) clerk 外汇部职员F．X. settlement clerk 外汇部核算员Fund manager 财务经理General auditor 审计长General manager / president 总经理General manager assistant 总经理助理General manager’s secretary 总经理秘书Hardware engineer （计算机）硬件工程师Import liaison staff 进口联络员Impor manager 进口部经理Insurance actuary 保险公司理赔员International sales staff 国际销售员Interpreter 口语翻译Legal adviser 法律顾问Line supervisor 生产线主管Maintenance engineer 维修工程师Management consultant 管理顾问Manager 经理Manager for public relations 公关部经理Manufacturing engineer 制造工程师Manufacturing engineer 制造工程师Manufacturing worker 生产员工Market analyst 市场分析员Market development manager 市场开发部经理Marketing manager 市场销售部经理Marketing staff 市场销售员Marketingassistant销售助理Marketing executive 销售主管Marketing representative 销售代表Marketing representative manager 市场调研部经理Mechanical engineer 机械工程师Mineing engineer 采矿工程师Music teacher 音乐教师Naval architect 造船工程师Office assistant 办公室助理Office clerk 职员Operational manager 业务经理Package designer 包装设计师Passenger reservation staff 乘客票位预订员Personnel clerk 人事部职员Personnel manager 人事部经理Plant / factory manager 厂长Postal clerk 邮政人员Private secretary 私人秘书Product manager 生产部经理Production engineer 产品工程师Professional staff 专业人员Programmer 电脑程序设计师Project staff （项目）策划人员Promotion manager 推销部经理Proof – reader 校对员Purchasing agent 采购（进货）员Quality control engineer 质量管理工程师Real estate staff 房地产职员Recruitment coordinator 招聘协调员Regional manager 地区经理Research & development engineer 研究开发工程师Restaurant manager 饭店经理Sales and planning staff 销售计划员Sales assistant 销售助理Sales clerk 店员、售货员Sales coordinator 销售协调员Sales engineer 销售工程师Sales executive 销售主管Sales manager 销售部经理Salesperson 销售员Seller representative 销售代表Sales supervisor 销售监管School registrar 学校注册主任Secretarial assistant 秘书助理Secretary 秘书Securities custody clerk 保安人员Security officer 安全人员Senior accountant 高级会计Senior consultant / adviser 高级顾问Senior employee 高级雇员Senior secretary 高级秘书Service manager 服务部经理Simultaneous interpreter 同声传译员Software engineer （计算机）软件工程师Supervisor 监管员Systems adviser 系统顾问Systems engineer 系统工程师Systems operator 系统操作员Technical editor 技术编辑Technical translator 技术翻译Technical worker 技术工人Telecommunication executive 电讯（电信）员T elephonist / operator 电话接线员、话务员Tourist guide 导游Trade finance executive 贸易财务主管Trainee manager 培训部经理Translation checker 翻译核对员Translator 翻译员Trust banking executive 银行高级职员Typist 打字员Word processing operator 文字处理操作员。
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。
外文翻译--企业人力资源管理系统分析与设计
外文翻译--企业人力资源管理系统分析与设计Enterprise Human Resources Management System Design And ImplementationAbstractHuman 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 modethe competition between enterprises is turning from visible economic markets to the network Developing the human resource management system supported by computer technologynetwork 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 scienceficModern human resource management uses BS mode to avoid CS modes short coming of difficult in maintdning and reusingAccording to the functional requirements of the actual projectthis article specificly state the analysis of systemthe general desigin of the systemthe detail design of system and the practice of the systemThe development of the system is the practice of MVC design ideas maing using the JspServletJavaBean form of developmentJsp is the practice ofMVC design ideasviewin charge of receivingresponding the request of the customerServlet 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 projrctssuch as the Ajax techniqueJfreChart statementsfileupload technologyhas 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 InternetIntranet has been designed The main managementattendance management training more efficient statisticsKeywords human resource management BS 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随着计算机信息技术的高速发展电子商务模式的空前盛行企业之间的竞争也从有形的经济市场转向了网络开发以计算机技术网络技术信息技术支持的现代人力资源管理系统既能提高企业人力资源管理的技术含量和企业的办事效率也能使人力资源管理能够进入现代化决策科学化的进程现代人力资源管理系统采用了BS模式可以避免CS模式的重用性差维护难度高的缺点和不足结合实际项目的功能需求从系统分析系统总体设计系统详细设计系统实现等方面进行了详细的论述系统开发主要是MVC设计思想的应用主要采用JspServletJavaBean的开发方式 Jsp对应MVC设计思想的视图View 主要是负责接收响应客服端请求以及动态生成Web现实页面Servlet是对应MVC设计思想的控制Controller 主要负责整个系统的核心业务控制JavaBean对应的是MVC设计思想的模型Model 主要负责整个系统的数据和业务规则系统的实现过程中运用了一些开源项目如Ajax技术JfreeChart报表fileupload技术本文运用了现代人力资源管理理论结合企业的实际情况比较国内外人力资源管理系统的现状设计了一个基于Internet Intranet的人力资源管理系统本文研究人力资源管理系统的主要内容有招聘管理人事管理考勤管理培训管理薪资管理系统设置系统的开发目的是人力资源管理的业务逻辑实现高效化智能化从而能帮助企业的人力资源管理人员进行人力资源管理和数据分析关键词人力资源管理BS模式MVC模型开源项目ThehumanresourcesmanagementsystemThehumanresourcesmanagementsystemisanenterpriseunitessentialparta