Managing Human Capital in Organizations 团队中的人力资本管理 翻译
human resource management阅读理解
human resource management阅读理解【题目】阅读下面的文章，根据文章内容，完成相应的选择题。
HUMAN RESOURCES MANAGEMENTHuman Resources Management(HRM)is the process of managing people and their relationships in an organization.These two processes are important in the success and growth of a business.In managing people, staffing is the most important component of HRM.It needs to make guidelines and procedures for hiring and placement.Staffing also involves the management of employees on matters like monitoring of holidays,absences,health and safety,disciplinary action,and dismissal. Another important element of HRM in managing people is keeping the employees in the company.The training of employees to enable them to improve their career development is very important.Good HRM policies ensure that there are clear regulations which show the pay levels for the different positions in an organization.It is important for the staff to know the career path,pay,training and other opportunities that are available to them.Performance management is another important component of HRM. The reason for this is that many employers use it to evaluate career improvement and to determine pay increases.The secondary role of HRM is the management of the relationships among people in an organization.This includes staff within departments as well as across the whole organization.The relationship between staff and management is animportant factor in the success of an organization.It decides how fast an organization will realize their goals.The focus of HRM is the people within an organization.Regular planning,monitoring and evaluation are important for the success of HRM.Successful management ensures that all employees know their role,career development and also feel part of an organization.操作提示：通过题干后的下拉框选择题目的正确答案。
我的妈妈是人力资源师英文作文
我的妈妈是人力资源师英文作文My Mother, the Human Resource SpecialistAs I reflect on my life, I realize that one of the most influential figures has been my mother, who works as a human resource specialist. From a young age, I have witnessed the dedication and passion she brings to her profession, and it has shaped my own perspective on the importance of human capital in the success of any organization.My mother's journey into the field of human resources began after she completed her university education. With a degree in business administration and a keen interest in people management, she decided to pursue a career that would allow her to combine her analytical skills with her empathetic nature. She began working for a large multinational corporation, starting in an entry-level position and gradually climbing the corporate ladder through her hard work, strategic thinking, and ability to navigate the complex dynamics of the workplace.One of the things that has always impressed me about my mother is her unwavering commitment to her work. She approaches every task with a level of professionalism and attention to detail that is trulyadmirable. Whether she is conducting performance reviews, designing training programs, or negotiating employment contracts, she approaches each challenge with a clear understanding of the organization's goals and the needs of its employees.In her role as a human resource specialist, my mother has played a crucial role in shaping the culture and environment of the companies she has worked for. She understands that the success of any organization is heavily dependent on the well-being and engagement of its employees, and she works tirelessly to ensure that the workplace is a space where people feel valued, respected, and empowered to reach their full potential.One of the most impressive aspects of my mother's work is her ability to balance the needs of the organization with the needs of the individual. She recognizes that every employee is unique, with their own set of strengths, weaknesses, and personal circumstances, and she tailors her approach accordingly. Whether it's providing support to an employee who is going through a difficult personal situation or advocating for fair and equitable compensation and benefits, my mother always puts the well-being of the people she serves at the forefront of her decision-making.Another key aspect of my mother's work as a human resource specialist is her commitment to professional development andcontinuous learning. She understands that the field of human resources is constantly evolving, with new laws, regulations, and best practices emerging all the time. As a result, she is always seeking out opportunities to expand her knowledge and stay up-to-date with the latest trends and developments in the industry.This dedication to professional development has not only benefited my mother's own career but has also had a positive impact on the organizations she has worked for. By staying on the cutting edge of human resource management, she has been able to implement innovative strategies and solutions that have helped her employers stay ahead of the curve and maintain a competitive edge in their respective markets.One of the things that I admire most about my mother's work as a human resource specialist is her ability to navigate the complex and often sensitive issues that arise in the workplace. She understands that her role is not just about managing paperwork and compliance, but also about fostering positive relationships between employees and their managers, and ensuring that conflicts are resolved in a fair and constructive manner.Whether she is mediating a dispute between coworkers, addressing concerns about workplace harassment, or developing policies and procedures to promote a more inclusive and diverse workenvironment, my mother approaches each challenge with a level of empathy, diplomacy, and problem-solving skills that are truly impressive.Throughout her career, my mother has also been a strong advocate for the importance of human resource management in the overall success of an organization. She has spoken at industry conferences, written articles for professional journals, and even served on the board of directors for her local human resources association. Through these efforts, she has helped to raise awareness about the critical role that human resource professionals play in driving organizational growth and innovation.As I reflect on my mother's career and the impact she has had on the organizations she has worked for, I am struck by the profound influence she has had on my own life and career aspirations. Seeing the positive impact she has had on the lives of her colleagues and the success of her employers has inspired me to consider a similar path, and I am grateful for the opportunity to learn from her experience and expertise.In conclusion, my mother's work as a human resource specialist has been a constant source of inspiration and admiration for me. Her dedication, professionalism, and commitment to supporting the well-being and development of the people she serves are qualities that Istrive to emulate in my own life and career. I am truly grateful to have such a positive role model, and I know that her influence will continue to shape my own path forward.。
怡安翰威特
ABOUT AON HEWITTAon Hewitt is changing how employers manage their human capital. We are the #1 human capital consulting and outsourcing firm in the world—with the resources, expertise, and global reach to solve your evolving human resource needs.We deliver the strongest team of professionals in the industry, with 29,000 colleagues in over 90 countries around the world. Our team has access to the widest breadth and depth of research, platforms and services, in more locations and for more industry segments than any other human capital firm.We serve over half of the Fortune 500, providing distinctive value, top-rated customer service, and measurable business impact. Our proven track record of success and ability to deliver both global and local solutions means you can count on Aon Hewitt to provide the broadest range of integrated and flexible solutions to solve some of your most complex business needs.关于怡安翰威特怡安翰威特是改变雇主如何管理其人力资本。
Human capital management - unidebhu
Social capital
• It consists of the knowledge derived from networks of relationships within and outside the organization. The concept of social capital has been defined by Putnam (1996) as ‘the features of social life – networks, norms and trust – that enable participants to act together more effectively to pursue shared objectives’
Human capital management
Definition
• HCM is concerned with obtaining, analysing and reporting on data that inform the direction of valueadding people management, strategic, investment and operational decisions at corporate level and at the level of front line management. • The defining characteristic of HCM is the use of metrics to guide an approach to managing people that regards them as assets and emphasizes that competitive advantage is achieved by strategic investments in those assets through employee engagement and retention, talent management and learning and development programmes.
人力资源管理模型英文版
人力资源管理模型英文版Human resource management is a critical element for any organization to achieve success. The human resource management model is a framework that outlines the role of HR in an organization, including recruitment, selection, training, and retention of employees. This model helps in guiding the HR department to ensure that it delivers its services optimally to achieve the organization’s goals. In this document, we will discuss the human resource management model, its concepts, and how it impacts an organization.The human resource management model has three key components: the stakeholders, the delivery system, and the HR functional areas.1. The stakeholders: The stakeholders of HRM are the employees, customers, shareholders, and the communi ty. HR’s role is to ensure that the needs of these stakeholders are met and that they are working to achieve the organization’s goals.2. The delivery system: The delivery system includes the policies, procedures, and systems that HR uses to manage employees. HR needs to ensure that these systems are effective in recruiting, selecting, training, motivating, and retaining staff.3. HR functional areas: HR functional areas are the core processes that HR undertakes to achieve the goals of the organization. These areas include recruitment, selection, training, development, performance management, and compensation and benefits.Within these three components, there are a number of concepts that are crucial to the human resource management model’s success.1. Human capital: Human capital refers to the knowledge, skills, and abilities that employees have. HR needs to ensure that it is managing the human capital effectively in order to achieve the organization’s goals.2. Diversity: Organizations are becoming increasingly diverse. HR needs to ensure that they are managing diversity effectively so that the organization can benefit from the unique skills and experiences that employees bring to the table.3. Job satisfaction: Job satisfaction is critical to employee retention. HR needs to ensure that employees are satisfied in their roles by providing appropriate training, motivation, and rewards.4. Legal compliance: HR must ensure that they comply with relevant employment laws and regulations. This includes fair employment practices, health and safety regulations, and any other relevant laws or regulations.5. HR data: HR data is critical to the management of HR processes. HR needs to ensure that it collects and analyzes data on recruitment, selection, training, performance management, and compensation and benefits.Impact of the human resource management model on an organizationThe human resource management model has a significant impact on an organization. Firstly, it ensures that employees are recruited and selected based on their skills and experience, which ensures that the organization has competent staff. Secondly, it ensures that employees are trained and developed so that they can be more productive and contribute to the achievement of the organization’s goals.Thirdly, the human resource management model ensures that employees are motivated and satisfied in their roles, which increases their retention rates. Fourthly, it ensures that organizations are complying with relevant employment laws and regulations, which reduces the risk of litigation and other legal issues.Fifthly, HR data enables the organization to make informed decisions regarding recruitment, training, compensation, and benefits. This provides a competitive advantage, as organizations can attract and retain the best talent.In conclusion, the human resource management model is a framework that guides the HR department to deliver its services effectively. It ensures that employees are managed optimally and are motivated to achieve the organization’s go als. HR data enables the organization to make informed decisions and provides a competitive advantage. The human resource management model is critical to an organization’s success and should be a key element of any organization’s strategy.。
