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aGAOUnited States General Accounting OfficeReport to Congressional Requesters February 2003 HUMAN CAPITAL MANAGEMENT FAA’s Reform Effort Requires a More Strategic ApproachGAO-03-156In 1996, FAA initiated human capital reform initiatives in three broad areas,some of which required exemption from title 5, and some of which havebeen fully implemented. FAA has not yet completed implementation ofsome key initiatives. For example, FAA’s new compensation systemremains unimplemented for about one-quarter o f the agency’s workforce—those staff whose unions have not reached agreements with FAA. FAA’sneed to implement initiatives among a workforce with a wide range of skillsand to negotiate changes with multiple unions were among factors thataffected the pace and extent of reform implementation.Selected Initiatives within the Three Areas of FAA’s Reform, Including Whether anExemption from Title 5 Was Required and Implementation StatusFAA had little data with which to assess the effects of its reform effort.While FAA human capital officials cited positive effects of FAA’s reformeffort, the views of managers and employees GAO interviewed weregenerally less positive.FAA’s lack of empirical data on the effects of its human capital initiatives is one indication that it has not fully incorporated elements that are important to effective human capital management into its overall reform effort. These elements include data collection and analysis, performance goals and measures, and linkage of reform goals to program goals. FAA human resource management officials said that the agency should have spent more time to develop baseline data and performance measures before implementing the broad range of reforms but that establishing these elements was a complex and difficult task. FAA has also not gone far enough in establishing linkage between reform goals and overall program goals of the organization. GAO found that the lack of these elements has been pointed out repeatedly in evaluations of FAA’s human capital refor m effort, but FAA has not developed specific steps and time frames by which these elements will be established and used for evaluation. Incorporation of these elements could also help FAA build accountability into its human capital management approach.HUMAN CAPITAL MANAGEMENT FAA’s Reform Effort Requires a More Strategic Approach/cgi-bin/getrpt?GAO-03-156.To view the full report, including the scopeand methodology, click on the link above.For more information, contact GeraldDillingham, Ph.D., at (202) 512-2834 ordillinghamg@.Highlights of GAO-03-156, a report to theChairman, Subcommittee on Aviation,House Committee on Transportation andInfrastructure; Chairman, HouseCommittee on Government Reform; andanother requesterIn 1996, the Federal AviationAdministration (FAA) undertook ahuman capital reform effort underone of the most flexible humancapital management environmentsin the federal government,including broad exemptions fromtitle 5 laws governing federalcivilian personnel management.GAO was asked (1) to examine thechanges FAA initiated in its reformeffort, including whether theyrequired an exemption from title 5and their implementation status;(2) determine the effects of thereform effort according to availabledata and the views of FAA officials,managers, and employees; and (3)assess the extent to which FAA’sreform effort incorporatedelements that are important toeffective human capitalmanagement.This report makesrecommendations to enable FAA todevelop a more strategic approachto its reform effort. By buildingelements that are important toeffective human capitalmanagement into its approach,FAA will be better able to evaluatethe effects of its initiatives, use theevaluations as a basis for anystrategic improvements, and holdagency leadership accountable.FAA will also be better able toshare its results with other federalagencies and Congress.The Department of Transportationand FAA officials generally agreedwith our recommendations.Page i GAO-03-156 Human Capital Management ContentsLetter 1Results in Brief 3Background 6FAA Initiated Personnel Changes in Three Broad Areas, Some of Which Required Exemptions from Title 5 9Key Elements of Personnel Reform Have Not Yet Been Fully Implemented 17FAA Had Little Data on Reform’s Effects, and Views of FAA Officials Often Differed from Views of Managers and Employees WeInterviewed 24FAA Has Not Fully Incorporated Elements Needed for EffectiveHuman Capital Management 35Conclusions 44Recommendations 45Agency Comments and Our Evaluation 46AppendixesAppendix I: Scope and Methodology 49Appendix II: Structured Interview Form and Selected Results 51 Appendix III: Elements for Effective Human Capital Management 61 Appendix IV: Core Compensation Pay Bands and Grade Conversion for 2002 64Appendix V: FAA Human Resource Management Office’s Balanced Scorecard Performance Measures 66Appendix VI: GAO Contacts and Staff Acknowledgments 68GAO Contacts 68Staff Acknowledgments 68Tables Table 1: Overview of Human Resource Management Office’sBalanced Scorecard Performance Measures 39Table 2: Chronology of Internal and External Evaluations of FAA’s Personnel Reform 41Figures Figure 1: Implementation Status of Selected Initiatives within theThre e Areas of FAA’s Personnel Reform That Did or DidNot Require an Exemption from Title 5 4ContentsPage ii GAO-03-156 Human Capital ManagementFigure 2: Selected FAA Human Capital Reform Initiatives and TheirNeed for an Exemption from Title 5 10Figure 3: Career Level Pay Bands for Job Categories under Core Compensation 12Figure 4: Implementation Status of Selected FAA PersonnelReform Initiatives 18Figure 5: Compensation Systems Applicable to FAA’s Workforce 20Figure 6: Compensation of Air Traffic Controllers in Field Facilitiesand Regional and Headquarters Offices, 2002 26Figure 7: Number of FAA Employees Represented by Unions,1991-2001 28Figure 8: Inspector General’s Comments on the Effects ofPersonnel Reform on Hiring Times 29Figure 9: Funding Alternatives Used for Managers’ PCSPromotional Moves between Field Facilities, Fiscal Years1999-2001 31Figure 10: Number of Formal EEO Complaints by Year 34Figure 11: FAA Employees’ Views on the Model WorkEnvironment 35Figure 12: Volpe Center’s Views on Importance of Linkage 40Figure 13: Study’s Views on FAA’s Implementation of PersonnelReform 43Figure 14: Inspector General’s Views on FAA’s Implementation of Personnel Reform 43Figure 15: Consultant’s Views on FAA’s Implementation of Personnel Reform 44Figure 16: Eight Critical Success Factors Corresponding with theFour High-Risk Human Capital Challenges That Can HelpAgencies Manage Human Capital Strategically 62Figure 17: Six Key Practices for Effective Use of Human Capital Flexibilities 63ContentsPage iii GAO-03-156 Human Capital ManagementAbbreviationsCFR Code of Federal RegulationsEEO Equal Employment OpportunityFAA Federal Aviation AdministrationFAACMA FAA Conference Managers AssociationFLRA Federal Labor Relations AuthorityGFT Guaranteed Fair TreatmentGS General ScheduleNAPA National Academy of Public AdministrationNATCA National Air Traffic Controllers AssociationOMB Office of Management and BudgetOPM Office of Personnel ManagementPCS Permanent Change of StationThis is a work of the U.S. Government and is not subject to copyright protection in the United States. It may be reproduced and distributed in its entirety without further permission from GAO. It may contain copyrighted graphics, images or other materials. Permission from the copyright holder may be necessary should you wish to reproduce copyrighted materials separately from GAO’s product.Page 1 GAO-03-156 Human Capital ManagementUnited States General Accounting OfficeWashington, D.C. 20548AFebruary 3, 2003The Honorable John L. MicaChairman, Subcommittee on AviationCommittee on Transportation andInfrastructureHouse of RepresentativesThe Honorable Thomas M. Davis IIIChairman, Committee on GovernmentReformHouse of RepresentativesThe Honorable David Weldon, M.D.House of RepresentativesThe Federal Aviation Administration (FAA) is managing its personnel under one of the most flexible human capital management environments in the federal government. This is a result of 1995 legislation that granted the agency broad exemptions from laws governing federal civilian personnel management found in title 5 of the United States Code. Congress provided these flexibilities in response to FAA’s position that the inflexibility of federal personnel systems was one of the most important constraints to the agency’s ability to be responsive to the airline industry’s needs and to increase productivity in air traffic control operations. In 1996, FAA announced a sweeping reform of its personnel management system. As we have reported,1 major change initiatives generally require a minimum of 5to 7 years to provide meaningful and lasting results, and so FAA’s implementation of personnel reform should now be approaching a point where such results might be discernable. As some other federal agencies, such as the National Aeronautics and Space Administration, have requested similar human capital flexibilities, and others, such as the Transportation Security Administration, are now operating under similar exemptions from title 5 requi rements, FAA’s experiences in implementing its flexibilities could provide valuable information to Congress in considering whether to grant the use of such flexibilities at other agencies and in overseeing their use.1U.S. General Accounting Office, Managing for Results: Using Strategic Human Capital Management to Drive Transformational Change, GAO-02-940T (Washington, D.C.: July 15,2002).Page 2 GAO-03-156 Human Capital ManagementYou asked us to review the status of FAA’s personnel reform. As agreed, weanswered the following questions:• What changes did FAA initiate after being granted broad flexibilities in1995 and to what extent did these changes require exemptions fromtitle 5?• What is the status of the implementation of FAA’s human capital reforminitiatives, and what factors have affected the pace and extent ofimplementation?• What are the effects of FAA’s human capital reform initiatives accordingto data collected by FAA and the views of FAA human resource andlabor management officials, managers and employees, and unions?• To what extent has FAA’s reform effort incorporated elements that areimportant to effective human capital management in the federalgovernment?To answer these questions, we reviewed personnel managementrequirements in title 5 and the changes FAA made to its personnelmanagement system as a part of the agency’s reform effort. We collectedand analyzed internal and external evaluations of different aspects of FAA’spersonnel reform and the available data on the results of reform. Wediscussed reform with agency managers and human resource managementofficials and union representatives and conducted 176 structuredinterviews of randomly selected managers and employees in 27 fieldfacilities nationwide, 6 of FAA’s 9 regional offices, and FAA headquarters.Because of limitations inherent in the relatively small sample size, we didnot generalize the views and opinions of those randomly interviewed to allFAA employees. To augment the views and opinions collected from thestructured interviews, we obtained and analyzed the data available on theresults of the various initiatives provided by FAA’s Office of the Assistant Administrator for Human Resource Management and the lines of business2and obtained the views of FAA senior managers in the five lines of businessand representatives of employee associations. Finally, we considered FAA’sreform effort in light of elements of strategic human capital management2FAA is composed of five separate organizations or lines of business: Air Traffic Services,Research and Acquisitions, Regulation and Certification, Airports, and Commercial Space Transportation.Page 3 GAO-03-156 Human Capital Managementthat we developed in 2002 and assessments of human capital managementefforts and agencie s’ use of personnel flexibilities that wehave performed at other agencies.3 Appendix I contains a more detaileddescription of the scope and methodology of our work. A copy of ourstructured interview questions with selected employee responses isprovided in appendix II. We conducted our work from November 2001 toOctober 2002 in accordance with generally accepted government auditingstandards.Results in Brief In its human capital reform effort, FAA initiated changes in threebroadareas—compensation and performance management, workforcemanagement, and labor and employee relations—some of which required exemptions from title 5. In the area of compensation and performance management, FAA introduced two initiatives—a new, more flexible paysystem in which compensation levels are set within broad ranges, calledpay bands, and a new performance management system intended toimprove employees’ performance through more frequent feedback with nosummary rating. Both new systems required an exemption from title 5. Inthe area of workforce management, FAA undertook initiatives in workforceplanning (the process by which an organization plans and manages the size, capabilities, diversity, and deployment of its workforce), hiring, training,and relocation of employees. While the planning and training initiativesgenerally did not require exemptions from title 5, other workforcemanagement initiatives did require exemptions. In particular, exemptionfrom title 5 requirements allowed FAA to establish its own competitivehiring process and bypass centralized government hiring systemrequirements. Finally, initiatives in the area of labor and employee relationsincluded the establishment of new groups to represent unions andemployees and a new policy initiative to promote diversity and an openwork environment. Neither initiative required exemption from title 5,which continues to govern FAA’s labor relations.While FAA has fully implemented some or all initiatives in each of the threebroad areas of the reform effort it began in 1996, some key initiatives have3U.S. General Accounting Office, A Model of Strategic Human Capital Management, GAO-02-373SP (Washington, D.C., March 15, 2002); U.S. General Accounting Office, Human Capital: Effective Use of Flexibilities Can Assist Agencies in Managing Their Workforces, GAO-03-02 (Washington, D.C.: Dec. 6, 2002).Page 4 GAO-03-156 Human Capital Managementnot yet been fully implemented, and the pace and extent of implementationhave been affected by several factors. In the area of compensation andperformance management, FAA’s new compensation system has not yetbeen implemented for about one-quarter of the agency’s workforce whoseunions have not reached a new pay agreement with FAA. FAA’s newperformance management system had been implemented for about 20percent of the total workforce (15 percent nonunion employees and 5percent union employees) at the time of our review. In the area ofworkforce management, FAA implemented most initiatives in 1996 byallowing managers in the lines of business immediate use of newagencywide flexibilities for hiring and training employees. While FAAestablished similar agencywide policies for developing workforce plans forstaff, this initiative has not been fully implemented. In the area of labor and employee relations, FAA implemented initiatives establishing newpartnership forums for union and nonunion employees and a new modelwork environment program. While we did not determine all of the factorsthat may have affected the pace and extent of i mplementation, FAA’s needto implement initiatives among a workforce with a wide range of skills andworkplace environments and to negotiate changes with 48 bargaining unitswithin FAA’s nine unions were among factors that affected the pace andextent of reform implementation. Figure 1 shows selected initiatives ineach of the three areas of reform, along with whether they requiredexemptions from title 5 and their implementation status.Figure 1: Implementation Status of Selected Initiatives within the Thr ee Areas of FAA’s Personnel Reform That Did or Did NotRequire an Exemption from Title 5Page 5 GAO-03-156 Human Capital ManagementFAA had little data with which to assess the effects of its reform effort.While FAA human capital officials cited positive effects of FAA’s humancapital reform effort, the views of managers and employees and unionrepresentatives were generally less positive. In the area of compensationand performance management, FAA had not systematically collected oranalyzed data to suppo rt human resource management officials’ view thatcompensation changes had increased the agency’s ability to attract andretain employees. At the same time, many FAA managers and employeeswe interviewed were critical of the new compensation system. Nearly twothirds(110 out of 176) of those we interviewed disagreed or stronglydisagreed that the new pay system is fair to all employees. We were able tofind evidence of specific concerns regarding unfairness in disparities in payfor air traffic controllers. In addition, according to representatives ofFAA’s Office of Labor Relations and employee unions, a general sense ofunfairness over pay among some FAA employees outside of air trafficservices has led to increased unionization among FAA employees. Thenumber of employees in unions, as a percentage of the workforce,increased from 63 percent in 1995 to almost 80 percent in 2001. In the areaof workforce management, human resource management officials providedlimited data collected only for air marshals to support their view thatexternal hiring times had decreased from an average of 6 months to as littleas 6 weeks. In contrast, only 12 of the 46 managers we interviewed said thatthe speed of hiring has improved. Finally, FAA labor management officialscited a limited amount of data that indicated that the number of grievancesfiled at the national level by employees represented by unions hadincreased as evidence that new employee-union forums had not improvedlabor management relations. The managers and employees we interviewedhad mixed views on the impact of labor and employee relations reforminitiatives.FAA’s lack of empirical data on the effects of its human capital initiatives isone indication that it has not fully incorporated elements that we andothers have identified as important to effective human capital managementinto its reform effort. These elements include data collection and analysis, performance goals and measures, and linkage of reform goals to programgoals. Systems to gather and analyze relevant data provide a basis againstwhich performance goals and measures can be applied. FAA humanresource management officials said that the agency should have spentmore time to develop baseline data and performance measures beforeimplementing the broad range of reforms but that establishing theseelements was a complex and difficult task. They said FAA was undersignificant pressure to rapidly implement reforms and that one impact ofPage 6 GAO-03-156 Human Capital ManagementFAA’s incremental ap proach to implementing the reforms was that baselinemeasures tended to change as more people were brought under thereformed systems. FAA has also not gone far enough in establishing linkagebetween reform goals and overall program goals of the organization,another element we have identified as important to effective human capital management. We found that the lack of these elements has been pointedout repeatedly in evaluations of FAA’s human capital reform effort, but FAAhas not developed specific steps and time frames by which these elementswill be established and used for evaluation. Incorporation of theseelements could also help FAA build accountability into its human capitalmanagement approach.This report makes recommendations designed to enable FAA to develop amore strategic approach to its reform effort. By building these elementsinto its approach, FAA will be better able to evaluate the effects of itsreform initiatives, use the evaluations as a basis for any strategicimprovements to its human capital management approach, and holdagency leadership accountable for the results of its human capitalmanagement efforts. Doing so would also enable the agency to share itsresults with other federal agencies and Congress. In commenting on thedraft of this report, the Department of Transportation and FAA generallyagreed with the report’s recommendations. They emphasized thecomplexity of the reform effort and said they have been making significantprogress in developing needed elements for measuring the effectiveness ofthe new programs.Background The FAA’s mission is to provide a safe and efficient national aerospacesystem. FAA’s key aviation functions include regulating compliance withcivil aviation safety standards and air commerce, operating the national airtraffic management system, and assisting in the development of airports.The achievement of FAA’s mission is dependent in large part on the skillsand expertise of its workforce. FAA consists of nearly 50,000 people,organized into 5 lines of business and several staff offices. Its workforceprovides aviation services including air traffic control, maintenance of airtraffic control equipment, and certification of aircraft, airline operationsand pilots. FAA’s human resource management offi ce is responsible for managing agencywide implementation of personnel reform and providing policy and guidance to regional human resource management divisions that manage the implementation of personnel reform within their areas of responsibility.Page 7 GAO-03-156 Human Capital ManagementIn September 1993, the National Performance Review concluded that federal budget, procurement, and personnel rules prevented FAA from reacting quickly to the needs of the air traffic control system for new and more efficient equipment and flexibilities for attracting and hiring staff. In May 1994, building on these concerns, Congress directed the Secretary of Transportation to undertake a study of management, regulatory, and legislative reforms that would enable FAA to provide better air traffic control services without changing FAA’s basic organizational structure. The resulting FAA report to Congress, issued in August 1995,4 concluded that the most effective internal reform would be to exempt FAA from most federal personnel rules and procedures.5In reporting on FAA’s request for these exemptions in October 1995, we concluded that, if the Congress decided to provide FAA with new personnel authority, the agency could be used to test changes before they were applied governmentwide.6 At that time, we emphasized the importance of establishing goals prior to the application of the new authority, noting that an evaluation of FAA’s efforts after some experience had been obtained would be important for determining the success of the effort and its governmentwide applicability.On November 15, 1995, Congress, in making appropriations for the Department of Transportation, directed the FAA Administrator to develop and implement a new personnel management system.7 The law exempted FAA from most provisions of title 5 of the United States Code and other federal personnel laws.8 The law required that FAA’s new personnel management system address the unique demands of the agency’s4Federal Aviation Administration, Background Paper: Personnel Management Reform for the Federal Aviation Administration (Washington, D.C.: August 1995).5Unless explicitly exempted by law, all federal agencies must follow federal personnel rules and regulations under title 5 U.S.C., including rules governing how agencies (1) pay andreward employees; (2) hire, train, and transfer personnel; and (3) conduct labor and employee affairs.6U.S. General Accounting Office, Exempting FAA From Procurement and Personnel Rules, GAO/RCED-96-27R (Washington, D.C.: Oct. 27, 1995).7P. L. 104-50, Fiscal Year 1996 Department of Transportation Appropriations Act.8Congress did not exempt FAA from provisions of title 5 pertaining to veterans’ preference; antidiscrimination; federal retirement, unemployment and insurance coverage; andlimitations on the right to strike.Page 8 GAO-03-156 Human Capital Managementworkforce, and, at a minimum, provide greater flexibility in the compensation, hiring, training and location of personnel. Subsequent legislation9 reinstated title 5 requirements related to labor-management relations, and the Federal Aviation Reauthorization Act of 1996 placed additional requirements on FAA by requiring that any changes made to FAA’s personnel management system be negotiated with the agency’s unions. Accordingly, compensation levels became subject to negotiations with employee unions. On April 1, 1996, FAA introduced its new personnel management system.In January 2001, we designated strategic human capital management as a governmentwide high-risk area.10 As our January 2001 High-Risk Series and Performance and Accountability Series reports make clear, serious human capital shortfalls are eroding the ability of many agencies, and threatening the ability of others, to economically, efficiently, and effectively perform their missions.11 In 2002, our studies of human capital management in the federal government identified a variety of elements—critical success factors and practices for effective implementation of flexibilities—that are important for consideration of federal human capital management efforts. For example, systems to gather and analyze data, performance goals and measures, linkage between human capital management goals and program goals of the organization, and accountability are among the elements that we have identified as essential for effective strategic human capital management. Appendix III provides an overview of our March 2002 model for strategic human capital management12 and key practices for federal agencies’ effective use of human capital flexibi lities we identified in December 2002.13Many of these elements relate directly to weaknesses we have identified in our recent reviews of FAA. For example, in July 2001, we reported that a9P. L. 104-122, Further Continuing Appropriations, Fiscal Year 1996, March 29, 1996.10U.S. General Accounting Office, High-Risk Series: An Update, GAO-01-263 (Washington, D.C.: January 2001).11U.S. General Accounting Office, Performance and Accountability Series—Major Management Challenges and Program Risks: A Governmentwide Perspective, GAO-01-241(Washington, D.C.: January 2001).12GAO-02-373SP.13GAO-03-02.Page 9 GAO-03-156 Human Capital Managementlack of performance measurement, evaluation, and rewards hindered the effectiveness of rulemaking reforms.14 In October 2001, we reported that the overall effectiveness of FAA’s training for air traffic controllers was uncertain and that FAA had not measured productivity gains from changes in controllers’ duties.15 We reported in June 2002 on FAA’s difficulties in acquiring and developing staff to meet agency needs through air traffic control workforce planning.16 Most recently, we reported in October 2002。

