人力资源论文中英文翻译
人力资源外包外文翻译
人力资源外包外文翻译-标准化文件发布号：（9456-EUATWK-MWUB-WUNN-INNUL-DDQTY-KII外文文献及翻译材料Human Resource OutsourcingThe innovation of technology and economic globalization change the economic environment of enterprises. To conquer the uncertainty in the environment and keep the competitive advantage，human resource outsourcing，one of HR service delivery models，has become more and more enterprises choice，which can reduce cost，improve efficiency and gain competitive advantage.Human resources outsourcing means that the enterprise in order to better carry out human resources management activities，part of the business of outsourcing，using outside outstanding professional skills to be integrated in order to achieve lower costs，improving the quality of service and more focus on human resources to the core business objectives。
The domestic human resources outsourcing are relatively concentrated in the cause、advantages、select、a risk model、enterprises from the angle of view of human resources outsourcing more，and the choice of outsourcing service providers research is relatively small。
人力资源论文中英文翻译
人力资源论文中英文翻译The Changing n of Human Resource ManagementIn recent years。
the n of Human Resource Management (HRM) has ___。
___ Instead。
it has ___ in the development of the company。
Secondly。
HR models have also undergone changes。
with the ___。
HR strategies have e more diverse and innovative。
___。
___。
___.n 2: The Exploring Stage of HRM in ChinaChina's ___ stage。
System building is a critical aspect of HRM in China。
as many companies lack standardized HR management ___ also a challenge。
___。
___ is another aspect that requires n。
with companies ___.n 3: ___HR ___。
they need to adapt to the rapidly changing business environment。
which requires them to be ___。
they need to ___。
as the business ___。
they need to ___。
___ challenges。
___ skills and knowledge。
and work ___.Human resource management is a ___ and growth of HRM in terms of pany ns。
人力资源外文翻译--人力资源培训、劳动关系管理人员以及相关专业人才
Occupational Outlook Handbook, 2010-11 EditionHuman Resources, Training, and Labor Relations Managers and SpecialistsNature of the WorkTraining, Other Qualifications, and AdvancementEmploymentJob OutlookProjectionsEarningsWagesRelated OccupationsSources of Additional InformationSignificant PointsThe educational backgrounds of these workers vary considerably, reflecting the diversity of duties and levels of responsibility.College graduates and those who have earned certification should have the best job and advancement opportunities.Human resources occupations require strong interpersonal skills.Much faster than average growth is expected during the projection period.Nature of the Work About this sectionEvery organization wants to attract, motivate, and retain the most qualified employees and match them to jobs for which they are best suited. Human resources, training, and labor relations managers and specialists provide this connection. In the past, these workers performed the administrative function of an organization, such as handling employee benefits questions or recruiting, interviewing, and hiring new staff in accordance with policies established by top management. Today's human resources workers manage these tasks, but, increasingly, they consult with top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies.In an effort to enhance morale and productivity, limit job turnover, and help organizations increase performance and improve results, these workers also help their companies effectively use employee skills, provide training and development opportunities to improve those skills, and increase employees' satisfaction with their jobs and working conditions. Although some jobs in the human resources field require only limited contact with people outside the human resources office, dealing with people is an important part of the job.There are many types of human resources, training, and labor relations managers and specialists. In a small organization, a human resources generalist may handle all aspects of human resources work, and thus require an extensive range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employer's needs.In a large corporation, the director of human resources may supervise several departments, each headed by an experienced manager who most likely specializes inone human resources activity, such as employment and placement, compensation and benefits, training and development, or labor relations. The director may report to a top human resources executive. (See top executives elsewhere in the Handbook.) Employment and placement. Employment and placement managers supervise the recruitment, hiring, and separation of employees. They also supervise employment, recruitment, and placement specialists, including employment interviewers. Employment, recruitment, and placement specialists recruit and place workers. Recruitment specialists maintain contacts within the community and may travel considerably, often to job fairs and college campuses, to search for promising job applicants. Recruiters screen, interview, and occasionally test applicants. They also may check references and extend job offers. These workers must be thoroughly familiar with their organization, the work that is done, and the human resources policies of their company in order to discuss wages, working conditions and advancement opportunities with prospective employees. They also must stay informed about equal employment opportunity (EEO) and affirmative action guidelines and laws, such as the Americans with Disabilities Act.Employment interviewers—whose many job titles include human resources consultants, human resources development specialists, and human resources coordinators—help to match employers with qualified jobseekers. Similarly, employer relations representatives, who usually work in government agencies or college career centers, maintain working relationships with prospective employers and promote the use of public employment programs and services.Compensation, benefits, and job analysis. Compensation, benefits, and job analysis specialists administer compensation programs for employers and may specialize in specific areas such as pensions or position classifications. For example, job analysts, occasionally called position classifiers, collect and examine detailed information about job duties in order to prepare job descriptions. These descriptions explain the duties, training, and skills that each job requires. Whenever a large organization introduces a new job or reviews existing jobs, it calls upon the expert knowledge of job analysts.Occupational analysts research occupational classification systems and study the effects of industry and occupational trends on worker relationships. They may serve as technical liaisons between companies or departments, government, and labor unions.Establishing and maintaining a firm's pay structure is the principal job of compensation managers. Assisted by compensation analysts or specialists, compensation managers devise ways to ensure fair and equitable pay rates. They may participate in or purchase salary surveys to see how their firm's pay compares with others, and they ensure that the firm's pay scale complies with changing laws and regulations. In addition, compensation managers often oversee the compensation side of their company's performance management system. They may design reward systems such as pay-for-performance plans, which might include setting merit pay guidelines and bonus or incentive pay criteria. Compensation managers also might administer executive compensation programs or determine commission rates andother incentives for corporate sales staffs.Employee benefits managers and speci alists administer a company’s employee benefits program, notably its health insurance and retirement plans. Expertise in designing, negotiating, and administering benefits programs continues to take on importance as employer-provided benefits account for a growing proportion of overall compensation costs, and as benefit plans increase in number and complexity. For example, retirement benefits might include defined benefit pension plans, defined contribution plans, such as 401(k) or thrift savings plans and profit-sharing or stock ownership plans. Health benefits might include medical, dental, and vision insurance and protection against catastrophic illness. Familiarity with health benefits is a top priority for employee benefits managers and specialists, because of the rising cost of providing healthcare benefits to employees and retirees. In addition to health insurance and retirement coverage, many firms offer employees life and accidental death and dismemberment insurance, disability insurance, and benefits designed to meet the needs of a changing