人力资本理论
人力资本理论人力资本(HCM – Human Capital Management)理论最早起源于经济学研究。
20世纪60年代，美国经济学家舒尔茨和贝克尔创立人力资本理论，开辟了关于人类生产能力的崭新思路。
该理论认为物质资本指物质产品上的资本，包括厂房、机器、设备、原材料、土地、货币和其他有价证券等；而人力资本则是体现在人身上的资本，即对生产者进行教育、职业培训等支出及其在接受教育时的机会成本等的总和，表现为蕴含于人身上的各种生产知识、劳动与管理技能以及健康素质的存量总和。
概述人力资本管理不是一个全新的系统，而是建立在人力资源管理的基础之上，综合了“人”的管理与经济学的“资本投资回报”两大分析维度，将企业中的人作为资本来进行投资与管理，并根据不断变化的人力资本市场情况和投资收益率等信息，及时调整管理措施，从而获得长期的价值回报。
传统人力资源管理不仅没有过时，而且是人力资本管理的技术基础。
人力资本管理正是通过整合人力资源管理的各种手段，而获得更高水平的价值实现。
人力资本管理注重投资与回报之间的互动关系，并结合市场分析制定投资计划，因而相对来说更为理性，对市场变化更为敏感，侧重点和衡量尺度更为明确，还可结合经济学分析模型进行更长远的预测，前瞻性地采取行动。
具体定义根据定义，可以从两个方面来理解人力资本管理，即：1.对人力资源外在要素--量的管理。
对人力资源进行量的管理，就是根据人力和物力及其变化，对人力进行恰当的培训、组织和协调，使二者经常保持最佳比例和有机的结合，使人和物都充分发挥出最佳效应。
|2.对人力资源内在要素--质的管理。
主要是指采用现代化的科学方法，对人的思想、心理和行为进行有效的管理（包括对个体和群体的思想、心理和行为的协调、控制和管理），充分发挥人的主观能动性，以达到组织目标。
编辑本段功能现代企业管理现代企业对人力资本管理体系的客观要求，产生于企业对人力资本管理者工作职能的规定。
一般说来，人力资本管理者有4大功能：（1）直线功能，即直接指挥别人做事和暗示别人该做什么事；（2）协调与控制功能，即确保企业人事目标、人事政策、人事程序的贯彻执行；（3）职能(服务)功能，即要完成一般人事工作者最基本的工作任务，包括招聘、培训、评价、建议、晋升和离(退)职等工作，处理劳资关系；（4）创新功能，即为直线管理人员“提供最新发展趋势以及解决问题的最新方法方面的信息”。
The human resource management
The human resource managementIntroduction:Human resources are the most valuable and unique assets of an organization. The successful management of an organization's human resources is an exciting, dynamic and challenging task, especially at a time when the world has become a global village and economies are in a state of flux. The scarcity of talented resources and the growing expectations of the modern day worker have further increased the complexity of the human resource function. Even though specific human resource functions/activities are the responsibility of the human resource department, the actual management of human resources is the responsibility of all the managers in an organization.It is therefore necessary for all managers to understand and give due importance to the different human resource policies and activities in the organization. Human Resource Management outlines the importance of HRM and its different functions in an organization. It examines the various HR processes that are concerned with attracting, managing, motivating and developing employees for the benefit of the organization.Content:Job Analysis:Job analysis is a systematic of the activities within a job. It is a technical procedure one that is used to define the duties, responsibilities and accountabilities of a job. It involves the identification and description of what is happening on the required tasks, the knowledge and skills necessary for performing them and condition under which they must be performed now and in the future. Job analysis facilitates accurate recruitment and selection practices, sets standards for performance appraisals and allows appropriate classification of positions.Job description:Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work.Job descriptions clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions.The best job descriptions are living, breathing documents that are updated as responsibilities change. The best job descriptions do not limit employees, but rather, cause them to stretch their experience, grow their skills, and develop their ability to contribute within their organization.Job specification:A job specification describes the knowledge, skills, education, experience, and abilities you believe are essential to performing a particular job. The job specification is developed from the job analysis. Ideally, also developed from a detailed job description, the job specification describes the person you want to hire for a particular job.A job specification cuts to the quick with your requirements whereas the job description defines the duties and requirements of an employee’s job in detail. The job specification provides detailed characteristics, knowledge, education, skills, and experience needed to perform the job, with an overview of the specific job requirements.Like The Experience: experience in the job you are seeking to fill. Number of years requires progressively more complex and responsible experience, and supervisory or managerial experience.Like The Education: State what degrees, such as training, or certifications are required for the position.The Recruitment:Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.1-Recruitment Strategy:You need a strategic plan in order to find and select the right people.Do the following.•Carry out a regular inventory of the employment needs of every department, division and section in your organization. Carry out this exercise at least once ayear. This provides you with information on the immediate and the short-termneeds for additional manpower. This is manpower needs analysis.•Gather information from your organizational strategic plan. You will find information on the need for additional people and the most likely areas fordeployment.•Scrutinize management decisions and interpret them in terms of manpower management and the needs for additional manpower.•Keep abreast of new developments in the industry in which your organization is in, the prevailing market conditions and what competitors are doing. You mayneed to create new positions.Alertness to important matters occurring within your organization and those in the external environment is essential. This will enable you to review your plan.2-Recruitment Process Future:The recruitment process is the HR Process, which has to react to the challenges coming from the external job market and the internal changes in the organization. The recruitment process is flexible and HRM Function has to make proper recruitment analyses and changes in the recruitment process design.The challenge for the recruitment process is the elderly population. The recruitment process is currently focused on the young graduates and employees with limited work experience, but the future of the recruitment process is about older job candidates. The selection procedure has to be adjusted to fit the needs of older potential candidates. The tests and assessments working for young graduates are not suitable for the older potential employees. Also the focus on the young graduates has to be changes to cover the more wide range of the job candidates.The job market gets more competitive. The employees get less loyal with the organization and keeping employees in touch with the employer is harder every day. The organizations get more aggressive in the search of the good potential. Theorganizations spend more money on executive search consulting services and the final result is uncertain. The organization has to develop more clever approach to reach the best potential on the job market and better ways of protecting their own potential inside the organization. The organization with the best supply of the potential from the job market will be the winner in the long term competition on the market.The recruitment process future is in the shortening the time to fill measure. The job candidates get less patient with the length of the recruitment process. They want the final decision as soon as possible and the HRM Function has to find more creative ways of hiring new employees. The job candidates get less patient with the response rate of the job market and the organization with the quickest response rate usually wins. The organizations are under a huge pressure to shorten the time to fill.Selection:Training:The training it divided two parts:*First services training:1-Safety TrainingSafety training is an important part of service manager training. There are many dangers present in an automotive dealership and managers must make the workplace as safe as possible. Vendors and consultants provide many options for safety training and your internal training department may also have programs available for training. The key is to make certain every employee receives and participates in the training and that your service managers are actively involved in that training. Modeling proper safety techniques ensures safety is a priority.2-People SkillsExcellent people skills are essential for success as a service manager. Listening and questioning skills programs are available from a variety of resources. Feedback techniques and motivational techniques are also an important element in service manager training programs. Managing employee performance, including documentation and performance review skills, must also be a part of all training for service managers.All people skills programs need to include ample time for practice and role plays. Practice in a workshop leads to performance back on the job.*Second training method:1-Traditional Method•The traditional apprenticeship method has been in existence since ancient times. While this method has evolved over the years, the primary objective is to provide the necessary education to get the job done. Presentation techniquesare popular when using this method. The learners receive explicit instruction on new information and then they practice what they have learned throughstructured exercises and on the job training. The traditional training method ismost cost effective when leaders are being required to attain new knowledgeand immediately implement new skills.2-Discovery Method•The discovery method requires that managers have a fundamental knowledge of the topic prior to training. During the training, this method incorporates themanagers interacting with their environment by exploring and manipulatingobjects, wrestling with questions and controversies, and performing specificexperiments. The discovery method is most effective when managers need todevelop critical thinking, problem solving, research skills, and collaborative fresh perspectives.Performance Appraisal:1-Human resource management performance appraisal Todays businesses are under a great deal of pressure to perform. With increasing customer expectations, global competition, and costs of goods and services, many companies struggle to meet profit forecasts. As a result, companies are beginning to discover the powerful link that exists between employee performance and financial success. Many companies are relying more heavily on human capital to address consumer demands while lowering operating costs, and improving financial position. Deploying employee performance appraisal programs that lead to measurable improvements in employee performance can provide the human capital leverage companies need to overcome many of today’s business obstacles. Companies. The key to a successful performance appraisal is clear communication, accurate information and flawless execution. Employees generally feel more motivated, empowered and appreciated when performance appraisals areexecuted properly. As a result, employers realize the benefits associated with higher productivity levels, increased employee performance and improved quality results. Performance appraisals can help to increase employees’ support of company goals and objectives. An appraisal that contains clearly defined goals, objective measurements, and an accurate summary of the employees’ performance has a higher potential of increasing employee satisfaction and inspiring ongoing performance than appraisals that fail to support these elements. Although there are many steps that have proven to be effective in delivering successful outcomes, proactively communicating expectations, frequently following up, and properly aligning goals and objectives should never be omitted. Proactively communicating clearly defined expectations, goals and objectives to employees is one of the most important steps. Omitting this step often results in performance appraisals that are perceived by employees as ambiguous and unfair.2-Providing employees with regular feedback regarding their individual performance is another important step. However, communicating