关于人力资源管理的外文文献

关于人力资源管理的外文文献1. Human Resource Management Practices and Workforce Diversity: A ReviewThis article explores the relationship between human resource management (HRM) practices and workforce diversity. The authors review literature on HRM practices such as recruitment, selection, training and development, performance measurement, work design, and employee relations, to examine how these practices influence the success of workforce diversity. The article highlights the need for organizations to adopt effective HRM practices that support diversity and inclusion, in order to maximize the benefits of a diverse workforce.2. The Impact of Strategic Human Resource Management on Organizational PerformanceThis study analyzes the relationship between strategic human resource management (SHRM) practices and organizational performance. The authors examine the impact of SHRM practices such as recruitment and selection, training and development, performance management, and compensation and benefits, on key organizational outcomes such as employee retention, productivity, and profitability. The study concludesthat effective SHRM practices are positively associated with organizational performance, and that organizations need to prioritize HRM strategies that support their overall business objectives.3. Managing Human Resources in the Globalizing Economy: Challenges and OpportunitiesThis article explores the challenges and opportunities presented by the globalizing economy for human resource management. The authors examine how globalization has impacted HRM practices in areas such as recruitment and selection, training and development, compensation and benefits, and employee relations. The article also highlights the importance of cultural sensitivity in managing a diverse global workforce, and the need for HR professionals to adapt to changing business environments to effectively manage human resources.4. The Role of Human Resource Management in Corporate Social ResponsibilityThis study examines the role of HRM in promoting corporate social responsibility (CSR). The authors analyze the connection between CSR and HRM practices such as recruitment, selection, training anddevelopment, and employee relations, to determine how these practices can support and enhance CSR initiatives. The article emphasizes the need for HR professionals to align their practices with CSR goals in order to promote sustainable business practices and social responsibility.5. Employee Engagement and Retention: A Review of the LiteratureThis article reviews literature on the relationship between employee engagement and retention. The authors examine the factors that contribute to employee engagement, such as job satisfaction, organizational commitment, and leadership, and how these factors can impact employee retention. The article also highlights the importance of effective HRM practices in enhancing employee engagement and retention, and provides recommendations for organizations seeking to improve their retention rates through engagement-focused HRM strategies.。

人力资源管理外文文献翻译

文献信息：文献标题：Challenges and opportunities affecting the future of human resource management（影响人力资源管理未来的挑战和机遇）国外作者：Dianna L. Stone，Diana L. Deadrick文献出处：《Human Resource Management Review》, 2015, 25(2):139-145 字数统计：英文3725单词，21193字符；中文6933汉字外文文献：Challenges and opportunities affecting the future of humanresource managementAbstract Today, the field of Human Resource Management (HR) is experiencing numerous pressures for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new directions. However, we believe that these challenges also create numerous opportunities for HR and organizations as a whole. Thus, the primary purposes of this article are to examine some of the challenges and opportunities that should influence the future of HR. We also consider implications for future research and practice in the field.Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology1.Change from a manufacturing to a service or knowledge economyOne of the major challenges influencing the future of HR processes is the change from a manufacturing to a service or knowledgebased economy. This new economy is characterized by a decline in manufacturing and a growth in service or knowledge as the core of the economic base. A service economy can be defined as a system based on buying and selling of services or providing something for others (OxfordDictionary, 2014a). A knowledge economy is referred to as the use of information or knowledge to generate tangible and intangible value (Business Dictionary, 2014a). Some economists argue that service activities are now dominating the economies of industrialized nations, and knowledge-intensive services or businesses are considered a subset of the overall service economy (Anderson & Corley, 2003).The rise of the knowledge economy has placed new demands on organizations and prompted changes in organizational goals and HR practices. Many of the traditional HR processes were designed during the industrial era, and thus focused largely on manufacturing organizations that were concerned with converting raw materials, components, and parts into finished goods that meet customers' expectations. However, many of the assumptions underlying those traditional HR processes may not be effective with the new service or knowledge organizations. For example, traditional HR practices assume that jobs should be narrowly defined, supervisors should control workers, and efficiency and short term results should be emphasized (Trice & Beyer, 1993). In contrast, knowledge organizations stress that employees' knowledge and skills have a major impact on organizational success, and employee retention is important because individuals' skills are not substitutable.Knowledge organizations also tend to design jobs broadly so as to encourage innovation, autonomy, continuous improvement, and participation in decision making. Given that individuals with unique skills and abilities are essential in knowledge organizations, the new job requirements have created a shortage and increased competition for talented workers in many fields (e.g., software engineering, nursing). Additionally, the change in the economy has resulted in the displacement and unemployment of people who do not have the skills needed for knowledge-oriented jobs (e.g., Bell, Berry, Marquardt, & Green, 2013; Karren & Sherman, 2012). These changes imply that nations need to alter their educational systems to meet job demands in new organizations (Gowan, 2012). The goals of knowledge organizations should continue to bring about changes in HR processes in the future (e.g., Schuler, Jackson, Jackofsky, & Slocum, 1996). For instance, it can be expected that HR practices will employ broad based recruiting to ensure that they uncover skilledapplicants, design jobs to emphasize autonomy and participation in decision-making, use team oriented structures to enhance collaboration and innovation, stress training and employee skill development, and provide incentives that foster employee identification, innovation, and retention. HR will need to shift its emphasis to employee retention, and meeting the varied needs of knowledge workers. Some of these new practices have already been implemented in organizations, but many organizations still use HR practices that do not support knowledge-oriented organizational goals. Future HR processes will need to be modified if knowledge organizations are to be successful. Research will also be needed to examine the effectiveness of these new practices.Although we considered the new knowledge economy as a challenge for HR in organizations, it can also be viewed as an opportunity for change. Given that the skills and abilities of knowledge workers are key to the success of new organizations, the transformation to a knowledge economy provides opportunities for the HR function to become a priority in organizations. As a result, we believe that HR will become more of a critical function in organizations, and the field should be viewed as more essential to the overall success of the organizations.2.Rise in globalizationA second factor calling for changes in HR processes is the rise in globalization. Globalization in this context refers to organizations that operate on a global or international scale (Oxford Dictionary, 2014b). Organizations operating in a global environment face a number of new challenges including differences in language and culture of employees, and variations in social, political and legal systems. Multinational corporations (MNCs) are large companies operating in several countries that are confronted with new questions, including how to create consistent HR practices in different locations, how to develop a coherent corporate culture, and how to prepare managers to work in a diverse cultural environment (Sparrow, 2007).Research on HR in the international context has focused on three approaches to understanding the issues that arise in global environments: international, comparative,and cross-cultural HR (Parry, Stavrou-Costea, & Morley, 2011). International approaches focus on HR strategies, systems, and practices in different socio-cultural contexts and different geographic territories (Parry et al., 2011). It also outlines the anatomy of MNCs, and considers the unique set of HR issues that occur in these contexts (Budhwar & Sparrow, 2002). Although researchers differ on the factors that affect HR practices in global environments, most agree that the following variables influence these systems: (a) contextual variables (such as the host country's legal system, cultural distance between host country and employees' country), (b) firm-specific variables (such as the stage of internationalization, type of industry, link between strategy and structure), and (c) situational variables (such as staff availability, need for control, locus of decision making) (e.g., Budhwar & Sparrow, 2002; Schuler, Dowling, & De Cieri, 1993; Welch,1994).Comparative HR explores the context, systems, and national patterns of HR in different countries, and discusses the idiosyncrasies of various institutions and economic environments (e.g., Aycan et al., 2000; Isenhour, Stone, & Lien, 2012a; Parry et al., 2011). Most of the research on comparative HR indicated that HR practices differ across nations, and are aligned with national cultures (Stone & Stone-Romero, 2008). Two examples of that research include a study by Schuler and Rogovsky (1998) that assessed the relations between Hofstede's national culture dimensions and the design of HR practices. These authors found that a national emphasis on individualism was positively correlated with a company's use of pay-for-performance pay systems. In addition, Gooderham, Nordhaug, and Ringdal (1999) explored cross-national differences in HR practices across European nations. Their results revealed that individualistic nations (e.g., UK, France, and Spain) were more likely to use calculative HR strategies (e.g., pay for performance) than collective nations (e.g., Scandinavian countries). Conversely, collective nations (Scandinavian countries) were more likely to use collaborative practices (e.g., employee participation) than individualistic countries (e.g., Germany, France and Spain).Finally, cross-cultural HR examines the degree to which individuals' cultural values influence the acceptance and effectiveness of HR practices (Aycan et al., 2000;Gelfand, Erez, & Aycan, 2007; Isenhour, Stone, & Lien, 2012b; Stone, Stone-Romero, & Lukaszewski, 2007). Most of the theories in HR and Organizational Behavior (OB) were developed in Western nations and assume that the cultural values of individuals in organizations are homogeneous (Gelfand et al., 2007). However, it is clear that employees' cultural values differ in U.S. and global contexts, and organizations need to align their HR processes with these cultural values (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). For example, cross-cultural research indicated that individuals' cultural values shape their reward preferences, and their reactions to negative feedback (e.g., Gelfand et al., 2007; Joshi & Martocchio, 2008; Stone, Johnson, Stone-Romero, & Hartman, 2006; Stone-Romero & Stone, 2002). In particular, individuals who valued individualism preferred reward allocation systems based on equity or proportionality, but those who valued collectivism preferred equality-based allocation systems (Sama & Papamarcos, 2000). As a result, pay-for-performance systems may motivate employees who are individualistic, but group-based or profit-sharing systems may be more effective with those who value collectivism (e.g., Joshi & Martocchio, 2008; Miller, Hom, & Gomez-Mejia, 2001). Furthermore, research by Stone-Romero and Stone (2002) revealed that individuals who endorse collectivism were more likely to accept negative feedback than those who stress individualism.Given that most organizations are operating in a global environment, we expect that the field will pay even more attention to these issues in the future. One reason is that the employment rates of U.S.-based MNCs have grown consistently over the past decades, and they now employ over 34.5 million workers in multiple countries (Bureau of Economic, 2013). It is anticipated that the numbers of MNCs will continue to expand over time, and HR practices will need to be congruent with these new multicultural and complex contexts. As a result, we expect that future research in HR will focus on the effectiveness and acceptance of HR practices in global environments.Even though we have considered globalization as a challenge for organizations, we believe that it also provides many new opportunities. For instance, globalizationshould expand markets for products and services, and may enhance creativity and innovation because organizations will become more culturally diverse. Research showed consistently that diversity increases innovation and creativity, and this should also apply to the field of HR (van Knippenberg, De Dreu, & Homan, 2004). In particular, HR in global contexts will have to use creative solutions for attracting, motivating, and retaining diverse employees. For example, they may have to use unique rewards systems (e.g., cafeteria or flexible reward systems) to ensure that they meet the needs of workers from different cultural backgrounds (e.g., Stone, Deadrick, Lukaszewski, & Johnson, 2015). Of course, research will be needed to examine the effectiveness of these new approaches.3.Growing domestic diversityApart from changes in the economy and globalization, organizations are also faced with major shifts in the composition of the U. S. population. In particular, it is expected that our population will be older and more ethnically diverse by 2060 (U.S. Bureau of Census, 2014). For instance, by 2060 one in five Americans will be 65 years of age or older, and the number of working age people in the population (ages 18 to 64) will decrease from 62.7% to 56.9%. Along with the age-related changes, the work values of younger generations are expected to be different than previous groups (e.g., Baby Boomers). As a result, organizations will need to develop HR practices that are aligned with the primary goals and the values of multiple generations of employees (Cennamo & Gardner, 2008; Twenge, Campbell, Hoffman, & Lance, 2010).3.1.Increased age and generational diversityAlong with the aging workforce come many new challenges for HR. For instance, given the shortage of skilled workers there is a growing concern about the retention of skilled baby boomers. One reason for this is that baby boomers often have unique skills and abilities that are critical to organizational success, and companies are justifiably worried about retaining them in their roles until qualified replacements can be found or trained. In order to retain these individuals, organizations will need toincrease flexible work arrangements, allow part-time work, provide a supportive environment, and employ recognition systems to motivate them to stay with the organization (Armstrong-Stassen, Schlosser, & Zinni, 2012; Cheung & Wu, 2013; Shacklock & Brunetto, 2011).Another challenge facing organizations is that they will be staffed by members of multiple generations, and members of generations differ in terms of work values, attitudes, and behaviors (Cennamo & Gardner, 2008; Twenge et al., 2010). As a result, organizations will have to modify their HR practices in order to attract and retain skilled members of all of these groups. For example, recent research indicated that baby boomers (born 1946 to 1964) placed a strong emphasis on hard work and achievement, valued intrinsic rewards, and stressed loyalty to the organization (Cennamo & Gardner, 2008; Twenge et al., 2010). In contrast, members of generation X (born 1965–1981) were more likely to value extrinsic rewards, leisure time, steady employment, work family balance, and promotion opportunities than baby boomers (Cennamo & Gardner, 2008; Twenge et al., 2010). Research also indicated that the values of generation Y were somewhat similar to those of generation X (born 1982–1999; i.e., they valued leisure time, work–family balance, extrinsic rewards, status), but they were more likely to emphasize freedom than either generation X or baby boomers. In addition, members of generation Y stressed extrinsic rewards less than generation X, but both generations X and Y reported greater intentions to leave organizations than baby boomers (Twenge et al., 2010).Given these differences in values, organizations are faced with the complex challenge of aligning reward and compensation systems with the values of multiple generations. For example, they may need to expand beyond merely static pay and benefits and incorporate more flexible reward systems. In particular, they might identify the reward preferences of individuals, and develop cafeteria reward systems that provide employees with a total sum for their overall compensation, thus allowing them to select different rewards and benefits (e.g., one person might select vacation time in lieu of pay, whereas others might select pay instead of time off from work; Stone‐Romero, Stone, & Salas, 2003).3.2.Expanded ethnic diversityThere will also be dramatic change in the racial and ethnic make-up of our society. Today, ethnic minorities make up about 37% of the population, but estimates indicate they will comprise 57% of the nation by 2060 (U.S. Bureau of Census, 2014). It has also been projected that the U.S. will become a majority–minority nation by 2043, and the numbers of Hispanic–Americans (Hispanic) will more than double in the coming years (U.S. Bureau of Census, 2014). By 2060, one in three people in the U.S. will be Hispanic.Even though there has been relatively little HR research on the cultural values of ethnic minorities in the U. S., some studies found that, on average, they have different values than Anglo-Americans (Bell, Marquardt, & Berry, 2014; Guerrero & Posthuma, 2014; Stone & Stone-Romero, 2008). For example, Hispanics, African–Americans, Asian–Americans, and Native Americans are, on average, more likely to endorse collective values than Anglo-Americans (Guerrero & Posthuma, 2014; Stone et al., 2006; Triandis, 1994). In contrast, Anglo-Americans are, on average, more likely to stress individualism than their counterparts, but it should be cautioned that there are within group differences in cultural values for all of these sub-groups (Betancourt & Lopez, 1993).Given the transformation in the composition of the U.S. population, current HR practices may be less effective with employees from diverse backgrounds than those from the dominant group. The primary reason for this is that traditional HR processes were designed for a homogeneous set of employees with individualistic cultural values, and the new workforce is likely to have value systems based on collectivism and familism (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). Thus, organizations will have to have their HR practices modified so that they are aligned with the values of new generations, and the cultural values of diverse employees. As noted above, members of different ethnic subgroups often have distinctive reward preferences, and unique work values, and should react differently than Anglo-Americans to traditional HR processes.Thus, in order to attract and retain subgroup members, organizations may have toalter their current reward and benefit systems to meet the needs of these employees. For example, many ethnic subgroup members are more familistic and collective than AngloAmericans (Phinney, 1996), so they may prefer that organizations offer opportunities for teamwork, work–family balance, time off from work, and group based reward systems. As a result, organizations that develop cafeteria compensation and benefits systems that provide flexibility in terms of reward and benefit allocations may be more attractive to the new workforce than traditional reward systems. For instance, those employees who value familism can choose an extra week of vacation time to spend with their families in lieu of pay or other benefits. Organizations will be able to use these flexible compensation plans to attract talented applicants from all ethnic groups.In view of the coming changes in generational and domestic diversity, organizations are likely to modify their future HR practices to meet the needs of employees with diverse values. To date, most of the research on domestic diversity has focused on unfair discrimination and relational demography (e.g., Stone‐Romero et al., 2003; van Knippenberg et al., 2004). We believe that future HR research will need to be expanded and dig deeper into the value differences, reward preferences, and unique work roles of the new diverse workforce.In our discussion above, we viewed changes in generational and ethnic diversity as a challenge for organizations. However, they can also be considered opportunities for organizations to utilize the many talents and skills that these individuals bring to the workforce, and should provide a wide array of individuals with the chance to display their skills and talents. Furthermore, the altered composition of the workforce should help organizations reach broader markets for their products and services, and increase the innovation and creativity in organizations (van Knippenberg et al., 2004). They should also prompt organizations to develop new HR practices that will meet the needs of all members of the workforce (e.g., cafeteria reward systems) (Stone et al., 2006).4.Emerging use of technologyOver the past 30 years, one of the major drivers of change in HR has been the increased use of information technology (hereinafter referred to as technology) to collect, store, and utilize data for decision-making (e.g., Gueutal & Stone, 2005; Strohmeier, 2007; Strohmeier & Kabst, 2009). Technology, especially, the World Wide Web, has transformed key HR processes in organizations (e.g., e-recruiting, e-selection, e-training), and modified the nature of jobs and the relationships between individuals and organizations (Kiesler, Siegel, & McGuire, 1984). For example, it has enabled organizations to use the Internet to advertise jobs, and made it possible for applicants to apply for jobs online (e.g., Dineen & Allen, 2013). In addition, organizations are using various forms of technology to deliver training to employees (e.g., the Internet, intranet systems, video conferencing, online simulations; Salas, DeRouin, & Littrell, 2005). Research on the use of technology to facilitate HR processes indicated that it typically enhances efficiency, and decreases costs associated with HR transactions (e.g., Dulebohn & Johnson, 2013; Dulebohn & Marler, 2005; Strohmeier, 2007). However, some researchers argued that there is no clear evidence that it helps HR meets its primary goals of attracting, motivating, and retaining talented employees (see Stone et al., 2015, for a detailed discussion of influence of technology and the future of HR).Despite the increased efficiency and cost savings associated with the use of technology in the field of HR, researchers maintained that there are a number of limitations associated with using current technologies to manage HR processes (e.g., Stone et al., 2015;Stone‐Romero et al., 2003). For instance, information technologies are often static and use one-way communication systems that do not allow applicants or employees to ask questions or gain advice from HR professionals (e.g., benefits). As a result, the technologies can be impersonal, inflexible, and create an artificial distance between supervisors and employees. Likewise, the use of technology for training may be less engaging than traditional methods, and may not give trainees the opportunity to practice or gain feedback. Furthermore, technology may actually transfer the work of HR departments to line managers or employees, which may reduce overall productivity in organizations (Stone‐Romero et al., 2003).In spite of possible limitations associated with using technology to manage HR processes, it will continue to transform the field in the future. Furthermore, it can be argued that new technologies will emerge that should decrease some of the major drawbacks associated with current systems. For instance, a number of researchers argued that the use of new interactive technologies (e.g., Web 2.0, social media, virtual simulations or job fairs, chat rooms, cloud computing, mobile devices) should decrease some of the weaknesses associated with current systems (see Dineen & Allen, 2013; Stone et al., 2015; Sullivan, 2014). For example, the use of social media, chat rooms, and high definition cloud computing should enable applicants and employees to engage in an interactive dialogue with recruiters or managers. Similarly, the use of virtual reality should provide applicants with opportunities to attend virtual job fairs, give supervisors the ability to mentor subordinates, and offer trainees the chance to participate in virtual training simulations. All of these virtual environments should increase the degree to which technology-based HR processes are personal, flexible, interactive, engaging, and decrease the interpersonal distance between employees and supervisors. Although these arguments seem plausible, research will be needed to examine the effectiveness and acceptance of these new HR processes.Despite the fact that we viewed technology as a challenge in the sections above, it should be noted that it also provides new opportunities for the field of HR. For instance, research showed that technology often decreases the administrative burden in HR, increases efficiency, and allows the field to contribute to the strategic direction of organizations (Stone & Dulebohn, 2013). To date, there is no evidence that it helps organizations achieve its primary goals, but we believe that new interactive technologies will facilitate the attraction and retention of critical employees (Stone et al., 2015). One reason for this is that it will allow supervisors and HR professionals to engage in more frequent interaction and communication with employees. As a result, they will be able to identify and meet the needs of critical employees, and ensure that they remain with the organizations. It may also enable organizations to make better HR decisions based on objective information or decision support systems (Dulebohn & Johnson, 2013). Furthermore, it may facilitate interactions with stakeholders insideand outside the organization. For example, supervisors may be able to communicate with external customers in order to improve employees' performance, and HR professionals should be capable of staying abreast of innovative practices used by other organizations (see Ulrich & Dulebohn, 2015, for a detailed discussion of these issues).中文译文：影响人力资源管理未来的挑战和机遇摘要如今，人力资源（HR）管理领域正面临着巨大的变革压力。