daptsthemodernenterprisesystemimpelstheenterprisehumanresourcesmanage menttomovetowardsscientificstandardizedtheautomatedessentialcondition Itscontentregardingenterprisespolicy-makersandthesuperintendentallver yimportantthereforethehumanresourcesmanagementsystemshouldbeabletopro videthesufficientinformationandthequickinquirymethodfortheuserhelpsth eheadofundertakingunderstandingenterpriseexistinghumanresourcescondit ionButthepeoplehavesincealwaysusedthetraditionalartificialwaymanageme ntdocumentfilethismanagementwayhasmanyshortcomingsforexampleTheeffici encylowthesecuritybadthetimeonelongcanproducethemassivedocumentsandthedatabacklogthisregardingthesearchtherenewalandthemaintenancehasallbr oughtmanydifficultiesThereforeinordertospeeduptheenterprisetheinformationizationstepenhanc estheenterprisethemanagementlevelbytobeinanimpregnablepositioninthein tensesocialcompetitiontheconstructionandtheconsummationhumanresources managementsystemalreadybecameextremelyessentialandurgentThissystemintroducedindetailtheenterprisehumanresourcesmanagementsyst emdevelopmentandthedesignincludinghasdevelopedamanagementinformations ystem5stagesThesystemstartswiththefeasibilitystudythesystemanalysisan dthedesigntheprogrammingthesystemtestandtechnicaltrainingtheprojectsu mmaryandtheappraisalOperators have especially exigent demands of persons with ability Under the condition that qualified persons with ability cannot completely be obtained outside enterprise the problem of upgrading enterprise internal staffs working capacity and the ultimate improvement of enterprises rapid responding capacity and well execution need to be solved as soon as possible Therefore operators need to establish staff certification system so as to implement comprehensive post capacity certification of each post staff within the enterprise and sufficiently coordinate the system with training management system to confirm trainingeffects Simultaneously training management system pertinent to the existing staff within the enterprise is required to be established and organization duty process and system which training management involves should be made clear to guarantee that the internal resources can be sufficiently and reasonably utilized to upgrade the internal staffs working capacity Sothe Human Resource Management System comes outA Human Resource Management System HRMS EHRMS Human Resource Information System HRIS HR Technology or also called HR modules or simply "Payroll" refers to the systems and processes at the intersection between human resource management HRM and information technology It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning ERP software On the whole these ERP systems have their origin on software that integrates information from different applications into one universal database The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors which makes this software application both rigid and flexibleThe function of Human Resources departments is generally administrative and not common to all organizations Organizations may haveformalized selection evaluation and payroll 40 processes Efficient and effective management of "Human Capital" has progressed to an increasingly imperative and complex process The HR function consists of tracking existing employee data which traditionally includes personal histories skills capabilities accomplishments and salary To reduce the manual workload of these administrative activities organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS Before the client–server architecture evolved in the late 1980s many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions In consequence of the low capital investment necessary to buy or program proprietary software these internally-developed HRMS were unlimited to organizations that possessed a large amount of capital The advent of client–server Application Service Provider and Software as a Service or SaaS Human Resource Management Systems enabled increasingly higher administrative control of such systems Currently Human Resource Management Systems encompass1Payroll2Work Time3Benefits Administration4HR management Information system5Recruiting6TrainingLearning Management System7Performance Record8Employee Self-ServiceThe payroll module automates the pay process by gathering data on employee time and attendance calculating various