clear goals and objectives, but failing to provide employees with frequent and ongoing performance related feedback often results in less than favorable outcomes. Failure in this area has the highest potential of producing negative results in employee satisfaction, loyalty and performance. Frankly, this is a critical area where both the employee and the employer suffer equally. Another extremely important step in the performance appraisal process is the alignment of department-level goals and objectives with the companies overall business strategy. Generally, the human resources department holds the responsibility of assisting with the development of department-level goals and objectives.. Often, this area is commonly overlooked in both large and small organizations. A performance appraisal that only supports general elements rarely produces high-performing employees. How the appraisal is communicated to the employee, and how frequently the employee is given performance related feedback between appraisal periods play a significant role in the effectiveness of the appraisal process. Poorly written and executed appraisals often result in employee dissatisfaction, reductions in productivity, and unwanted employee turnover. Failure to meet the employees expectations during the performance appraisal process can be disastrous. To achieve and sustain exceptional employee performance, companies must engage the irinternal resources, and then develop and execute a performance appraisal program that leads to a strong alliance between its human resources department, management team and most importantly, its employees. All three groups must have a clear understanding of every ones role, responsibilities and expectationsCompensation benefits:1-strategy:As we knowing the important strategies in the HRM function as it influences the costs of the organization and potential bad decision can lead to very serious damages to the organization and we can explain it via many parts:*sets the main objectives for the HRM Function, the compensation and benefits strategy has to follow. When the overall HRM Strategy states the low cost of services and employees, the compensation and benefits strategy cannot target the highest salaries at all levels.*sets the general rules for the compensation and benefits area in the organization and the owners and leaders of the area. In some organizations, the compensation and benefits department is just a support department for the line management.*sets the position of the organization on the job market and defines the items in the total cash in the organization and their role. The role of different components of the compensation is very important as the role of the compensation components can differ. For example, the role of bonuses can be primarily in performance reward or the retention of the employees and the organization has to decide.The compensation and benefits strategy has to reflect the reality in the industry and the surrounding job market. The compensation strategy can set the wish to pay the lowest possible salaries, but the HRM Function and the organization have to respect the reality on the job market and needs a strong support from the top management as it sets strong limits to the daily operation of the line management and they usually do not fully agree with all the aspects included in the compensation and benefits strategy and Compensation and Benefits is about setting the Compensation Strategy, monitoring other organizations on the market and a lot of internal analysis to ensure, the organization does not pay too much to its employees and it stays competitive on the job market.2-Base Salaries and Competitors:The managers believe, the employees leave the organization, because the competitor offers to them a higher base salary. Honestly, the employees are usually satisfied with their base salaries; they are not satisfied with their managers.The base salaries are always driven by the competition on the job market. The organizations compete for the talents on the job market and their base salaries have tobe competitive. The organizations monitor the job market and they adjust their base salaries according the job market.The organization, which is stable, tries to set its base salaries around the median of the job market. When the market salaries are not exactly known, the managers have to use their gut feeling to set the base salaries correctly.The competitors tend to pay similar base salaries to their employees. When the organization pays higher base salaries at the same job position, there is always some kind of the issue. The organization in troubles has to pay “a risk premium” to its employees as it needs urgently to solve its issue. The employees should be always warned, when they leave the organization for a better salary.The base salaries are the part of the competition on the job market and some organization makes the base salary their competitive advantage. Generally, this approach is very dangerous as the organization has to pay a higher proportion of its costs in personnel expenses and it can bring a huge disadvantage in the future.Conclusion:-advantage:-disadvantage:-opinions:。
战略人力资源的英文经典资料
战略人力资源的英文经典资料Classic Literature on Strategic Human Resources (2000 words) IntroductionStrategic human resources (HR) plays a crucial role in the success of organizations by aligning HR practices and policies with the overall business strategy. It involves the effective management of human capital to gain a competitive advantage. In this article, we will explore some classic literature on strategic HR that has had a significant impact on the field.1. "Human Resource Champions: The Next Agenda for Adding Value and Delivering Results" by David UlrichPublished in 1996, this book by David Ulrich revolutionized the field of strategic HR. Ulrich introduced the concept of HR as a strategic partner, emphasizing the need for HR professionals to align their activities with business objectives. The book outlines four key roles that HR professionals should adopt: strategic partner, administrative expert, employee champion, and change agent.2. "The HR Scorecard: Linking People, Strategy, and Performance" by Dave Ulrich, Brian E. Becker, and Mark A. HuselidThis book, published in 2001, emphasizes the importance of measuring HR's contribution to organizational performance. The authors introduce the concept of the HR scorecard, which helpsHR professionals identify their strategic goals and develop metricsto assess their achievement. The book provides practical examples and case studies to illustrate the implementation of the HR scorecard.3. "Strategic Human Resource Management: A Guide to Action" by Michael ArmstrongMichael Armstrong's book, first published in 2000, outlines the essential elements of strategic HR management. It emphasizes the aligning of HR strategies with business strategies, the identification of HR's contribution to organizational success, and the development of HR policies and practices that support strategic objectives. The book provides practical guidance on how to design and implement strategic HR initiatives.4. "The Talent Masters: Why Smart Leaders Put People Before Numbers" by Bill Conaty and Ram CharanIn this book, published in 2010, Conaty and Charan highlight the critical role of talent management in organizational success. They argue that having the right people in the right positions is more important than any other factor. The authors provide insights into creating a talent-rich organization by attracting, developing, and retaining top talent. They also emphasize the need for HR professionals to be strategic partners in talent management.5. "High-Impact HR: Building Human Capital Advantage for Organizations" by Jack J. Phillips, Patricia Pulliam Phillips, and Martha L. TateThis book, published in 2016, explores how HR professionals can create a high-impact HR function. It emphasizes the need for HRto align its activities with business objectives, develop metrics to measure the impact of HR initiatives, and communicate the value HR brings to the organization. The authors provide a roadmap for transforming HR into a strategic partner and outline the steps to assess and enhance HR's impact.ConclusionThe above-mentioned classic literature on strategic HR has been highly influential in shaping the field. These books highlight the importance of aligning HR strategies with business strategies, measuring HR's contribution to organizational performance, and prioritizing talent management. By understanding and implementing the concepts outlined in these books, HR professionals can become strategic partners in their organizations and contribute to long-term success.6. "Beyond HR: The New Science of Human Capital" by John W. Boudreau and Peter M. RamstadPublished in 2007, this book challenges traditional HR practices and encourages HR professionals to think beyond their operational roles. Boudreau and Ramstad introduce the concept of "strategic HR measurement" and emphasize the need for HR to demonstrate its impact on business outcomes. They argue that HR should move from a focus on HR activities and processes to a focus on measuring the value that human capital brings to the organization.7. "The HR Value Proposition" by Dave Ulrich, Wayne Brockbank,Dani Johnson, and Kurt SandholtzPublished in 2005, this book builds upon Ulrich's previous work and explores how HR can create value for the organization. The authors propose that HR should deliver value in four key areas: talent, organization, leadership, and performance. They provide practical tools and frameworks for HR professionals to assess and improve their value proposition, taking into account the unique needs of their organization.8. "Aligning Human Resources and Business Strategy" by Linda HolbecheHolbeche's book, first published in 2009, focuses on the role of HR in driving business success. She argues that HR professionals must understand the business strategy and align HR practices accordingly. Holbeche provides insights into how HR can contribute to strategic decision-making, develop a high-performance culture, and effectively manage change. The book includes case studies and practical advice for HR professionals looking to enhance their strategic impact.9. "Strategic Human Resource Management: Winning Through People" by Jeffrey A. MelloMello's book, published in 2015, takes a comprehensive look at strategic HR management. He emphasizes the importance of integrating HR practices with business strategy, managing human capital effectively, developing competitive advantage through HR, and assessing HR's impact on organizational performance. Thebook also explores the ethical and legal considerations involved in strategic HR management.10. "Strategic Staffing: A Comprehensive System for Effective Workforce Planning" by Thomas P. BechetBechet's book, first published in 2008, focuses on strategic staffing and its role in achieving organizational goals. He presents a systematic approach to workforce planning, which includes analyzing the current workforce, identifying future needs, developing recruiting strategies, and evaluating staffing effectiveness. The book provides practical tools and techniques for HR professionals to align their staffing practices with business objectives.11. "Human Resource Management: Gaining a Competitive Advantage" by Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, and Patrick M. WrightFirst published in 1999 and now in its current 12th edition, this textbook provides a comprehensive overview of strategic HR management. The authors discuss various HR practices and their impact on organizational performance, such as recruitment and selection, training and development, performance management, compensation, and employee relations. The book also examines contemporary issues in HR, such as diversity, globalization, and technology.12. "The Value of Talent: Promoting Talent Management Across the Organization" by Sylvie RagueneauRagueneau's book, published in 2012, focuses on talent management as a key strategic initiative. She highlights the need for organizations to identify, attract, develop, and retain top talent to gain a competitive advantage. Ragueneau provides practical guidance on how to design and implement talent management programs, including succession planning, leadership development, and performance management.These classic literature works on strategic HR have become essential references for HR professionals and students alike. By understanding and applying the concepts outlined in these books, HR practitioners can enhance their strategic thinking, align HR practices with business objectives, measure HR's impact on organizational performance, and effectively manage talent. Strategic HR management is crucial for organizations to thrive in today's competitive and rapidly changing business environment.。