人力资源3000字外文文献翻译

Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.人力资源管理愈来愈被重视。

人力资源管理外文文献翻译

人力资源管理薪酬管理中英文对照外文翻译文献

人力资源管理薪酬管理中英文对照外文翻译文献(文档含英文原文和中文翻译)Payment managementSince the end of the 20th century, the emerging new economy of the modern enterprise human resources management, including the management pays a higher demand. Economic globalization increasing adaptability, innovation and competitiveness, the right talent management imposed a terrible pressure. The value of expertise was recognized and integrated into the organization and day-to-day management to cope with pressure; unique intellectual capital as a factor of production, replacing wooden side-by-side human capital in the industry, the financial capital in 1997. All these have business or pay Management will bring fundamental changes, which are mainly embodied in the following aspects abuse.Integration in the global economy, trends in the knowledge-based economy, human resources has become the organization to acquire and maintain competitive advantage in key elements. So talent competition will be on a global scale by launching more intense, within the area of human resources are the most direct consequences of the contest is to pay Slumps. All competitors had to pay is higher than the average market price of the salaries, resulting in human resources rolling rising prices. Echoing this, the profit distribution pattern will have a tremendous transformation, knowledge - has value, personnel labor is the voice of increasingly strong gains will be more widely shared and not overly concentrated. Organization of human resources must take a more serious attitude and generous to pay greater human capital investment.Traditional working theory of value will gradually to the market value on transition. Rely on the work of analysis and calculation of the value of traditional working practices will be at a higher level, pay to reflect moreknowledge of the demands of a market economy, the management will pay the creation of a dynamic analysis system to adapt to changing market demand.Salaries and benefits design, design flexibility and multi-track system will become more popular, which contains the rules will be more complicated. "disinter grate" phenomenon will become more common. The salary management, human design colors will be more concentrated, delivered psychological principles rather than principles of economics will play a more important role. Based mainly in the mental age of the knowledge economy, the pay is not purely economics calculation. And even more importantly is the psychology. The meaning will pay more attention to the value rather than the economic value.To stock options as the main form of capital allocation in the future people pay the proportion will continue to expand. And become dominant pattern. Recently, some even offered to natural capital, including environmental, ecological and other non-monetary incentives as a means to the means.Online evaluation and online payments will be part of the enterprises has been highly appreciated. With the advent of the Internet, broadband, wireless communications and technological development, people's work patterns, staff and the concept of enterprise mode of operation will change very much. Working Families, flexible work system and virtual enterprises will become a fashion, by a part of the corporate bandwagon. Online assessment and on-line payment will be widely used many enterprises.The meaning of compensation and compensation managementSalaries and pay the content management Compensation is that the staff turn towards the organizations to provide labor or services and access to various forms of reward or return, is organization paid to their employees of all labor remuneration. Compensation management is the process of enterprise managers refers to the remuneration paid standards of staff, the level of theelements to determine thestructure, distribution and adjustment. The respect of traditional compensation management is material reward, with little consideration on the behavioral characteristics of manager; Moreover modern compensation management shifted the focus to the development of human resources and use, it takes the process of material reward of management and encouraging staff closely fall together ,turn into a unified organic whole.The influence factors of Compensation management Modern compensation management researchers found that the impact of the compensation management have a lot of factors, which can be primarily summed up in the four following factors.(1)External environment factorsImpacting compensation management to the external environment factors including:①Economic environment. Macroeconomic situation and development trend will affect the human resources policy formulation and adjustment.②Social environment. The change of social values will lead to the organization's staff mentality changed: With the staff's level of education and skills enhancement, the compensation system of enterprises must make out the appropriate adjustments for employees of these social changes.③Political environment. Human resources management is always a certain social and political conditions for the environment, must reflect the spirit of country(enterprises) according to law.④Technological environment. Technology environment including the whole process from raw materials and products to the market. In the process from raw materials to the products, any technological breakthroughs and improvements, and the staff of enterprises will all have a tremendous impact, therefore, enterprises must continuously reform the compensation system, to mobilize the enthusiasm of key personnel, the introduction of technology and retain the key personnel, encourage technological innovation, in order to gain the competitive advantages of technology, talent and innovation for enterprises.(2)Organization internal factorsInfluence the organizations of compensation management specific internal factors include : the compensation management of financial capability, human resources and remuneration policies, the scale of enterprises, the culture of enterprises, the structure of enterprises (or flat-level type), and faced life cycle of the specific stages.(3)Work factorsThe influence of work factors of compensation management specific including: work environment, labor intensity, and complexity of the initiative, and challenges and so on. (4)Individual factorsThe impact of individual actors of compensation management including: the laborers’ personal ability, personality, character traits and values, seniority, performance, experience, education, the development potential.In summary, the pay is an integrated with the four elements harmony of management, environment, organizations, and individuals, and continuously the process of effective use, in this process, employees gained the satisfaction and a sense of achievement on labor reward and job, and organizations will complete its goals.The structure, quality and function of compensation, and the motivation theory of compensation .The structure, quality and function of compensationThe structure of compensation Compensation is a complex economic and social phenomenon from different angles can perform various classifications. According to the mechanism of compensation, it can divide into internal and external compensation. (1) Internal compensation Internal compensation means the staff by virtue of their own hard work to get honor, success and liability. Internal compensation include : participation in the decision-making rights, individuals to play the potential job opportunities, independence and freedom to arrange their working hours, more terms, more interested in the work, personal development opportunities, diversification of activities.(2) External compensationExternal compensation means enterprises according tothe staff for the size of contribution they made and that paid the various forms of income to the staff. Its specific manifestations are varied, including wages, bonuses, benefits, allowances and other specific forms: ① Wages .employees as long as works in enterprises, we will be able to get a regular fixed amount of labor remuneration. The narrow wages paid to workers refer to the monetary reward. From the meaning of generalized wages, including laborers monetary and all the remuneration of non-monetary forms. It is now commonly referred to wages, generally refers to generalized wages. As the wages of staff basi c compensation, the basic amount fixed, it provides a more stable source of income to the employees, and meet the minimum needs of life to staff. ②Incentives. Incentives refers to the organization to provide staff with the efforts beyond the normal labor or labor and compensation paid to employees, including its dividend, profit sharing and usually refer to the bonus content. ③Welfare. Welfare also has broad and narrow, the broad welfare includes wages. The narrow welfare refers paid to the staff in addition to wages or salaries and other forms of remuneration, and more to pay in Physical or the form of services, such as social insurance (life insurance, unemployment , endowment insurance, etc.) the free and discounted of work meal, preferential housing, t he provision of free or low-priced canteens bathhouse, clubs, and so on.④Subsidy. Subsidies refers to the wage or salary of enterprises difficult to complete, accurately reflect the situation or the special working conditions of staff and job characteristics and the specific conditions of the additional pay and the cost of living paid staff compensation. These circumstances are: the working environment is detrimental to staff health; The work cause possibility of larger harm to staff; employees involved in the community in some seemingly decent work and so on. People usually associated with the allowance as compensation, and the compensation linked to life as subsidies. According to the compensation defined as the fundamental basis of the compensation classification, the pay can be divided into time, piece-work payand outstanding achievement compensation. In addition, according to the compensation whether the monetary form can be obtained directly, divided into monetary and non-monetary remuneration.The quality and function of compensation.(1)The quality of compensationPay is the same as commodity money contact to a ing the two angles as following to define the quality of compensation. From the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was the allocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influence in the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.(2)The function of compensation The function of compensation may from the enterprises, workers and social aspects to inspect: ①From the point of view of the enterprises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor byenterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improve their work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consi stent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships. ②From the point of view of the employee, compensation has the following functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, with the basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work. Third，reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense of security and a sense of security for the staff. ③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will be willing to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resourcesreasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.The Motivation theory of compensation Compensation has always been an attention task, it is not merely related to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject. The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basic functions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation. Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow? Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct at the organization's goals. Therefore, not only to study some kind of motivationhow is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadership is seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation. At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Hierarchy of Needs TheoryMaslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks that it generally has five levels of needs in social life by people: physiological needs, security needs and society needs, respect needs and self-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layer to rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to the theorysimple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively, it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivationExpectancy theory of motivation is proposed by Fulumu(V. H. Vroom) who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve a certain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency. From the point of view of psychological, Expectancy theory of motivation has three specific psychology relation:First, Effort-performance linkage refers to the perception of individuals through efforts to achieve the desired performance tarts possibility. Second, Performance-reward linkage is a person through a certain level of the efforts to achieve the desired level of pay determined.Finally, Reward attractiveness shows the achievement of the expected results or remuneration received by the individual concerned how much importance. As enterprise managers, Expectancy theory of motivation provides such a management way: every employees in the three psychological linked to the drive, the choice and tropism usually through the four steps :First, the work brings what results to the staff.Second, the results has how much more attractive to the staff.Third, achieve this result, what need to do by the staff.Fourth, From the point of view of staff, achieve such a result needs how much probability of success.Nanjing DE valve factory the problems and causes of compensation management and the analysis of problemCompensation system lack of strategic thinkingIn the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform ofenterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the Nanjing DE valve factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, Nanjing DE valve factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decomposition to the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.The illogicality structure of compensation, with the disjoint of market level Due to the inference of traditional structure and the traditional concept,the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the input and output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positions on the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise. From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a bigresistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.The re-engineering of compensation management system Nanjing DE valve factory .The ideas of design of compensation system in Nanjing DE valve factory Through the design of compensation in Nanjing DE valve factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system. During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.The compensation of production quality piecework system of frontline staff(1)Basic ideas There are 195 front-line workers in the factory, such as latheman, miller, planer, grinder, locksmith and so on, their compensation carry out The compensation of piecework system. Compensation qualitypiecework system is designing for the operation staff, operation staff workload can be directly calculated. Therefore it can use the work measure to account their wages. The compensation of piecework system is that in accordance with the quantity production of qualified products or the volume of completed work by staff, according to a prescribed price calculation piece of a kind of compensation.(2) The structure of compensationIts calculation : The compensation of piecework of frontline production staff per month= The compensation of posts standard ×The completion rate of target output × The completion rate of target cost ×quality coefficient + skills wages + allowance. On one hand, take the compensation of posts standard to maintain the basic completion; On the other hand, the employees revenue linked to the personal performance appraisal. Of which: The completion rate of target output target completion rate = actual output of the month / target yield of the month × 100% The completion rate of target cost = actual cost of the month / target cost of the month × 100% Actual cost = the cost of raw materials +the dynamic power of electric power + wages and the cost surcharge + depreciation + other costs. Quality coefficient: its benchmark value is 1, every workshop section for quality records per day, According to the quality coefficient of assess standard to add or button at the end of month, and gain the quality coefficient of the month. Quality coefficien t = 1.00 – the withheld coefficient of the month + the increase coefficient of the month①Established the compensation standards of posts According to the post of technical difficulty, and intensity of work, working conditions and responsibilities for the size to determine the level posts, different levels to determine the different of the compensation standards of posts. ②Determine the compensation of skills The compensation of skills through technical levels to identify and technical level by the technical assessment results to determine. Under the results of technical evaluation, it will be divided into five technical grade. ③Determination the allowances of postsThe monitor and the teacher is。

人力资源中英文文献

The Development of Human Resource Management In China IntroductionWith the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.Question 1Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While therole seems to highlight people’s social and intellectual needs.In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘an annual recruitment and retention plan that g overns academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategyis on strategic planning for successive generations.Question 2With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprise s establish and implement the employees’ career development planning (Zhao Yin, 2007).In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, ac cording to the ‘2007 Human Resource Report’, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed.The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and directmotivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of exe cutives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields.The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative.Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up thepace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity.The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work.What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much.ConclusionThis article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.人力资源管理在中国的发展导言随着二十一世纪的到来，人力资源管理作为一个相对较新的管理问题，扮演了一个越来越重要的作用在当今的商业中。

人力资源管理系统中英文对照外文翻译文献

人力资源管理系统中英文对照外文翻译文献Human resource management systems (HRMS) have e essential tools for businesses of all sizes。

including small offices with just 20 XXX using HRMS。

firms can improve their efficiency and ce the time and money XXX。

HRMS XXX。

XXX difficult economic times。

XXX of their business。

including human resources.HRIS are packages are designed to address HR needs。

including planning。

employee n access。

XXX the company's current and future HR needs。

businesses can determine which HRMS features will be most useful for their specific needs。

For example。

HRMS can help with recruitment。

training。

performance management。

XXX.Once the planning stage is complete。

businesses XXX This includes automating tasks such as employee data management。

benefits n。

XXX employees。

providing them with access toimportant n such as company policies。

人力资源管理论文参考文献英文

人力资源管理论文参考文献（英文）引言人力资源管理在当代组织中起着至关重要的作用。

为了更好地理解和研究人力资源管理领域的相关问题，学者们进行了大量的研究和研究论文。

本篇文章收集了一些经典的人力资源管理领域的英文参考文献，供读者参考和阅读。

文献列表1.Salas, E., & Cannon-Bowers, J. A. (2004). The science of training: Adecade of progress. Annual review of psychology, 55(1), 55-85.2.Cascio, W. F. (2018). Managing human resources: Productivity, qualityof work life, profits. McGraw-Hill Education.3.Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives forstrategic human resource management. Journal of management, 18(2), 295-320.4.Guest, D. E. (2017). Human resource management and performance:still searching for some answers. Human resource management journal, 27(1), 3-22.5.Lepak, D. P., & Snell, S. A. (1999). The human resource architecture:Toward a theory of human capital allocation and development. Academy ofmanagement review, 24(1), 31-48.6.Armstrong, M. (2014). Armstrong’s handbook of human re sourcemanagement practice. Kogan Page Publishers.7.Boxall, P., & Purcell, J. (2016). Strategy and human resourcemanagement. Palgrave.8.Snell, S. A., & Bohlander, G. W. (2012). Managing human resources.Nelson Education.9.Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What’s next forHR?. Human Resource Management Review, 25(2), 188-204.10.Huselid, M. A. (1995). The impact of human resource managementpractices on turnover, productivity, and corporate financial performance.Academy of management journal, 38(3), 635-672.结论这篇文章列举了一些经典的人力资源管理领域的英文参考文献，这些文献涵盖了人力资源管理的各个方面，包括培训、策略、绩效、员工流动等。