workforce, such as parental leave, long-term nursing or home care insurance, wellness programs, and flexible benefits plans. Benefits managers must keep abreast of changing Federal and State regulations and legislation that may affect employee benefits. Working with employee assistance plan managers or work-life coordinators, many benefits managers work to integrate the growing number of programs that deal with mental and physical health, such as employee assistance, obesity, and smoking cessation, into their health benefits programs. Employee assistance plan managers, also called employee welfare managers or work-life managers, are responsible for a wide array of programs to enhance employee safety and wellness and improve work-life balance. These may include occupational safety and health standards and practices, health promotion and physical fitness, medical examinations and minor health treatment, such as first aid, flexible work schedules, food service and recreation activities, carpooling and transportation programs such as transit subsidies, employee suggestion systems, child care and elder care, and counseling services. Child care and elder care are increasingly significant because of growth in the number of dual-income households and the older population. Counseling may help employees deal with emotional disorders, alcoholism, or marital, family, consumer, legal, and financial problems. Some employers offer career counseling and outplacement services. In some companies, certain programs, such as those dealing with physical security or information technology, may be coordinated in separate departments by other managers. (See administrative services managers elsewhere in the Handbook.)Training and development. Training and development managers and specialists create, procure, and conduct training and development programs for employees. Managers typically supervise specialists and make budget-impacting decisions in exchange for a reduced training portfolio. Increasingly, executives recognize that training offers a way of developing skills, enhancing productivity and quality of work, and building worker loyalty. Enhancing employee skills can increase individual and organizational performance and help to achieve business results. Increasingly, executives realize that developing the skills and knowledge of its workforce is a business imperative that cangive them a competitive edge in recruiting and retaining high quality employees and can lead to business growth.Other factors involved in determining whether training is needed include the complexity of the work environment, the rapid pace of organizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge and, thus, require new skills. In addition, advances in learning theory have provided insights into how people learn and how training can be organized most effectively.Training managers oversee development of training programs, contracts, and budgets. They may perform needs assessments of the types of training needed, determine the best means of delivering training, and create the content. They may provide employee training in a classroom, computer laboratory, or onsite production facility, or through a training film, Web video-on-demand, or self-paced or self-guided instructional guides. For live or in-person training, training managers ensure that teaching materials are prepared and the space appropriately set, training and instruction stimulate the class, and completion certificates are issued at the end of training. For computer-assisted or recorded training, trainers ensure that cameras, microphones, and other necessary technology platforms are functioning properly and that individual computers or other learning devices are configured for training purposes. They also have the responsibility for the entire learning process, and its environment, to ensure that the course meets its objectives and is measured and evaluated to understand how learning impacts performance.Training specialists plan, organize, and direct a wide range of training activities. Trainers consult with training managers and employee supervisors to develop performance improvement measures, conduct orientation sessions, and arrange on-the-job training for new employees. They help employees maintain and improve their job skills and prepare for jobs requiring greater skill. They work with supervisors to improve their interpersonal skills and to deal effectively with employees. They may set up individualized training plans to strengthen employees’ existing skills or teach new ones. Training specialists also may set up leadership or executive development programs for employees who aspire to move up in the organization. These programs are designed to develop or “groom” leaders to replace those leaving the organization and as part of a corporate succession plan. Trainers also lead programs to assist employees with job transitions as a result of mergers or consolidation, as well as retraining programs to develop new skills that may result from technological changes in the work place. In government-supported job-training programs, training specialists serve as case managers and provide basic job skills to prepare participants to function in the labor force. They assess the training needs of clients and guide them through the most appropriate training. After training, clients may either be referred to employer relations representatives or receive job placement assistance.Planning and program development is an essential part of the training specialist's job. In order to identify and assess training needs, trainers may confer with managers and supervisors or conduct surveys. They also evaluate training effectiveness to ensure that employees actually learn and that the training they receive helps the organizationmeet its strategic goals and achieve results.Depending on the size, goals, and nature of the organization, trainers may differ considerably in their responsibilities and in the methods they use. Training methods also vary by whether the training predominantly is knowledge-based or skill-based or sometimes a combination of the two. For example, much knowledge-based training is conducted in a classroom setting. Most skill training provides some combination of hands-on instruction, demonstration, and practice at doing something and usually is conducted on a shop floor, studio, or laboratory where trainees gain experience and confidence. Some on-the-job training methods could apply equally to knowledge or skill training and formal apprenticeship training programs combine classroom training and work experience. Increasingly, training programs involve interactive Internet-based training modules that can be downloaded for either individual or group instruction, for dissemination to a geographically dispersed class, or to be coordinated with other multimedia programs. These technologies allow participants to take advantage of distance learning alternatives and to attend conferences and seminars through satellite or Internet communications hookups, or use other computer-aided instructional technologies, such as those for the hearing-impaired or sight-impaired. These are based on the progress of the human resources training and improvement. The analysis in this edition of the OOH is based on the 2008-18 employment projections and includes May 2008 wages from the Occupational Employment Statistics (OES) survey. The 2012-13 OOH to be released in late March 2012 will reflect employment projections to 2020 (released on February 1, 2012) and an updated education and training classification system. It also will include May 2010 wages from the OES.人力资源培训、劳动关系管理人员以及相关专业人才重点要点这些工人们的教育背景有很大的不同，反映了培训的多样性的义务和责任水平。
外文翻译--人力资源度量和分析：使用和影响