人力资源 英语作文
人力资源英语作文英文回答：Human resources is a crucial aspect of any organization, as it plays a pivotal role in attracting, developing, and retaining talented employees. I have had the privilege of working in HR for the past five years, and during this time, I have gained invaluable experience in various aspects of the field. From recruitment and selection to performance management and employee relations, I have a comprehensive understanding of the challenges and opportunities involvedin managing human capital.One of the most important functions of HR is talent acquisition. In today's competitive job market, it is essential to have a robust and effective recruitmentstrategy in place. I have developed and implemented successful recruitment campaigns that have attracted top-tier talent to my organization. Through targeted outreach, networking, and employee referrals, I have been able toidentify and hire exceptional candidates who have made significant contributions to our business.Another key area of HR is performance management. By setting clear goals and expectations, providing regular feedback, and offering opportunities for professional development, I have helped employees reach their full potential. Performance management systems are essential for ensuring that employees are aligned with the strategic objectives of the organization and that their contributions are recognized and rewarded.In addition to recruitment and performance management, HR is also responsible for employee relations. This includes fostering a positive and productive work environment, addressing employee concerns, and resolving conflicts. I have a strong track record of building and maintaining strong relationships with employees, unions, and other stakeholders. Through open communication and collaborative problem-solving, I have helped to create a harmonious and inclusive workplace where employees feel valued and respected.The field of HR is constantly evolving, and it is important to stay abreast of the latest trends and practices. I am an active member of professional organizations and regularly attend conferences and workshops. By staying informed about the latest HR developments, I am able to bring innovative and effective solutions to my organization.I am passionate about the field of HR and believe thatit has the power to transform organizations and individuals. Through my work, I have made a positive impact on the lives of many employees and helped to build a more successful and sustainable organization.中文回答：人力资源是任何组织的关键组成部分，它在吸引、培养和留住优秀人才方面发挥着至关重要的作用。
人力资本
Human Capital人力资本在经济中，人力资本涉及人类作为生产收入的行为者的生产能力。
这是一个古老的概念，但这个术语只是在过去的25年里才在专业论著中获得广泛的使用。
在这25年里，把资本理论的一些原理扩展到人在生产中的作用方面取得了相当大的进展。
作为现在和未来的产出与收入流的流泉，资本是一个具有价值的存量。
人力资本是体现在人身上的技能和生产知识的存量。
人力资本投资的收益或报酬在于提高了一个人的技能和获利能力，在于提高了市场经济和非市场经济中经济决策的效率。
这个条目概述的是主要思想，参考文献必然是有限的。
更详尽的和其他解释，读者应当查阅布劳（Blaug）、罗森（Rosen）、萨霍塔（Sahota）和威利斯（Willis）撰写的评述，它们还会给读者提供完整的参考文献。
对分析来说，人力资本与非人力资本在形式上的差别，较之它们之间在产权性质上的差别，其重要性不大。
在自由社会中，人力资本的所有权限于体现它的人。
一般说来，一个人甚至不可能自愿地出卖有法律约束的未来获利能力的所有权。
基于这个原因，最好是把人力资本服务的交换作为租金的市场交易来进行分析。
数量分析限于人力资本投资带来的收入和产出流量。
由于一个人不可能出卖其自身的资产所有权，因此工资支付和收益流量被视为等价于人力资本价值的租金。
甚至连在持久的雇用关系中发现的那种长期承诺，最好也视为一系列短期的、可续订的租金契约。
相比之下，法律制度对非人力资本所有权的交易和自愿转让的限制，却要少得多。
事实上，大量的非人力资本资产的市场活动，是企业组织制度的特点。
然而，由于这些区别并不总是严格的，因此在其中必定要保持着某种伸缩性。
奴隶制茺就是可转让人力资本产权的突出例子。
当然，奴隶制的非自愿因素是基本的，但就是自愿的制度也并非无人所知。
类似地，受契约束缚的劳役，就是一个在法律上可以对其他人的人力资本服务强制实施长期契约要求权的例子。
在当今的许多社会里，非人力资本所有权的转让受到严格的法律限制。
人才是第一资源短评申论
人才是第一资源短评申论英文回答：Human capital is the primary resource for any organization or nation. It refers to the knowledge, skills, abilities, and competencies of individuals that contribute to the creation of value and economic growth. Investing in human capital is crucial for sustainable development, as it empowers individuals to become productive and innovative members of society.There are several reasons why human capital is considered the first resource. Firstly, human capital is the source of all other resources. Natural resources, capital, and technology are all managed and utilized by humans. Without a skilled and knowledgeable workforce, these resources remain untapped and unproductive. Secondly, human capital is essential for innovation and technological advancement. Creative and innovative ideas originate from individuals, and it is through education and training thatthese ideas are transformed into practical applications. Thirdly, human capital promotes social and economic equity. Investing in education and skills development providesequal opportunities for all individuals to participate inthe economy and contribute to its growth.In conclusion, human capital is the cornerstone of economic and social prosperity. By investing in human capital, organizations and nations can unlock the full potential of their people and drive sustainable development.中文回答：人才，作为“第一资源”，对个人、组织乃至整个国家都有着至关重要的意义。
人力资源战略性管理概述(英文版)
人力资源战略性管理概述(英文版)An Overview of Strategic Human Resource Management IntroductionStrategic human resource management (SHRM) is a proactive approach that aligns the human resource practices with the overall strategic goals and objectives of an organization. It focuses on managing employees as valuable assets and leveraging their skills and competencies to gain a competitive advantage in the market. This article provides an overview of strategic human resource management and its importance in modern organizations.Key Concepts of SHRM1. Alignment with Business Strategy: SHRM ensures that the human resource practices are aligned with the overall business strategy of the organization. This alignment helps in maximizing the contribution of employees towards achieving organizational goals.2. Integration with Organizational Systems: SHRM integrates human resource practices with other functional systems in the organization such as finance, marketing, and operations. This integration ensures that human resource decisions are consistent with the overall organizational objectives.3. Performance-based Approach: SHRM emphasizes on measuring and evaluating the performance of employees and linking it to the rewards and recognition systems. This approach motivatesemployees to perform at their best and contributes to organizational success.4. Talent Acquisition and Retention: SHRM focuses on attracting and retaining talented individuals who can contribute significantly to the organization's success. It involves effective recruitment, selection, and retention strategies to ensure a high-performing workforce.5. Training and Development: SHRM emphasizes on continuous learning and development of employees to enhance their skills and abilities. It involves providing training opportunities, mentoring, and coaching programs to enhance employee performance.Benefits of SHRM1. Improved Organizational Performance: SHRM helps in improving overall organizational performance by aligning human resource practices with strategic goals. It ensures that employees have the necessary skills and competencies to contribute towards achieving business objectives.2. Competitive Advantage: SHRM enables organizations to gain a competitive advantage by leveraging their human capital effectively. It helps in attracting and retaining talented employees and creates a high-performance work culture.3. Increased Employee Engagement: SHRM focuses on creating an engaging work environment where employees feel valued and motivated. This leads to increased job satisfaction, lower turnoverrates, and higher productivity levels.4. Better Decision Making: SHRM involves a data-driven approach to HR decision making. It involves collecting and analyzing HR metrics to make informed decisions about talent management, workforce planning, and performance management.Challenges of SHRMImplementing SHRM can pose several challenges for organizations:1. Resistance to Change: Implementing strategic HR practices requires a shift in mindset and culture within the organization. Resistance to change from employees and managers can hinder the successful implementation of SHRM.2. Lack of HR Expertise: Organizations may lack the necessary HR expertise and resources to implement strategic HR practices effectively. This can hinder the successful execution of SHRM initiatives.3. Integration with Organizational Strategy: Aligning HR practices with the overall business strategy requires collaboration and coordination between HR and other functional departments. Lack of integration can lead to inconsistencies in decision making. ConclusionStrategic human resource management is essential fororganizations to achieve their strategic goals and gain a competitive advantage. It focuses on aligning HR practices with business strategy, integrating HR with other functional systems, and emphasizing a performance-based approach. Implementing SHRM can lead to improved organizational performance, increased employee engagement, and better decision-making. However, organizations may face challenges such as resistance to change and lack of HR expertise during the implementation process. Overall, SHRM plays a crucial role in effectively managing human capital and driving organizational success.I. Strategic HR PlanningOne of the key aspects of strategic human resource management is strategic HR planning. This involves forecasting the organization's future HR needs and developing strategies to meet those needs. Strategic HR planning involves the following steps:1. Environmental Scan: Organizations need to analyze their internal and external environments to identify factors that can impact their HR needs. This can include analyzing the labor market, technological advancements, changing demographics, and industry trends.2. Forecasting HR Needs: Based on the environmental scan, organizations can forecast their future HR needs. This involves estimating the number of employees required, the skills and competencies needed, and the timing of these requirements.3. Gap Analysis: Once the future HR needs are forecasted, organizations can compare them with their current HR capabilities. This helps identify any gaps or areas where additional resources,skills, or competencies are required.4. HR Strategies: Based on the gap analysis, organizations can develop HR strategies to bridge the gaps and meet the future HR needs. This can involve recruiting and hiring new employees, training and developing existing employees, outsourcing certain functions, or implementing flexible work arrangements.II. Talent Acquisition and RetentionAnother important aspect of strategic HR management is talent acquisition and retention. With increasing competition for talent, organizations need to develop effective strategies to attract and retain the right employees. Here are some key components of talent acquisition and retention:1. Employer Branding: Organizations need to establish a strong employer brand to attract top talent. This involves creating a positive reputation as an employer and highlighting the organization's values, culture, and benefits.2. Recruitment and Selection: Strategic HR management focuses on attracting and selecting the right individuals who align with the organization's strategic goals. This can involve targeted recruitment efforts, using multiple sourcing channels, and implementing rigorous selection processes.3. Employee Value Proposition: Organizations need to offer a compelling employee value proposition to attract and retain talented individuals. This involves providing competitive compensation and benefits, career development opportunities,work-life balance, and a positive work environment.4. Succession Planning: Strategic HR management involves identifying and developing future leaders within the organization. Succession planning ensures that there is a pool of talent ready to fill key positions when vacancies arise, reducing disruptions to business operations.III. Training and DevelopmentStrategic HR management recognizes the importance of continuous learning and development for employees. Training and development initiatives are