deductions and taxes and generating periodic pay cheques and employee tax reports Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities This module can encompass all employee-related transactions as well as integrate with existing financial management systemsThe work time gathers standardized time and work related efforts The most advanced modules provide broad flexibility in data collection methods labor distribution capabilities and data analysis features was outdated Cost analysis and efficiency metrics are the primary functions The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs These typically encompass insurance compensation profit sharing and retirementThe HR management module is a component covering many other HR aspects from application to retirement The system records basic demographic andaddress data selection training and development capabilities and skills management compensation planning records and other related activities Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields notify employers and provide position management and position control not in use Human resource management function involves the recruitment placement evaluation compensation and development of the employees of an organization Initially businesses used computer based information systems to ☆ produce pay checks and payroll reports☆ maintain personnel records☆ pursue Talent ManagementOnline recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization Talent Management systems typically encompass ☆ analyzing personnel usage within an organization☆ identifying potential applicants☆ recruiting through company-facing listings☆ recruiting through online recruiting sites or publications that market to both recruiters and applicantsThe significant cost incurred in maintaining an organized recruitment effort cross-posting within and across general or industry-specific job boards and maintaining a competitive 42 exposure of availabilities hasgiven rise to the development of a dedicated Applicant Tracking System or ATS moduleThe training module provides a system for organizations to administer and track employee training and development efforts The system normally called a Learning Management System if a stand alone product allows HR to track education qualifications and skills of the employees as well as outlining what training courses books CDs web based learning or materials are available to develop which skills Courses can then be offered in date specific sessions with delegates and training resources being mapped and managed within the same system Sophisticated LMS allow managers to approve training budgets and calendars alongside performance management and appraisal metricsThe Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system Employees may query their attendance record from the system without asking the information from HR personnel The module also lets supervisors approve OT requests from their subordinates through the system without overloading the task on HR departmentMany organizations have gone beyond the traditional functions and developed human resource management information systems which support recruitment selection hiring job placement performance appraisals employee benefit analysis health safety and security while othersintegrate an outsourced Applicant of the above Tracking System that encompasses a subset译文企业人力资源管理系统人力资源管理系统是一个企业单位不可缺少的部分是适应现代企业制度推动企业人力资源管理走向科学化规范化自动化的必要条件它的内容对于企业的决策者和管理者来说都至关重要所以人力资源管理系统应该能够为用户提供充足的信息和快捷的查询手段以帮助企业领导了解企业现有的人力资源状况但一直以来人们使用传统人工的方式管理文件档案这种管理方式存在许多缺点如效率低安全性差时间一长就会产生大量的文件和数据积压这对于查找更新和维护都带来了不少的困难因此为了加快企业的信息化步伐提高企业的管理水平以在激烈的社会竞争中立于不败之地建设和完善人力资源管理系统已经变得十分必要和迫切本系统详细介绍了企业人力资源管理系统的开发与设计包括了开发一个管理信息系统的5个阶段系统开始和可行性研究系统分析和设计程序设计系统测试和技术培训项目总结和评估操作人员随着能力的要求来增加容量在这种情况下拥有专门用途的容量将不能从企业外部获得企业升级内部员工的工作量和企业的快速反应能力的提升以及很好的执行能力这些问题需要尽可能快的解决因此操作人员需要建立员工文凭证书系统以便完成每一个企业内部的在职员工的职位接受能力和充分协调培训管理系统来证明培训作用与此同时对于企业内部现有员工来说培训管理系统要求被建立而且培训管理涉及的组织职责进程和系统应该被清楚从而来确保内部资源可以被充分合理地使用来升级内部员工的工作能力因而人力资源管理系统应运而生一个人力资源管理系统人力资源信息系统人力资源技术或者所谓的人力资源模块或者像一个简单的工资表就是指那些在人力资源管理和信息技术之间的系统和程序的交集它整合了人力资源管理作为一门学科尤其作为它的基本的人力资源活动和信息技术领域的程序然而这些数据处理系统的执行逐渐演变成了标准的计算机程序和企业资源规划软件整体而言这个企业资源规划系统在软件上也有它的起源就是它可以把来自不同应用程序的信息集成到一个通用数据库中财务和人力资源模块通过一个数据库连接是它与那些之前独立发展的先辈们最大的区别它使这种软件应用程序变得既固定又灵活易变人力资源部门的功能通常就是具有管理员性质的并且对所有的组织来说不常见组织可能有正式的选拔评估和发薪活动高效的和有效的管理人力资本已经发展到一个日益紧迫和复杂的过程人力资源功能由那些跟踪现有雇员数据组成包括传统意义上的个人历史技能能力业绩和薪水为了降低这些管理活动的人工工作量很多组织开始通过引进专门的人力资源管理系统来使很多程序电子自动化人力资源的执行依赖于内部或外部的 