本科毕业论文（设计）外文翻译外文题目HR Metrics and Analytics: Use and Impact 外文出处 Human Resource Planning外文作者Edward wler,Alec Levenson,John W. Boudreau原文：HR Metrics and Analytics:Use and Impact HR functions often collect data on their efficiency, but not on the business impact of their programs and practices. This is a crucial point because HR organizations that collect effectiveness data are more likely to be strategic partners. If HR wants to play a strategic role in organizations it needs to develop its ability to measure how human capital decisions affect the business and how business decisions affect human capital.Many recent articles, books, and studies argue that HR needs to become a strategic partner (e.g., Jamrog & Overholt, 2004). Recent research suggests, however, that HR is not making much progress toward becoming a strategic partner despite the belief by HR professionals that it should (Lawler & Mohrman, 2003a; 2003b).Because of the growing importance of human capital in determining organizational effectiveness, HR can play a key role in developing and implementing corporate strategy and become a high-value-added part of organizations (Lawler, 2003). If HR can make a strong case for being an important part of strategy development and implementation because of the importance of human capital, why does HR often fall short of being a strategic partner? At least one possibility is because HR lacks the type of analytic and data-based decision-making capability needed to influence business strategy. One of the reasons for this may well be because it lacks the right metrics and analytic models. In comparison to Finance and Marketing, for example, HR often falls short when it comes to providing metrics that assess HR processes and practices from a strategic perspective. It also lacks analytic models that show the relationship between HR practices and the effectiveness of the organization.A strong case can be made that HR needs to develop belter metrics and analytics if it is ever to become a true strategic partner in most organizations. Lawler and Mohrman (2003b) identify the use of metrics as one of four characteristics that lead HR to become a strategic partner. Boudreau and Ramstad (2003) distinguish betweenproviding more HR measures (not a strategic contribution) and providing better logic and analytics for making decisions about talent (a strategic contribution). Organizations can collect three different kinds of metrics in order to better understand and evaluate the impact of HR activities and to influence business strategy and business performance. They are efficiency, effectiveness, and impact (Boudreau & Ramstad, 2003).The first kind of metric and in many respects the easiest to collect concerns the efficiency of the HR function—in particular, how well the HR function performs its basic administrative tasks. The metrics that can be collected in order to assess HR efficiency include productivity and cost metrics for the HR function such as lime to fill open positions, HR headcount ratios, and administrative cost per employee. A comprehensive set of metrics can be produced to evaluate HR's administrative activities that in effect evaluates it as a stand-alone business.A key issue in evaluating the data gathered with respect to HR administration concerns normative data. Multi-company databases now exist that make it possible for organizations to compare their metrics data with those of other companies. Organizations with good metrics and normative data can make a good assessment of the performance of their HR function as an administrative unit.Organizations vary in terms of the cost per employee for HR administration, but typically the cost ranges from $1,200 to $1,600 (Fitz-enz.2000). This is a large enough cost so that it certainly is worth measuring not just how much is spent but how well it Is spent in terms of the quality and impact of the services provided. Most efficiency-focused metrics are limited in that they do not address the issues of service quality and the impact of HR services on organizational effectiveness.The second kind of HR metrics focuses on effectiveness: whether HR programs and practices have the intended effect on the people or talent pools toward which they are directed. In the case of training and development, for example, true effectiveness metrics should offer information on whether employees build needed skills not just on participation in training programs but also on employee and management satisfaction with the training provided. Measuring only participation in HR programs offers noinsight into program effectiveness. While satisfaction surveys can be a useful tool for gauging the alignment between HR services and the opinions of HR's customers, they fall short of providing the needed insights into the real impact of HR programs and practices.A potentially meaningful set of effectiveness metrics for the HR function concerns talent and talent management. In most corporations, HR has the lead responsibility for acquiring, developing, and helping to deploy talent. In order to assess how well organizations are carrying out this responsibility, measures of talent quality, talent development, and talent deployment are needed. Typical metrics in this area include measures of the strategic skills and core competences embodied in the work force, as well as metrics that classify how well pivotal jobs are filled and the type of development activities that are taking place for critical talent. A strong case can be made that talent metrics need to be updated regularly so that organizations have ongoing data with respect to the condition of their human capital.Human capital metrics potentially can and often should influence the development and implementation of business strategies. Business strategies that make incorrect assumptions about the ability of an organization to staff critical jobs and develop new areas of expertise that support the strategy are obviously doomed to fail. Similarly, organizations that are not staffed with the right talent will have great difficulty implementing new strategies and organizational changes.Finally, metrics having to do with developing and optimizing the capabilities and the core competencies of the organization can be collected in order to measure the impact of HR programs and practices (Lawler. 2003). Impact in this case means demonstrating a link between what HR does and tangible effects on the organization's ability to gain and sustain competitive advantage. Operational effectiveness impact metrics might focus on changes in the performance of business processes (e.g., reduced defects, increased speed, more frequent innovations) that occur when the quality of talent is improved or when new HR practices are introduced.Although the development of organizational capabilities and core competencies is typically not the sole responsibility of HR, HR needs to and usually is expected toplay a key role in shaping and developing them. Both are highly talent-dependent for their development and both involve the development of organizational social capital and individual skills and knowledge. These are clearly areas where HR has a potential role to play and where it can actively influence how quickly and effectively an organization develops its capabilities and competences.The use of analytics in order to understand the impact of HR practices and policies on organizational performance is a powerful way for HR functions to add value to their organizations. Statistical techniques and experimental approaches can be used to tease out the causal relationship between particular HR practices and such performance metrics as customer satisfaction, sales per employee, and of course, the profitability of particular business activities. In many respects the "Holy Grail" for HR functions is the ability to show the bottom-line impact of their activities. This is a powerful way to increase HR's influence on company business decisions and future business strategies.Several things are required in order to perform the kind of analytics that show a relationship between HR practices and business outcomes. First, the right HR metrics are required. But metrics by themselves are not enough: Good analytic models and valid measures of company performance are required. HR needs to be able to bring data and data analysis to the strategy table that show how human capital management decisions affect organizational performance. It needs to go far beyond simply showing that HR can reduce the cost of HR administration and improve the quality of service. Doing this is not a high-value-added function in most corporations. Providing data about the strategic readiness of an organization to execute a strategy is high-value-added, as is identifying what an organization needs to do to implement a strategy.A number of studies have investigated the potential for HR practices to be strategically important. For example, Becker and Huselid (1998) found a relationship between HR practices and firm performance. Lawler and Mohrman (2003b) have shown how various features of the HR function relate to HR's role as a strategic partner. An enormous amount of normative writings concern the role HR should play.There is no question that HR executives feel HR should play a key strategic role in organizations: however, there is less clarity about how metrics are currently being used by HR functions and about how strong a relationship there is between the use of metrics and the degree to which HR is a strategic partner.In this study, we first look at the kinds of HR metrics that are used by organizations. Second, we examine the degree to which analytics are used to capture the impact of HR on the business. Finally, we assess whether those HR organizations that have more metrics and make greater use of analytics are more likely to be strategic partners.The StudySurveys were mailed to medium and large corporations that are corporate sponsors of the Center for Effective Organizations at the University of Southern California or were known by the authors to have an interest in HR measurement. HR executives who have positions with corporate-wide visibility of the HR function completed the surveys. Of the surveys returned. 