designed to enhance employee skills and competencies to meet the organization's strategic goals. Here are some key components of training and development:1. Needs Assessment: Organizations need to identify the training and development needs of their employees. This can be done through performance evaluations, skills assessments, and feedback from managers.2. Training Programs: Strategic HR management involves designing and implementing training programs that address the identified needs. This can include classroom training, on-the-job training, e-learning, mentoring, and coaching programs.3. Talent Management: Training and development initiatives are closely linked to talent management. Organizations need to identify high-potential employees and provide them with targeted development opportunities to prepare them for future roles.4. Evaluation and Feedback: Strategic HR management emphasizes the evaluation and feedback of training and development programs. This helps ensure that the programs are effective and contribute to the organization's strategic goals.IV. Performance ManagementPerformance management is a critical component of strategic HR management. It involves setting clear expectations, measuring employee performance, providing feedback, and rewarding high performers. Here are some key components of performance management:1. Goal Setting: Strategic HR management involves setting clear, specific, and measurable goals for employees. Goals should be aligned with the organization's strategic objectives and should be challenging yet realistic.2. Performance Measurement: Organizations need to develop effective performance measurement systems to evaluate employee performance. This can involve setting key performance indicators (KPIs), using performance rating scales, and conducting regular performance reviews.3. Feedback and Coaching: Strategic HR management emphasizes regular feedback and coaching sessions between managers and employees. This helps identify areas for improvement, provide guidance, and enhance employee performance.4. Rewards and Recognition: Strategic HR management links performance with rewards and recognition systems. Highperformers should be appropriately rewarded and recognized to reinforce a culture of high performance.V. HR AnalyticsStrategic HR management relies on HR analytics to make data-driven decisions. HR analytics involves collecting and analyzing HR metrics to gain insights and drive strategic decision-making. Here are some key components of HR analytics:1. Data Collection: Organizations need to collect relevant HR data such as employee demographics, turnover rates, performance data, training metrics, and recruitment statistics. This data can be collected through HRIS systems, surveys, and other data collection methods.2. Data Analysis: Strategic HR management involves analyzing the collected data to identify patterns, trends, and correlations. This can help spot potential issues and develop targeted strategies to address them.3. Predictive Analytics: HR analytics can be used for predictive modeling, enabling organizations to forecast future trends and make proactive HR decisions. This can include predicting turnover rates, identifying skills gaps, and forecasting future workforce needs.4. Reporting: Strategic HR management emphasizes the reporting of HR analytics to relevant stakeholders. This can include HR dashboards, reports, and presentations to HR leaders, executives, and managers.ConclusionStrategic human resource management is essential for organizations to achieve their strategic goals and gain a competitive edge. It involves aligning HR practices with business strategy, focusing on talent acquisition and retention, emphasizing training and development, implementing performance management systems, and utilizing HR analytics. By adopting strategic HR practices, organizations can effectively manage their human capital and drive organizational success. However, implementing strategic HR practices can pose challenges such as resistance to change and a lack of HR expertise. Overcoming these challenges and leveraging the benefits of strategic HR management can help organizations thrive in today's dynamic business environment.。
人员管理英语缩写
人员管理英语缩写Personnel Management English Abbreviations。
Personnel management is a crucial aspect of any organization, as it involves the effective management of an organization's workforce. To facilitate communication and streamline processes, various abbreviations are used in the field of personnel management. These abbreviations are widely recognized and used by professionals in the industry. In this article, we will explore some of the most commonly used personnel management English abbreviations.1. HR Human Resources。
HR refers to the department within an organization that is responsible for managing the organization's workforce. This department handles various functions such as recruitment, employee training and development, performance appraisal, and employee relations. HR plays a vital role in ensuring the smooth functioning of an organization by managing its human capital effectively.2. KPI Key Performance Indicator。
【商务英语】人力资源管理(Human Resource Management)
【商务英语】人力资源管理(H u m a nR e s o u r c eM a n a g e m e n t)-CAL-FENGHAI.-(YICAI)-Company One1Human Resource Management人力资源管理Teaching Objectives•What Is Human Resources Management•Human Resource Planning 人力资源规划•Recruitment 招聘•Training and Developing 培训和培养•Compensation 报酬•How to Keep Employees Motivated 如何激发员工工作热情•Human resources are the people that operate an organization.•Human Resource Management is the management of an organization’s “human capital” or “intellectual assets”.What Is Human Resources Management?•The Human Resource Management (HRM) process is an ongoing procedure that tries to keep the right people in the right positions. It includes humanresource planning, recruitment, selection, socialization, training anddevelopment, performance appraisal, promotions, transfers, demotions,separations, and compensation.人力资源一般指有能力并愿意为社会工作的经济活动人口。
人力资源专业术语(中英文对照)
1.人力资源管理导论组织:(organization)管理者:(manager)管理过程:(management process)人力资源管理:(human resource management)职权:(authority)直线职权:(line authority)职能职权:(staff authority)直线经理:(line manager)职能经理:(staff manager)全球化:(globalization)人力资本:(human capital)伦理道德:(ethics)2.公平就业机会及相关法律积极的反歧视行动:(affirmative action)规范化指南:(uniform guide lines)受保护群体:(protected class)混合动机:(mixed motive)合格者:(qualified individuals)性骚扰:(sexual harassment)五分之四法则:(4/5 ths rule)消极影响:(adverse impact)差别拒绝率:(sisparate rejection rates)限制性政策:(restricted policy)人口比较:(population comparisons)真实职业资格:(bona tide accupational qualification)建设性争议处理程序:(alternative dispute resolution)建设性争议处理计划:(ADR program)多元化:(diversity)刻板印象:(stereotyping)歧视:(discrimination)象征主义:(tokenism)种族中心主义:(ethnocentrism)性别角色刻板印象:(gender-role stereotype)善意努力战略:(good faith effort strategy)逆向歧视:(reverse discrimination)3.人力资源管理战略与分析战略规划:(strategic plan)战略管理:(strategic management)使命陈述:(mission statement)公司战略:(corporate-level strategy)竞争战略:(competitive strategy)竞争优势:(competitive advantage)职能战略:(functional strategy)战略性人力资源管理:(strategic human resource management)战略地图:(strategy map)人力资源计分卡:(HR scorecard)数字仪表盘:(digital dashboard)基于战略的衡量指标:(strategy-based metrics)人力资源管理审计:(HR audit)高绩效工作系统:(high-performance work system)4.职位分析与人才管理过程人才管理:(talent management)职位分析:(job analysis)职位描述:(job description)任职资格:(job specification)组织结构图:(organization chart)工作流程图:(process chart)工作流分析:(workflow analysis)业务流畅再造:(business process reengineering)职位扩大化:(job enlargement)职位轮换:(job rotation)职位丰富化:(job enrichment)工作日记/日志:(diary/log)职位分析问卷法:(position analysis questionnaire)标准职位分类:(standard occupational classification)任务描述:(task statement)职位要求矩阵:(job requirements matrix)5.人事规划与招聘人事规划:(workforce planning)趋势分析:(trend analysis)比率分析:(ratio analysis)散点分析:(scatter plot)任职资格条件库:(qualifications inventories)人员替代图:(personnel replacement charts)职位替代卡:(position replacement card)马尔科夫分析法:(markov analysis)继任规划:(succession planning)员工招聘:(employee recruiting)招聘产出金字塔:(recruiting yield pyramid)职位空缺公告:(job posting)非常规性配员:(alternative staffing)即时招聘服务机构:(on-demand recruiting services)大学校园招募:(college recruiting)求职申请表:(application form)6.员工测试与甄选疏忽雇佣:(negligent hiring)信度:(reliability)测试效度:(test validity)效标关联效度:(criterion validity)内容效度:(content validity)构想效度:(construct validity)期望图:(expectancy chart)兴趣测试:(interest inventories)工作样本:(work samples)工作样本技术:(work samples technique)管理评价中心:(management assessment centers)情境测试:(situational test)视频模拟测试:(video-based simulation)小型工作培训和评价方法:(miniature job training and evaluation) 7.求职者面试非结构化面试:(unstructured interviews)结构化面试:(structured interviews)情景面试:(situational interview)行为面试:(behavioral interview)职位相关性面试:(job-related interview)压力面试:(stress interview)结构化顺序面试:(unstructured sequential interview)小组面试:(panel interview)集体面试:(mass interview)求职者面试顺序误差:(candidate-order or contrast error)结构化情境面试:(structured situational interview)8.员工培训与开发新员工入职引导:(employee orientation training)培训:(training)任务分析:(task analysis)培训疏忽:(negligent training)胜任素质模型:(competency model)绩效分析:(performance analysis)在岗培训:(on-the-job training)学徒制培训:(apprenticeship training)工作指导培训:(job instruction training)程序化学习:(programmed learning)行为塑造:(behavior modeling)电子化绩效支持系统:(electronic performance support system)工作助手:(job aid)终身学习:(lifelong learning)交叉培训:(cross training)虚拟课堂:(virtual classroom)管理技能开发:(management development)职位轮换:(job rotation)行为学习:(action learning)案例研究法:(case study method)管理游戏:(management games)角色扮演:(role play)企业内开发中心:(inhouse development centres)高管教练:(executive coach)组织发展:(organization development)控制实验:(controlled experimentation)9.绩效管理与评价绩效评价:(performance appraisal)绩效评价过程:(performance process)绩效管理:(performance management)图评价尺度法:(graphic rating scale)交替排序法:(alternative ranking method)配对比较法:(paired comparison method)强制分布法:(forced distribution method)关键事件法:(critical incident method)行为锚定等级评价法:(behaviorally anchored rating scale)目标管理:(management by objectives)电子化绩效监控:(electronic performance monitoring)标准不清:(unclear standard)晕轮效应:(halo effect)居中趋势:(central tendency)宽大或严格倾向:(strictness/leniency)近因效应:(recency effect)绩效评价面谈:(appraisal interview)10.员工保留、敬业度及职业生涯管理职业生涯:(career)职业生涯管理:(career management)职业生涯开发:(career development)职业生涯规划:(career planning)现实震荡:(reality shock)导师指导:(mentoring)教练指导:(coaching)晋升:(promotion)调动:(transfer)不服从上级:(insuboardination)自由解雇:(terminate at will)解雇面谈:(termination interview)重新谋职咨询:(outplacement counseling)离职面谈:(exit interview)临时解雇:(lay off)裁员:(down sizing)解雇管理:(managing dismissals)生命周期:(lifecycle career)职业生涯管理:(career management)职业锚:(career anchor)11.制定战略性薪酬计划员工薪酬:(employee compensation)直接经济报酬:(direct financial payment)间接经济报酬:(indirect payments)职位评价:(job evaluation)报酬要素:(compensable factores)杠杆职位:(benchmark jobs)职位排序:(ranking method)职位分类法:(job classification or job grading)职级:(classes)职等:(grades)职位等级定义:(grade definition)计点法:(point method)市场竞争性薪酬系统:(market-competitive pay system)薪酬政策线:(wage curves)薪酬调查:(salary survey)薪酬等级:(pay ranges)比较比率:(compa ratios)胜任素质薪酬:(competency-based pay)宽带薪酬:(broad banding)可比价值:(comparable worth)12.绩效薪酬和经济性奖励经济类奖励:(financial incentives )生产率:(productivity)日公平工作标准:(fair day’s work)科学管理运动:(scientific management movement)可变薪酬:(variable pay)期望:(expectancy)关联性:(instrumentality)效价:（Valance)行为修正:(behavior modification)简单计件工资:(straight piecework)标准工时计划:(standard hour plan)绩效加薪:(merit pay or merit raise)年终奖:(annual bonus)股票期权:(stock option)团体或群体奖励计划:(team or group incentive plans)组织绩效奖励计划:(organization-wide incentive plans)利润分享计划:(profit-sharing plans)收益分享计划:(gainsharing plan)收入风险型薪酬计划:(earnings-at-risk pay plans)员工持股计划:(employee stock owership plan)广泛股票期权计划:(broad-based stock option plans) 13.福利与服务福利:(benefits)失业保险:(unemployment insurance)补充性薪酬型福利:(supple-mental pay benefits)病假:(sick leave)遣散费:(severance pay)补充性失业福利:(supplemental unemployment benefits)工伤保险:(worker’s compensation)健康维护组织:(health maintenance organization)自选医疗服务组织:(preferred provider organization)团体人寿保险:(group life insurance)社会保障:(social security)养老金计划:(pension plans)固定收益制计划:(defined benefit plans)固定缴费制计划:(defined contribution plans)可转移性:(portability)储蓄节约计划:(savings and thrift plan)延期利润分享计划:(deferred profit-sharing plan)员工持股计划:(employee stock ownership plan)现金金额养老金计划:(cash balance plans)养老金担保公司:(pension benefits guarantee corporation)提前退休窗口:(early-retirement window)员工援助计划:(employee assistance program)弹性福利计划:(flexible benefits plan)自助餐式福利计划:(cafeteria benefits plan)弹性工作时间:(flextime)压缩工作周:(compressed workweek)职位分享:(job sharing)工作分享:(work sharing)14.伦理道德、员工关系管理伦理道德:(ethics)程序公平:(procedural justice)分配公平:(distributive justice)社会责任:(social responsibility)网络欺凌:(cyberbullying)组织文化:(organizational culture)非惩罚性惩戒:(ninpunitive discipline)解雇:(dismissal)员工关系:(employee relations)建议团队:(suggestion teams)问题解决团队:(problem-solving teams)质量圈:(quality circle)自我管理:(self-managing)15.劳资关系与集体谈判封闭型企业:(closed shop)工会制企业:(union shop)工会代理制企业:(agency shop)工会会员优先企业:(preferential shop)会员资格保持型企业:(maintenance of membership arrangement)工作权利:(right to work)工会渗透:(union salting)授权卡:(authorization cards)谈判单位:(bargaining unit)代表取消:(decertification)集体谈判:(collective bargaining)有诚意谈判:(good faith bargaining)自愿性谈判主题:(voluntary or permissible bargaining items)非法谈判主题:(illegal bargaining items)强制性谈判主题:(mandatory bargaining items)僵持:(impasses)调解:(mediation)实情调查员:(factfinder)仲裁:(arbitration)利益仲裁:(interest arbitration)权利仲裁:(rights arbitration)经济罢工:(economic strike)同情罢工:(sympathy strike)野猫罢工:(wildcat strike)反不当劳资关系行为罢工:(unfair labor practice strikes)设置纠察:(picketing)联合施压运动:(corporate campaign)联合抵制:(boycott)内部游戏:(inside games)闭厂:(lockout)禁令:(injunction)争议处理程序:(grievance procedure)16.员工安全与健康职业病:(occupational illness)传讯:(citation)不安全工作条件:(unsafe conditions)工作伤害分析:(job hazard ananlysis)运行安全审查:(operational safety reviews)行为安全教育:(behavior-based safety)安全意识项目:(safety awareness)工作倦怠:(burnout)自然安全:(natural security)机械安全:(mechanical security)组织安全:(organizational security)17.全球化人力资源管理国际人力资源管理:(international human resource management)工人理事会:(works councils)外派员工:(expatriates)母国公民:(home-country nations)第三国公民:(third-country nations)虚拟团队:(virtual team)民族中心主义:(ethnocentric)多国中心主义:(polycentric)全球中心主义:(geocentric)适应性甄选:(adaptability scerrning)国外服务补贴:(foreign service premium)艰苦补贴:(hardship allowances)迁移补贴:(mobility premiums)。