IT 专门功能进而可以发展和维护一个集成的综合性人力资源管理系统 20 世纪 80 年代后期在客户服务器发生演变之前许多人力资源自动化程序被降级到大型计算机它们可以处理巨大的数据交易由于较低的资本投入去买或者执行一个专门的软件是有必要的对那些拥有大量资本的组织者来说这些被发展成为内部的人力资源管理系统是无限制的客户端---服务器应用服务提供者和软件的出现作为一种服务或者称为软件服务化的人力资源管理系统促使这些系统日益升高的管理控制能力成为现实当前人力资源管理系统包括薪金总数工作时间福利管理人力资源管理信息系统招聘培训学习管理系统性能记录员工自动服务工资模块通过集合员工时间和出勤情况计算各种扣除和税收生成定期支付票据和员工税收报告来使支付程序自动化数据通常来自人力资源用来计算自动存储的时间保持模块以及那些手工书写支票的能力这些模块可以包含所有与员工有关的交易数据也集成了现存的财务管理系统工作时间集合了标准的时间和与付出相关的工作量最高级的模块在数据收集方法劳动分配能力和数据分析特色提供广泛的灵活性成本分析和效益指标是两个基础的功能福利管理模块为组织管理和跟踪员工是否参与到效益活动中提供了一个系统它通常包括保险赔偿利润分享和退休人力资源管理模块是一个包括其它许多人力资源方面的组件从申请到退休该系统记录和处理基本的人口统计和地址数据筛选培训和发展能力和技能管理赔偿计划记录和其他相关的活动交叉系统提供了读应用程序的能力并且可以进入一个与申请数据库相关的数据通告员工提供管理职位和没有被使用的控制职位人力资源管理涉及到招聘评估赔偿和一个组织的员工的发展最初基于信息系统使用的商业计算机功能有生成支付票据和工资总额报告维护人事记录追求智能管理局在线招聘已经成为一个受雇于人力资源管理部门的基础方法被用来吸纳那些在组织内部适合于某些职位的有潜力的员工人才管理系统通常包括分析组织内部员工工作效率确定有潜力的申请者通过公司现在面临的情况来招聘员工通过在线招聘网址或者市场上用于应聘者和申请者的出版物来招聘员工随之而来的在维护一个有组织的招聘努力中在一个跨领域的人员分配活动中或者行业定制的工作海报中在维护一个已经被用来作为提升精确追踪者系统或者称为自动试验系统的发展的具有竞争性的展示活动的模板中这个模板为很多组织者的管理员和跟踪员工培训与发展努力的活动提供了一个系统这个系统通常被称为学习管理系统如果一个独立的商品允许人力资源跟踪员工的教育文凭和技能就像列举出来那些培训的课程课本光盘学习的网站或者那些用来发展技能的可用材料在日期确定的会话课程会被提供它具有代表性和那些在同一个系统中被映射和管理的培训资源先进的学习管理系统允许管理者提升培训预算和绩效指标的日历的同时管理和考核员工自我评价模块允许员工查询与人力资源相关的数据执行一些运行于该系统上的人力资源交易数据员工也可以从系统上查询他们的出勤记录而无需从人力资源部问这些信息这个模块也可以使上级通过该系统批准那些系统不超载的任务就由人事部门下属完成的要求许多组织已经超越了传统的职能并且发展了人力资源开发管理信息系统它支持聘选拔聘用工作安置业绩考核员工福利分析卫生安全和保障而其他功能整合了包含以上功能的子集的外包申请人跟踪系统1。
人力资源管理系统专业术语中英文对照表
⼈⼒资源管理系统专业术语中英⽂对照表⼈⼒资源管理专业术语中英⽂对照表⼈⼒资源管理：Human Resource Management , HRM⼈⼒资源经理：Human resource manager⾼级管理⼈员：Executive职业：Profession道德标准：ethics操作⼯：operative employees专家：specialist⼈⼒资源认证协会：the human resource certification institute ,HRCI外部环境：external environment内部环境：internal environment政策：policy企业⽂化：corporate culture⽬标：mission股东：shareholders⾮正式组织：informal organization跨国公司：multinational corporation ,MNC管理多样性：managing diversity⼯作：job职位：posting⼯作分析：job analysis⼯作说明：job description⼯作规范：job specification⼯作计划分析表：job analysis schedule ,JAS职位分析问卷调查法：Management position description questionnaire ,MPDQ ⾏政秘书：executive secretary 地区服务经理助理：assistant disterict service manager⼈⼒资源计划：human resource planning HRP战略规划：strategic planning长期趋势：long term trend要求预测：requirement forecast供给预测：availability forecast管理⼈⼒储备：management inventory裁减：downsizing⼈⼒资源信息系统：human resource information system，HRIS招聘：recruitment员⼯申请表：employee requisition招聘⽅法：recruitment methods内部提升：promotion from within ,PFW⼯作公告：job posting⼴告：advertising职业介绍所：employment agency特殊事件：special events实习：internship选择：selection选择率：selection rate简历：resume标准化：standardization有效性：validity客观性：objectivity规范：norm录⽤分数线：cutoff score准确度：aiming业务知识测试：job knowledge tests求职⾯试：employment interview⾮结构化⾯试：unstructured interview结构化⾯试：structured interview⼩组⾯试：group interview职业兴趣测试：vocational interest tests会议型⾯试： board interview组织变化与⼈⼒资源开发⼈⼒资源开发：human resource development，HRD 培训：training 开发：development定位：orientation训练：coaching辅导：mentoring经营管理策略：business games案例研究：case study会议⽅法：conference method⾓⾊扮演：role playing⼯作轮换：job rotating在职培训：on-the-job-training ，OJT媒介：media企业⽂化与组织发展：企业⽂化： corporation culture组织发展： organization development ， OD调查反馈： survey feedback质量圈： quality circles⽬标管理： management by objective ，MBO全⾯质量管理：Total quality management ,TQM 团队建设：team building职业计划与发展职业： career职业计划：career planning职业道路：career path职业发展 career development⾃我评价：self-assessment职业动机：career anchors绩效评价绩效评价：performance appraisal ，PA⼩组评价：group appraisal业绩评定表：rating scales method关键事件法：critical incident method排列法：ranking comparison平⾏⽐较法：paired comparison硬性分布法：forced distribution method晕圈错误：halo error宽松：leniency严格：strictness反馈： degree feedback叙述法：essay method集中趋势：central tendency报酬与福利报酬： compensation直接经济报酬：direct financial compensation 间接经济报酬：indirect financial compensation ⾮经济报酬： no financial compensation公平：equity外部公平：external equity内部公平：internal equity员⼯公平：employee equity⼩组公平：team equity⼯资⽔平领先者：pay leaders劳动⼒市场：labor market⼯作评价：job evaluation排列法：ranking method分类法：classification method因素⽐较法：factor comparison method评分法：point method海⽒指⽰图标个⼈能⼒分析法：Hay Guide Chart – profile Method ⼯作定价：job pricing ⼯资等级：pay grade⼯资曲线：wage curve⼯资幅度：pay range福利和其他报酬问题：福利（间接经济补偿）员⼯股权计划：employee stock ownership 破烂 ,ESOP值班津贴： shift differential奖⾦：incentive compensation分红制：profit sharing安全与健康的⼯作环境：安全：safety健康：health频率： frequency rate紧张：stress⾓⾊冲突：role conflict催眠法：hypnosis酗酒：alcoholism员⼯和劳动关系⼯会：union地⽅⼯会：local union⾏业⼯会：craft union全国⼯会：national union谈判组：bargaining union劳资谈判：collective bargaining仲裁： arbitration罢⼯：strike内部员⼯关系：internal employee relation纪律： discipline纪律处分：disciplinary action申诉：grievance降职：demotion调动：transfer晋升：promotion部门名称⼈事部：personnel department⼈⼒资源部：human resource department营销部：salesman department产品开发部：product development department 公关部：public relationship department市场部：marketing department财会部：finance department采购部：purchasing （procurement）department 售后服务部：after-sale service department 品管部：quality control department职位名称：董事长：chairman of the board总裁：president （Am E.）