人力资源管理基础【外文翻译】
人力资源管理基础【外文翻译】
外文翻译Fundamentals of Human Resource Management Material Source:Fundamentals of Human Resource Management Author: RaymondA.Noe JohnR.Hollenbeck Barry Gerhart PatrickM.WrighSKILLS OF HRM PROFESSIONALSWith such varied responsibilities,the human resource department needs to bring together a large pool of skills.These skills fall into the four basic categories shown in Figure1.4:human relations skills,decision making skill,leadership skills,and technical skills.Human Relations SkillsThe ability to understand and work well with other people is important to virtually any career,but human relations skills have taken on new significance for human resource management today.As organizations’managemers increasingly appreciate the significance of human resources,many are calling for HRM to become the “source of people expertise”in the organization.HR managers therefore need knowledge of how people can and do play a role in giving the organization an advantage against the competition,as well as of the policies,prog rams,and practices that can help the organization’s people do so.Some of the human relations skills that are particularly important for today’s HR professionals are communicating,negotiating,and team development.Decision-Making SkillsHuman resource managers must make a wide variety of decisions that affect whether employees are qualified and motivated and whether the organization is operating efficiently and complying with the law.Especially at organizations that give HRM departments a role in supporting strategy,HR decision makers also must be able to apply decision making skills to strategic issues.This requires knowledge of the organization’s line of business and the ability to present options in terms of costs and benefits to the organization,stated in terms of dollars. Decisions must also take into account social and ethical implications of the alternatives.The“HR HOW TO”box describes some of the decisions involved when a company wants to include interns in its workforce.Leadership SkillsThrough their knowledge,communication skills,and other abilities,HR managers need to play a leadership role with regard to the organization’s human resource.In today’s environment, leadership often requires helping the organization managechange.Fulfilling this leadership role includes diagnosing problems,implementing organizational changes,and evaluatingresults,especially in terms of employees’ skills and attitudes.Changes typically produce conflict,resistance,and confusion among the people who must implement the new plans or programs.HR professionals must oversee the change in a way that ensure success.HRM provides tools for overcoming resistance to change, teaching employees to operate under new conditions,and even encouraging innovation. A survey of large corporations found that in 87 percent of the companies,organization development and change were managed by the HR department.Technical SkillsIn any field,including management,“technical skills”are the speccialized skills of that field.In humanresource management,professionals need knowledge of state of the art practices in such areas as staffing, development,rewards,organizational design,and communication.New selection techniques,performance appraisal methods,training programs,and incentive plans are constantly being developed.These developments often include the use of new software and computer systems.New laws are passed every year,and technical skills require knowledge of how to comply.Professionals must be able to evaluate the worth of the techniques that are available for carrying out HRM activities.Some of the new methods and tools will provide value to the organization,whereas others may be no more than the HRM equivalent of snake oil.HRM professionals must be able to critically evaluate new techniques in light of HRM principles and business value to determine which are beneficial.HUMAN RESOURCES AND COMPANY PERFORMANCEManagers and economists traditionally have seen human resource management as a necessary expense,rather than as a source of value to their organizations.Economic value is usually associated with capital-cash,equipment, technology,and facilities.However,.research has demonstrated that HRM practices can be valuable. Decisions such as whom to hire,what to pay,what training to offer,and how to evaluate employee performance directly affect employees’motivation and ability to provide goods and services that customers panies that attempt to increase their competitiveness by investing