用英语谈论管理制度
用英语谈论管理制度There are various types of management systems, including financial management systems, human resource management systems, quality management systems, and environmental management systems, among others. Each of these systems plays a unique role in the overall management of the organization and contributes to its success.Financial management systems are designed to ensure that the organization's financial resources are managed effectively and efficiently. This includes processes for budgeting, accounting, financial reporting, and financial analysis. A well-designed financial management system helps in monitoring the financial performance of the organization, identifying areas for improvement, and making informed financial decisions.Human resource management systems are responsible for managing the organization's human capital, including processes for recruitment, training, performance management, and employee relations. A good human resource management system helps in attracting and retaining top talent, developing employees' skills and capabilities, and creating a positive work environment.Quality management systems focus on ensuring that the organization's products and services meet or exceed customer expectations. This includes processes for quality control, quality assurance, and continuous improvement. A strong quality management system helps in delivering high-quality products and services, building customer loyalty, and gaining a competitive edge in the market.Environmental management systems are designed to help organizations minimize their impact on the environment and comply with environmental regulations. This includes processes for environmental risk assessment, waste management, pollution control, and sustainability. An effective environmental management system helps in reducing the organization's environmental footprint, enhancing its reputation, and contributing to a better environment for future generations.In addition to these specific management systems, organizations also have a general management system that governs the overall operation of the organization. This includes processes for strategic planning, organizational structure, decision-making, and performance evaluation. A well-designed general management system helps in setting clear goals for the organization, allocating resources effectively, and ensuring that the organization is on the right track to achieve its objectives.The effectiveness of a management system depends on various factors, including the commitment of top management, the involvement of employees, the alignment with the organization's culture and values, and the continuous monitoring and improvement of the system. Without proper commitment and support from top management, it is difficult to implement and sustain an effective management system. Similarly, without the involvement and buy-in from employees, the management system may not be fully embraced andfollowed. Therefore, it is important for organizations to involve all stakeholders in the design and implementation of the management system, and to create a culture that supports the system.It is also important for the management system to be aligned with the organization's culture and values. For example, if an organization values innovation and creativity, its management system should support and encourage these qualities. If an organization values teamwork and collaboration, its management system should promote these behaviors. Therefore, it is important for organizations to consider their unique culture and values when designing and implementing their management systems.Furthermore, continuous monitoring and improvement are essential for the success of a management system. This involves collecting and analyzing data on the performance of the system, identifying areas for improvement, and implementing changes to enhance the system. Continuous improvement ensures that the management system remains relevant and effective in a rapidly changing business environment.In conclusion, management systems are essential for the success of any organization. They provide the framework for organizing and administering the activities of the organization, and help in achieving its goals. There are various types of management systems, including financial management systems, human resource management systems, quality management systems, and environmental management systems, among others. The effectiveness of a management system depends on various factors, including the commitment of top management, the involvement of employees, the alignment with the organization's culture and values, and the continuous monitoring and improvement of the system. Therefore, it is important for organizations to design and implement their management systems carefully, taking into account their unique needs and circumstances.。
人力资本(Human capital)
人力资本
人力资本（Human capital）
目录
1 人力资本的定义
2 人力资本的分类
3 人力资本理论
3.1 人力资本理论的起源、形成与发展
3.2 人力资本理论的内容
3.3 人力资本理论的意义
人力资本理论
人力资本理论的起源、形成与发展
一 、人力资本思想的萌芽（古典经济学家对劳动价值的研究）
最早的人力资本思想可以追溯到古希腊思想家柏拉图的著作。他在著名的《理想国》中论述了教育和训练的经济价值。亚里士多德也认识到教育的经济作用以及一个国家维持教育以确保公共福利的重要性。但在他们眼中教育仍是消费品，其经济作用也是间接的
重农主义的代表人物魁克是最早研究人的素质的经济学家，他认为人是构成财富的第一因素，“构成国家财富的是人”。英国古典经济学的创始人威廉·配第最先提出和论证了劳动决定价值的思想，奠定了劳动价值论的基础。并提出“土地是财富之母，劳动是财富之父”。他认为由于人的素质不同，所以才使劳动能力有所不同。当然，配第的劳动价值论还处于萌芽形态，有许多地方还要商榷。
李嘉图继承并发展了斯密的劳动价值学说，坚持了商品价值量决定于劳动时间的原理。他还把人的劳动分为直接劳动和间接劳动。直接劳动是指投在直接生产过程中的劳动，它创造商品的价值；间接劳动则指间接投在所需生产资料上的物化劳动，它不创造价值，只是把原有的价值转移到商品中去。李嘉图曾明确指出机器和自然物不能创造价值，只有人的劳动才是价值的唯一源泉。
国内学者李忠民在此基础上，将人类能力分为四种：一般能力，即基础性能力；完成特定工作的能力，如生产技能；组织管理能力；资源配置能力。实际上，区分了一般型、技能型、管理型和专家型四种不同类型的人力资本。此外，国内学者还有同质人力资本与异质人力资本之分；一般人力资本与特殊人力资本之分等等。
(人力资源管理)2020年人力资源管理常见英文词汇
（人力资源管理）2020年人力资源管理常见英文词汇人力资源管理常见英文单词人力资本：human capital工作投入work/job engagement管理过程management process 直线管理者line manager职能管理者staff manager职能控制functional control人事职能staff(service)function劳动力labor(work)force劳资关系labor relations公平就业机会equal opportunity反雇佣歧视行为affirmative action雇员健康与安全employee health and safety员工申诉grievance 失业unemployment病假工资sick pay工会trade union人性化管理humanized management住房补贴subsidized housing 集体谈判collective bargaining 充分就业full employment就业立法employment legislation企业家的entrepreneurial工业行动industrial action谈判工资negotiated wage市场工资率market rate工作分析job analysis Methods of collecting job analysis information:inteiview、questionaires问卷法、observation观察法、participant dairy/logs 工作日志写实法、position analysis questionnaire PAQ职位分析问卷工作描述job description工作说明job specification工作承担者在职（位）者job incumbent/holder权限authority工作权限Authority of incumbent工作标识job identification工作概要(综述) job summary知识、技能、能力KSA职位弱化Dejobbing扁平化组织flattened organization 工作扩大化job enlargement 工作轮换Job rotation无边界组织boundaryless organization工作丰富化job enrichmment 流程再造reengineering继任、接班succession富余redundancy人员流动turnover招聘recruitment人力资源规划及补充HR planning and recruiting人力资源需求personal need/demand人力资源供给personal supply（企业）内（外）部供给Supply of inside/outside candidate Methods of predicting employment needs:trend analysis趋势分析、ratio analsis 比率分析、 A scatter plot 散点图、using computer to forcast Personel requirments正规教育formal education行业经验industry experience 人员调配/配置图personel replacement chart人员储备开发记录personel inventory and development record人员配置staffing equation劳动生产率productivity资格数据库qualifications inventory职位空缺vacancy/open/opening填补职位空缺fill open positions 工作公告job posting人事记录personnel record技能库skill bank继任计划succession planning 申请者群an applicant pool就业服务机构(中介) employment agency校园招聘college recruiting猎头公司head hunters/executive recruiters推荐referral上门求职walk-in网上招聘recruiting on the internet甄选selection面试interview工作申请表application form 工作样本work sample评价中心assessment center背景调查background investigation效度validity信度reliability非定向/非结构化面试nondirective/unstructured interview定向/结构化面试directive/structured interview 评价面试appraisal interview 情境面试situational interiew 行为面试behavioral interview 压力面试stress interview工作相关性面试job-related interview系列化面试serialized interview 心理面试psychological interview个人面试personal interview小组面试panel interview集体面试mass interview培训与开发training and development上岗培训employee orientation/orientating employees培训需求training needs工作手册workbooks子任务subtasks低产出low output基层lower level在职者job holdersTraining methods:on-the-job training(OJT)、模拟培训simulated training、学徒apprentlceship training角色扮演role playing行为塑造behavior modeling 企业大学corporate university 企业内部开发中心in-house development centers绩效评估performance appraisal强制分布法forced distribution method行为锚定评价尺度behaviorally anchored rating scal (BARS)维度dimension目标管理management by objectives (MBO)职业生涯管理carrer management咨询专家counseling expert/consultant薪酬、补偿compensation奖励与福利incentives and benefits报酬remuneration薪资调查pay survey内在的intrinsic外在的extrinsic工资结构pay structure工资等级pay grade工资范围pay range货币的monetary基本工资base pay基准单位benchmark job可变工资variable pay宽带薪酬broadbanding小时工资hourly pay带薪休假paid time off1.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)2.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) 3.工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(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 district service manager)4.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)5.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)6.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)理交流平台！