执⾏副总裁：executive vice – president⾏政董事：managing director总经理：executive manager ，general manager 副总经理：deputy general manager部门经理，科长：section manager销售部经理：sales manager助理经理（副经理）：assistant manager主任：manager销售代表：sales representative主管：supervisor⾼中级管理⼈员：executive职员： clerkAccounting assistant 会计助理Accounting clerk 记账员Accounting manager 会计部助理Accounting stall 会计部职员Accounting supervisor 会计主管Administration manager ⾏政经理Administration staff ⾏政⼈员Administrative assistant ⾏政助理Administrative clerk ⾏政办事员Advertising staff ⼴告⼯作⼈员Airlines sales representative 航空公司订座员Airlines staff 航空公司职员Application engineer 应⽤⼯程师Assistant manager 副经理Bond analyst 证券分析员Bond trader 证券交易员Business controller 业务主任Business manager 业务经理Buyer 采购员Cashier 出纳员Chemical engineer 化学⼯程师Civil engineer ⼟⽊⼯程师Clerk / receptionist 职员 / 接待员Clerk typist & secretary ⽂书打字兼秘书Computer data input operator 计算机资料录⼊员Computer engineer 计算机⼯程师Computer processing operator 计算机处理操作员Computer system manager 计算机系统部经理Copywriter ⼴告⽂字撰稿⼈Deputy general manager 副总经理Economic research assistant 经济研究助理Electrical engineer 电⽓⼯程师English instructor / teacher 英语教师Export sales manager 外销部经理Export sales staff 外销部职员Financial controller 财务主任Financial reporter 财务报告⼈F．X. ( foreign exchange ) clerk 外汇部职员F．X. settlement clerk 外汇部核算员Fund manager 财务经理General auditor 审计长General manager / president 总经理General manager assistant 总经理助理General manager’s secretary 总经理秘书Hardware engineer （计算机）硬件⼯程师Import liaison staff 进⼝联络员Impor manager 进⼝部经理Insurance actuary 保险公司理赔员International sales staff 国际销售员Interpreter ⼝语翻译Legal adviser 法律顾问Line supervisor ⽣产线主管Maintenance engineer 维修⼯程师Management consultant 管理顾问Manager 经理Manager for public relations 公关部经理Manufacturing engineer 制造⼯程师Manufacturing engineer 制造⼯程师Manufacturing worker ⽣产员⼯Market analyst 市场分析员Market development manager 市场开发部经理Marketing manager 市场销售部经理Marketing staff 市场销售员Marketingassistant销售助理Marketing executive 销售主管Marketing representative 销售代表Marketing representative manager 市场调研部经理Mechanical engineer 机械⼯程师Mineing engineer 采矿⼯程师Music teacher ⾳乐教师Naval architect 造船⼯程师Office assistant 办公室助理Office clerk 职员Operational manager 业务经理Package designer 包装设计师Passenger reservation staff 乘客票位预订员Personnel clerk ⼈事部职员Personnel manager ⼈事部经理Plant / factory manager ⼚长Postal clerk 邮政⼈员Private secretary 私⼈秘书Product manager ⽣产部经理Production engineer 产品⼯程师Professional staff 专业⼈员Programmer 电脑程序设计师Project staff （项⽬）策划⼈员Promotion manager 推销部经理Proof – reader 校对员Purchasing agent 采购（进货）员Quality control engineer 质量管理⼯程师Real estate staff 房地产职员Recruitment coordinator 招聘协调员Regional manager 地区经理Research & development engineer 研究开发⼯程师Restaurant manager 饭店经理Sales and planning staff 销售计划员Sales assistant 销售助理Sales clerk 店员、售货员Sales coordinator 销售协调员Sales engineer 销售⼯程师Sales executive 销售主管Sales manager 销售部经理Salesperson 销售员Seller representative 销售代表Sales supervisor 销售监管School registrar 学校注册主任Secretarial assistant 秘书助理Secretary 秘书Securities custody clerk 保安⼈员Security officer 安全⼈员Senior accountant ⾼级会计Senior consultant / adviser ⾼级顾问Senior employee ⾼级雇员Senior secretary ⾼级秘书Service manager 服务部经理Simultaneous interpreter 同声传译员Software engineer （计算机）软件⼯程师Supervisor 监管员Systems adviser 系统顾问Systems engineer 系统⼯程师Systems operator 系统操作员Technical editor 技术编辑Technical translator 技术翻译Technical worker 技术⼯⼈Telecommunication executive 电讯（电信）员Telephonist / operator 电话接线员、话务员Tourist guide 导游Trade finance executive 贸易财务主管Trainee manager 培训部经理Translation checker 翻译核对员Translator 翻译员Trust banking executive 银⾏⾼级职员Typist 打字员Word processing operator ⽂字处理操作员。
人事管理系统的设计与实现 英文