in new technology and promoting quality throughout the organization aslo invest in state of the art staffing,training,and compensation practices.The concept of “human resource management”implies that employees are resources of the employer.As a type of resource,human capital means the organization’s employees,d escribed in term of their training,experience,judgement,intelligence,relationships,and insight-the employee characteristics that can add economic value to the organization.In other words,whether it manufactures automobiles or forecasts the whether,for an organization to succeed at what itdoes,it needs employees with certain qualities,such as particular kinds of training and experience.This view means employees in today’s organizations are not interchangeable,easily replaced parts of a system but the source of the company’s success or failure.By influencing who works for the organization and how those people work,human resource management therefore contributes to such basic measures of an organization’s success as quality,profitability,and customer satisfaction..RESPONSIBILITIES OF HUMAN RESOURCE DEPARTMENTS In all but the smallest organizations,a human resource department is responsible for the functions of human resource management.On average,an organization has one HR staff person for every 100 employees served bu the department.Table1.1 details the responsibilities of human resource departments.SOURCE:Based on SHRM-BNA Survey No.66“Policy and Practice Forum:Human Resource Activities,Budgets,and Staffs,2000-2001,”Bulletin to management,Bureau of National Affairs Policy and Practice Series(Washington,DC:Bureau of National Affairs,June 28,2001) Although the human resource department has responsibility for these areas,many of the tasks may be performed by supervisors or others inside or outside the organization.No two human resource departments have precisely the same roles because of differences in organization sizes and characteristics of the workforce,the industry,and management’s values.In some companies,the HR department handles all the activities listed in Table1.1.In others,it mayshare the roles and duties with managers of other departments such as finance,operations, or information technology.In some companies,the HR department actively advises top management.In others,the department responds to top –level management decisions and implements staffing,training,and compensation activities in light of company strategy and polies.译文人力资源管理基础资料来源:人力资源管理基础作者：RaymondA.Noe著人力资源专业人员的技能由于人力资源部门承担着各式各样的职责,需要集中运用大量的技能。
人力资源管理介绍英文IntroductionofHumanResourcesManagement
HR strategy
Control HR Strategy ─ Clear job descriptions ─ Detailed work planning ─ Emphasis on technical skills ─ Job-specific training ─ Job-based pay ─ Performance evaluations for control
▪ Significant resources on training ▪ Offering free or low cost healthcare, providing on-site athletic facilities,
cafeteria ▪ Giving employee stock options ▪ Practicing open-book management ▪ Recognizing excellent performance
Industrial Revolution ─ Changed the nature of work ─ Large numbers of people to work together
The personnel administration movement ─ By the late 1800s and early last century ─ The personnel profession (e.g., welfare secretary) began to emerge ─ Basic personnel management functions, such as employee selection, training and compensation and benefits.
德斯勒《人力资源管理基础(第4版)》英文课件Ch01_alt
Why Study HRM? You May Become a HR Manager
One third of U.S. businesses surveyed appointed non-HR managers One half of people working in the U.S., work for small firms
2020 11.2%
25–54
70.2
71.1
66.9
63.7
55+
11.9
13.1
19.5
25.2
White, non-Hispanic
77.7
72.0
67.5
62.3
Black
10.9
11.5
11.6
12.0
Asian
3.7
4.4
4.7
5.7
Hispanic origin
8.5
11.7
14.8
18.6
Line Managers’ HRM Responsibilities: (1 of 2)
• Placing the right person in the right job • Employee orientation • Training employees for new jobs • Improving job performance for each employee • Gaining cooperation & developing smooth
• Today: $4.7 Trillion • 1980: $562 Billion • 1960: $47 Billion
人力资源管理基础知识
人力资源管理基础知识人力资源（Human Resources，简称HR）是指一个组织中担负着管理、开发和保持该组织员工及其工作环境的职能部门。
人力资源管理（Human Resource Management，简称HRM）是指通过人力资源的合理组织、配置、培养和激励，为组织提供持续的竞争优势，并实现组织目标的管理过程。
本文将介绍人力资源管理的基础知识。
一、招聘与录用招聘是指组织通过各种渠道吸引人才，并选择适合的员工加入组织。
招聘常用的方法有招聘网站、人才市场、内部推荐等。
录用是指经过招聘后，通过面试、考核等环节选定合适的候选人加入组织。
录用过程中需要了解候选人的能力、资历和背景等情况。
二、薪酬管理薪酬管理是指组织为员工提供经济回报的管理活动。
薪酬管理的目标是确保员工的薪酬能够有效激励其工作表现并与组织目标相一致。
薪酬管理涉及到薪资标准、薪资调整、绩效奖金、福利待遇等方面。
三、培训与发展培训与发展是指组织通过各种培训和发展计划，提高员工的工作能力和素质。
培训与发展可以通过内部培训、外部培训、岗位轮换等方式进行。
