人力资源管理专业英语中文版.doc

商务专业英语系列丛书

人力资源管理专业英语Human Resource Management English Reader

王关富张海森总主编

付美榕宋颖贾宁主编

U n i t 1

An Over view of Human Resource

Management

一个人力资源概况

管理

Organizations require a number of things to be effective: physical resources,

financial resources, marketing capability and human resources . While

all these are important to organizational effectiveness, the factor that is most

likely to provide potential competitive advantage is human resources and how

these resources are managed . The production technology, financing, and customer

connections (marketing) can all be copied . The basics of managing people

also can be copied , but the most effective organizations find unique ways to

attract, retain and motivate employees — a strategy that is harder to imitate .

组织需要一些事情是有效的：物理资源，

金融资源，市场营销能力和人力资源。虽然

这些都是非常重要的组织效能，最的因素

可能提供潜在的竞争优势是人力资源，以及如何

这些资源的管理。生产技术，资金和客户

连接（销售）都可以被复制。人民的基本管理

也可以被复制，但最有效的组织找到独特的方法

吸引，挽留和激励员工-一种策略，是很难模仿。

In a superb article, Competitive Advantage through People, Jeffrey Pfeffer

gave Southwest Airlines as an example .

Consider . . . Southwest Airlines, whose stock had the best return from 1972 to early 1992 . It certainly did not achieve that success from economies

of scale . In 1992 , Southwest had revenues of ＄1 .31 billion and a mere 2 .6

percent of the U .S . passenger market . . . Southwest ( has not ) succeeded

because it has had more access to lower-cost capital —indeed, it is one of

the least leveraged airlines in the United States .Southwest s planes, Boeing

737s, are obviously available to all its competitors . It isn t a member of any

of the big computerized reservation systems; it uses no unique process technology

and sells essentially a commodity product —low-cost, low-f rills airline

service at prices its competitors have difficulty matching .

Most of Southwest s cost advantage comes from its very productive, very motivated, and by the way, unionized workforce . Compared to the U .S . airline industry, according to 1991 statistics, Southwest has fewer employees per aircraft ( 79 versus 131 ) , and f lies more passengers per employee

( 1, 891, 082 versus 1, 339, 995 ) . It turns around some 80 percent of

its flights in 15 minutes or less, while other airlines on average need 45 minutes,

giving it an enormous productivity advantage in terms of equipment utilization . It also provides an exceptional level of passenger service . Southwest has won the airlines so-called triple crown ( best on-time