Human Resource Management System: Design and Implementation1. IntroductionIn today's fast-paced and competitive business environment, effective human resource management is essential for the success of any organization. With the advancement of technology, the design and implementation of a comprehensive Human Resource Management System (HRMS) has become crucial for streamlining HR processes, improving employee productivity, and ensuring overall organizational success.2. Understanding the HRMSThe HRMS is a software application that combines various HR functions, such as payroll, recruitment, performance management, training and development, and employee benefits, into one integrated system. It provides a centralized platform for managing all aspects of the employee lifecycle, from onboarding to retirement.3. Designing the HRMSWhen designing an HRMS, it is important to take into consideration the unique needs and requirements of the organization. This includes understanding the size of the workforce, the complexity of HR processes, and the overall business objectives. The design should focus on usability, scalability, and flexibility to accommodate future growth and changes in the organization.4. Implementing the HRMSThe implementation of an HRMS requires careful planning and execution. It involves data migration, system configuration, employee training, and change management. It is important to work closely with HR professionals and IT experts to ensure a smooth transition to the new system and minimize any disruptions to daily operations.5. Benefits of HRMSThe implementation of an HRMS brings numerous benefits to the organization. It automates repetitive tasks, reduces manual errors, and improves data accuracy. It also provides real-timeinsights and analytics, enabling better decision-making and strategic planning. Moreover, it enhances employee experience, engagement, and satisfaction by providing self-service tools and access to relevant information.6. Personal PerspectiveFrom my own experience, I believe that the design and implementation of an HRMS is a game-changer for any organization. It not only simplifies HR processes but also empowers HR professionals to focus on more strategic initiatives, such as talent management and succession planning. It also fosters a culture of transparency and accountability, leading to a more productive and motivated workforce.7. ConclusionIn conclusion, the design and implementation of a robust Human Resource Management System is a critical investment for any organization looking to optimize its HR functions and drive overall business success. By prioritizing user experience, scalability, and data-driven insights, an HRMS can revolutionize the way HR is managed and elevate the employee experience tonew heights.In summary, the comprehensive design and implementation of a Human Resource Management System are essential for organizations to streamline HR processes and ensure the overall success of the business. Through careful planning and execution, organizations can reap the benefits of improved efficiency, better decision-making, and enhanced employee satisfaction. With the right HRMS in place, organizations can set themselves up for long-term success in today's competitive business landscape.。
企业人力资源管理系统的分析与设计
理， 再根据企业 自身特点对流程进行设计 ， 那么不但工作人员会拥 有更好的工作效率 ， 企业也能够得到更加丰厚的利益。
（ 三） 重塑企业 文化 ， 对 人力资源管理进 行改进
个企业， 是否能够 走得更长远 ， 并不仅仅只依靠它所拥有 的 资源和 技术 ， 还要看它有没有一 个 良好的企业 文化 。人力资源它 与一般 的资源非常不一样 ， 它有 着非常强烈的主观 能动性 以及 自 我 意识 。一个 良好 的企业文化 能够让员工们对企业产生信心 ， 积 极 的对待企业分配下来的工作 ， 进一步的挖掘 自身的潜能 ， 实现人 力资源管理 的效用。所以， 我们在对其进行 改革的时候， 应该 充分 的建立企业 自身文化 ， 促进企业发展 。 （ 四） 重视业务外包 。 对人 力资源管理进行 改进 某一些工作对企业来说 ， 可能存在一些难度 ， 强行进行不但无 法把工作做 好， 还有可能会浪费大量的人力物力 ， 这个时候我们可 以考虑将工作交给外面相关的专业公司进行 ， 不但 可以有效 的完 成工作 ， 还能够节 约资源资 金。这样不但 能够让企业跟 陕速 的发 展， 还能够让企业有更多的时间处理其事务。 （ 五） 运 用信息技术 。 对人 力资源管理进行 改进 当今社 会是一 个科 技化 的社 会 ， 企 业发展 也要 跟上这 个节 奏 。我们必须将科技运用到对企业事务的处理 中去 ， 对现有 的信 息技术工作进行突破 ， 生成强大的 自动化系统 ， 最终让人力资源进 行更好 的管理 。
想。 关键 词 ： 人 力资源 ； 人 力 资 源 管理 ； 分 析
企 业生产无论 是哪一个方面 的步骤都 离不开人员 的操作 ， 一 个 发展 良好的企业 内部必 定有一个 比较完善 成熟 的人 力资源管 理 系统 。现在不 同企业都 已普遍认 同人力资源是企业核心竞争力 这一 个观点 ， 于是， 为 了提高企 业的综合能力 ， 大多数的领导者就 将 重点放在了人力资源 的培 养与优化上 。所 以， 只有对人力资源 进行 了 良好 的管理 ， 企业竞争力才能够被大力提升 ， 得 到有效 的发
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。
人事管理系统的开发和设计外文翻译毕业设计(论文)
英文文献：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 thedatabase 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. In the design of objects, without writing to establish and describe each object code, butwith 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 andanalysis to confirm the user's requirements can be achieved through the existing computer 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 .中文翻译：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。