人力资源管理参考文献2020英文

人力资源管理参考文献2020英文引言人力资源管理作为现代企业管理中的重要一环，对于企业的发展至关重要。

随着社会的不断发展和变化，人力资源管理领域也在不断创新和进步。

本文旨在介绍2020年的人力资源管理参考文献，为人力资源从业者和研究人员提供更新领域知识的参考。

研究领域分类人力资源规划1.Bechet, T. P. (2020). Strategic staffing: A comprehensive system foreffective workforce planning. SHRM Foundation.–这本书讲述了战略性人力资源规划的重要性以及如何建立一个有效的人力资源规划系统。

2.Cappelli, P., & Tavis, A. (2020). The performance managementrevolution: Business results through insight and action. Harvard Business Press.–本书介绍了如何通过绩效管控来实现业务目标，并提供实操建议。

人才招聘与选择1.Salopek, J. J. (2020). Hiring winners: Profile, interview, evaluate: Aguide to successful hiring. Greenleaf Book Group.–本书提供了招聘成功的关键策略、面试技巧和候选人评估方法。

2.Sartain, L., & Finney, B. (2020). Branding for talent: Eight essentials tomake your employer brand work for you. Wiley.–该书解释了如何通过塑造雇主品牌吸引和留住人才，并提供了实用的建议和策略。

培训与发展1.Noe, R. A. (2020). Employee training and development. McGraw-HillEducation.–这本书介绍了员工培训和发展的重要性，以及如何设计和实施有效的培训计划。

人力资源管理外文文献翻译

人力资源外文翻译---人力资源管理的战略作用The Strategic Role of Human Resource ManagementTyson,S出处：/doc/cae47458a300a6c30c229fd4.html/PDFweb/215.htm1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform' planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include:Planning: Establishing goals and standards; developing rules and procedures; developing plans and forecasting—predicting or projecting some future occurrence. Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.Staffing: Deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.Leading: Getting others to get the job done; maintaining morale; motivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.In this book, we are going to focus on one of these functions: the staffing, personnel management, or (as it's usually called today) human resource (HR) management function. Human resource management refers to the practices and policies you need to carry out the people or personnel aspects of your management job. These include: Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees )Providing incentives and benefitsAppraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhaps it's easier to answer this by listing some of the personnel mistakes you don't want to make while managing. For example, you don't want:To hire the wrong person for the jobTo experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have your company taken to court because of your discriminatory actionsTo have your company cited under federal occupational safety laws for unsafe practicesTo have some of your employees think their salaries are unfair and inequitable relative to others in the organizationTo allow a lack of training to undermine your department's effectivenessTo commit any unfair labor practicesCarefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results —through others. Remember that you could do everything else right as a manager —lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls — but still fail as a manager by hiring the wrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them. Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:"For many years it has been said that capital is the bottleneck for a developing industry. I don't think this any longer holds true. I think it's the work force and the company's inability to recruit and maintain a good work force that does constitute the bottleneck for production. I don't know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can't maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future---"At no time in our history has that statement been truer than it is today. As we'll see in a moment, intensified global competition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In thisenvironment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to "line" managers' human resource duties? Let’s answer this question, starling with a short definition of line versus staff authority.Line versus Staff AuthorityAuthority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between line authority and staff authority.Line managers are authorized to direct the work of subordinates —they're always someone's boss. In addition, line managers are in charge of accomplishing the organization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They also have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation.Line Managers' Human Resource Management ResponsibilitiesAccording to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.For example, one major company outlines its line supervisors' responsibilities for effective human resource management under the following general headings: Placing the right person on the right jobStarting new employees in the organization (orientation)Training employees for jobs that are new to themImproving the job performance of each personGaining creative cooperation and developing smooth working relationships Interpreting the company s policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff.Human Resource Department's HR Management ResponsibilitiesThe human resource department provides this specialized assistance. In doing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function by directing the activities of the people in his or her own department and in service areas (like the plant cafeteria). In other words, he or she exerts line authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has access to top management in personnel areas like testing and affirmative action. As a result, HR managers' "suggestions" are often viewed as "orders from topside". This implied authority carries even more weight with supervisors troubled with human resource/personnel problems.A coordinative function. HR managers also function as coordinators of personnelactivities, a duty often referred to as functional control. Here the HR manager and department act as "the right arm of the top executive to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers.Staff (service) functions. Serving and assisting line managers is the "bread and butter" of the HR manager's job. For example, HR assists in the hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an important role with respect to grievances and labor relations. As part of these service activities, the HR managers land department) also carry out an "innovator" role by providing 'up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs.Cooperative Line and Staff Human Resource Management:An ExampleExactly which HR management activities are carried out by line managers and staff managers? There's no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilities of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety.For example, in the area of recruiting and hiring it's the line manager’s responsibil ity to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants.In summary, HR management is an integral part of every manager's job. Whether you're a first-line supervisor, middle manager, or president, whether you're a production manager, sales manager, office manager, hospital administrator, county manager (or HR manager), getting results through people is the name of the game. And to do this, you'll need a good working knowledge of the human resource/personnel concepts and techniques in this book.4. Tomorrow's HRTrends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the playing field on which firms must compete. In particular, they have dramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technologicalchange.In the companies that have successfully responded to these challenges, new modes of organizing and managing have emerged.For example:The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications.There is a corresponding de-emphasis on "sticking to the chain of command" to get decisions made. At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today's organization should put the customer on top and emphasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower itsfront-line employees—the front desk clerks at the hotel, the cabin attendants on the Delta plane, and the assemblers at Saturn. In other words, employees need the authority to respond quickly to the customer's needs. The main purpose of managers in this "upside down" organization is to serve the front-line employees, to see that they have what they need to do their jobs — and thus to serve the customers.Flatter organizations are the norm. Instead of the pyramid-shaped organization with its seven to ten or more layers of management, flat organizations with just three or fourlevels will prevail. Many companies (including AT&T and General Electric) have already cut the management layers from a dozen to six or fewer. As the remaining managers have more people reporting to them, they will be less able to meddle in the work of their subordinates.Work itself—on the factory floor, in the office, even in the hotel —is increasingly organized around teams and processes rather than specialized functions. On the plant floor, a worker will not just have the job of installing the same door handle over and over again. He or she will belong to a multifunction team, one that manages its own budget and controls the quality of own work.The bases of power are changing. "In the new organization, " says management theorist Rosabeth Moss Kanter, "position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, on figuring out whose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power."Managers will not "manage". Yesterday's manager knew that the president and owners of the firm gave him or her authority to command and control subordinates. Today most managers realize that reliance on formal authority is increasingly a thing of the past. Peter Drucker says that managers have to learn to manage ip situations where they do not have command authority, where " you are neither controlled norcontrolling".Yesterday's manager thinks of himself or herself as a "manager" or "boss"; the new manager increasingly thinks of himself or herself as a "sponsor", "teamleader", or "internal consultant".Managers today must build commitment Building adaptive, customer-responsive orga nizations means that eliciting employee’s commitme nt and self-control is more important than it has ever been. GE's Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited about their jobs. You can't afford to have anyone walk through a gate of a factory or into an office who is not giving 120%".人力资源管理的战略作用泰森，S1. 人力资源管理工作什么是人力资源管理了解人力资源管理，首先要审查管理人员。

人力资源管理参考文献(英文)