培训与发展的目标是提高员工的绩效、激励员工的职业发展，并为组织的长期发展储备人才。
四、绩效管理绩效管理是指组织对员工的工作表现进行评估和管理的过程。
绩效管理的目标是为员工提供反馈，激发其工作动力，并为员工的绩效提供改进的机会。
绩效管理包括目标设定、绩效评估、绩效反馈等环节。
五、员工关系管理员工关系管理是指组织与员工之间建立和谐的关系，包括沟通、沟通、员工满意度调查等活动。
良好的员工关系能够提高员工的参与度和忠诚度，促进组织的稳定发展。
六、劳动法律法规劳动法律法规是指国家对劳动者权益和用人单位权益进行规范的法律和法规。
在人力资源管理中，必须遵守劳动法律法规的相关要求，保障劳动者的权益，维护用人单位的合法权益。
综上所述，人力资源管理是组织中至关重要的一项活动，通过合理的招聘、薪酬管理、培训与发展、绩效管理和员工关系管理，能够有效地激发员工的工作热情和创造力，提高组织的绩效和竞争力。
人力资源管理(中英文经典概述) ppt课件
精品资料
• 你怎么称呼老师？ • 如果老师最后没有总结一节课的重点的难点，你
是否会认为老师的教学方法需要改进？ • 你所经历的课堂，是讲座式还是讨论式？ • 教师的教鞭 • “不怕太阳晒，也不怕那风雨狂，只怕先生骂我
笨，没有学问无颜见爹娘 ……” • “太阳当空照，花儿对我笑，小鸟说早早早……”
PART 1 人力资源管理简介
WHAT IS HRM？
什么是人力资源管理
人力资源管理就是预测组织人力资源需求并作出人力需求计划、招聘选 择人员并进行有效组织、考核绩效支付报酬并进行有效激励、结合组织 与个人需要进行有效开发以便实现最优组织绩效的全过程
Human resource management is to predict the organization human resources demand and to make human demand plan, choice of recruiting staff and pay the remuneration for effective organization, performance appraisal and effective incentive, to meet the needs of organizations and individuals to develop effectively in order to realize the whole process of the optimal organizational performance
their current job
and growth
培训的作用The role of training
响应环境的变化 Respond to changes in the environment
人力资源常用词汇英汉对照
人力资源常用词汇英汉对照Human resource management is a critical component of any organization. It is the integral process that deals with recruitment, evaluation, and development of employees. It is an ever-evolving process that requires an extensive knowledge of the industry, such as the ability to communicate with staff efficiently and to correct issues proactively. One of the most important elements of effective human resource management is the ability to understand and use the right vocabulary associated with this function. Here is a comprehensive guide to human resource management terminology in English and Chinese.1. Employee员工/雇员This term refers to an individual who is employed or paid by an organization or company to provide certain services or work.2. Employer雇主/雇用者An employer is a person or organization that hires individuals (employees) to perform specific tasks or activities.3. Recruitment招聘Recruitment is the process of identifying and hiring the right person for a given position. It involves posting the job vacancy, shortlisting resumes, and conducting interviews.4. Job Description工作描述A job description is a detailed document that outlines the tasks, responsibilities, qualifications, and expectations of a particular job or position.5. Job Posting职位发布A job posting is an advertisement placed by an organization to attract candidates to apply for the job vacancy.6. Resume/CV简历A resume or curriculum vitae (CV) is a document that summarizes an individual's work experience, education, and skills used for job applications.7. Interview面试An interview is a formal meeting between an employer and a job applicant to assess the candidate's suitability for a specific job.8. Background Check背景调查/调查证明A background check is a process of verifying an individual's identity, education, criminal record, and work experience.9. Orientation入职培训/新员工介绍Orientation is an activity that aims to introduce new employees to the company's culture, policies, and procedures.10. Performance Management绩效管理Performance management is the process of establishing clear expectations and objectives for employees, monitoring their progress, and providing feedback to improve performance.11. Training and Development培训和发展Training and development is an ongoing process of educating employees to enhance their skills, knowledge, and abilities to perform their job effectively.12. Benefits福利Benefits are offerings provided by an organization to employees in addition to their regular salary. It can include paid time off, health insurance, retirement plans, etc.13. Compensation薪酬Compensation is the financial rewards and benefits that an employee receives in exchange for their work.14. Performance Appraisal绩效评估Performance appraisal is a formal process of assessing employee's job performance and providing feedback to improve future performance.15. Termination解雇Termination is the process of ending employment due to voluntary resignation or termination by the employer.In conclusion, the vocabulary of human resource management is essential for effective communication in this sector. Understanding the above terms in both English and Chinese is essential in the recruitment and management of employees to achieve desired business objectives.。
外文翻译---人力资源管理系统
外文翻译---人力资源管理系统Human Resource Management SystemA Human Resource Management System (HRMS) is a are n that combines many human resource ns。