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。
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。
企业人力资源管理系统--开题报告+外文翻译
华东交通大学毕业设计（论文）开题报告书（2)X-真实课题；Y—模拟课题；Z—虚拟课题（1）、（2)均要填，如AY、BX等。
此部分可以附页毕业设计(论文）外文资料翻译外文出处: http：//www.endoc。
net/PDFweb/215。
htm附件： A.外文翻译-原文部分B。
外文翻译—译文部分附录A。
外文翻译 -原文部分The Strategic Role of Human Resource ManagementTyson，S出处:http：//www。
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net/PDFweb/215.htm1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is， we should first review what managers do. Most experts agree that there are five basic functions all managers perform’ planning， organizing， staffing， leading, and controlling. In total, these functions represent the management process。
Some of the specific activities involved in each function include: Planning：Establishing goals and standards; developing rules and procedures； developing plans and forecasting—predicting or projecting some future occurrence.Organizing: Giving each subordinate a specific task；establishing departments; delegating authority to subordinates；establishing channels of authority and communication；coordinating the work of subordinates。
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 their CSR 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 theindex 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 willundoubtedly 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 isauthorized 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 tothe 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 requires a 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。
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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。
随着计算机信息技术的高速发展，电子商务模式的空前盛行，企业之间的竞争也从有形的经济市场转向了网络。
开发以计算机技术、网络技术、信息技术支持的现代人力资源管理系统，既能提高企业人力资源管理的技术含量和企业的办事效率，也能使人力资源管理能够进入现代化、决策科学化的进程。
现代人力资源管理系统采用了B/S模式，可以避免C/S模式的重用性差、维护难度高的缺点和不足。
结合实际项目的功能需求，从系统分析、系统总体设计、系统详细设计、系统实现等方面进行了详细的论述。
系统开发主要是MVC设计思想的应用，主要采用Jsp+Servlet+JavaBean的开发方式。
Jsp对应MVC设计思想的视图（View），主要是负责接收/响应客服端请求，以及动态生成Web现实页面。
Servlet是对应MVC设计思想的控制（Controller），主要负责整个系统的核心业务控制。
JavaBean对应的是MVC设计思想的模型（Model），主要负责整个系统的数据和业务规则。
系统的实现过程中运用了一些开源项目，如Ajax技术、 JfreeChart报表、fileupload技术。
本文运用了现代人力资源管理理论，结合企业的实际情况，比较国内外人力资源管理系统的现状，设计了一个基于Internet/ Intranet的人力资源管理系统。
本文研究人力资源管理系统的主要内容有：招聘管理、人事管理、考勤管理、培训管理、薪资管理、系统设置。
系统的开发目的是人力资源管理的业务逻辑实现高效化、智能化，从而能帮助企业的人力资源管理人员进行人力资源管理和数据分析。
关键词：人力资源管理；B/S模式；MVC模型：开源项目.The human resources management systemThe human resources management system is an enterprise unit essential part, adapts the modern enterprise system, impels the enterprise human resources man agement to move towards scientific, standardized, the automated essential condi tion. It’s content regarding enterprise’s policy-makers and the superintenden t all very important, therefore the human resources management system should be able to provide the sufficient information and the quick inquiry method for th e user, helps the head of undertaking understanding enterprise existing human r esources condition. But the people have since always used the traditional artif icial way management document file, this management way has many shortcomings, for example: The efficiency low, the security bad, the time one long can produc e the massive documents and the data backlog, this regarding the search, the re newal and the maintenance has all brought many difficulties.Therefore, in order to speed up the enterprise the informationization step, enh ances the enterprise the management level by to be in an impregnable position i n the intense social competition, the construction and the consummation human r esources management system already became extremely essential and urgent.This system introduced in detail the enterprise human resources management syst em development and the design, including has developed a management information system 5 stages: The system starts with the feasibility study, the system analysis and the design, the programming, the system test and technical training, t he project summary and the appraisal.Operators have especially exigent demands of persons with ability. Under the condition that qualified persons with ability cannot completely be obtained outside enterprise, the problem of upgrading enterprise internal staff’s working capacity and the ultimate improvement of enterprise’s rapid responding capacity and well execution need to be