参考文献References and Bibliography第一章1．Adapted from Gillian Flynn, "Workforce 2000 Begins Here," Workforce, May 1997, 78-84; and Gillian Flynn, "Bank of Montreal Invests in Its Workers," Workforce, December 1997, 30-38.2．Lynda Gratton, "The New Rules of HR Strategy," HR Focus, June 1998, 13-14.3．Richard W. Judy and Carol D'Amice, Workforce 2020: Work and Workers in the 21st Century, Indianapolis: Hudson Institute, 19974．Peter Morici, "Export Our Way to Prosperity," Foreign Policy, Winter 1995-1996, 3.5．Marc Adams, "Building a Rainbow, One Stripe at a Time," HR Magazine, August 1998, 72-79.6．Judy and D'Amico, Workforce 2020, 5.7．Rick Garnitz, "Aging Workforce Poses an HR challenge," ACA Ne ws, March 1999, 20-21;and Carol Patton, "Golden Solutions," Human Resource Executive, August 1998, 63-65.8．"DOl. Offers Advice on Eldercare Programs," HR Policies & Practices Update, May 30.1998, 3-4.9．"HR's Role in Transformation of Work Debated by HR Executives,"Human Resources Report, April 20,1998,418. Thomas A. Stewart, "Taking On the Last Bureaucrats;" Fortune, January 15, 1996, 105-106.10．Thomas A. Stewart, "Taking On the Last Bureaucracy,"Fortune, January 15, 1996, 105-106.11．Allan Halcrow, "Survey Shows HR in Transition," Workforce, June 1998, 73-80.12．Bruce R. Ellig, "Is the Human Re-source Function Neglecting the employees?" Human Resources Management, Spring 1997, 91-9514．1516．Dave Ulrich,Human Resource Champions, Boston: Harvard Business School Press, 19971.18．"The Missing M &A Link," The Wall Street Journa l, October 7, 1997, AL19．Dave Ulrich, "A New Mandate for Human Resources," Harvard Business Review,References and BibliographyJanuary-February 1998, 124-134.20．Shari Caudron, "The CEO Need You: Are You Delivering?" Workforce, June 1997, 63-68.21．Linda Davidson, "Measure What You Bring to the Bottom Line," Workforce, September 1998, 34-40.22．Mark Huselid, "The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance,'' Academy of Management Journal,38 (1995), 635-672.23．Adapted from Michael M. Phillips, "Midwest's Headache: Not Enough Workers," The Wall Street Journal，April 27, 1998, Al; Margaret W. Pressler, "Retail Industry Shops to Find Scarce Employees," The Denver Post, April 19, 1998, 7A; Chris Woodward, "Driver Shortage Makes Truckers King of the Road," USA Today, March 25, 1997, Gl; and Anna W. Mathews, "Wanted: 400,000 Long Distance Truck Drivers‖ The wall Street Journal., September 11, 1997, B1.24．Barbara Parus, "Designing a Total Rewards Program to Retain Critical Talent in the New Millenium.‖ACA News, February 1999, 20-23.25．26．"Administrative Woes," Human Resource Executive, January 1998, 82.27．"Global Competition Encourages Partnership Between HR and Line Management, Study Says," HR Policies & Practices Update, April 18, 1998. 4.28．29．HR 21: Human Resources for the Next Century (Washington, DC: Watson, Wyatt Worldwide, 1995).30．Adapted from Scott Lever, "An Analysis of Managerial Motivations Behind Outsourcing Practice in Human Resources," Human Resource Planning 20, 2 (1997), 37-48.31．Len Strazewski, "Double Duty," Human Resource Executive, July1998, 35-38.32．33．"The Ongoings of Outsourcing," Outsourcing Guide, August 1998, 2-.5.34．Howard R. Mitchell III ,"A Moving issues: To Outsource or Not to Outsourc e‖HR Magazine, May 1998, 59-68.35．Del Jones, "48% of workers Admit to Unethical or Illegal Acts," USA Today, April 4, 1997, lA.36．Based on information in Larue T. Hosmer, The Ethics of Management (Homewood, IL: Richard D. Irwin, 1987), 12-14.37．Robert D. Gatewood and Archie B. Carrell, "Assessment of Ethical Performance of Organization Members: A Conceptual Framework," Academy of' Management Review 16 (1991) , 667-690.38．Gary R. Weaver. Linda Klebe Trevino, and Philip L, Cochran, "Corporate Ethics Systems,"Academy of Management Journal 42 (1999), 41-57; and Craig Dreilinger, "Get Real (And Ethics Will Follow),‖Workforce, August 1998, 101-102.2参考文献39．"HR Staff Feeling, Seeing Ethics Pressure," Bulletin to Management, February 12, 1998, 4 40．The Business Ethics Survey (Alexandria, VA: Society for Human Resources Management, 1998).41．Andrew R. Mcllvane, "Work Ethics," Human Resource Executive, August 1998, 30-34.42．Stephen C. Schoonover, HR Competencies for the Year 2000(Alexandria, V A: SHRM Foundation, 1998).43．Kevin Barksdale, "Why We Should Update HR Education," Journal of Management Education 22 (1998), 526-530.44．Debra L. McDaniel, "A Competency Model for Human Resources,'' in David D. Dubois, The Competency Case Book (Amherst, MA: HRD Press, 1998), 121-156.45．Linda Micco, "Ranks of Certified HR Professionals are Swelling Rapidly," HR News, June 15, 1998,14.46．47．Adapted from Gillian Flynn, "Remedy Cures for Work Doldrums," Workforce, February 1998, 38-42.第三章1．Based on ―Welfare-to-work: A Go od Start,‖ Business Week, June 1, 1998, 102-106;―Welfare Recipients Stay on the Job Longer,‖ Omaha World-Herald, May 27, 1998, A1,10;Bill Leonard, ―Welfare to Work: Filling a Tall Order,‖ HR Magazine, May 1998, 78-87;and .2．Gary Hamel and C.K. Prahalad, Competing for Future (Cambridge, MA: Harvard Business School Press, 1994), 227.3．Mark A. Huselid, Susan E. Jackson, and Randall S. Schuler, ―Technical and strategic Human Resource Ma nagement Effectiveness as Determinants of Firm Performance,‖ Academy of Management Journal, 40(1997), 171-188.4．Jay B. Barney and Patrick M. Wright, ―On Becoming a strategic sources in Gaining Competitive Advantage,‖ Human Resource Management, Spring 1998, 31-46.5．Russell W. Coff, ― Human Assets and Management Dilemmas: Coping with Hazards on the Road to Resource-Based Theory,‖ Academy of Management Review, 22(1997), 374-402.6．The authors acknowledge that the development of concepts in Figure 2—2 are based on ideas suggested by Kathryn D. McKee, SPHR, CCP; Charles W. L. Hill and Gareth R.Jones, Strategic Management(Boston: Houghton Mifflin, 1998), 92-96; and Thomas A Barocci, Human Resource Management and Industrial Relations(Chicago: Scott, Foresman, 1985), 105.7．Jay B. Barney, Gaining and Sustaining Competitive Advantage (Reading, MA: Addison- Wesley, 1997), Chapter 1.8．Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and3References and BibliographyCompetitors (New York: Free Press, 1980).9．Figure 2—4, as adapted, is based on ideas suggested in S. Ragburam and R. Arvey, ―Business Strategy Links with Staffing and Training Practices,‖ Human Resource Planning 17(1994), 58.10．Adapted from Patrick M. Wright, Gary C. McMahan, Baline McCormick, and W. Scott Sherman, ―strategy, Core Competence, and HR Involvement as Determinants of HR Effectiveness and Refinery Performance,‖ Human Resource Management, Spring 1998, 17-29.11．Sharon Nelton, ―Major Shifts in Leadership Lie Ahead,‖ Nation’s Business, June 1997, 56-57.12．John D.Owen, ―flextime: Some Problems and Solutions,‖ Industrial and Labor Relations Review 50(1997), 152-160.13．―More Than 21 Million Worked at Home,‖ Bulletin to Management, April 2, 1998, 101.14．W. Jack Duncan, Peter M. Ginter, and Linda E. Swayne, ―Competitive Advantage and Internal Organizational Assessment,‖ Academy of Management Executive, August 1998, 6-16.15．Timothy P. Summers and Suzanne B. Summers, ―Strategic Skills Analysis for Selection and Development,‖ Human Resource Planning, 20(1997), 14-19.16．Susan Wolfe, ―HRIS Usability: Why You Can‘t Afford To Ignore It,‖ IHRIM.Link January 1998, 44-52.17．―Companies Making Strides on the Intranet Front,‖ HR Policies & Practices, January 9, 1998, 1-2.18．19．Samuel Greengard, ―10 Ways to Protect Intranet Data,‖ Workforce, September 1998, 78-81.20．Tom Starner, ―Being Direct,‖ Human Resource Executive, March 4, 1999, 44-48; and Michelle Neely Martinez, ―Intranets Boost HR to More Strategic, Future-Based Sevels,‖ HR International Update, February 1998, 1-3.21．―Self Service HR: 4 Ways to Cash in on the Next Big HRIS Application,‖ Managing HR Information System, September 1998, 1, 13-14, available at .22．Joel R. Lapointe, ―A Method for Selecting the Right Employee Self-se rvice Situation,‖ HR Magazine, August 1997, 37-42.23．Victor Y. Haines and Andre Petit, ―Conditions for Successful Human Resource Information Systems,‖ Human resource Management, Summer 1997, 261-275.24．25．Eric R. Quinones, ―Massive Staff Cutbacks No Guarantee of Profits,‖ The Denver Post, February 9, 1998, 3C.26．Aaron Bernstein, ―Oops, That‘s Too Much Downsizing,‖ Business Week, June 8, 1998, 38;John J. Keller, ―AT&T Buyout Package Attracts More Managers Than Expected,‖ The 4参考文献Wall Street Journal, June 4, 1998, B6.27．―Corporate Job Creation, Job Elimination, and Downsizing,‖ 1997 Survey, American Management Association, 1-8.28．Alex M. Susskind, Vernon D. Miller, and J. David Johnson, ―Downsizing and Structural Holes,‖ Communication Research 15(1998), 30-65.29．Robert Folger and Daniel P. Skarlicki, ―When Tough Times Make Tough Bosses: Managerial Distancing as a Function of Layoff Blame,‖ Academy of Management Journal, 41(1998), 79-87.30．Julie Cook, ―Some Way Out,‖ Human Resource Executive, September1998, 1, 34-38.31．Sue C. Erwin, Angus H. Macauley, and Jim O‘Strckey, ―Tips to Help Employers AvoidjLegal Claims for Downsizing,‖ Legal Report, Summer 1997, 1-4.32．A dapted from Rhonda L. Rundle, ―Home Health Rivals Try Merger of Equals, Get Merger from Hell,‖The Wall Street Journal, February 26, 1998, A1; ―The Perfect Blend,‖ HumanResource Executive, May 19, 1998; 19-21; and Matt Murray, ―KeyCorp Fails to Prove ItCan Unlock Promise of Merger of Equals,‖ The Wall Street Journal, August 25, 1998, A1 第四章1．Tim Aeppel, ―personnel Disorders Sap a Factory owner of His Boy Idealism," The Wall Street journal, January 14, 1998, A1;2．Donna Rosato, ―Northwest‘s Poor Service Sulllis Deal,"' USA today, June 15, 1998, 6B;3．Gabriella Stem, "How A Young Manager Shook Up The Culture at Old Chrysler Plant," The Wall Street journal, April 21, 1997, A1.4．5．David p. Norton, ―aligning strategy and performance with the balanced scorecard,: ACA journal, autumn 1997, 18-26.6．David Ulrich: a new mandate for human resources,‖ H arvard business review, January-February 1998, 124.7．Bernard Wysocki jr., ― why an acquisition? Often it‘s the people,‖ the wall street journal, October6, 1997,a1;8．Erlrk Schonfie1d, "Have The Urge To Merge?‖fortune, March 31, 1997, 114.9．Keith Whitefield and Michael Poole, "Organizing Employment For High Performance,"Organization Studies, Winter 1997, 745.10．M. J. Mandel, "You Ain't Seen Nothing Yet," Business Week, August 31, 1998, 6m1.11．Frederick D. Buzzie, "Plain Talk about Productive"Across the Board, January 1997, 43-47.12．13．Bob Cardy "What Happened To quality?", Human Resource Division News, Summer 1998, 14-15.14．Zahir Irani and John Sharp, ―Integrating Continuous Improvement and Innovation into A5References and BibliographyCorporate Culture," Technovation, Vo. 17, No.4, 199-206.15．Del Jones, ―Buyers get No Salls satisfaction," USA Today, January 22, 1997, 1B.16．Thomas A. Stewart, ―A Satisfied Customer Isn‘T Enough,‖ Fortune, July 2l, 1997, 112.17．"Service With A Smile," The Economist, April 25, 1998, 63;18．Hal Lancaste1, "Giving Good Service, Never An Easy Task, Is Getting Harder,‖The Wall Street Journal, June 9, 1998, B119．John M. Hannon, "Leveraging HRM To Enrich Competitive Intelligence, Human Resource Management, 36 (1997), 409.20．Joseph Coates, "Emerging HR Issues For The Twenty-First Century,‖ Employment Relations Today, Winter, 1997, 1.21．Dallas Sailsbury, ― The Changing Employment Contract,‖ Compensation and Benefits Review, January-February, 1997, 78.22．―Workers Expect To Share The Wealth," Bulletin To Management Data Graph, October 16, 1997, 332.23．Maggie Jackson, "Bosses Take A Beating,‖Omaha World-Herald, September 7, 1997, G1.24．25．Hal Lancaster "Will Hiring A Full Stuff Be The Next Fashion In Management?‖The Wall Street Journal, April 28, 1998, B126．Tim Aeppel, "Life At The Fa ctory,‖ The Wall Street Journal, March 18, 1997, 127．James H. Carbone, ―Loyalty: Subversive Doctrine?, Academy Of Management Executive, August 1997, 80-8728．Charley Braun, ― Organizational Infidelity,‖ Academy of Management Executive, November 1997, 11.29．Alan Webber, ―Best Firms Don‘t Need Employee Loyalty,‖ USA Today, July 22, 1998, 11A30．Thomas Petzinger, ― The Front Lines,‖ The Wall Street Journal, April 25, 1997, B131．Ro berta Maynard, ― How To Motivate Low Wage Workers,‖ Nation’s Business, May 1997,3532．Pascal Zachary, ― The New Search For Meaning In Meaningless Work,‖ The Wall Street Journal, January 9, 1997 B133．Dan Danbom,‖ Hate Your Job? These Are Even Worse,‖ Denver Post, June 7, 1998, ^J 34．John R. Ho llenbeck, Et Al., ―Extending The Multilevel Theory Of Team Decision Making,‖ Academy of Management Journal, 41(1998), 269.35．Scott A. Snell,‖ Designing And Supporting Transnational Teams, Human Resource Management, 37(1998), 147-158.36．Perry Pascarella, ―Compensating Teams,‖ Across The Board, February 1997, 1637．Ralphy King, ― Teams Therapy,‖ The Wall Street Journal, May 20, 1998, 1.38．David Cotter And Ceil Williams, ― Managing Health-Related Absences,‖ Compensation and Benefits Review, May-June 1997, 58.6参考文献39．Bill Gates, ― Internet A Rich Source Of Medical Information,‖ Omaha Word-Herald, March 15, 199840．Jen Condoding, ―Echos From The Line: HR Lacks Strategic Initiative,‖ HR Focus, July 1997, 1.41．Wayne Cascio, Clifford Young, and James Morries, ― Fina ncial Consequences of Employment-Change Decisions In Major U.S. Corporations,‖ Academy Of ManagementJourna, 40(1997), 1175.42．Ma rk Spoginardi, ―Conducting A Human Resources Audit-A Primer,‖ Employee Relations Law Journal, 23(1997), 105第五章1．"Record $34 MiUion for Sex Harassment," Fair Employment Practices, June 25, 1998, 73-74;"$86,257 Awarded in Discrimination Suit," Omaha WorldHerald,February 1998, 4B;M.A. Jacobs, "Law Firm Loses Race Discrimination Case," The Wall Street Journal, March 25, 1996, B8; PatrickMcGeehan, "Smith Barney Diversity Plan Represents a Major Leap for Women on Wall Street, The Wall Street Journal, November 19,1997, B17;Stephanie Armour,"AgeBias Case Sounds Warning,"USA Today, October 24, 1997, B1;"Merrill Lynch Is Told to Pay $1.8Million in Discrimination Case, "The Wall Street Journal, January 22,1997, B14; and "Iowan Awarded$300,000 in Age Bias Lawsuit,‖ Omaha WorldHerald, May 16,1998, Al9.2．Based on "Operating a Multilingual Workplace," Bulletin to Management, June 25, 1998, 200; Ann Davis; "English Only Rules Spur Workers to Speak Legalese," The Wall Street Journal, November 23,1997, BI+; and "Choice Words,‖ Human Resource Executive, June 5,1998, 95-97.3．"Visa Quotas Are Increased for Foreign Professionals," Human Resource Executive, February 1999, 9; and Michael Maggio, "Understanding H-lB Specialty Workers," Legal Report, Summer 1998, 7-12.4．Charles A. Pierce and Herman Aquinis, "Bridging the Gap be tween Romantic Relationships and Sexual Harassment in Organizations," Journal of Organizational Be.havior 18 (1997), 197-200.5．Harris v. Forklift Systems, Inc., 114s.ct. 367 (1993).6．Burlington Industries v. Ellerth, U.S.S. Ct. No. 97-569, June 26, 1998;Faragher v. Boca Raton, U.S.S.Ct.No. 97-282, June 26, 1998; and Oncale v. Sundowner Of Lahore Services, U.S.S.Ct. No. 96-568, March4, 1998.7．Jennifer Laabs, "What You're Liable for Now," Workforce, October1998, 34--42.8．Michael Barrier, "Sexual Harassment," Nation's Business, December1998, 14-19.9．Based on Jane AdamsRoy and Julian Barling, "Predicting the Decision to Confront or Report Sexual Harassment,' Journal of Organizational Behavior 19 (1998), 329-336.7References and Bibliography10．Gilbert Casellas and Irene L. Hill,"Sexual Harassment: Preventingand Avoiding Liability,"LegalReport, Fall 1998, 1-5.11．James A. Burns, Jr., "Accommodating Pregnant Employees, ―Employee Relations Law Journal 23 (1997), 139-144.12．Stopka v. Alliance of American Insurers, CA7, No. 97-1974, April 1, 1998; and Sue Schellenbarger, "Pregnant Workers Clash with Employers Over Job Inflexibility," The Wall Street Journal, February 10, 1999, B1.13．U.S. Bureau of the Census, 1998; Diana E Furchtgott Roth and Christine Stolba, "Comparable Worth Makes a Comeback," The Wall Street Journal, February 4, 1999, A22.14．Arizona Governing Committee v. Norris, 103 S.Ct. 3492 (1983).15．Diana Kunde, "Women Build Careers in Construction Trades," Omaha WorldHerald, January 24, 1999, 1G.16．U.S. Equal Employment Opportunity Commission, 1998.17．Glass Ceiling Commission, A Solid Investment: Making Use of the Nation~ Human Capital (Washington,DC: U.S. Department of Labor, 1995).18．Timothy D. Schellhardt, "Jury to Consider If 'Overqualified' Signals Age Bias," The Wall Street Journal, July 27, 1998, B1, B8.19．Westinghouse Electric Corp v. Ryder,U.S.S.Ct. No. 97-1070, February23, 1998.20．Based on data compiled by the federal Equal Employment Opportunity Commission, 1998.22．Francis A. McMorris, "Employee's Transfer Plea Rejected in Another Disabilities Act Ruling," The Wall Street Journal, January 21, 1997, B9.23．Timothy Bland, "ADA: The Law Meets Medicine," HR Magazine, January 1999, 99-104;and Ann Davis, "Courts Reject Many Mental-Disability Claims," The Wall Street Journal, July 22, 1997, B1, B6.24．School Board of Nassau County, Florida v. Airline, 107 S.C. 1123(1987).27．Carolyn Hirschman, "Reasonable Accommodations at a Reasonable Cost," HR Magazine, July 1997, 85-88.28．Barbara Gamble McGill, "ADA Accommodations Do Not Have to Break the Bank," HR Magazine, July1997, 85-88.30．Trans World Airlines v. Hardison,432 U.S. 63 (1977).31．Jodi Spiegel Arthur, "Religious Rights Not Violated, Court Says, "Human Resource Executive, June 5,1998, 22.32．Ronald A. Lindsay and Elizabeth H. Bach, "Religious Discrimination," http://www, 8参考文献/docs/whitepapers/61214.htm, 1997.33．Jessica Guynn, "Another Y2K Worry: Messiahs in the Workplace," Omaha WorldHerald, February 7, 1999, 1G; and Stephanie Armour, "Conflict Grows between Bosses, Devout Workers," USA Today, November 21, 1997, 1B-2B.34．"Companies Feel Push to Accommodate Employees' Religious Beliefs," HR Policies and Practices Update, September 19, 1997, 1-2.35．Dothard v. Rawlinson, 433 U.S. 321(1977).36．Harper v. Blockbuster EntertainmentCorp., CAll, No. 96-2461-CV-DLG, April 29, 1998. 37．Public Law 103-353, October 13, 1944.38．Jonathan Segal, "EEO Policies:Walking the Razor's Edge," HRMagazine, December 1997, 109-116.39．Bill Leonard, "A New Era at the EEOC," HR Magazine, February1999, 55-62; and Linda Micco, "EEOC Cuts Number of PendingCases in Half Over Three Years,"HR News, September 1998, 9.40．41．In structuring the components of AAPs, the authors acknowledge theassistance of Raymond B. Weinberg, SPHR, CCP; and Kathleen Shotkoski, PHR; of Silver Stone Consulting, Omaha, NE42．Based on Bruce Horovitz, "Denny'sAirs AntiRacism Ads," USA Today, January 12, 1999, B1; E Rice,"Denny's Changes Its Spots," Fortune, May 13, 1996, 133-142; and N. Harris, "A New Denny's-Dinerby Diner," Business Week, March25, 1996, 166--168. 43．Adapted from Dennis Huspeni, "Women's Perspective Helps Force," The Denver Post, June 17, 1998, B1; David Price, "Police Need Brains Not Personality,' USA Today, July 30, 1998, 13A; Paul M. Barrett, "Legal Limbo,' The Wall Street Journal, October 12, 1998, Al; and Kevin Johnson, "Survey: Women Muscled Out by Bias, Harassment," USA Today, November 28, 1998, lA.44．Throughout the following section, various statistics on workforce composition and trends are taken from U.S. Department of Labor, Bureau of Labor Statistics, and Census Bureau data widely reported in various reference and news media reports. For additional details, consult .45．Brenda Paik Sunoo, "Initiatives for Women Boost Retention," Workforce, November 1998, 97; and Tara Parker-Pope, "Inside P&G, a Pitch to Keep Women Employees," The Wall Street Journal, September 9, 1998, B1.46．Howard Gleckman, "High Tech Talent: Don't Bolt the Golden Door," Business Week March 16, 1998, 30.48．Adapted from Roy Johnson, "The 50 Best Companies for Asians, Blacks, and Hispanics,' Fortune, August 3, 1998, 94-122.9References and Bibliography49．The following list is adapted from Gail Robinson and Kathleen Dechant, "Building a Business Case for Diversity," Academy of Management Executive, August 1997, 21.51．Leon Wynter, "Allstate Rates Managers on Handling Diversity," The Wall Street Journal, October 1, 1997, B1.52．"SHRM Releases New Survey on Diversity Programs,' Mosaics, July/August 1998, 1.53．Norma M. Rucucci, "Cultural Diversity Programs to Prepare for Work Force 2000: What's Gone Wrong?", Public Personnel Management, Spring 1997, 35-41; and Gillian Flynn, "The Harsh Reality of Diversity Programs," Workforce, December 1998, 26-35.54．Kathryn E Clark, "Breaking Barriers," Human Resource Executive, September 1998, 39--44. Helen Hemophill and Ray Haines, Discrimination, Harassment, and the Failureof Diversity Training (Westport, CT: Quorum Books), 1997. Gillian Flynn, "White MalesSee Diversity's Other Side," Workforce, February 1999, 52-55.55．The authors acknowledge the assis: tance of Christina Harjehausen in structuring the content of the debate on affirmative action. Bakke v. the University of California, 109S:Ct. (1978); and Hopwood v. State of Texas, 78 E 3d 932 (1996).57．For a summary of the political issues on affirmative action, see Clint Bolick, "A Middle Ground on Affirmative Action,' The Wall Street Journal, January 6, 1998, Al8.58．Civil Rights Act of 1964, Title VII, sec. 703a.59．U.S. Equal Employment Opportunity Commission, Affirmative Action and Equal Employment (Washington, DC: U.S. Government Printing Office, 1974), 12-13.60．Leon G. Wynter, "Business and Race," The Wall Street Journal, July 1, 1998, B1.61．Based on Linda Micco, "EEOC Under Congressional Pressure, Suspends Use of Testers,"HR News, September 1998, 15; and Rochelle Sharp, "EEOC Backs Away from FilingRace-Bias Suit in Face of Congressional Opposition to Testeis,' The Wall Street Journal,June 24, 1998, A4.62．Griggs v. Duke Power Co., 401 U.S. 424 (1971).63．Civil Rights Act of 1964, Title VII, sec. 703c.64．"Adoption by Four Agencies of Uniform Guidelines on Employee Selection Procedures (1978)/' Federal Register, August 15, 1978, Part IV, 38295-38309.65．For a discussion of statistical methodological details related to employment selection, see Robert D. Gatewood and Hubert S. Feild, Human Resource Selection, 4th ed. (Chicago:Dryden Press, 1998), 111-209.66．/20010424/file/0000, 641, 100022.html第六章1．"Company Finds Job Analysis Key in Relieving Employee 'Discom-fort'," Human 10Resources Report, May 11, 1998, 501.2．"Equal Employment for Individuals with Disabilities," Federal Register, 56 (144), 35735.3．"Five Things to Remember When Creating a Job Description,"Manager's Intelligence Report, March 1997, 13.4．Alan Farnham, "Where Have All the Secretaries Gone?" Fortune, May 12, 1997, 152-154.5．Barbara Gamble Magill, "ADA Accommodations Don't Have to Break the Bank," HR Magazine, July 1997, 85-88.6．Carolyn Hirschman, "Reasonable Accommodations at a Reasonable Cost," HR Magazine, September 1997, 106-114.7．8．E. E. Lawler, "From Job-Based to Competency-Based Organization," Journal of Organiza- tional Behavior 15 (1994), 3-15.9．Edward L. Levine, et al. "A Methodology for Developing and Vaildating Minimum Qualifications," Personnel Psychology, 50 (1997), 1009-1023.10．http://www.census. Gov/Press-Release/ff98-04.html11．Jody Barnes Nelson, "The Bound-ary-less Organization: Implications for Job Analysis,"Human Resource Planning 20, (1997), 39-50.12．Marilyn Moats Kennedy, "Can This New Hire Be Saved?" Across the Board, May 1997,53.13．Michael A. Bennett, 'Competen-des Under the Microscope," ACA News, June 1996, 7-10.14．Patricia K. Zingheim, et al. "Com-petencies and Competency Mod-els: Does One Size Fit All?" ACA journal, spring 1996, 56-65.15．Phillip C Grant, ―Job Descriptions: What's Missing,‖ Industrial Management, November/ December 1997, 9-13.16．Robert D. Behn, "Job Descriptions vs. Real Performance," Governing, January 1997, 60.17．Sally Ford, "Job Descriptions Should Be Everyday Management Tool," Kansas City Business Journal, September 19, 1997, Z0.18．Sharon K. Parlzer, Toby D. Wall, and Paul R. Jackson, "That's Not My Job: Developing Flexible Employee Work Orientations," Academy of Management Journal40 (1997), 899-929.19．W. W. Tornow and P. R. Pinto,‖The Development of a Managerial Job Taxonomy:A system for Describing , Classifying, and Evaluating Executive Positions,‖ Journal of applied Psychology61 (1976), 410-418.第七章1．Are Your Recruiting Methods Discriminatory?”Workforce, May 2000, 105-106.2．“College Recruiters See It All.”Human Resources Report, February 7. 2000.119.3．“Online Recruiting: What Works. What Doesn't,”HR Focus, March 2000.1+.4．“Promising Students Noticed. Courted Earlier for Top Jobs.”Bulletin to Management,August 16.2001. 2635．Amy Borus, ―Workers of the World: Welcome," Business Week, November 20.2000.129-1326．Barbara Kantrowitz and Pat Wingert,“Teachers Wanted.”News-week, October 2, 2000, 37-42.7．Benard Wysocki.“When It Is the Job form Hell Recruiting Is Rough.”The Wall Street Journal, July 10, 2001. B1+8．Benchmarks in Online Recruiting Maximizing Corporate Site Effectiveness(Fitzwilliam.NH: Kennedy Information Research Group, 2001).9．Bill Leonard. "Online and Overwhelmed." HR Magazine, August 2000. 37-42. 10．Brian Klaas. John McClendon. And Thomas Gainey. “Managing HR in the Small and Medium Enterprise: The Impact of Professional Employer Organizations.”Entrepreneurship Theory and Practice 25 (2000) 107-124.11．C. Glenn Pearce and Tracy L. Tuten. “Internet Recruiting in the Banking Industry."Business Communications Quarterly. March 2001.9-18.12．Carolyn Hirschman. "Reserve Space for Rehires." HR Magazine, January 2000.5S-64. 13．Carrall Lachnit. “Employee Referral Saves Times. Saves Money. Delivers Quality”HR Magazine. June 2001.67-72.14．Dave Anderson. "A PEO Can Be Good For Business." Financial executive. September /October 2000, 52-57.15．Dayton Fandray. “Gray Matter.”Workforce. July 2000.26-32.16．Dennis Doverspike. Mary Anne Taylor. Kenneth S. Schultz. and Patrick F. McKay.“Responding to the Challenge of a Changing Workforce: Recruiting Nontraditional Demographic Groups.”Public Personnel Management, 29(2000).445-457.17．Grace Shim. “Shortage of Truckers Leads Some Firms to Bend Rules.”Omaha World-Herald. July 15.2000.13.18．Internet Recruiting Newsletter, available at ，March 9.2001. 19．James A. Breaugh and Mary Starke.”Research on Employee Recruitment.”Journal of Management. 26 (2000). 405-424.20．Jason Blevins. "Resorts Look Down Under For Hires.”The Denver Post, August 20, 2000.1221．Jennifer Laabs.“Are You Ready to Outsource Staffing?”Workforce. April 20000. 56-60. 22．John R. Hall. "Recruiting Via the Internet." Air Conditioning, Heating. & Refrigeration News. April 9. 2001.26.23．Kate Dale. “Making the Net Work." HR World. May-June 2000. 32-36.24．Kathryn Tyler. “Looking for a Few Good Workers." HR Magazine. December 2000.129-134.25．Laura Parkcr. “USA Just Wouldn't Work Without immigrant Labor.”USA Today, July 23,。