人力资源管理英文词汇高级管理人员:(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)工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(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 district service manager)战略规划:(strategic planning) 长期趋势:(long term trend)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS) 招聘方法:(recruitment methods) 内部提升:(Promotion From Within ,PFW)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 knowledgetests)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)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)在职培训:(on-the-job training ,OJT)企业文化与组织发展企业文化:(corporate 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 method)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 ten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)现行工资率:(going rate)工资水平居后者:(pay followers) 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)海氏指示图表个人能力分析法:(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)福利和其它报酬问题福利(间接经济补偿) 员工股权计划:(employee stock ownership plan,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)产业工会:(industrial 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 relations)纪律:(discipline)纪律处分:(disciplinary action) 申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion行政秘书：(executive secretary) 质量圈：(quality circles) 人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager 行政人员administrator 主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system 管理职能managerial function 产品product服务service利润profit满意satisfaction 归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈馀surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory经验法the empirical approach 人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperativesocial systems approach社会技术系统法thesocial-technical systems approach决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach 随机制宜法the contingency approach管理任务法the managerial roles approach经营法the operational approach人际关系human relation心理学psychology态度attitude 压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority 协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost销售量sales volume产品质量quality of products 先进技术advanced technology 顾客服务customer service策略strategy结构structure领先性primacy普遍性pervasiveness忧虑fear忿恨resentment士气morale解雇layoff批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy 大型联合企业conglomerate 购买acquisition增长目标growth goal专利产品proprietary product 竞争对手rival晋升promotion管理决策managerial decision 商业道德business ethics有竞争力的价格competitive price供货商supplier小贩vendor利益冲突conflict of interests 派生政策derivative policy开支帐户expense account批准程序approval procedure 病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay现金流量cash flow工资率wage rate税收率tax rate股息dividend现金状况cash position资金短缺capital shortage总预算overall budget资产负债表balance sheet可行性feasibility投入原则the commitment principle投资回报return on investment 生产能力capacity to produce 实际工作者practitioner最终结果end result 业绩performance个人利益personal interest福利welfare市场占有率market share创新innovation生产率productivity利润率profitability社会责任public responsibility 董事会board of director组织规模size of the organization组织文化organizational culture 目标管理management by objectives评价工具appraisal tool激励方法motivational techniques控制手段control device个人价值personal worth优势strength弱点weakness机会opportunity威胁threat个人责任personal responsibility顾问counselor定量目标quantitative objective 定性目标qualitative objective 可考核目标verifiable objective 优先priority工资表payroll策略strategy政策policy灵活性discretion多种经营diversification评估assessment 一致性consistency应变策略consistency strategy 公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval主要决定major decision分公司总经理division general manager资产组合距阵portfolio matrix 明星star问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor 公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy 紧缩政策retrenchment strategy战术tactics追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible 抵制resistance敌对antagonism折中eclectic激励motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs forself-actualization尊敬的需要esteem needs归属的需要affiliation needs安全的需要security needs生理的需要physiological needs 维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcement theory 反馈feedback奖金bonus股票期权stock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style 品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader 民主式领导democratic leader 自由放任式领导free-rein leader 管理方格图the managerial grid 工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportiveleadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadershipAction learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭Candidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecas：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法Davis-Bacon Act (DBA)：戴维斯─佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简Early retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加．施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP)：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段Fact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周4天工作制Frederick Taylor：弗雷德里克．泰罗Functional control：职能控制Functional job analysis：功能性工作分析法Gain sharing：收益分享General economic conditions：一般经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级说明书Grades：等级Graphic rating scale：图尺度评价法Grid training：方格训练Grievance：抱怨Grievance procedure：抱怨程序Group life insurance：团体人寿保险Group pension plan：团体退休金计划Growth stage：成长阶段Guarantee corporation：担保公司Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保障的计件工资制Halo effect：晕轮效应Health maintenance organization (HMO) ：健康维持组织Illegal bargaining：非法谈判项目Impasse：僵持Implied authority：隐含职权Incentive plan：激励计划Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈Job analysis：工作分析Job description：工作描述Job evaluation：职位评价Job instruction training (JIT) ：工作指导培训Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Job specifications：工作说明书John Holland：约翰．霍兰德Junior board：初级董事会Layoff：临时解雇Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线管理者Local market conditions：地方劳动力市场Lockout：闭厂Maintenance stage：维持阶段Management assessment center：管理评价中心Management by objectives (MBO)：目标管理法Management game：管理竞赛Management grid：管理方格训练Management process：管理过程Mandatory bargaining：强制谈判项目Mediation：调解Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机阶段Nondirective interview：非定向面试Occupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA)：职业安全与健康管理局Occupational skills：职业技能On-the-job training(OJT) ：在职培训Open-door：敞开门户Opinion survey：意见调查Organization development(OD)：组织发展Outplacement counseling：向外安置顾问Paired comparison method：配对比较法Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金计划People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview：工作绩效评价面谈Personnel (or human resource) management：人事（或人力资源）管理Personnel replacement charts：人事调配图Piecework：计件Plant Closing law：工厂关闭法Point method Policies：政策Position Analysis Questionnaire (PAQ) ：职位分析问卷Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan：利润分享计划Programmed learning：程序化教学Qualifications inventories：资格数据库Quality circle：质量圈Ranking method：排序法Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击Reliability：信度Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：保护圈Role playing：角色扮演Salary surveys：薪资调查Savings plan：储蓄计划Scallion plan：斯坎伦计划Scatter plot：散点分析Scientific management：科学管理Self directed teams：自我指导工作小组Self-actualization：自我实现Sensitivity training：敏感性训练Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Skip-level interview：越级谈话Social security：社会保障Speak up! ：讲出来！Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段Staff (service) function：职能（服务）功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直接计件制Strategic plan：战略规划Stress interview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structured interview：结构化面试Succession planning：接班计划Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ：组织体系ⅣSystem I：组织体系Task analysis：任务分析Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Transactional analysis (TA) ：人际关系心理分析Trend analysis：趋势分析Trial sub stage：尝试阶段Unclear performance standards：绩效评价标准不清Unemployment insurance：失业保险Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不安全行为Unsafe conditions：不安全环境Validity：效度Value-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练Variable compensation：可变报酬Vestibule or simulated training：新雇员培训或模拟Vesting：特别保护权Voluntary bargaining：自愿谈判项目Voluntary pay cut：自愿减少工资方案Voluntary time off：自愿减少时间Wage carve：工资曲线Work samples：工作样本Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker involvement：雇员参与计划Worker's benefits：雇员福利Adaptability 适应性Aligning Performance for Success 协调工作以求成功业绩Applied Learning 应用的知识Building a Successful Team 建立成功团队Building Customer Loyalty 对客户忠诚Building Partnerships 建立合作关系Building Strategic Working Relationships 建立战略性工作关系Building Trust 建立互信关系Coaching 辅导Communication 沟通Continuous Learning 不断学习Contributing to Team Success对团队成功的贡献Customer Focus 以客户为中心Decision Making 决策Delegating Responsibility 授权Developing Others 发展他人Drive for Results 注重实效Energy 精力充沛Facilitation Change 推动变革Follow-up 跟进Formal Presentation 专业演讲技巧Gaining Commitment 具有使命感Impact 影响力Information Monitoring 采集信息Initiating Action 主动采取行动Innovation 创新Job Fit 胜任工作Leading Through Mission and Values 在使命与价值的认同中的领导才能Managing Conflict 解决冲突Managing Work (Includes Time Management) 管理工作（时间管理）Meeting Leadership 会议组织能力Meeting Participation 分享Negotiation 谈判Planning and Organizing 编制计划与组织能力Quality Orientation 质量定位Risk Taking 勇于冒险Safety Awareness 安全意识Sales Ability / Persuasiveness销售能力/说服能力Strategic Leadership / Decision Making 战略性领导/决策制定Stress Tolerance 压力忍受能力Technical / Professional Knowledge and Skills 技术专业知识和技能Tenacity 坚忍不拔Work Standards 操作规范Action learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭Candidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法Davis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简Early retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加•施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP) ：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段Fact-finder：调查Fair day’s work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周天工作制Frederick Taylor：弗雷德里克•泰罗Functional control：职能控制Functional job analysis：功能性工作分析法沟通Communication个人发展Personal Development电子学习e-Learning项目管理Project Management 领导艺术Leadership团队建设Team Building管理Management商务管理类行政管理Administrative Support人力资源Human Resources 商法Business Law行业Industry客户服务Customer Service知识管理Knowledge Management电子商务e-Business 市场Marketing金融/财会Finance & Accounting企业运营Operations财务服务Financial Services销售Salesable 有才干的，能干的adaptable 适应性强的active 主动的，活跃的aggressive 有进取心的ambitious 有雄心壮志的amiable 和蔼可亲的amicable 友好的analytical 善于分析的apprehensive 有理解力的aspiring 有志气的，有抱负的audacious 大胆的，有冒险精神的capable 有能力的，有才能的careful 办理仔细的candid 正直的competent 能胜任的constructive 建设性的cooperative 有合作精神的creative 富创造力的dedicated 有奉献精神的dependable 可靠的diplomatic 老练的，有策略的disciplined 守纪律的dutiful 尽职的well--educated 受过良好教育的efficient 有效率的energetic 精力充沛的expressivity 善于表达faithful 守信的，忠诚的frank 直率的，真诚的generous 宽宏大量的genteel 有教养的gentle 有礼貌的humorous 有幽默impartial 公正的independent 有主见的industrious 勤奋的ingenious 有独创性的motivated 目的明确的intelligent 理解力强的learned 精通某门学问的logical 条理分明的methodical 有方法的modest 谦虚的objective 客观的precise 一丝不苟的punctual 严守时刻的realistic 实事求是的responsible 负责的sensible 明白事理的sporting 光明正大的steady 踏实的systematic 有系统的purposeful 意志坚强的sweet-tempered 性情温和的temperate 稳健的tireless 孜孜不倦的name 姓名in. 英寸pen name 笔名ft. 英尺alias 别名street 街Mr. 先生road 路Miss 小姐district 区Ms （小姐或太太）house number 门牌Mrs. 太太lane 胡同，巷age 年龄height 身高blood type 血型weight 体重address 地址born 生于permanent address 永久住址birthday 生日province 省birthdate 出生日期city 市birthplace 出生地点county 县home phone 住宅电话prefecture 专区office phone 办公电话autonomous region 自治区business phone 办公电话nationality 民族；国籍current address 目前住址citizenship 国籍date of birth 出生日期native place 籍贯postal code 邮政编码duel citizenship 双重国籍marital status 婚姻状况family status 家庭状况married 已婚single 未婚divorced 离异separated 分居number of children 子女人数health condition 健康状况health 健康状况excellent （身体）极佳short-sighted 近视far-sighted 远视ID card 身份证date of availability 可到职时间membership 会员、资格president 会长vice-president 副会长director 理事standing director 常务理事society 学会association 协会secretary-general 秘书长research society 研究会work experience 工作经历occupational history 工作经历professional history 职业经历specific experience 具体经历responsibilities 职责second job 第二职业achievements 工作成就，业绩administer 管理assist 辅助adapted to 适应于accomplish 完成（任务等）appointed 被认命的adept in 善于analyze 分析authorized 委任的；核准的behave 表现break the record 打破纪录breakthrough 关键问题的解决control 控制conduct 经营，处理cost 成本；费用create 创造demonstrate 证明，示范decrease 减少design 设计develop 开发，发挥devise 设计，发明direct 指导double 加倍，翻一番earn 获得，赚取effect 效果，作用eliminate 消除enlarge 扩大enrich 使丰富exploit 开发（资源，产品）enliven 搞活establish 设立（公司等）；使开业evaluation 估价，评价execute 实行，实施expedite 加快；促进generate 产生good at 擅长于guide 指导；操纵improve 改进，提高initiate 创始，开创innovate 改革，革新invest 投资integrate 使结合；使一体化justified 经证明的；合法化的launch 开办（新企业）maintain 保持；维修modernize 使现代化negotiate 谈判nominated 被提名；被认命的overcome 克服perfect 使完善；改善perform 执行，履行profit 利润be promoted to 被提升为be proposed as 被提名（推荐）为realize 实现（目标）获得（利润）reconstruct 重建recorded 记载的refine 精练，精制registered 已注册的regenerate 更新，使再生replace 接替，替换retrieve 挽回revenue 收益，收入scientific 科学的，系统的self-dependence 自力更生serve 服务，供职settle 解决（问题等）shorten 减低……效能simplify 简化，精简spread 传播，扩大standard 标准，规格supervises 监督，管理supply 供给，满足systematize 使系统化test 试验，检验well-trained 训练有素的valuable 有价值的target 目标，指标working model 劳动模范advanced worker 先进工作者education 学历educational history 学历educational background 教育程度curriculum 课程major 主修minor 副修educational highlights 课程重点部分curriculum included 课程包括specialized courses 专门课程courses taken 所学课程special training 特别训练social practice 社会实践part-time jobs 业馀工作summer jobs 暑期工作vacation jobs 假期工作refresher course 进修课程extracurricular activities 课外活动physical activities 体育活动recreational activities 娱乐活动academic activities 学术活动social activities 社会活动rewards 奖励scholarship 奖学金excellent League member 优秀团员excellent leader 优秀干部student council 学生会off-job training 脱产培训in-job training 在职培训educational system 学制academic year 学年semester 学期（美）term 学期（英）supervisor 论文导师pass 及格fail 不及格marks 分数examination 考试degree 学位post doctorate 博士后doctor(PhD) 博士master 硕士bachelor 学士graduate student 研究生abroad student 留学生abroad student 留学生undergraduate 大学肆业生government-supportedstudent 公费生commoner 自费生extern 走读生intern 实习生prize fellow 奖学金生boarder 寄宿生graduate 毕业生guest student 旁听生（英）auditor 旁听生（美）day-student 走读生objective 目标position desired 希望职位job objective 工作目标employment objective 工作目标career objective 职业目标position sought 谋求职位position wanted 希望职位position applied for 申请职位for more specialized work 为更专门的工作for prospects of promotion 为晋升的前途for higher responsibility 为更高层次的工作责任for wider experience 为扩大工作经验due to close-down of company 由于公司倒闭due to expiry of employment 由于雇用期满sought a better ob 找到了更好的工作to seek a better job 找一份更好的工作hobbies 业馀爱好play the guitar 弹吉他。