solved as soon as possible. Therefore, operators need to establish staff certification system so as to implement comprehensive post capacity certification of each post staff within the enterprise and sufficiently coordinate the system with training management system to confirm training effects. Simultaneously, training management system pertinent to the existing staff within the enterprise is required to be established and organization, duty, process and system which training management involves should be made clear to guarantee that the internal resources can be sufficiently and reasonably utilized to upgrade the internal staff’s working capacity. So,the Human Resource Management System comes out.A Human Resource Management System (HRMS, EHRMS), Human Resource Information System (HRIS), HR Technology or also called HR modules, or simply "Payroll", refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software. On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makes this software application both rigid and flexible.The function of Human Resources departments is generally administrative and not common to all organizations. Organizations may have formalized selection, evaluation, and payroll 40 processes. Efficient and effective management of "Human Capital" has progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the client–server architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the low capital investment necessary to buy or program proprietarysoftware, these internally-developed HRMS were unlimited to organizations that possessed a large amount of capital. The advent of client–server, Application Service Provider, and Software as a Service or SaaS Human Resource Management Systems enabled increasingly higher administrative control of such systems. Currently Human Resource Management Systems encompass:1.Payroll2.Work Time3.Benefits Administration4.HR management Information system5.Recruiting6.Training/Learning Management System7.Performance Record8.Employee Self-ServiceThe payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. This module can encompass all employee-related transactions as well as integrate with existing financial management systems.The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labor distribution capabilities and data analysis features was outdated. Cost analysis and efficiency metrics are the primary functions.The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement.The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields, notify employers and provide position management and position control not in use. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization. Initially, businesses used computer based information systems to: ☆ produce pay checks and payroll reports;☆ maintain personnel records;☆ pursue Talent Management.Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within anorganization. Talent Management systems typically encompass:☆ analyzing personnel usage within an organization;☆ identifying potential applicants;☆ recruiting through company-facing listings;☆ recruiting through online recruiting sites or publications that market to both recruiters and applicants.The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and across general or industry-specific job boards and maintaining a competitive 42 exposure of availabilities has given rise to the development of a dedicated Applicant Tracking System, or 'ATS', module.The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a Learning Management System if a stand alone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials are available to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticated LMS allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics.The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel. The module also lets supervisors approve O.T. requests from their subordinates through the system without overloading the task on HR department.Many organizations have gone beyond the traditional functions and developed human resource management information systems, which support recruitment, selection, hiring, job placement, performance appraisals, employee benefit analysis, health, safety and security, while others integrate an outsourced Applicant of the above. Tracking System that encompasses a subset译文企业人力资源管理系统的设计与实现人力资源管理系统是一个企业单位不可缺少的部分，是适应现代企业制度，推动企业人力资源管理走向科学化、规范化、自动化的必要条件。