37 were usable, for a response rate of 38 percent. Most survey responses came from large U.S.-based firms on the Fortune 500 list. The survey covered six areas:1. The company's current and future HR strategy;2. The HR data the organization collects in order to influence decisions;3. The overall effectiveness of the measurement and analysis system of the organization;4. The type of metrics and analytics collected by the organization;5. How the organization uses the analytics and metrics to assess and understand the impact of its HR programs;6. The degree to which the HR function is a strategic partner.How HR OperatesThe key elements of how HR organizations operate with respect to business strategy are presented in Exhibit 1. It shows that a minority report they are already very involved in strategic issues. Less than 25 percent of them are very involved in change management, partnering to develop business strategies, having integrated business and HR strategies, and providing analytic support for business decision making. Surprisingly, only 15 percent report extensive involvement in a data-based talent strategy.Exhibit 1 also presents data on how these HR functions see their role in the future. It clearly shows that these HR functions intend to be a major player in business strategy. Two-thirds or more report they plan to focus on providing analytics and metrics that are relevant to business performance and strategy. For example, 66 percent say that an important future focus for them is to partner with the line in developing business strategy. A similar percentage say they want metrics that provide support for business decisions. Eighty-two percent say they plan to have an integrated human capital and business strategy. Overall, the HR organizations studied, undoubtedly like many others in large corporations, are clearly committed to becoming strategic business partners.Presence of HR MeasuresA series of questions asked whether the organizations had particular HR measures. Exhibit 2 presents the responses to these questions. It shows a wide variation in the types of metrics. Most organizations have an HRIS system and have benchmark data available on the operations side of their HR function. Two-thirds have cost-efficiency data and over half have cost-of-service data; however, the numbers are much lower when it comes to analytic information and measures with respect to the business impact of HR policies and HR practices and a dashboard or score card for HR activities. Overall, the results suggest that efficiency measures are most prevalent; effectiveness measures exist, but are far less prevalent; and measures of impact are rare.Effectiveness of HR Metrics and AnalyticsExhibit 3 presents data on the effectiveness of organizations in using metrics and analytics to address critical business and HR issues. Among possible impact areas is awide range of effectiveness levels. The least effective are assessing new business strategies and possible HR programs. The most effective is identifying high-impact talent. When we interviewed several survey respondents, they said that while they did specify which talent might have a high impact on the business (e.g., leaders, salespeople) they often did not have a model or metrics to determine why some talent pools are chosen as high-impact and others are not.Exhibit 4 shows the degree to which organizations have the skills and data needed to address important operational and strategic issues. Interestingly, in the case of both skills and data, organizations are much more optimistic that they have the skills than that they have the data-providing more evidence that HR often lacks the data necessary to become a business partner. The interesting paradox is that the survey respondents we interviewed often said that the necessary data did exist, but was not connected to the HR data. They noted that the right logic and analytics for connecting HR data and business or strategy measures are an essential element of success but generally did not have them.Impact of MetricsExhibit 5 presents data showing the relationship between HR as a strategic partner and the presence of a variety of metrics. The presence of two metrics shows a clear relationship to the role of HR as strategic partner:1. Organizations with data that shows the business impact of HR practices report they are much more likely to be a strategic partner than those organizations that do not have such data,2. Organizations with measures of the effectiveness of HR practices targeted toward the workforce show a significant difference in comparison to those who do not. Those organizations that can measure the impact and effectiveness of their HR practices on the workforce are more likely to be strategic partners than are those that cannot.A number of items in Exhibit 5 show differences in the strategic role of HR in companies that have measures and those that do not, but the differences do not have statistical significance. For example, the companies that use efficiency metrics such as benchmarks, cost-of-services measures, and outsourced services tend to be more of a strategic partner than those that do not, but the differences are not statistically significant. Apparently, strategic partners have HR data that address key business issues such us the condition of the workforce and the business impact of HR practices and policies. The ability to run an effective HR organization and having efficiency measures for the HR organization, although perhaps helpful in making HK a credible strategic partner, do not make the difference that business impact data do, despite the fact that such efficiency measures are the most prevalent metrics used by HR today.Exhibit 6 supports the argument that HR organizations must provide strategic analysis in order to be a strategic partner. It shows the correlations between the degree to which an organization is a strategic partner and the current condition of HR metrics and analytics. There are a number of significant relationships in the exhibit. As expected. HR strategic partners have measures related to business decisions. Perhaps the most interesting relationships are the ones that are not significant. Specifically, having metrics that relate to outsourced HR transactions and having a low cost of HR services are not related to being a strategic partner. What are related are items concerned with the impact of HR on business decisions.HR as a Strategic PartnerThe results of the study support the model developed by Lawler and Mohrman (2003b) determining when HR will be a strategic partner. That model hypothesizes that an important contributor to a strategic partnership relationship for HR is having the right metrics and data. The results of the study strongly support that hypothesis. HR organizations able to perform strategic analytics are the ones most likely to be positioned as strategic partners.The results suggest that not all data are equally powerful when it comes to making HR a strategic partner. Having analytic data about strategy is a powerful way to gain a seat at the strategy table, while having data about the operation of the HRfunction is not. Thus it appears that "all" HR has to do to become a strategic partner like Finance and Marketing is to develop better HR metrics and analytics with respect to organizational effectiveness and strategy. This of course raises the question of what the results indicate about the degree to which HR currently has the right metrics.The results suggest that, in the firms studied, there is considerable room for improvement when it comes to their ability to gather and analyze the types of metrics data needed in order for HR to be a strategic partner. They seem to have good efficiency data about HR operations so that they are in a strong position when it comes to improving HR administration and to controlling its cost. But efficiency data about HR operations is not the kind of data that is associated with HR being a strategic partner.What is needed are measures that indicate whether HR programs and practices actually make a difference in the organizational effectiveness areas towards which they are directed. In addition it is important to measure whether and how improving talent areas actually affects business processes, resources, and, ultimately, strategic