人力资源管理系统中英文对照外文翻译文献

中英文资料外文翻译英文原文Human Resource Management Systems Human Resource Management Systems (HRMS) have become one of the most important tools for many businesses. Even the small, 20-person office needs to realize the benefits of using HRMS to be more efficient. Many firms do not realize how much time and money they are wasting on manual human resource management (HRM) tasks until they sit down and inventory their time. HRMS is advancing to become its own information technology (IT) field. It allows companies to cut costs and offer more information to employees in a faster and more efficient way. Especially in difficult economic times, it is critical for companies to become more efficient in every sector of their business; human resources (HR) is no exception.HRIS refers to software packages that address HR needs with respect to planning, employee information access, and employer regulatory compliance. The following text begins with a discussion of human resource planning, followed by human resource management systems.American companies must now operate in a rapidly changing businessenvironment. These changes have important implications for HRM practices. To ensure that management practices support business needs, organizations must continually monitor changing environmental conditions and devise HRM strategies for dealing with them. The procedure used to tie human resource issues to the organization's business needs is called human resource planning. Also known as HR planning, this procedure is defined as the "process of identifying and responding to [organizational needs] …and charting new policies, systems, and programs that will assure effective human resource management under changing conditions."Human Resource Management Systems, also called Human Resource modules, is a link between Human resource management and information technology. A Human resource management system provides a single, accurate view of all human resource activities including recruiting, performance management, training and development and also compensation. Human resource management systems reduce the workload of the human resource department as well as increasing the efficiency of the department by standardizing human resource process. Human resource department plays an important role in the smooth running of the company by tracking and analyzing the time keeping and work patterns of the workforce. There are a wide range of applications available to help human resource department in their tasks, making possible the automation of certain tasks and helping in theorganization many other tasks.The function of human resource management to large extent is administrative and common to all organizations. Most organizations have formalized selection, evaluation and payroll processes. The function consists of tracking innumerable data of each employee from personal histories, data, skills, capabilities, experiences to payroll records. Organizations began electronically automate many of theses processes by introducing Human resource management systems to reduce the manual workload. Human resource executives depend on internal and external IT professionals to develop and maintain their Human resource management systems due to complexity in programming capabilities and limited technological resources.Human Resource Management Systems (HRMS) provide a link between human resource management and information technology.HRMS allow enterprises to automate many aspects of human resource management, with the dual benefits of reducing the workload of the HR department as well as increasing the efficiency of the department by standardising HR processes.The field of human resources is one that is often overlooked in enterprise management. This situation is aided by the fact that an efficient Human Resources department should function without fanfare. For example, when a project team successfully launches a product on time and withinbudget it is hailed as a great success. When the HR department manages the administration of the enterprise successfully it can go virtually unnoticed –after all, the Human Resources department is simply expected to work, only attracting attention when there are problems.The reality, however, is very different. The HR department plays a vital role in ensuring the smooth running of an enterprise –most importantly by tracking and analysing the timekeeping and work patterns of the workforce, allowing management better information on which to form strategies.The importance of human resources has not gone unnoticed by the software industry. There is now a wide range of applications available to aid the HR department in their tasks, making possible the automation of certain tasks and aiding in the organisation of many others.HRM software systems (from vendors such as Oracle and Ascentis) arebroadly defined by the four basic responsibilities of the HR department, and as such typically contain standalone modules to address the needs of each responsibility:Payroll Module: The payroll module greatly reduces the workload of the HR department by automating the payroll process, allowing HR to ensure that payroll functions are completed on time and without errors.At its most basic level the payroll module is supported by the manual entry of timekeeping and attendance data from paper-based timesheets submitted by the workforce. More advanced systems track employee timekeeping through automatic systems, connected to either a ‘clocking in’system or a tracker connected to the desktop computers of the employees.Once attendance data is fed into the system, the payroll module automatically calculates payment amounts and various deductions such as income tax before generating paychecks and employee tax reports.Time and Labour Management Module: The time and labour management module is designed to collate and analyse employee timekeeping information for the purposes of organisational cost accounting.By sourcing data directly from the timekeeping devices and methods used to calculate payroll this module can provide management with valuable data regarding the use of labour resources within the enterprise.Benefit AdministrationModule: The benefit administrationmodule provides HR personnel withthe capacity to monitor and manageemployee participation in a range ofbenefit programs. These programscan range from programs related to the wellbeing of the workforce (such as health insurance and pension schemes) to profit making programs (such as stock option plans and profit sharing).HR Management Module: The HR management module provides a range of HR solutions ranging from analyses of application data through to the basic demographic data of employees.The management module allows HR personnel to effectively manage the Human Capital Pool (HCP) available within the enterprise, in that it keeps track of the training and development of the workforce and the skills and qualifications of each employee. Advanced HR management modules can also automate the process of application for positions by capturing application data and entering it to a relevant database.Benefits of HRMSWhile these modules each provide benefits to the HR department itself, the applications also aid the enterprise as a whole.HRM systems convert human resources information into a digital format, allowing that information to be added to the knowledge management systems of the enterprise. The result of this is that HR data can be integrated into the larger Enterprise Resource Planning (ERP) systems of the enterprise.In analysing enterprise wide resource usage this data can prove invaluable. Data related to the time usage of the workforce can enhance the decision making abilities of management, allowing the HR department to form an integral aspect of strategy formation for the enterprise as a whole.中文译文人力资源管理系统（HRMS）已成为许多企业的重要的工具之一。

人力资源管理外文文献翻译

文献信息：文献标题：Applicability of Corporate Social Responsibility to Human Resources Management: Perspective from Spain（人力资源管理的企业社会责任适用性：从西班牙的角度分析）国外作者：Fernando J. Fuentes-Garcı´a，Julia M.Nu´n˜ez-Tabales，Ricardo Veroz-Herrado´n文献节选：《Journal of Business Ethics》, 2008, 82(1):27-44字数统计：英文2393单词，13291字符；中文4396汉字外文文献：Applicability of Corporate Social Responsibility to Human Resources Management: Perspective from Spain ABSTRACT This article analyses the concept of Corporate Social Responsibility in relation to Human Resources (HR) management. Five potential tools are defined and their advantages and disadvantages are discussed. Finally, the implementation of the most advanced and powerful tool in this area is studied: the SA8000 standard.KEY WORDS: Corporate Social Responsibility, human resources, interest groups, SA8000 standard, SpainIntroduction: the growing importance of CSRAt the dawn of the third millennium, there is growing interest in the social dimension of business activities; nowadays, citizens are better informed and their values have changed; they are increasingly ecologically and socially aware and demand more from companies than just the efficient production of goods and services.Companies have responded to the new social demands of their interest groups byimplementing Corporate Social Responsibility (CSR) actions, which include all their environmental and social activities that go beyond mere economic interests and break away from the traditional image of a company that focuses solely on generating value for its shareholders.Porter and Kramer (2003) believe there is a space where the interests of pure philanthropy and pure business can converge and create both social and economic benefits. In short, CSR can give companies a competitive edge, a strategy that leading companies are already implementing.The development of CSR is the result of changes in the developed world’s core values (greater concern for environmental deterioration, discriminatory working practices, respect for human rights, etc.) and is linked to three key factors (Nieto and Ferna´ndez, 2004):•Increased regulation: Regulations have been drawn up by very diverse international organizations (UN, OECD, EU...) and governmental sources, requiring all economic agents to respect certain guidelines that work for the good of society in general.•Pressure from consumer markets: Consumer markets are now gradually changing and a growing number of consumers are making responsible purchases, choosing organic products or those produced in accordance with CSR criteria (fair trade, limited use of non-renewable resources, fair working conditions, etc.).•Pressure from the financial market: The pressure from the financial market is the most recent change. In money markets, a growing number of investors are looking for SRI (socially responsible investment), which refers to funds and companies that develop good CSR practices. Certain studies indicate that investors are not solely moved by altruistic values since there is a positive correlation between social and financial performance (it seems that companies with more developed CSR policies and activities have fewer sanctions, greater quality management, better reputations and are able to recruit and retain the best staff).Reasons that drive companies to adopt CSR criteriaThere are two basic reasons that have led companies to adopt CSR criteria:–On the one hand, greater social awareness on a global scale. Public opinion is increasingly critical of the negative effects of globalization and over the last few years many associations and initiatives have been springing up through nongovernmental organizations, foundations and standards agencies to tackle this issue.–On the other hand, companies themselves are divulging the advantages offered by CSR not only as a defensive strategy that protects them against possible charges and lawsuits, but also as an offensive strategy to create value. This is consequence of the increasing impact of social criteria in consumers’purchasing decisions, as revealed in a recent CSR study in Europe.In general, consumers are not willing to buy products or services from companies that engage in unethical behaviour. Faced with growing competition and the increased transparency of information, companies feel obliged to adopt CSR practices.Even though companies do not usually publicize the specific reasons that have led them to adopt CSR criteria, the European Commission has put together a list of motives, suggested by the companies themselves:–Business ethics.–The personal commitment of the company’s directors.–Improve competitiveness.–Strengthen the company’s image.–Prevent negative publicity, lawsuits or campaigns against the company.–Increase customer loyalty.–Stand out from the competition.–Improve human resources management.–Strengthen the loyalty of management staff.–Attract new employees.–Improve adaptation to change.–Cost reduction.–Tax breaks.CSR and HR managementCSR encompasses a wide range of practices, from respect for the environment to the elimination of discrimination and abuse in the work place.One of the basic aspects of CSR, which is increasingly gaining importance, is the fact that it is also implemented within the company itself, specifically in the area of human resources. Here, CSR spans a wide range of concepts and can vary between the minimum requirements of respecting the workers’basic human rights and the implementation of policies that help employees achieve a work/life balance.These practices can be classified into four main areas:–The recognition of and respect for basic human and workers rights established by the various international bodies.–Adoption of the measures proposed in the European Commission’s Green Book aimed at improving quality of work, such as continuous learning, a better work/life balance, job stability, etc.–Actions in the area of outsourcing, which affect contractors, sub-contractors and suppliers.–Actions related to changes deriving from company restructuring operations, owing to the social consequences of such operations.The following classification can be used to rank companies according to theirCSR activities in this area:–Level zero: these companies do not even comply with legal requirements or respect the basic human rights established by the various international organizations.–Level one: these companies carry out certain social activities, although they make no modifications of their management and therefore they cannot be considered CSR actions.–Level two: these companies implement a reactive strategy in terms of risk prevention by adopting formal initiatives which do not imply a significant change in their management.–Level three: these companies adopt an active approach, integrating CSR criteria into their management.CSR compliance and communication alternatives in HR managementAs mentioned previously, production activities are increasingly being relocated to areas where costs are lower and the authorities are more permissive regarding certain abusive practices. But globalization has also meant that the media publish more information about the activities of companies and any possible abuses.Many people are not willing to purchase products from companies that do not respect the human rights of their workers or employ children in factories located in other parts of the world, even if that same company does not carry out these practices in Europe. Faced with increasingly aware public opinion about the abuses of multinational companies, said companies are expected not only to be honest and honourable, but in particular to appear to be so (much like Caesar’s wife).Large companies suffer from a profound (and often unfair) assumption of guilt that leads them to look for alternatives to strengthen and clean up their corporate image in the eyes of society. The main routes currently used to tackle CSR obligations are:–lists of socially responsible companies;–sustainability indexes;–the establishment of codes of conduct;–the support or ratification of international declarations/standards;–Social reports that seek to increase transparency in human resources management;–certificates guaranteeing that certain human resources ethical management standards are being enforced, accreditations of compliance similar to traditional quality or environmental certificates (such as ISO 9000 or 14000).Sustainability indexesCompanies must prove that they carry out certain CSR activities defined by the index provider in order to gain such accreditation.The two indexes that have had the greatest media impact are the Dow Jones Sustainability Index (DJSI Word) and the FTSE4GooD, launched by the two reputable index providers, Dow Jones and FTSE (Financial Times Stock Exchange), respectively.The Dow Jones Sustainability Index (DJSI Word) aims to provide guidance for investors who are concerned about sustainable development and social practices.7 It uses the following social criteria:–corporate citizenship–commitment to interest groups–working practices–development of human capital–organizational learning–social information–attraction and retention of qualified workers–standards for suppliers–specific criteria for each industryThe SA8000 standardOrigin and contentThe SA8000 standard was drafted in 1997 in the United States, with the aim of improving labour conditions on a global scale. It was drawn up by a group of experts brought together by the Council on Economic Priorities Accreditation Agency, CEPAA, including individuals from organizations that represented several interested parties (trade unions, manufacturers, retailers, academic institutions, NGOs, and consultancy firms and certification companies). In 1998, the Social Accountability International (SAI) organization was set up to direct the implementation of the SA8000 standard.Although it is still a little too early for interest groups to know enough about this standard and therefore demand that companies adopt it, standards like this will undoubtedly be imposed and become widespread in organizations just as quality standards have, and hopefully just as quickly.The following elements are involved in the SA8000 certification process:•an active subject, a certifier, to carry out external verification. The active subject must have expert knowledge about the standard and also gain in-depth knowledge about the company being analysed.•a passive subject, the organization, which can be a business organization or not, and which uses a workforce, either directly or indirectly (through outsourcing) and wishes to obtain the SA8000 certificate.•Another fundamental requirement is that the expert must base his or her work on proof that reveals sufficient evidence. A company cannot be reviewed from a distance without in-depth knowledge of the tasks being judged.•A document must be issued that provides a summary of the expert’s opinion,and the expert is responsible for this document. If the certificate is awarded, it has a certain validity timeframe. When this period expires, the company must be reviewed again.•The report is aimed at parties that are interested in knowing whether the company complies with the requirements of the SA8000 standard (these parties are the company’s customers, owners, employees, authorities, governments, etc.) The SA8000 standard indicates three ways in which it can be used:•firstly, as a useful reference for internal audits carried out by the organization itself;•secondly, when the company is audited by another affiliated company (customer, parent company...) in order to verify compliance with the requirements of a standard chosen by the affiliated company; for example a clothing retail outlet might audit the companies that manufacture the garments supplied in relation to the requirements of the SA8000 standard;•thirdly, when the company is audited by an external independent organization that is not a direct customer or supplier, the audit will be carried out by a certification body, a specialist financial audit company, or an NGO, as long as said body is authorized by CEPAA to perform such audits.The advantages and beneficiaries of this standardThe establishment and generalization of standards such as the SA8000 have undeniable advantages not only for workers but also for companies, and certain benefits even reach the consumers.Firstly, workers in emerging countries benefit because their working conditions and wages improve significantly and their circumstances become more dignified. Workers in industrialized countries from the First World would also benefit since standards would dissuade businesses from relocating to other countries (even though this phenomenon is probably inescapable, at least it would be slowed down or certain less labour intensive industries would be saved).The companies also obtain advantages; although a priori they would experience a certain increase in costs, the generalization of standards would make it difficult to carry out social dumping and would be an obstacle to disloyal competition based on unfair and undignified working conditions. Companies would also benefit from other advantages: if standards raise salaries to more dignified levels, the workers will have increased purchasing power, which could enable solvent demand to increase in Third World countries. Of course, organizations that implement this standard also improve their ability to attract the best work force and keep them motivated, and would also increase their sales as a result of their improved image.Finally, there are also benefits for the customers, who would be buying slightly more expensive products but produced with greater transparency and probably much better quality since they would be manufactured in better conditions and by more motivated and satisfied staff .Limitations to the development of the standardNieto and Ferna´ndez (2004) debate whether CSR practices, including standards such as the SA8000, might just be another management fashion,11 with a cycle of growth/saturation, then decline and disappearance just like many other business practices. However, they believe that the positive image conveyed by CSR to the company’s interest groups justifies the long term use of these practices.The implementation of HR management conduct standards comes up against several hurdles: the general lack of awareness about the standards, the lack of certifying companies, cost and control:•Firstly, HR management standards are still not widely known about (not even the SA8000 standard), hence companies not only have to work to adapt their practices to the requirements but also to inform their customers and society of the advantages and commitments of said standard.•Secondly, there are still very few companies that are willing to carry out the required reviews thoroughly and with the right levels of quality. This activity requiresa high degree of specialization and a great deal of work to verify the application of the standards.•The third obstacle is the cost of implementation and the fees charged by accreditation companies. To cap it all, this accreditation must be renewed periodically, therefore the process is very expensive for companies that operate on several continents and even greater for those in which production processes are less integrated.•It is also difficult to control the work carried out by consultancy firms. The fact that the reviewed company pays for the work might influence the opinion of the auditors. Clearly, there is a danger that monitors carry out this task under pressure and unscrupulous consultancy firms could go into the profitable business of ‘‘selling’’certificates that guarantee good practice in human resources without having researched the company thoroughly and conscientiously.中文译文：人力资源管理的企业社会责任适用性：从西班牙的角度分析摘要这篇文章分析了与人力资源管理（HR）有关的企业社会责任概念。