including benefits n。
payroll。
recruiting。
and training and development。
The systemis ___。
___.The HRMS ___ efficiently。
cing the time and effort required to manage personnel files。
The system also provides employees with self-service ns。
such as the ability to access their own personal n and benefits n.___ is a key n of an HRMS。
The system can manage employee benefits。
including health insurance。
retirement plans。
and other benefits。
The system can also track ___.Payroll management is another important n of an HRMS。
The system can manage employee payroll n。
including salary andwage n。
tax n。
and ns。
The system can also manage employee time and attendance records。
cing the time and effort required to track ___.___ is another n of an HRMS。
人力资源管理基础第二版英文PPT完整版 dessler_fhrm2_inppt11
OSHA Record-Keeping Procedures
❖must maintain records of occupational injuries and illnesses, and report both occupational injuries and occupational illnesses
A Manager’s Briefing on Occupational Law
❖Occupational Safety and Health Act 1970
∟ Passed to assure, as far as possible, every
working man and woman in the nation has safe and healthful working conditions and to preserve our human resources
❖OSHA takes a “worst-first” approach in setting
inspection priorities.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
11-10
Inspection Priorities
accidents.
3. Explain how to prevent accidents at work. 4. Discuss major health problems at work and
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。
人力资源管理中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech firms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not significantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are beneficial to the goals of the firms. Furthermore ,our findings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit e mployees’ in-role behaviors by providing financial and other non-financial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors.IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system.Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also influence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the fulfillment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these findings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have confirmed that violated psychological contracts negatively influence employees’ role behaviors while fulfilled psychological contracts have positive influences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systems and role behaviors. Our results will provide insights regarding the reason for HR sy stems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them specific inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HR system–employee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly.Psychological ContractsInitially, a psychological contract was defined as an implicit, unwritten agreement between parties to respect each other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the followi ng five characteristics: focus ,time frame, stability, scope, and tangibility. Specifically, transactional contracts focus on economic terms, have a specific duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges o f specified performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-specified performance terms. Empirical evidence supports not only the existence of these two different types of psychological contracts, but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly defined jobs,limited training efforts, relatively limited benefits, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts.Hypothesis 2Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such as HR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. In other words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HR systems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individual appropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-role and extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities of an assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide financial and other non-financial, but tangible inducements in exchange for employees’ in-role behaviors.The exchange of financial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive benefits in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that benefit the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. For this reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2005). In other words, to elicit employe es’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system–OCBs relationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs.MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2005).