success. These two elements clearly tire the weakest in the companies studied. Many of them need to develop better metrics with respect to talent, organizational capabilities, and core competencies. They also need to develop analytic capabilities in order to assess the degree to which such HR practices as talent management have an impact on organizational performance, and the degree to which organizational capabilities have an impact on organizational performance.Because the companies studied do not represent a random sample of all companies, there is a good chance our results do not accurately reflect the condition of most companies when it comes to metrics and analytics. Indeed, there is a good chance that the companies in our sample are well above average when it comes to using metrics and analytics. They are in the sample because they were already active or wanted to be active in these areas. Thus, a study covering a random sample of companies is likely to find a much lower average level of activity and effectiveness with respect to metrics and analytics.HR in the FutureWill HR develop its metrics and analytics capability? There are a number of reasons to believe it will despite the belief HR's current capabilities in those areas are low. HR managers clearly want to address key -Strategic business issues. They also arc aware that their HR metrics and analytics capabilities fall short of what is needed to address most key business decisions and business strategy issues. Thus they meet the first condition for change: There is a felt need.The growing use of information technology is a clear positive with respect to the ability lo change. Because most organizations now have an HRIS system, enormous data warehouses are being created. Having data warehouses containing valid measures of important HR practices and outcomes creates a great opportunity for organizations to answer key business issues with quantitative data. Eighty-percent of the organizations responding to our survey have an enterprise-wide HR information system that could be linked to business data, yet far fewer reported using metrics and analytics to connect HR investments to business outcomes.In general, the results are encouraging with respect to the future ability of these organizations to relate HR metrics to operational outcomes. Most of these organizations are developing the kind of skills and data needed to assess effectively the link between HR policies and practices and organizational performance; however, it remains to be seen whether these organizations will ultimately develop the needed skills and data.In order for HR metrics to drive change, the right analyses need to be performed. The wrong analyses can mislead, such as when leaders assume that just because one thing is associated with another (such as satisfaction is correlated with performance), it means that one thing causes the other. Many organizations do not have skills in analysis, research design, and data interpretation within the HR function. Even when these skills exist, they are applied only to specific areas such as attitude surveys or test validation. Where can HR go for such skills if not within its own function? Organizational areas that depend on data analysis {such as R&D. market analysis, operations management, financial audit) often have skilled analysts whose expertise can be brought to bear on the data and logic of how people and their talents connect tobusiness success. HR organizations can forge partnerships with these areas in order to obtain analytic skills. In the long run, analytic skills need to reside within the HR organization itself, and should become an important HR competency.There is a good possibility that as part of the overall changes taking place in the HR function there will be considerably more analytic and metrics work done and it will help HR take on a more strategic role in corporations. It may be an overstatement to say that metrics represent a kind of holy grail that will help HR become a true strategic partner. But it is not an overstatement to suggest that a growing focus on metrics and analytics can help HR functions become more of a player in the game of corporate business decisions and strategies.Source: Edward wler, Alec Levenson, John W. Boudreau. HR Metrics and Analytics: Use and Impact [J]. Human Resource Planning, 2004, 27(4):27-35.译文：人力资源度量和分析：使用和影响人力资源职能的效率往往在于数据的收集，而非企业的执行方案对业务的影响。
人力资源管理文献翻译
百度文库- 好好学习，天天向上单位代码学号分类号密级文献翻译院（系）名称专业名称学生姓名指导教师2012年3月30日Human Resource ManagementHuman resources in corporate governance, not only has the human resources planning and strategic leader in the implementation of corporate strategic planning and overall development objectives of the course also has a vital role in this. At present, an increasing number of SMEs in the development of human resources planning is there are a lot of confusion and helplessness.Conditions in the knowledge-based economy, human resources of small and medium enterprises have a vital role in development. More and more small and medium-sized owners, corporate governance has become accustomed to the level of human resources management on the importance of enterprise development, but for the development of human resources planning is always there are a lot of confusion and helplessness."Human resource planning is very simple, not that more recruitment, remuneration, such as content, and sometimes combined with some training things.", "CEOs are still racking their brains set strategy, how can I make a planning", "human resource planning has not done very much sense, does not change plans quickly, the end of the day can be honored only 20% -30%. " HR is more than many small and medium enterprises are the views of human resources planning. So, how small and medium enterprises have no need for human resource planning? How can we work out a scientific human resource planning? First of all, let us take a look at the implementation of small and medium-sized effect of human resource planning is not ideal because:Human resource planning is not fully familiar withDo a good job in human resources management are the trilogy: a clear strategic planning - human resources planning - human resources management system and specific implementation plan. Corporate strategic objectives of the overall development of human resources planning determines the content, and these contents for the establishment of humanresources management system, develop specific plans to add staff, the use of plans, personnel and promotion plan to succeed, education and training plan, assessment and incentive plan, labor relations, retirement plan termination to provide the direction and in accordance with the guidelines. A broad sense of human resource planning includes all of these specific content, and not merely "just more of recruitment, remuneration, such as content, sometimes coupled with the training point of things."Human resource planning is the development of strategic planning an important component of the enterprise but also the human resources management of the foundation and basis. And the management of small and medium-sized and HR are not fully aware of precisely this point, so that the specific process of the formulation and implementation of a lack of sufficient attention, at all levels of department heads and line managers can not effectively cope with.The strategic objectives of the company is not clearHuman Resources Department must be combined with the implementation of corporate strategy to human resources support and guarantees. In human resources development and governance activities, strategic objectives should be to the strategic guidance of human resources policies to ensure the accuracy and effectiveness. Therefore, human resource planning is a prerequisite for enterprise development and corporate strategy clear first, and then can be decomposed into human resources, then demand will have plans, recruitment plans, payroll and other welfare plan with matching. And small and medium-sized general lack of a clear development strategy, particularly in the rapid expansion phase, is often involved in different business areas, including in many emerging industries. These new industries in R & D, marketing, management, and service all aspects of the experience does not mature for reference, especially to open up some new projects, setting a quota of work posts and not as mature as traditional business. Therefore, in human resources managementcan not have a clear plan, can only go one step further and look forward.Changes in the external environment company too fast, not planningChanges in the development of the market very quickly, and with the market despite changes in the industry to make plans, to reach a rate