hrl_精品文档
hrlHRL: A Comprehensive OverviewIntroductionHuman Resources Management (HRM) is a crucial function in any organization that deals with managing and developing the human capital of the company. It involves various processes, such as recruitment, training, performance management, and employee relations. The success of an organization largely depends on its human resources, and therefore, effective HRM practices play a vital role in achieving organizational goals and objectives. One important aspect of HRM is the concept of the HR Lifecycle (HRL), which encompasses the entire journey of an employee in an organization. This document aims to provide a comprehensive overview of the HRL and its significance in managing human resources effectively.1. RecruitmentThe first stage of the HRL is recruitment, which involves attracting, screening, and selecting potential candidates forvarious job roles within the organization. Recruitment strategies may vary depending on the organization's size, industry, and specific requirements. Effective recruitment practices ensure that the organization hires the right talent to achieve its goals. Key components of recruitment include job analysis, job descriptions, job advertisements, and conducting interviews.2. OnboardingOnce a candidate is selected, the next stage in the HRL is onboarding, which involves orienting and integrating the new employee into the organization. Onboarding includes activities such as introducing the employee to the company culture, providing necessary training, assigning mentors, and clarifying job expectations. A well-structured onboarding process promotes employee engagement, reduces turnover rates, and increases productivity.3. Performance ManagementPerformance management is an ongoing process that aims to improve employee performance and productivity. It involves setting performance expectations, providing regular feedback, conducting performance appraisals, and identifying areas fordevelopment. Effective performance management systems help align individual goals with organizational objectives, enhance employee engagement, and foster a culture of continuous improvement.4. Training and DevelopmentTraining and development initiatives are crucial in the HRL as they help employees acquire new skills, enhance existing competencies, and adapt to changing business environments. Training programs may include technical training, soft skills development, leadership development, and employee wellness programs. Organizations that invest in training and development programs generally have a more skilled and motivated workforce.5. Employee RelationsMaintaining positive employee relations is essential for a harmonious work environment. This involves addressing employee grievances, managing conflicts, promoting a healthy work-life balance, and ensuring compliance with labor laws and regulations. Effective employee relations practices contribute to high employee morale, reduced turnover, and increased productivity.6. Career DevelopmentCareer development is an integral part of the HRL, as it focuses on helping employees advance through their career paths within the organization. It involves creating individual development plans, providing mentoring and coaching opportunities, and offering promotional opportunities. Organizations that prioritize career development tend to have higher job satisfaction rates and greater employee loyalty.7. OffboardingThe final stage of the HRL is offboarding, which refers to the process of separating an employee from the organization. This could be due to retirement, resignation, termination, or any other reason. Offboarding involves conducting exit interviews, processing necessary paperwork, and ensuring a smooth transition for the departing employee. Proper offboarding practices can help organizations maintain positive relationships with former employees and protect their reputation.ConclusionThe HR Lifecycle (HRL) is a comprehensive framework that encompasses the entire employee journey within an organization. It includes recruitment, onboarding, performance management, training and development, employee relations, career development, and offboarding. Each stage of the HRL plays a vital role in managing human resources effectively and contributes to the overall success of the organization. By understanding and implementing the HRL, organizations can optimize their HR practices, enhance employee engagement, and achieve long-term success.。
人力资源相关话题英语作文
Human Resource Management HRM is a strategic approach to the management of people in an organization. It is a process of staffing, organizing, compensating, developing, and managing human capital in an organization. Here are some key aspects of HRM:1. Talent Acquisition: This involves the recruitment and selection of the right candidates for various positions within the organization. It is crucial to find individuals who not only have the right skills and qualifications but also fit the company culture.2. Training and Development: Once employees are on board, its important to invest in their growth and development. This includes providing them with the necessary training to improve their skills and prepare them for future roles within the company.3. Performance Management: This involves setting performance goals, monitoring progress, and providing feedback to employees. It helps in identifying areas of improvement and rewarding high performers.4. Compensation and Benefits: A competitive compensation package is essential to attract and retain top talent. This includes not only salaries but also benefits such as health insurance, retirement plans, and other perks.5. Employee Relations: Maintaining a positive work environment and addressing any conflicts or issues that may arise is a critical aspect of HRM. This includes handling grievances, resolving disputes, and fostering a culture of respect and collaboration.6. Legal Compliance: HR professionals must ensure that the organization complies with all relevant employment laws and regulations, including those related to equal employment opportunity, workplace safety, and labor relations.7. Strategic Planning: HRM should be aligned with the overall strategic goals of the organization. This involves forecasting workforce needs, planning for succession, and ensuring that the workforce is prepared to meet future challenges.8. Diversity and Inclusion: Promoting a diverse and inclusive workplace is essential for innovation and creativity. HRM plays a key role in implementing policies and practices that support diversity and prevent discrimination.9. Technology Integration: With the advancement of technology, HRM has become more efficient and datadriven. HR professionals use various software and tools for recruitment, employee engagement, and data analysis.10. Workplace Wellness: Promoting the physical and mental wellbeing of employees is increasingly recognized as a key component of HRM. This includes offering wellness programs, flexible work arrangements, and support for worklife balance.In conclusion, HRM is a multifaceted discipline that plays a vital role in the success of any organization. By focusing on these areas, HR professionals can help create a workplace that is productive, harmonious, and conducive to the growth and development of its employees.。
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2015 ICM Problem CManaging Human Capital in OrganizationsBuilding an organization filled with good, talented, well-trained people is one of the keys to success. But to do this, an organization needs to do more than recruit and hire the best candidates – they also need to retain good people, keep them properly trained and placed in proper positions, and eventually target new hires to replace those leaving the organization. Individuals play unique roles within their organizations, both formally and informally. Thus, the departure of individuals from an organization leaves important informational and functional components missing that need to be replaced. This is true for sports teams, commercial companies, schools and universities, governments, and almost any formal group or organization of people.组建一个充满优秀、有才能、训练有素的人的团队是成功的一个要素。
但是要做到这一点，一个团队需要做的不仅仅是招聘最好的员工，还需要能留住好的员工，保证他们接受适当的培训，并放置在合适的位置，最后还要寻找新员工来接替那些离开团队的人。
个人将在组织中发挥独特的作用，既有形式上的，也有非形式上的。
因此，团队成员的离开将造成团队重要信息和功能性成分的缺失，需要有人来接替。
这对于体育团队、商业公司、学校、政府，以及几乎任何正式的团体或组织都是适用的。
Human resource (HR) specialists help senior leadership manage personnel by improving retention and motivation, coordinating training, and building good teams. In particular, leaders seek to create an effective organizational structure, where people are assigned to positions appropriate to their talents and experience, and where efficient communication systems are in place to facilitate development of innovative ideas and quality products (commodities or services). These talent management and team building aspects of HR management are remaking many modern organizations.人力资源（HR）专家能够通过提高员工留职量、增加动力，协调培训，建立良好的团队等方式帮助高层领导管理人事。
具体来说，团队领袖寻求建立一个有效的组织结构，使得所有人都分配到适合自己才能和经验的职位，并能够通过高效的沟通，促进创新理念的交流和优质产品（商品或服务）的开发。
由于其具有人才管理和团队建设等方面的特性，人力资源管理改造了许多现代组织。
Managing the fluid network of human capital within an organization requires understanding personnel loyalties to the company and to subgroups; building trust in the workplace; and managing the formation, dissolution and retention of formal and informal ties between people. When people leaving for other jobs or retiring are replaced, the resulting turbulence is collectively termed organizational ―churn‖. Your team has been asked by your HR manager to develop a framework and model for understanding churn within the Information Cooperative Manufacturing (ICM) organization of 370 people. ICM is in a highly competitive market place, leading to challenging issues related to effectively managing its human capital.在一个组织内管理人力资本流动的网络，需要了解人员对于公司和子团队的忠诚度；需要在工作环境中建立信任；需要去管理团队成员之间正式和非正式纽带的形成、瓦解和维系。
当一个员工因为离职或退休而（其职位）被别人取代，所产生的紊乱统称为为该组织带来的“流失”。
信息协同制造（ICM）组织的人力资源经理请求你们团队建立框架和模型去表征该组织的这种流失。
ICM组织共有370人，由于处在竞争高度激烈的市场环境中，（如何）有效管理其人力资本成了一个具有挑战性的问题。
The HR manager wants to map the human capital in the organization by building a network model. Here are some issues your company faces:人力资源经理希望通过建立一个网络模型来反映其组织中的人力资本。
以下是该公司面临的一些问题：1. ICM aims to identify the risk of churn in its early stages, as it is cheaper to gain the loyalty of an employee early in their carreer rather than have to improve the culture once it has soured. It is more productive to have a motivated workforce from the start rather than having to provide incentives to prevent people from leaving.1.ICM的目标是识别其发展早期的人员流失风险，因为，与改善一个变质的环境相比，在一个员工职业生涯的早期赢得他对于团队的忠诚相对廉价。
比起不得不提供激励措施，以阻止员工离职的方式，有一个从一开始就能积极进取的队伍是更高效的。
2.A worker is more likely to churn if he or she was connected to other former employees who have churned. Thus churn seems to diffuse from employee to employee, so identifying those that are likely to churn is valuable information to prevent further churning.2.一名员工如果与团队以前流失的员工有联系，那么他更可能也会流失（离职）。
因此这种人员流失现象似乎具有一种从员工到员工的扩散性，那么鉴别出那些可能流失（离职）的人员，将对防止团队进一步遭遇流失提供有效信息。
3. One HR issue is matching employees to the right position such that their knowledge and abilities can be maximized. Currently each employee gets an annual evaluation based on performance as judged by the supervisor. These ratings are currently not used by the HR office.3.HR面临的一个问题是（如何）把雇员安排在合适的位置，使得他们的知识和能力得以最大化利用。
目前，主管会为每位员工做基于业绩的年度评估。
人力资源部门目前尚未使用这些评分。
4. ICM recognizes that middle managers (Junior Managers, Experienced Supervisors, Inexperienced Supervisors) often feel stuck in their jobs with little opportunity to advance, causing them to leave the company when they find a comparable or better job. These mid-level positions are critical ones that unfortunately suffer high turn-over (twice the average rate of the rest of the company) and seem to need filling all the time.4.ICM注意到，中层管理人员（初级经理，有经验的主管，没有经验的监事）经常感觉被困在目前的职位中，难以有机会晋升，当他们有一个差不多或更好的工作机会时，这将导致他们离职。