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech firms, and these firms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts significantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personalcontacts and a snowballing technique. All of these companies are publicly held companies or have employees numbering over one hundred. We distributed 75 survey packages to 60 high-tech firms. Each survey package contained an immediate manager questionnaire and five knowledge worker questionnaires. A cover letter for immediate managers attached to each survey package explained the objective of the survey, assured respondents of the confidentiality of their responses, and asked them to randomly select five subordinates to complete the knowledge worker questionnaires. Thirty-two survey packages were returned for a response rate of 42.67%. Specifically,we received questionnaires from 32 immediate managers and 146 knowledge workers from 25 high-tech firms. After deleting incomplete questionnaires and records with unmatched supervisor-worker dyads, we had data from 28 immediate managers and 127 knowledge workers from 25 high-tech firms,representing effective response rates of 47 and 42 percent.Eighty-seven percent of immediate managers were male. The average age was 40 years old, and respondents had on average 11 years (SD = 7.67) of experience in a high-tech field. Twenty-six percent of them had PhD degrees, 52% had master’s degrees, 9% had bachelor’s degrees, and 13% had vocational school diplomas. Compared to immediate managers, 68 percent of knowledge workers were male. The average age of the knowledge worker was 33 years old, with 80 months of work experience. Sixty-four percent of them were engineers, and 29% were R&D professionals. Ten percent had PhD degrees,42% had master’s degrees, 34% had bachelor’s degrees,and 14% had vocational school diplomas.MeasuresCommitment-based HR SystemLepak and Snell’s (2002) twenty-item scale was adopted to measure the extent to which an organiza tion’s HR system nurtured employee involvement and maximized the organization’s return on its HR investment. The original scale was in English. It was translated into Chinese and then back-translated into English (Brislin 1980) by two Chinese bilingual academics. We then gave the English and Chinese versions of the questionnaires to yet another Chinese academic (a professor of HRM) to check whether the Chinese version was accurate. The response scale ranged from 1 (strongly disagree) to 5 (strongly agree). These employees perform jobs that empower them to make decisions.DiscussionOur study contributes to both the human resource management and psychological contract literature in a number of ways. Research results indicated that commitment based HR systems would be significantly and positively associated with their in-role behaviors and OCBs, addingto our understanding of the relationship between HR systems and role behaviors. The results further indicated that relational psychological contracts mediate the relationship between commitment-based HR systems and role behaviors. In other words, when a firm adopts a commitment-based HR system concerning its knowledge workers, the knowledge workers might perceive that they have open-ended employment arrangements based upon mutual trust, thereby, are willing to perform higher level in-role behaviors and OCBs. This finding not only empirically supports Wright and Boswell’s (2002) contention that psychological contracts can be best viewed as the linking mechanism between HR systems and employee behaviors, but also provides a possible explanation as to how a commitment-based HR system influences knowledge workers’ role behaviors.译文：心理契约关于人力资源与行为角色的中介作用：多层次的分析摘要目的：这个研究的目的是剖析心理契约关于人力资源与行为角色的中介作用。
人力资源管理的基础
人力资源管理的基础人力资源管理（Human Resource Management，简称HRM）是一门重要的管理学科，旨在通过合理、科学地管理人力资源，为企业和组织提供有竞争力的优势。
本文将详细介绍人力资源管理的基础，包括人力资源管理的定义、目标、职责以及重要的技能和能力。
一、人力资源管理的定义人力资源管理是指通过对人员的招聘、培训、激励和发展等一系列活动，从而实现组织目标和员工发展的管理过程。
它不仅仅涉及到人力资源部门的工作，更关乎全员参与、全组织推动的重要领域。
二、人力资源管理的目标1. 为组织提供持续的人力资源支持。
人力资源管理的主要目标是为组织提供适当数量和素质的员工，确保组织各项业务的正常运转。
2. 实现组织和员工的双赢。
人力资源管理致力于通过合理的激励机制、良好的工作环境以及个人职业发展机会，实现组织和员工共同发展的目标。
3. 建立合理的人力资源管理体系。
人力资源管理目标之一是确立一套科学、规范的管理体系，以确保各项管理活动的有序进行。
三、人力资源管理的职责1. 人员招聘与聘用。
人力资源管理负责制定招聘策略、发布招聘公告、面试选拔和聘用入职等环节，以满足组织对人才的需求。
2. 培训与发展。
人力资源管理负责设计培训计划、组织培训活动，促进员工的职业生涯发展和个人能力提升。