of year-end target of 20% -30%, however. If an IT company is a regional association in one of the major agents. In the beginning of the year, the company's Human Resources Department in accordance with the company's annual development strategy this year to develop the company's human resources planning. But in the New Year began less than three months, the Lenovo Group's own strategy, and the significant changes in organizational structure. So the supply chain as a part of the IT companies need to be adjusted throughout the company's human resources planning, in accordance with the requirements of a new company set up with the establishment, re-enact a series of related training programs. In fact, the external political, economic, legal, technical, cultural and other factors has been a series of dynamic changes, will cause a corresponding strategic objectives of the enterprise constantly changing, which in turn may lead to subsequent changes in human resource planning .Lack of human resources planning and personnel expertiseAt present, although many small and medium-sized set up a Human Resources Department, but the functions of the departments responsible in the exercise, the prevalence of some problems, mainly reflected in: first, the overall quality is not high, very few professionals, lack of expertise reserves, lack of professional skills ; Second, the lack of vocational training system; third, who was born and raised a number of human resources work, do not have good training, no formal influence of large corporations, low vision. Human resources are a very unique work; personal qualities understand the requirements and have a high learning ability. Of these factors, there are many rather than through the process of formal education available. An outstanding work of human resources does not depend oncertification by the theory of culture is not, and need is the work of its deep experience and a keen insight into the community. Otherwise, continue to rely solely on the principle of data processing technology or the training of human resources to create works in the same paper. In view of human resource development and governance are to penetrate the realities of small and medium-sized, with the various enterprises are familiar with the work of human resources and increasing practice, human resource planning will be in the development of enterprises play a powerful role in promoting.Human resources planning are to organize the protection of sustainable development, the importance of seeking development and growth, particularly in the small and medium enterprises. And whether the development and effective implementation of human resources planning does not depend on the size of the company, the most critical is based on the company's development strategy and operating characteristics of the development of suitable management policies. Most of the current characteristics and the operation of these enterprises are facing the problem of work, we propose the following recommendations: Clear core of human resourcesThe starting point for human resources planning is to clearly define the company's core competitive advantages, that is, the business environment in the enterprise, he is the survival value? His resources to maintain a competitive advantage for that? Take in order to maintain its competitive edge to find the real core of human resources. The core of human resources is to determine the survival and development of enterprise key factors, the need for incentives, education and training, design an appropriate career plan, and continuously to ensure that the recruitment of the core group of human resources capacity expansion, quality improvement, and long-term presence in the enterprise.Flexibility to develop forward-looking human resources planningThe so-called flexibility of human resource planning, is based on the core competitiveness of enterprises, re-evaluation and planning of human resources in enterprises, and form a general combination of human resources in order to ensure that the needs of enterprise's core competitive advantage of the conditions to meet the demands arising from the external business environment caused by temporary changes in human needs. In particular, in the assessment of the existing stock of human resources and define their core human resources on the basis of preparatory support the development of manpower planning and training programs accordingly, and its goal is the production or service enterprises are facing capacity expansion of opportunities, as soon as possible, with middle-level officers at the core support staff to enhance the organizations ability to respond.With the advent of the era of knowledge economy, Sees are facing a growing business environment can not guess, is filled with variables and business opportunities. Human resources planning must adapt to the needs of enterprise governance, maintaining a certain degree of flexibility in order to avoid the transfer of the business strategy of human resources when rigid, dysfunctional and hinder the development of enterprises. At the same time to further strengthen the human resource planning human resource management activities of the forward-looking, functional direction and predictability.The establishment of three-dimensional model of human resource managementPractical human resources planning must be based on internal communication, the basis of mutual cooperation. According to human resources management of small and medium-sized features, the creation of a layer in the decision-making, first-line managers and human resources management in collaboration between the scientific divisions of the three-dimensional model of governance, human resources will contribute to the formulation of strategic planning and implementation.Three-dimensional model, is defined as decision-making, human resource managementdepartments, first-line manager is responsible for the scientific division of labor and human resources management of the business, and the corresponding collaboration. In general, the decision-making level responsible for strategic planning and human resources to support the Human Resources Department, line manager, human resources work; human resources management department is responsible for job analysis, job evaluation and other infrastructure services, and to assist front-line managers do a good job in the core business and to help decision-making to do a good job of human resources strategic planning; first-line managers responsible for management of human resources in the core business in the key link to hold, and to assist Human Resources Department to do a good job analysis and job evaluation of posts and other infrastructure, as well as to assist decision-making to do a good job of human resources strategic planning .人力资源管理在企业的人力资源治理中，人力资源规划不仅具有先导性和战略性，在实施企业总体发展战略规划和目标的过程中也具有举足轻重的作用。
人力资源专业绩效考核管理方面英文文献及中文翻译
人力资源专业绩效考核管理方面英文文献及中文翻译Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to implement and achieve the better management results, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly andappropriately assess the performance, and do a good job in management.1.Performance appraisals - purpose and how to make it easierPerformance appraisals are essential for the effective managementand evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization.Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establishindividual training needs and enable organizational training needs analysis and planning.Performance appraisals also typically feed into organizationalannual pay and grading reviews, which commonly also coincide with the business planning for the next trading year.Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole.Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, andfostering positive relationships between management and staff.Performance appraisals provide a formal, recorded, regular review ofan individual's performance, and a plan for future development.Job performance appraisals - in whatever form they take - aretherefore vital for managing the performance of people and organizations.Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-onediscussion. No wonder then that appraisals are stressful - which then defeats the whole purpose.Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year.Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty.Put off discussions and of course they loom very large. So don'twait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this.If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other.So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too.2.Appraisals, social responsibility and whole-person developmentThere is increasingly a need for performance appraisals of staff and especiallymanagers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate social responsibility (CSR);Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then naturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the directors’ job descriptions section.Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must address “whole person”development - not just job skills or the skills required for thenext promotion.Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing andmanaging people, unless proper 'objective justification' can be proven. See the Age Diversity information.When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognize that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively andeffectively in any sort of organization.Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in whichall employers compete to attract the best recruits, andto retain the best staff.Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognized this over fifty years ago.If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exitinterview prior to joining a better employer who cares about the people, not just the work.Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be.3 .Are performance appraisals still beneficial and appropriateIt is sometimes fashionable in the 'modern age' to dismisstraditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well.It's a common human response to want to jettison something that onefinds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons.Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example:(1)performance measurement - transparent, short, medium and longterm(2)clarifying, defining, redefining priorities and objectives(3)motivation through agreeing helpful aims and targets(4)motivation though achievement and feedback(5)training needs and learning desires - assessment and agreement(6)identification of personal strengths and direction - including unused hidden strengths(7)career and succession planning - personal and organizational(8)team roles clarification and team building(9)organizational training needs assessment and analysis(10)appraise and manager mutual awareness, understanding and relationship(11)resolving confusions and misunderstandings(12)reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc(13)delegation, additional responsibilities, employee growth and development(14)counseling and feedback(15)manager development - all good managers should be able to conduct appraisals well - it's a fundamental process(16)the list goes onPeople have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and costeffective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a well-run performance appraisals system is naturally designed to achieve.There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper.In fact performance appraisals of all types are effective if theyare conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved.Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers and appraises alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraises at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation.Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because theyare uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy.All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and is a waste of everyone's time.Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraise and managers improve and develop, and thereby also the organizations for whom they work.Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted.4. Effective performance appraisalsAside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment.The formal annual performance appraisal is generally the over-riding instrument, which gathers together and reviews all other performance data for the previous year.Performance appraisals should be positive experiences. Theappraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('blocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.5. Types of performance and aptitude assessments(1)Formal annual performance appraisals(2)Probationary reviews(3)Informal one-to-one review discussions(4)Counseling meetings(5) Observation post(6) Skills or career-related tests(7) Assignment or task to follow the review, including the secondment(8)Assessment Centre, including the observation group exercises, presentations and other tests(9)Communicate with people who investigate the views of others(10) Acts of psychological tests and other assessment(11)Handwriting analysis绩效考核探究摘要在人力资源管理方面，绩效考核的方法多种多样，到底应该采用哪一种绩效考核方法更为合理，绩效考核又应该通过什么样的途径更易于实现并取得更好的管理成效，是一个值得深思的问题。
人力资源论文中英文翻译
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 repor t 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 the role 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, forexample, 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 governs 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 strategy is 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 en terprises 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, according to the ‘2007 Human Resource Report’, the percentage of the surveyedcompanies 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 direct motivating 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 ra ise of executives’ 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 the pace 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 searchfor 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。
全球化人力资源管理英文版及翻译
9.3 GHRM skills and practicesCertainly,it is already opening up new opportunities for the delivery of globalizing HR services. Firms can minimize the chances of failure by creating a sensible set of globalizing HRM skills and practices that get to the root of the problems we have discussed. In this section ,we look at how managing expatriate employees, implementing a global HR manager’s practices can help firms avoid these problems.当然，现已为开放的全球化人力资源服务提供了新的机会。
企业可以通过创建一套明智的全球化的人力资源管理技能和实践经验，了解我们所讨论的问题的根源，从而最大限度地减少失败的机会。
在本节中，我们来看看如何管理外籍员工，通过全球人力资源经理的实践来帮助公司避免这些问题。
1.managing expatriate employees管理外籍员工(1)selecting expatriate employees for a global assignment is a criticaldecision, because most expatriates work under minimal supervision in a distant location,and the foreigncultures and assignment are quite different from home countries. Selecting expatriates sometimes means testing them for traits that predict success in adapting to new environments.Firms should emphasize cultural sensitivity, social adjustment and adaptabitity as a selection criterion .furthermore, screening employee’s spouses and families also is quite important, because the family situation has been generally found to be the most important factor on globalassignments and transfers. The researchers identified five factors that contribute to success on selecting expatriates. Table 9.3 shows the specific items of the five factors.选择外籍员工的全球分配是一个重要的决定，因为大多数外籍人士在一个遥远的位置，最低限度的监督下工作，而外国文化和分配与母国不同。
人力资源论文中英文翻译
人力资源论文中英文翻译随着全球化的加速和企业竞争的日益激烈，人力资源（HR）已成为企业成功的重要因素。
本文将探讨人力资源论文的中英文翻译，以促进跨文化交流和学术研究。
人力资源是组织中最重要的资源之一，对企业的成功具有决定性作用。
然而，由于语言和文化的差异，人力资源论文的翻译是一项具有挑战性的任务。
本文将探讨中英文人力资源论文翻译的技巧和方法，以帮助读者更好地理解和应用人力资源管理的概念和实践。
在翻译人力资源论文时，最重要的是保持原文的意思。
这需要译者对原文进行深入理解，并在翻译过程中避免歧义和误解。
在中文翻译成英文时，需要注意语法和词汇的使用，以确保准确传达原文的含义。
翻译不仅仅是语言转换，还需要考虑文化因素。
在翻译人力资源论文时，需要将原文中的文化元素转化为目标语言中的文化背景，以使读者更好地理解和接受。
人力资源论文属于学术论文范畴，需要遵循学术规范。
在翻译过程中，需要注意论文的结构、术语、引用等方面，以确保论文的学术性和专业性。
下面以一篇中文人力资源论文为例，说明翻译过程中的技巧和方法。
原文：企业人力资源管理中绩效管理的应用研究译文：A Study on the Application of Performance Management in Enterprise Human Resource Management分析：该译文准确地传达了原文的含义，语法正确，词汇准确，符合学术规范。
同时，译文很好地保持了原文的标题风格和长度。
本文探讨了人力资源论文的中英文翻译技巧和方法。
通过保持原意、符合目标语言的文化背景和保持学术规范等技巧的应用，可以有效地提高翻译质量，促进跨文化交流和学术研究。
未来，随着全球化的深入发展，人力资源论文翻译将在国际交流中发挥越来越重要的作用。
因此，我们需要不断提高翻译技能和语言能力，以更好地服务于学术研究和企业实践。
本协议旨在明确甲方（委托方）与乙方（受托方）之间的人力资源服务内容、费用、保密条款及违约责任等事项。
人力资源求职信范文英文