人力资源管理薪酬管理外文翻译论文外文文献

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

人力资源管理中英文对照外文翻译文献

中英文翻译原文：New Competencies for HRWhat does it take to make it big in HR? What skills and expertise do you need? Since 1988, Dave Ulrich, professor of business administration at the University of Michigan, and his associates have been on a quest to provide the answers. This year, they’ve released an all-new 2007 Human Resource Competency Study (HRCS). The findings and interpretations lay out professional guidance for HR for at least the next few years.“People want to know what set of skills high-achieving HR people need to perform even better,” says Ulrich, co-director of the project along with Wayne Brockbank, also a professor of business at the University of Michigan.Conducted under the auspices of the Ross School of Business at the University of Michigan and The RBL Group in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North America and other institutions in Latin America, Europe, China and Australia, HRCS is the longest-running, most extensi ve global HR competency study in existence. “In reaching our conclusions, we’ve looked across more than 400 companies and are able to report with statistical accuracy what HR executives say and do,” Ulrich says.“The research continues to demonstrate the dynamic nature of the human resource management profession,” says SHRM President and CEO Susan R.Meisinger, SPHR. “The findings also highlight what an exciting time it is to be in the profession. We continue to have the ability to really add value to an o rganization.”“HRCS is foundational work that is really important to HR as a profession,” says Cynthia McCague, senior vice president of the Coca-Cola Co., who participated in the study. “They have created and continue to enhance a framework for thinking about how HR drives organizational performance.”What’s NewResearchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCS—the last study published—reflecting the continuing evolution of the HR profession. Each competency is broken out into performance elements.“This is the fifth round, so we can look at past models and compare where the profession is going,” says Evren Esen, survey program manager at SHRM, which provided the sample of HR professionals surveyed in North America. “We can actually see the profession changing. Some core areas remain the same, but others, based on how the raters assess and perceive HR, are new.” (For more information, see “The Competencies and Their Elements,” at right.)To some degree, the new competencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are some key differences.Five years ago, HR’s role in managing culture was embedded within a broader competency. Now its importance merits a competency of its own. Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In other instances, the new competencies carry expectations that promise to change the way HR views its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a stand—to practice the craft “with an attitude.”To put the competencies in perspective, it’s helpful to view them as a three-tier pyramid with Credible Activist at the pinnacle.Credible Activist.This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. “You’ve got to be good at all of them, but, no question, [this competency] is key,” Ulrich says. “But you can’t be a Credible Activist without having all the other competencies. In a sense, it’s the whole package.”“It’s a deal breaker,” agrees Dani Johnson, project manager of the Human Resource Competency Study at The RBL Group in Salt Lake City. “If you don’t come to the table with it, you’re done. It permeates everything you do.”The Credible Activist is at the heart of what it takes to be an effective HR leader. “The best HR people do not hold back; they step forward and adv ocate for their position,” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa John’s International in Louisville, Ky., and former chair of the Human Resource Certification Institute. “CEOs are not waiting for HR to come in with options—they want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.”“You don’t want to be credible without being an activist, because essentially you’re worthless to the business,” Johnson says. “People like you, but you have no impact. On the other hand, you don’t want to be an activist without being credible. You can be dangerous in a situation like that.”Below Credible Activist on the pyramid is a cluster of three competencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect.Cultural Steward. HR has always owned culture. But with Sarbanes-Oxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is the first time it has emerged as an independent competency. Of the six competencies,Cultural Steward is the second highest predictor of performance of both HR professionals and HR departments.Talent Manager/Organizational Designer. Talent management focuses on how individuals enter, move up, across or out of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works. Their linking reflects Ulrich’s belief that HR may be placing too much emphasis on talent acquisition at the expense of organizational design. Talent management will not succeed in the long run without an organizational structure that supports it.Strategy Architect. Strategy Architects are able to recognize business trends and their impact on the business, and to identify potential roadblocks and opportunities. Harmansky, who recently joined Papa John’s, demonstrates how the Strategy Architect competency helps HR contribute to the overall business strategy. “In my first months here, I’m spending a lot of time traveling, going to see stores all over the country. Every time I go to a store, while my counterparts of the management team are talking about [operational aspects], I’m talking to the people who work there. I’m trying to find out what the issues are surrounding people. How do I develop them? I’m looking for my business differentiator on the people side so I can contribute to the strategy.”When Charlease Deathridge, SPHR, HR manager of McKee Foods in Stuarts Draft, Va., identified a potential roadblock to implementing a new management philosophy, she used the Strategy Architect competency. “When we were rolling out ‘lean manufacturing’ principles at our location, we administered an employee satisfaction survey to assess how the workers viewed the new system. The satisfaction scores were lower than ideal. I showed [management] how a negative could become a positive, how we could use the data and follow-up surveys as a strategic tool to demonstrate progress.”Anchoring the pyramid at its base are two competencies that Ulrich describes as “table stakes—necessary but not sufficient.” Except in China, where HR is at an earlier stage in professional development and there is great emphasis on transactional activities, these competencies are looked upon as basic skills that everyone must have. There is some disappointing news here. In the United States, respondents rated significantly lower on these competencies than the respondents surveyed in other countries.Business Ally. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the company’s products and services. For HR professionals to be Business Allies (and Credible Activists and Strategy Architects as we ll), they should be what Ulrich describes as “business literate.” The mantra about understanding the business—how it works, the financials and strategic issues—remains as important today as it did in every iteration of the survey the past 20 years. Yet progress in this area continues to lag.“Even these high performers don’t know the business as well as they should,” Ulrich says. In his travels, he gives HR audiences 10 questions to test their business literacy.Operational Executor. These skills tend to fall into the range of HR activities characterized as transactional or “legacy.” Policies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Every function here is essential, but—as with the Business Ally competency—high-performing HR managers seem to view them as less important and score higher on the other competencies. Even some highly effective HR people may be running a risk in paying too little attention to these nuts-and-bolts activities, Ulrich observes.Practical ToolIn conducting debriefings for people who participated in the HRCS, Ulrich observes how delighted they are at the prescriptive nature of the exercise. The individual feedback reports they receive (see “How the Study Was Done”) offer them a road map, and they are highly motivated to follow it.Anyone who has been through a 360-degree appraisal knows that criticism can be jarring. It’s risky to open yourself up to others’ opinions when you don’t have to. Add the prospect of sharing the results with your boss and colleagues who will be rating you, and you may decide to pass. Still, it’s not surprising that highly motivated people like Deathridge jumped at the chance for the free feedback.“All of it is not good,” says Deathridge. “You have to be willing to face up to it. You go home, work it out and say, ‘Why am I getting this bad feedback?’ ”But for Deathridge, the results mostly confirmed what she already knew. “I believe most people know where they’re weak or strong. For me, it was most helpful to look at how close others’ ratings of me matched with my own assessments. ... There’s so much to learn about what it takes to be a gen uine leader, and this study helped a lot.”Deathridge says the individual feedback report she received helped her realize the importance of taking a stand and developing her Credible Activist competency. “There was a situation where I had a line manager w ho wanted to discipline someone,” she recalls. “In the past, I wouldn’t have been able to stand up as strongly as I did. I was able to be very clear about how I felt. I told him that he had not done enough to document the performance issue, and that if he wanted to institute discipline it would have to be at the lowest level. In the past, I would have been more deferential and said, ‘Let’s compromise and do it at step two or three.’ But I didn’t do it; I spoke out strongly and held my ground.”This was the second study for Shane Smith, director of HR at Coca-Cola. “I did it for the first time in 2002. Now I’m seeing some traction in the things I’ve beenworking on. I’m pleased to see the consistency with my evaluations of my performance when compared to my raters.”What It All MeansUlrich believes that HR professionals who would have succeeded 30, 20, even 10 years ago, are not as likely to succeed today. They are expected to play new roles. To do so, they will need the new competencies.Ulrich urges HR to reflect on the new competencies and what they reveal about the future of the HR profession. His message is direct and unforgiving. “Legacy HR work is going, and HR people who don’t change with it will be gone.” Still, he remains optimistic that many in HR are heeding his call. “Twenty percent of HR people will never get it; 20 percent are really top performing. The middle 60 percent are moving in the right direction,” says Ulrich.“Within that 60 percent there are HR professionals who may be at the tabl e but are not contributing fully,” he adds. “That’s the group I want to talk to. ... I want to show them what they need to do to have an impact.”As a start, Ulrich recommends HR professionals consider initiating three conversations. “One is with your bus iness leaders. Review the competencies with them and ask them if you’re doing them. Next, pose the same questions to your HR team. Then, ask yourself whether you really know the business or if you’re glossing on the surface.” Finally, set your priorities. “Our data say: ‘Get working on that Credible Activist!’ ”译文：人力资源管理的新型胜任力如何在人力资源管理领域取得更大成功？需要怎样的专业知识和技能？从1988年开始，密歇根大学的商业管理教授Dave Ulrich先生和他的助手们就开始研究这个课题。

当今人力资源管理服务发展趋势文献翻译

Chapter One. Role of human resourcesHuman resources of organization forms the most complex social system to manage that has the unique ability of self-regulation and self-development. This system is able to select and to set specific goals, socially change its behavior. It is extremely sensitive to the method of managerial influence. If such influence is carried out by using the coarse and outdated teaching procedures, the production efficiency will be falling faster and steeper than in the case with other types of resources. At the same time, accurate solutions, correctly selected methods of influence can give a significant excess of the expected results in relation to the investments produced, what is more, in the long run. Therefore, the service of human resource management is currently considered as a key strategy in the development of most companies.It seems natural that with the development of strategic management methods at firms of industrially developed countries, functionally centralized structures of human resource management with a significant increase in the number of different tasks delegated to them are also actively developing. Actual experience shows that human resources management services effect on personal contribution to the implementation of the required efficiency growth and competitiveness of the company. This trend finds its quite pronounced manifestation in China organizations, but it is important to pay attention to the fact that, to date human resource management in the China organizations had an important feature. The matter is that the service of human resource management (management of labor) did not constitute a centralized system. In its form of organization, they were more complied with the decentralized management. Functional units responsible for management, namely: personnel department, department of labor and wages, department of Engineering organization of labor, working conditions were scattered among different vertically separated management subsystems. Head of Personnel, for example, reported directly to the Director of the organization and division of labor and wages. This form of organization of personnel management had its own historical reasons, but did not meet the realities of a market economy already at that time.Chapter two. Reorganization labor management model Since the early 90s, in some large companies and in some banks of Beijing the process of transformation of traditional personnel departments in the division of personnel management was started, with some expansion of the functional competence of the latter. By the mid-90s, Some specialists in the most of the major industrial centers of China and, especially, in Beijing and Shenyang have already had quite a clear idea of the importance and the major functional objectives of personnel management service in the system of Western management. This stage of the reorganization of the traditional model of labor management is characterized by a certainextension of the functional authority of the newly formed divisions of personnel management, in terms of tasks related to skill-training and retraining employees. Further development of this process has more to do with the merger into a single service personnel management previously structurally isolated divisions, which were autonomously solving certain complex problems of labor management in the enterprise. Rather, it is about the personnel department, the organization of labor and wages and personnel training. In this regard, the uniqueness of the China experience in development of personnel management service expressed not only in the original organizational concept, but in the diversity of approaches of the practical implementation of this reorganization. In general, the creation of human resources management in the China enterprises finds a match to managerial innovations. There is basis to believe that there was a forecast within which four standard options of formation of human resource management service in the China production and bank organizations were offered.By the first option the service of human resource management had to be subordinated to the head on administration together with divisions solving operational, and it is possible also strategic tasks on planning, finance and the management organization in whole.By the second option the service of human resource management was localized in one department as functional division and submitted to the technical director. Such option of a structural arrangement of human resource management service was considered for the small organizations during their formation when the management still insufficiently defined the status of human resource management service.At the third option, the service of human resource management has to be subordinated directly to the top management (fig.2.1).Fig.2.1 The organizational structure of the third embodiment.It was supposed that such option of organization of human resource management service can be acceptable at the initial stages of development of the organization for the purpose of increase of the status of a personnel management system, in case of need in an administrative reinforcement of a priority of tasks of this service.The fourth option of structure of service of human resource management differed that this service centralized as staff structural division along with other leading functional divisions (Fig.2.2), as an independent subsystem of management of the organization.Fig.2.2 The organizational structure of the fourth embodimentPractice showed that actually almost all services of human resource management at the China enterprises correspond to the fourth option by the place in organization structure. Probably it was promoted by that circumstance that in the prevailing majority of cases the head of the HR department received the status of the deputy director of this organization as a whole. It is important to note that practically in all organizations formation of personnel management service has passed with no ill effects on whole enterprise management system. Functional tasks of personnel management in its integrated aggregate not undergone major changes compared to the pre-existing traditional decentralized system of labor management. This fact is suggestive.The fact that the establishment of the personnel management authority in the current organizational structure of the management in particular organization. It seems to be that the main objective of this structural unit is to provide an effective implementation of the revitalization and development of the labor potential of the organization. For example, in the system of American management more profound functional differentiation of the pre-existing divisions of personnel management was caused by introduction of new ideology into social management practice, based on scientific concepts of human capital theory and the earlier theory of "human relations." It seems that the formation of a centralized personnel management service should not be seen as the final stage of the reform process of personnel management in the enterprises of our country. Its creation is necessary to have sufficient conditions for the further development of the process of building effective human resource management systems. For example, during the entire understanding of the practical importance of orderliness of the functional administration of a sustainable mechanism and compliance with the regulations of relationships with external organizations, the dominance of these tasks in the service of human resources management leads to strict formalization of its activities, thereby contributing to the development of innovations in the field of personnel management. The tendency to complication of relationship with linear heads of the organization is thus observed. On the one hand they can neglect recommendations andregulations of specialists of service of management of human resources. On the other hand linear heads can transfer all responsibility for decision-making on management of the subordinates to HR managers. However, there is basis to believe that it is a universal tendency in development of a control system by human resources since it is quite distinctly shown and in the western companies.Strictly speaking, the question is not so much about degree of influence of functional or linear heads on management of the personnel, but about a priority of values of administrative activity of other quality, notably dynamic functions and their role in a control system here is basic. It is known that at a priority of values of static functional activity, i.e. on the substance of routine procedures, stability of the mechanism of administration is reached due to the restrictions of flexibility of a control system that conducts to a forging of potential of its self-development. Formalization of the activity as the whole organization and its separate structural unit, which is usually interconnected, tends to limit creative activity of personnel, gives more preference to highly professional solutions, template administrative procedures. Of course, the position of the organization theory in relation to this situation probably should not be taken as something fatal. Thus, at high potential qualification of personnel it is possible to conduct policy reorientation and thereby change the behavior of the organization in favor of its flexibility and adaptability to innovative solutions. In this regard, not random seems the fact that many domestic enterprises, where currently personnel management services are set up and operating, the leading role is played by the department of labor and wages, and the new leaders of this newly created service are the past heads of departments of labor and wages. In our opinion, the reason of this fact is covered that as opposed to traditional HR departments the dynamic functions in work of department of work and a salary that are connected with operational management and regulation of social of the labor relations in the sphere of production, had a certain priority, in comparison with activity of a traditional human resources department at the China enterprises which was allocated with only minimum set of functions necessary only for maintenance of sufficient level of operability of a work control system.Unfortunately, recently in many China companies the tendency connected with transfer of function of motivation of the personnel, especially including the organization of salary, from human resource management service to financial or economic divisions is distinctly shown. As a result of it the service of human resource management loses the powerful lever in use of economic methods of management for activation of labor capacity of the organization.Chapter three. Realization of innovative policyIt is important to note that the employment potential of the company in light of the strategic management submitted is not statistical, but the dynamic response. The actual level of theorganization's capacity can be determined only in the process of its comparing with the requirements of the staff, which are caused by the need to perform particular strategic objectives. (Kafidov U.G., 2012). Therefore, evaluation of the actual level of qualification or professional component of the labor potential of the organization by static characteristics seems to be impossible, but only as a result of a special verifying of the real possibilities of the organization's personnel, various skill mix, performance of production tasks defined by development strategy of the enterprise and, especially, through the implementation of innovative projects. Equally, we can talk about the analysis of personnel management system in terms of its ability to activate the creative and productive potential of the personnel to achieve strategic objectives. (Odegov U. and Nikonova T., 2006). To do this, you want to determine the extent to which existing in the system functional-structural relationships correspond or contradict with the requirements of strategic objectives, which are needed to be resolved due to the development needs of the organization. For this, postulation of key functions into the system of functional and structural organization connections is assumed, which is required to implement the chosen strategy. Then, using empirical analyzes, highlight segments of functional and structural relations systems, where changes are required because of the emergence of new or modification of the content of the previous functional tasks.At the final stage of the procedure of human resources management system, some actions should be specified, implementation of which assuming the reorganization of its structure for meeting the new challenges in the light of functional innovation policies developed in the organization. Examples of this approach are already in the China practice. (Kibanov A.Y. and Konovalova V.G and Usakova M.V. , 2009).As it is known, the ability of the social system to develop determines its economic prospects. The results of processes, characterizing the whole effect of system development, diagnosed on compliance of achievements in the implementation of targeted programs to increase resilience to changing environmental conditions. (Fakhrutdinova E. and Safina L., Shigapova D., Yagudin R., 2013) The need for development is crucial motivating factor of innovative activity of the industrial organization in order to achieve the economic benefits that enhance its competitiveness. During the realization of innovation policy for the implementation of technical and, especially, managerial innovations some nodes of changes appear in the organizational set of functional and structural relationships of the social system, as the subject of market relations. It is important to note that the implementation of innovative measures is essentially a complex optimization problem. During the implementation process, both technical and managerial innovations in particular should ensure compliance of targets to the requirements of economic growth, restrictions of environment. However, in the local system's boundaries, as an object of innovation, implementation ofinnovations should be maximally free from restrictions of traditionally formed structural links that impede the functional tasks of personnel management system for the implementation of managerial innovations in the development of the organization. Functional activity of service personnel management units in the implementation of innovation policy seems very difficult. For a long time in our country focus was on drafting and implementation of innovations in the technical area with a very limited attention to the implementation of managerial innovations. Their combined share of innovative activities carried out by domestic enterprises was definitely insufficient. Changes in personnel management were conducted, usually, by Schema templates, for example, executing the so-called "gathering" of production, and rarely gave proper effect. Moreover, the main reason for the complexity of implementation of managerial innovations is often that they are generally, not limited to a certain area of the local segment of the connections in the system, but in order to achieve a high effect require changes to the coherent system of organization management. Meanwhile, many of the traditional management systems when reaching its evolution phase of formalization admit, as a rule, only those changes that are adaptive to the previously established procedures of functioning. (Adizes I. K. 2012).As a result, only those management innovations that relate to the fragmentary nature of the changes in technology application are selected. Such innovations, essentially changing nothing just create a formal precedent of external changes and therefore have little effect on efficiency. It would be wrong to assume that the transition to the market, this problem would be resolved spontaneously and organizational behavior of management systems automatically harmonized. Practice of global, and now domestic management, indicates the need for targeted interventions to create an effective human resources management system, capable to perceive innovation, both in the sphere of information technologies and social management. (Kibanov A., 2012). In the world practice tendency of intellectualization of production activity becoming stronger and with the current global trend of labor activity development, in this situation it would be improvident to treat organization staff as a passive object of control, even with the most effective human resource management system (Fakhrutdinova E. and Kolesnikova, J., 2013).By virtue of continuously improving education and the reality of informal in-depth analysis of management decisions processes, in front of the staff of the organization new approaches for interaction between management and staff of the organization are appearing. These new approaches to human resource management should provide organic interaction between managerial administration and self-development processes of organization. For this purpose, at least, the willingness of management,including human resources management system, is required to a significant change attitude towards feedback, for which this information is considered as the most valuable in makingdecisions regarding the strategic programs of social development organizations.chapter four. Human Resource Management in Chinese manufacturing companies1、Sources and methodsData for this study was collected using the questionnaire designed by Czech and Chineseco-researchers. The questionnaire of total number of 58 questions divided into several sections referring to various aspects of HR management was designed to reflect both the Chinese and Czech industrial environment what would provide a relevant material to compare both environments in further research. 82 local manufacturing companies of Hubei province were invited to participate in the research. The questionnaire was sent via email together with an introduction letter. We received 67 completed questionnaires, one per company, what makes good return rate of 81.7%. As this was the initial study of a long time cooperation project not all the data acquired was analyzed for the purpose of this paper which is focused on basic analysis of questions dealing with a HR department characteristics and settings as well as with HR planning, training, recruitment, etc. Data were analyzed using by free-ware R (version 3.2.2) software environment for statistical computing and graphics, descriptive statistics and ANOV A tests were performed.Human resources represent, and for sure will represent also in the future, the greatest potential competitive advantage of companies. The condition of the materialization of this prerequisite is an effective management of human resources, i.e. careful planning, organizing, leading and controlling (Samolejova et al., 2015). Manufacture industry is the pillar of China national economy, ranking the third in the world in terms of size. Nevertheless, most products are located at the lower end of value chain with weak competitiveness and anti-risk capabilities. In contrast, foreign owned companies have owned absolute advantage with core-technology and thereafter hold on the higher end of manufacture value chain. In China, 80% Hi-Tech exports come from foreign invested companies. Behind this phenomenon, a very big gap of human capitals and HRMFigure 4.1Distribution of companies by ownership type. performance implicates the truth: foreign invested companies have attracted the majority of high-level technical talents and professionals.How to acquire human resource and keep employees motivated and committed is the key to enhance the competitiveness of Chinese manufacturers. A big effort has been made recently in research on Human Resources Management both in western countries and China trying to compare practices and find a common way to take advantage of different practices among manufacturing companies (Cooke, 2013). Since the initial studies (Björkman and Lu, 1997) on HR in Chinese—western joint ventures many researchers focused on comparison and transfer of best practices both from Chinese to western companies and from western to Chinese companies. Journal of Chinese Human Resources Management founded in 2010 could be the proof of HRM topic importance. A review (Wang et al., 2014) of the journal is available discussing all the main aspects mentioned above. Aim of this study is to contribute to HR research in terms of specific HRM aspects of Chinese manufacturing companies. Data acquired during this study will be used in further research to compare Chinese and Czech practices and provide both sides a set of recommendations on HRM and possible transfer of experiences and practices.2、ResultsThis survey was focused on the manufacturing companies in Central China. Several indexes such as ownership type (see Fig. 1) and size (see Fig. 2) were used to reflect the basic features of the surveyed companies. Following text of the results section is divided into 5 subsections according to specific HR aspects.Figure 4.2 Distribution of companies by size.Chapter five. The improvement of human resources management1、The setting of HR departmentInclusion of the human factor as the most important power in production and service industry is considered as one of the most important characteristics of the post-industrial society. Indeed, as humanity shows a need to handle new information against rapidly increased information, change, and developments, the resistance against the change has also increased. So, regardless the area of operation, the fact that the primary element determining the success of an entity is employees and the relations between them has led to the development of policies, principles, and applicationsrelated to employees, and management of the employees has become an exclusive area of research and application.Human resources management covers all the regulations using human as the basis, making it more effective, useful, and productive, and on the other hand enable him to reach job satisfaction and happiness.Human resources management considers management in general and management of employees specifically in a wide perspective and take human as the center. This is the result of the fact that information naming today`s information society period and increasing with enormous speed is a product of human. Therefore, human is not a part of the production process rather he has been empowered as the power defining, directing and coordinating the processes of production and service. In this manner, the role of human in business sphere has changed. All expenses made for human is no longer considered as an expense but an investment in human resources .Today there are three main resources for the businesses. These are human, technology, and capital. Human resources management is all the management methods and techniques including using and developing human force as the most important source of businesses in the most suitable and productive way in accordance with the targets of the business.The HR department is generally a formal unit within a firm that develops and implements policies, programs and procedures for the acquisition and de velopment of the firm’s human capital, consistent with the needs of the firm’s primary stakeholders. Whether to set up a dedicated HR department is mainly subjected to the numbers of employees, and also influenced by ownership and performance of company. It was found out that 88.24% of the responding firms have set up specialized HR department or personnel department. Statistical tests show that significant difference (P = 0.001 < 0.01) exists between large, medium and small firms in terms of this part. 100% of large and medium-sized companies have independent HR departments while 76.47% small firms do not. This study has also found that in small firms which have not independent HR department, the HR functions are usually combined into administration, or business management department. The result is similar with that of a large-scale survey on the HRM situation of Chinese enterprises which was conducted by Development Research Center of the State Council (DRC) and China Human Resource Development net (2003). The survey found out that 90% of firms with more than 1000 employees have dedicated HR department, in the meantime, only 44% of firms with no more than 100 employees have it as well.2、The number of HR employeesAmong the companies, Huawei Science & Technology has equipped the biggest number of HRs to 5000 persons, average number of HR employees is 98; 11.94% of firms have not full-time HR employee and all of them are small firms. Test illustrates that in terms of the number of HR employees, there is significant difference (P = 0.000 < 0.01) between large, medium andsmall-sized firms, significant difference between state-owned, private and foreign owned companies, and between listed companies and non-listed ones as well. According to the variable of size, small firms have 3.56 HRs, medium-sized firms have 8.67 and large-sized firms have 1030.67 in average. According to ownership type, state-owned enterprises have 12.75 HRs, private firms have 172.39, stock companies have 12.75, joint ventures have 7.5 and foreign owned companies have 5.5 HRs in aver-age. Further analysis has identified that the size of firm is significantly and positively relevant to the number of HR employees. There is no standard ratio between the number of HR employees and the total employees. In this study, the ratio varies dramatically from 1:2.5 to 1:458.84, average ratio is 1:62.99. This ratio describes for how many employees a single HR manager serves, or how many HRs should be equipped against the size of company. More precisely, the rate is influenced by many factors, such as industry, technology, business, ownership and the attitude of stakeholders towards HRM. Concerning this survey, the rate between the number of HRs and total employees significantly differ between the different sized firms (P = 0.000 < 0.01), and the same as between state-owned, private and foreign owned companies. It might be supposed that the rate of HRs is influenced by the factor of employee number and ownership of firm.3、Human resource planningThe understanding of the value of the talents and acceptance thereof as the most strategic competition resource at management level is the result of the developments experienced in the last 30-40 years. In the field of management, the first person indicating that the talents have the capacity to move a business to a unique place was Selznick. According to Selznick, the talents with such characteristics are the distinctive factors of a business carrying the business to the forefront. Hamel and Praha lad have positioned talent as a competition resource and argued that it is an obligatory condition for continuous competitive advantage. The experts have also claimed that the talents revealed as a result of sharing based learning transform by interacting with any and all knowledge, mastery, experience, cultural codes and technical process and as a result establish the non- duplicable competition power.Among the 67 firms under survey, 47 firms have defined Human Resources Strategy and Planning, 24 firms (35.82%)have their own policies in all the HR functional areas as recruitment, evaluation, remuneration, training and development, and corporate culture, while 17.91% have policies in four areas and 23.88% had in three areas only. In general, the interviewed HR managers have given quite common evaluation on the HRM status in their companies; they agree that it is critical to enable all the staff to realize the valueof human capital and the importance of HRM work to the success of business, especially in the technology-intensive manufacture industry.。