3. 绩效管理与激励机制。
人力资源管理负责建立绩效评估体系、确定薪酬福利政策，并通过激励措施激发员工的积极性和创造力。
4. 员工关系与沟通。
人力资源管理负责处理员工关系问题，维护良好的团队氛围，促进沟通和合作。
5. 人力资源信息管理。
人力资源管理负责员工档案管理、数据统计分析、以及人力资源信息系统的建设和维护。
四、人力资源管理的重要技能和能力1. 沟通能力。
人力资源管理需要与各级员工进行良好的沟通，准确地传达组织的政策、目标和要求。
2. 组织能力。
人力资源管理需要合理规划和组织各项招聘、培训和评估等活动，确保工作能够高效有序地进行。
德斯勒《人力资源管理基础(第4版)》英文教学课件第7章
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List and briefly discuss four management
2. Make sure the new employee has the basic information
3. Help the new employee understand the organization in a broad sense 4. Start socializing the person into the firm’s culture and ways of doing things
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Employee Engagement: Onboarding at Toyota
Day 1: Involves welcoming the employees and overview of the organizational structure and culture
Day 2: Involves communication, mutual respect, teamwork, and open communication values overview
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Summarize the purpose and process of employee
orientation
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Employee Orientation
1. Make the new employee feel welcome
人力资源管理基础
人力资源管理基础知识一、定义人力资源管理（Human Resource Management，简称HRM）人力资源：是指能够推动整个经济和社会发展的具有智力劳动和体力劳动能力的人们的总和。
人力资源管理是指根据企业发展战略的要求，有计划地对人力资源进行合理配置，通过对企业中员工的招聘、培训、使用、考核、激励、调整等一系列过程，调动员工的积极性，发挥员工的潜能，为企业创造价值，确保企业战略目标的实现。
是企业的一系列人力资源政策以及相应的管理活动。
这些活动主要包括企业人力资源战略的制定，员工的招募与选拔，培训[1]与开发，绩效管理，薪酬管理，员工流动管理，员工关系管理，员工安全与健康管理等。
即：企业运用现代管理方法，对人力资源的获取（选人）、开发（育人）、保持（留人）和利用（用人）等方面所进行的计划、组织、指挥、控制和协调等一系列活动，最终达到实现企业发展目标的一种管理行为。
人力资源管理的另外一种说法人力资源管理，就是指运用现代化的科学方法，对与一定物力相结合的人力进行合理的培训、组织和调配，使人力、物力经常保持最佳比例，同时对人的思想、心理和行为进行恰当的诱导、控制和协调，充分发挥人的主观能动性，使人尽其才，事得其人，人事相宜，以实现组织目标。
根据定义，可以从两个方面来理解人力资源管理，即：1、对人力资源外在要素--量的管理。
对人力资源进行量的管理，就是根据人力和物力及其变化，对人力进行恰当的培训、组织和协调，使二者经常保持最佳比例和有机的结合，使人和物都充分发挥出最佳效应。
2、对人力资源内在要素--质的管理。
主要是指采用现代化的科学方法，对人的思想、心理和行为进行有效的管理（包括对个体和群体的思想、心理和行为的协调、控制和管理），充分发挥人的主观能动性，以达到组织目标。
现代人力资源管理的定义21世纪是全球化、市场化、信息化的世纪，是知识主宰的世纪。
在新经济条件下，企业人力资源管理必然要发生相应的的变化。
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外文翻译Fundamentals of Human Resource Management Material Source:Fundamentals of Human Resource Management Author: RaymondA.Noe JohnR.Hollenbeck Barry Gerhart PatrickM.WrighSKILLS OF HRM PROFESSIONALSWith such varied responsibilities,the human resource department needs to bring together a large pool of skills.These skills fall into the four basic categories shown in Figure1.4:human relations skills,decision making skill,leadership skills,and technical skills.Human Relations SkillsThe ability to understand and work well with other people is important to virtually any career,but human relations skills have taken on new significance for human resource management today.As organizations’managemers increasingly appreciate the significance of human resources,many are calling for HRM to become the “source of people expertise”in the organization.HR managers therefore need knowledge of how people can and do play a role in giving the organization an advantage against the competition,as well as of the policies,prog rams,and practices that can help the organization’s people do so.Some of the human relations skills that are particularly important for today’s HR professionals are communicating,negotiating,and team development.Decision-Making SkillsHuman resource managers must make a wide variety of decisions that affect whether employees are qualified and motivated and whether the organization is operating efficiently and complying with the law.Especially at organizations that give HRM departments a role in supporting strategy,HR decision makers also must be able to apply decision making skills to strategic issues.This requires knowledge of the organization’s line of business and the ability to present options in terms of costs and benefits to the organization,stated in terms of dollars. Decisions must also take into account social and ethical implications of the alternatives.The“HR HOW TO”box describes some of the decisions involved when a company wants to include interns in its workforce.Leadership SkillsThrough their knowledge,communication skills,and other abilities,HR managers need to play a leadership role with regard to the organization’s human resource.In today’s environment, leadership often requires helping the organization managechange.Fulfilling this leadership role includes diagnosing problems,implementing organizational changes,and evaluatingresults,especially in terms of employees’ skills and attitudes.Changes typically produce conflict,resistance,and confusion among the people who must implement