人力资源求职信范文英文[Your Name][Your Address][City, State ZIP Code][Email Address][Phone Number][Date][Hiring Manager's Name][Company Name][Company Address][City, State ZIP Code]Dear [Hiring Manager's Name],I am writing to express my interest in the Human Resources Specialist position at [Company Name], as advertised on your company website. With over five years of experience in the field of Human Resources, I believe that my skills and qualifications make me a strong candidate for this role.I graduated with a Bachelor's degree in Human Resources Management from [University Name], where I developed a solid foundation in HR principles and practices. During my time at university, I also completed internships at [Company Name] and [Company Name], where I gained valuable hands-on experience in recruitment, employee relations, and performance management. After graduation, I joined [Company Name] as a HR Assistant, where I assisted with recruitment, onboarding, and trainingprocesses. I quickly advanced to HR Coordinator, where I managed employee benefits, compliance, and HRIS administration. In my most recent role as HR Generalist at [Company Name], I oversaw all aspects of human resources, including talent acquisition, employee engagement, and performance evaluations.I am proficient in HRIS systems such as Workday and ADP, and have strong analytical and problem-solving skills. I am also well-versed in employment laws and regulations, and have experience conducting investigations and resolving employee disputes. Additionally, I am a certified Professional in Human Resources (PHR) and am committed to continuous learning and professional development.I am impressed by [Company Name]'s commitment to fostering a positive work environment and promoting employee development.I am excited about the opportunity to contribute to your team and help support your company's growth and success. I am confident that my skills and experience align with the requirements of the Human Resources Specialist role, and I am eager to bring my expertise to your organization.I would welcome the opportunity to discuss how my background, skills, and accomplishments can benefit [Company Name]. Thank you for considering my application. I look forward to the possibility of contributing to your team.Sincerely,[Your Name][Enclosure: Resume]。
人力资源外文文献翻译
人力资源外文文献翻译外文译文题目：感觉好和做得好：心理资本和幸福感的关系Feeling Good and Doing Great: The Relationship BetweenPsychological Capital and Well-BeingMaura J. Mills , Satoris S. Culbertson , Clive J. Fullagar Journal of Occupational Health Psychology,2010,15(4) :421～433 感觉好和做得好：心理资本和幸福感的关系Maura J. Mills , Satoris S. Culbertson , Clive J. Fullagar 职业健康心理学杂志，2010，15(4): 421～433绪论这项研究旨在寻求确定心理资本和雇员的实现和快乐幸福感之间的关系。
调查数据是在两周的期间内从102名外派人员那得到的。
另外，日常调查数据从67名参加者中获取。
两周后，经测量后的调查数据的结果表明心理资本和快乐论幸福感之间的关系是由实现论幸福感调节。
从每日测量的结果发现日常实现论工作幸福感同日常积极的心态和生活满意度显著联系在一起，并且人们的心理资本预示着实现论工作幸福感的变动。
关键词：心理资本积极心理学快乐论幸福感实现论幸福感近年来,人们对采用一种积极的方法对组织和组织行为进行研究越来越感兴趣。
相对于专注于如何预测个人和组织的负面结果（如,人员流动、职业倦怠），研究人员已经开始寻找可以达到积极成果的方法和确定方便个人的蓬勃发展和健康的因素。
更具体地说，积极组织行为学(POB) 已定义为“以积极的以人力资源优势和心理能力为中心的研究与应用”（Luthans，2002b、第59 页）。
在积极组织行为学研究中出现的一个重要的概念是心理资本（PsyCap），一个积极的高阶的心理要素包括效能，乐观，希望，和应变能力(Luthans，Avolio，Avey & Norman，2007)。
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。
人力资源专业英汉对照翻译-英汉对照翻译
人力资源专业英汉对照翻译|英汉对照翻译人力资源专业英汉对照翻译|英汉对照翻译Action learning：行动学习 Alternation ranking method：交替排序法 Annual bonus：年终分红 Application forms：工作申请表Appraisal interview：评价面试 Aptitudes ：资质Arbitration ：仲裁 Attendance incentive plan：参与式激励计划 Authority ：职权BBehavior modeling：行为模拟 Behaviorally anchored rating scale (bars)：行为锚定等级评价法 Benchmark job：基准职位 Benefits ：福利Bias ：个人偏见 Boycott ：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout ：耗竭CCandidate-order error：候选人次序错误 Capital accumulation program：资本积累方案 Career anchors：职业锚 Career cycle：职业周期Career planning and development：职业规划与职业发展 Case study method：案例研究方法 Central tendency：居中趋势 Citations ：传讯Civil Rights Act：民权法 Classes ：类Classification (or grading) method：归类（或分级）法 Collective bargaining：集体谈判 Comparable worth：可比价值 Compensable factor：报酬因素Computerized forecast：计算机化预测 Content validity：内容效度Criterion validity：效标效度 Critical incident method：关键事件法 DDavis-Bacon Act (DBA)：戴维斯―佩根法案 Day-to-day-collective bargaining：日常集体谈判 Decline stage：下降阶段 Deferred profit-sharing plan：延期利润分享计划 Defined benefit：固定福利 Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline ：纪律Dismissal ：解雇；开除 Downsizing ：精简EEarly retirement window：提前退休窗口 Economic strike：经济罢工Edgar Schein：艾德加•施恩 Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP) ：雇员持股计划Equal Pay Act：公平工资法 Establishment stage：确立阶段 Exit interviews：离职面谈 Expectancy chart：期望图表 Experimentation ：实验 Exploration stage：探索阶段 FFact-finder ：调查 Fair day"s work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划 Flex place：弹性工作地点 Flextime ：弹性工作时间Forced distribution method：强制分布法 Four-day workweek：每周4天工作制 Frederick Taylor ：弗雷德里克•泰罗 Functional control：职能控制Functional job analysis：功能性工作分析法General economic conditions：一般经济状况 Golden offerings：高龄给付 Good faith bargaining：真诚的谈判Grade description：等级说明书Grades ：等级 Graphic rating scale：图尺度评价法Grid training：方格训练 Grievance ：抱怨Grievance procedure：抱怨程序 Group life insurance：团体人寿保险Group pension plan：团体退休金计划 Growth stage：成长阶段Guarantee corporation：担保公司 Guaranteed fair treatment：有保证的公平对待 Guaranteed piecework plan：有保障的计件工资制 Gain sharing：收益分享HHalo effect：晕轮效应 Health maintenance organization (HMO) ：健康维持组织 IIllegal bargaining：非法谈判项目 Impasse ：僵持Implied authority：隐含职权 Incentive plan：激励计划Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination ：不服从 Insurance benefits：保险福利Interviews ：谈话；面谈JJob analysis：工作分析 Job description：工作描述Job evaluation：职位评价 Job instruction training (JIT) ：工作指导培训 Job posting：工作公告 Job rotation：工作轮换Job sharing：工作分组 Job specifications：工作说明书John Holland：约翰•霍兰德 Junior board：初级董事会Layoff ：临时解雇 Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇 Line manager：直线管理者 Local market conditions：地方劳动力市场 Lockout ：闭厂MMaintenance stage：维持阶段 Management assessment center：管理评价中心 Management by objectives (MBO) ：目标管理法Management game：管理竞赛 Management grid：管理方格训练Management process：管理过程 Mandatory bargaining：强制谈判项目Mediation ：调解 Merit pay：绩效工资Merit raise：绩效加薪 Mid career crisis sub stage：中期职业危机阶段NNondirective interview：非定向面试OOccupational market conditions：职业市场状况Occupational orientation：职业性向 Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA) ：职业安全与健康管理局Occupational skills：职业技能 On-the-job training (OJT) ：在职培训Open-door ：敞开门户 Opinion survey：意见调查Organization development(OD) ：组织发展Outplacement counseling：向外安置顾问 PPaired comparison method：配对比较法 Panel interview：小组面试Participant diary/logs：现场工人日记/日志 Pay grade：工资等级Pension benefits：退休金福利 Pension plans：退休金计划People-first values：" 以人为本" 的价值观Performance analysis：工作绩效分析 Performance Appraisal interview:工作绩效评价面谈Personnel (or human resource) management：人事（或人力资源）管理Personnel replacement charts：人事调配图Piecework ：计件Plant Closing law：工厂关闭法 Point method/Policies ：政策 Position Analysis Questionnaire (PAQ) ：职位分析问卷 Position replacement cards：职位调配卡 Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan利润分享计划 Programmed learning：程序化教学QQualifications inventories：资格数据库 Quality circle：质量圈RRanking method：排序法 Rate ranges：工资率系列Ratio analysis：比率分析 Reality shock：现实冲击Reliability ：信度Retirement ：退休 Retirement benefits：退休福利Retirement counseling：退休前咨询 Rings of defense：保护圈Role playing：角色扮演SSkip-level interview：越级谈话 Social security：社会保障Speak up! ：讲出来！ Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段 Staff (service) function：职能（服务）功能 Standard hour plan：标准工时工资 Stock option：股票期权Straight piecework：直接计件制 Strategic plan：战略规划Stress interview：压力面试 Strictness/leniency：偏紧/偏松Strikes ：罢工 Structured interview：结构化面试Succession planning：接班计划 Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Salary surveys：薪资调查 Savings plan：储蓄计划Scallion plan：斯坎伦计划Scatter plot：散点分析 Scientific management：科学管理Self directed teams：自我指导工作小组 Self-actualization ：自我实现Sensitivity training：敏感性训练 Serialized interview：系列化面试 Severance pay：离职金 Sick leave：病假Situational interview：情境面试 Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ组织体系ⅣSystem I：组织体系ⅠTT ask analysis：任务分析 Team building：团队建设Team or group：班组 Termination ：解雇；终止Termination at will：随意终止 Theory X：X 理论Theory Y：Y 理论 Third-party involvement：第三方介入Training ：培训 Transactional analysis (TA) ：人际关系心理分析 Trend analysis：趋势分析 Trial sub stage：尝试阶段UUnsafe conditions：不安全环境 Unclear performance standards：绩效评价标准不清 Unemployment insurance：失业保险 Unfair labor practice strike：不正当劳工活动罢工 Unsafe acts：不安全行为VValidity ：效度 Value-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练Variable compensation：可变报酬 Vestibule or simulated training：新雇员培训或模拟 Vesting ：特别保护权 Voluntary bargaining：自愿谈判项目Voluntary pay cut：自愿减少工资方案WWage carve：工资曲线Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker"s benefits：雇员福利 Voluntary time off：自愿减少时间 Work samples：工作样本 Worker involvement：雇员参与计划第 11 页共 11 页。
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。
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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 repor t 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 the role 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, forexample, 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 governs 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 strategy is 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 en terprises 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, according to the ‘2007 Human Resource Report’, the percentage of the surveyedcompanies 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 direct motivating 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 ra ise of executives’ 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 the pace 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 searchfor 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。