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现代人力资源管理-英文文献翻译英文文献翻译TRANSLATION OF ENGLISH LITERATUREModern Human Resources Management1. The general situation of human resource managementModern human resources management of enterprise roughly can divideinto three levels, tactics plan, and carry out plan. Three levels represent human resources management advance, can embody the transition from traditional personnel management to modern human resources management. We will welcome E era in the 21st century. In the face ofthe brand-new challenge, enterprises to obtain the competition advantage, human resources development and management can't be ignored. Through adapt to E era violent change and new challenge can promoteenterprises’ organization system development,procedure recombination and management transformation. To promote latent energy of human resources become enterprise human resources management department’s chief duty.Among the course of enterprise management developing, it is not difficult to find that enterprise management have gone throughproduction period and market period ,then enter the human resources leading period. We can say, at E era human resources will becomedirection of enterprises management. As we know, production period have kept quite a long stage, then we paid attention to products. Ford Motorwas a vivid case of that period: Do you need the automobile which other colors? We only produce the black.Market leading is the trend of recent ten years domestic enterprises also pay attention to it. Its character is to pay attention to market trend, market require, and customer satisfaction. Products quality and service are the foundation of customer satisfaction. Product quality and service promoted, enterprise could keep the occupation rate of market.Enterprise will adopt human resources to E era main characters globalization, world net and knowledge. Enterprises must know the function of human resources in the development.First of all, knowledge and technology have changed the measure of enterprise’swealth and competition rule. Knowledge is strategic assets of enterprise, enterprise is the organization which can combine, create, transmit and use knowledge. So whether enterprises have innovative knowledge, or heterogeneity technology be not coded, will promote enterprises to boost productivity in succession, promote and create the advantage in competition. As knowledge and technology’s medium (human resources) on behalf ofspecial knowledge, technology and ability. Though science and technology and knowledge of enterprise invisible, knowledge, technology and ability’s medium (human resources) isrealistic, and can manage, train and develop. So, human resources of enterprises become the key factor of enterprise’s market value. For instance speaking, the market value of Microsoft goes beyond GE.In era of knowledge-driven economy, the fundamental change takes place in enterprises’ competition. E-era is knowledge-driven economy era, the competition based on key ability of enterprise. According to McKinsey advisory company’s view so-called key1ability mean organization’s a series of complementary technical ability and knowledge, it have made one or many aspects of business reach competition field first-class level. The cultivation of enterprise’s key ability wil l be based on information management. As to abroad position CEO, CIO, CKO (Chief Knowledge Officer), Chinese should be called chief knowledge officer or knowledge inspector. The responsibility is to promote staff knowledge and technical ability constantly, to guarantee organization’s competitiveness at high level.Secondly, networked development change traditional space-time conception, create one no demarcation and global working environment and vision. So, the development at full speed of the new technology, not only improved production efficiency, reduced the trade expenses greatly, but also made an impact to enterprise’s management. For example, application of computer and network technology, redistribute the power of enterprises. The development of communication means and networktechnology enable customer and staff getting more relevant information, improving reaction speed and flexibility. The development of technology will redefine working time and working model constantly. The development of information technology, make enterprises realize the important function of technology creator. More and more enterprises will improve the human resources management to quite important extent.Moreover, globalization has already changed the border of the competition. Enterprises will face unprecedented challenge. Global economy integration under trade liberalization will make multinational enterprises become important strength in international market competition. To obtain competition advantage under globalization background, enterprises’ administrators and human resources department must take human resources to program. They will set up new mode and procedure, train global sensitive sense and key ability. A lot of trans-corporation adhere “thinking globalization, take action locality” principle. It is the challenge that globalization bringto enterprises. The promotion of international competition must promote enterprises to dispose resources in the whole world, including human resources disposition in world wide. Management including problems as follows: the difficulty training, conflict of different culture and managing cross-culturally will become important problems ofenterprise’s human resourcesmanagement.2. E era: Deep change of human resources managementE era, knowledge and technology, network and globalization are the main character. New market, new product and new concept contain new thinking of enterprise’s key abilityand management style. Human resources management in enterprise will take deep change:In the face of knowledge economy society, it demanding knowledge and information shared. Network make institutional framework do away with hierarchical system. On one hand, network tissue group replace regular working office or position. Inside enterprises, the group and the other group are independent and complementary, the comprehensive result of the sum greater than the part wholly. In this case, group depends on members’ability (not post) and tusk. Performance of group is the standard to get reward. On the other2hand, network made middle management information sharing loser. So, high positions reducing in the enterprise, it made the traditional promotion way reduce. In adapt to the development of enterprise human resources system. The work is not a position but a task and the task changing constantly.In future, the steady, machinery, repeated work will be replaced by the machine. There only left mental work, creative work. The “knowledge worker” will utilize hisknowledge and innovation ability, offer products and additionalvalue of service. People no longer regard pursuing the senior managerial position as the main goal of job development. What they need are bigger autonomy and working elasticity, in order to give play to their higher production capacity. Thus, as the administrator, must be good at communicating and building the relaxed working atmosphere. With engineering level developing constantly, staff will be more and more important among enterprise. To meet staff working and life requests become E era one key goal of human resources management. The staff need get the fair and reasonable pay, get development self chance and condition. He need job security. In other words, enterprises willrealize what the staff need is not work, but the vocation.As to above-mentioned changes, organization system redesigned should on background of human resources management of E era. E era, organization system will change produce, market, sale and research, development and financial departments. But implement a hierarchical system and network framework. In traditional pyramid institutional framework, it was ordering and control that emphasized, emphasis describing the staff’s task clearly, so the expectation to the staff of the organization is clear. To promote staff vertical means increase, improvement and high remuneration of status and responsibility. All information of human resources management concentrated on the supreme administration and supervision authorities. By contrast, in flat institutional framework, emphasize the mandate of the staff, and make upwork group on commission. The organization encourages the staff to expand one’s own working content, improve thestaff's common ability and flexibility. Train system and remuneration system support the promotion of competence. In networked organization, company will make up various kinds of work groups according to special ability to finish the specific task. The work group usually includes expert. In networked organization, emphasize the management of staff participation, construct the border of organization again. Over the past 5-10 years, industrial economy era occupy specializing in ordering with control decision and resource allocation to arrange status concentrate on management that make way for flexible organization system already. GE’s CEO Jack Welch said, “Guarantee and organizesuccessful, the key is to let suitable persons to solve the most important business question. Whether he enterprises which grade and which position in organizati on.” It is the vividportrayal of this mechanism. In practice, the most important thingis to let the staff step functional departments and work together, and guarantee they have the power of decision and information needed. Look from trend, human resources management emphasize staff individual and work group’s responsibility. Achievement of work group become the core, to encourage staff individual will become history.3As the wide application of Internet technology, the competition and development will under the background “E-Business” times. It is obvious, management reconstruction andprocedure recombination will become important means to breaktraditional rule and tot to the growth obtain new competitive power. The rule of industrial economy can’t adapand development of E-era. Human Resource Department is layman or servant of technology no longer, information technology will be got application in human resources management widely. The manpower resources management of enterprises will set up on ent erprise’s network framework, and break through the limitation of the enterprise border. Research, exchange and communication inside and outside enterprises will be swifter. In human resources, employee’s relation, job vacancy, expert searches, employees trainingand support, and study remote will use Internet effectively.Internet technology can help enterprises organize and realize fictitiously management. Internet technology will help enterprises toset up the administrative system of knowledge, set up studying type organization, help enterprises to win competitiveness of long-term development. One organization must have ability on “how to study”, study ability willbecome competition advantage than rival.3. E era: Existence of the human resources managerIn E era competitive environment changing fast, it makes the managers face the change of human resources management field, play arole in transformation. More and more enterprises realize that set up competition advantage, the key is to make human resources management effective. The administrator on the senior level of enterprises places much hope on this. Enterprise’s human resources manager would meet the challenge of Eera.First of all, enterprise's human resources administrator's duty will be liberated from homework, administrative affairs gradually, will engage in strategic human resources management more. So, enterprise manpower resources by the original non-mainstream functional department gradually become administrative department and strategic partner of business management. Among the 1994, American human resources management association meeting, council chairman Gale Parker point out, “Enterprise rebuild, structurerecombination, scale simply require human resources managers to become CEO's strategic partners, help to plan, implement the organization transformation. The human resources managers participate in enterprise’s plan to organize the operational activity more and more. They lead enterprises improvement, set up competition advantage, propagate function technology and act as the role propagator and promoter, and will responsible for staff's performance and productivity etc.. Many foreign enterprises’ human resources directed bya vice president. It can improve human resources strategic value.As we know that traditional human resources management of enterprise can roughly be divided into two respects, one from homework, another strategic. So-called homework project mean attendance, personnel file administration, performance check and rate, wage and welfare administration and general affairs. And strategic project include manpower resources formulation, execution of policy, help on the middle and senior level selection of4executive, education, training, career of staff plan, organization development plan and retain staff for business development. Some non-central, traditional personnel management would be put out. It can promote competitiveness, because of the added value of homework is very low, and human resources manager divert his attention and be deviated from the important strategic affairs. Staff affairs should be managed by other “affairs department”.So, Enterprise’s human resources manager will be from that kind of administration of the past gradually. Role of general affairs and welfare committee would be changed. And become learning type organization, training pusher, senior advisor agent, strategic business partner, administration’s expert and improvement advocator.Secondly, manpower resources manager need to possess the corresponding global human resources management skill, he can understandand grasp the suitable professional knowledge. He required speak the same “language” to the business segments. Humanresources administration is very important in the chain of enterprises day by day. It includes not only outside customer but also departments of enterprise. Human resource department should move towards “the service center” from the status “power center”. Human resources manager must possess a brand-new mode of thinking. And know customer’s need and howto offer these services.Finally, human resources manager should locate a new role. Michigan University Reich professor said, as helper of enterprise to get competitiveness, human resources management should pay attention to output of work. According to strategic policy, administration’s efficiency, the staff’s contribution and changing, these four kinds outputsof human resources management, Reich sum up 4 basic roles of human resources management. They are strategic human resources, mechanism structure, of staff management contribution, management transition and change.In order to realize the above-mentioned roles, enterprise’s human resources managerneed master four major key technical skills.First, they should master the business procedure.Human resources employee becomes a part of core managing and management. They participate in the basic operational activity, have strategic business directions.Second, they grasp the manpower resources.It means that human resources management should guarantee basic managements and coordinate each other, and should bear theresponsibility the executive function.Third, personal reputationIt means that human resources employee should possess good interpersonal influence, conquest ability and innovation ability.Fourth, grasp transformationIt requires human resources manager to understand how to lead enterprises’improvement and recombination.5现代企业人力资源管理一、现代企业人力资源管理概况现代企业的人力资源管理大致可分为三个层次，及策略规划、制度规划和作业执行。