the new plans or programs.HR professionals must oversee the change in a way that ensure success.HRM provides tools for overcoming resistance to change, teaching employees to operate under new conditions,and even encouraging innovation. A survey of large corporations found that in 87 percent of the companies,organization development and change were managed by the HR department.Technical SkillsIn any field,including management,“technical skills”are the speccialized skills of that field.In humanresource management,professionals need knowledge of state of the art practices in such areas as staffing, development,rewards,organizational design,and communication.New selection techniques,performance appraisal methods,training programs,and incentive plans are constantly being developed.These developments often include the use of new software and computer systems.New laws are passed every year,and technical skills require knowledge of how to comply.Professionals must be able to evaluate the worth of the techniques that are available for carrying out HRM activities.Some of the new methods and tools will provide value to the organization,whereas others may be no more than the HRM equivalent of snake oil.HRM professionals must be able to critically evaluate new techniques in light of HRM principles and business value to determine which are beneficial.HUMAN RESOURCES AND COMPANY PERFORMANCEManagers and economists traditionally have seen human resource management as a necessary expense,rather than as a source of value to their organizations.Economic value is usually associated with capital-cash,equipment, technology,and facilities.However,.research has demonstrated that HRM practices can be valuable. Decisions such as whom to hire,what to pay,what training to offer,and how to evaluate employee performance directly affect employees’motivation and ability to provide goods and services that customers panies that attempt to increase their competitiveness by investing in new technology and promoting quality throughout the organization aslo invest in state of the art staffing,training,and compensation practices.The concept of “human resource management”implies that employees are resources of the employer.As a type of resource,human capital means the organization’s employees,d escribed in term of their training,experience,judgement,intelligence,relationships,and insight-the employee characteristics that can add economic value to the organization.In other words,whether it manufactures automobiles or forecasts the whether,for an organization to succeed at what itdoes,it needs employees with certain qualities,such as particular kinds of training and experience.This view means employees in today’s organizations are not interchangeable,easily replaced parts of a system but the source of the company’s success or failure.By influencing who works for the organization and how those people work,human resource management therefore contributes to such basic measures of an organization’s success as quality,profitability,and customer satisfaction..RESPONSIBILITIES OF HUMAN RESOURCE DEPARTMENTS In all but the smallest organizations,a human resource department is responsible for the functions of human resource management.On average,an organization has one HR staff person for every 100 employees served bu the department.Table1.1 details the responsibilities of human resource departments.SOURCE:Based on SHRM-BNA Survey No.66“Policy and Practice Forum:Human Resource Activities,Budgets,and Staffs,2000-2001,”Bulletin to management,Bureau of National Affairs Policy and Practice Series(Washington,DC:Bureau of National Affairs,June 28,2001) Although the human resource department has responsibility for these areas,many of the tasks may be performed by supervisors or others inside or outside the organization.No two human resource departments have precisely the same roles because of differences in organization sizes and characteristics of the workforce,the industry,and management’s values.In some companies,the HR department handles all the activities listed in Table1.1.In others,it mayshare the roles and duties with managers of other departments such as finance,operations, or information technology.In some companies,the HR department actively advises top management.In others,the department responds to top –level management decisions and implements staffing,training,and compensation activities in light of company strategy and polies.译文人力资源管理基础资料来源:人力资源管理基础作者：RaymondA.Noe著人力资源专业人员的技能由于人力资源部门承担着各式各样的职责,需要集中运用大量的技能。