人力資本管理外文翻譯

1、人力資本管理外文翻譯 本科畢業(yè)設(shè)計(論文)外 文 翻 譯原文:human capital managementgenerally say, the academic circles development of human resource experience: personal management, human resource management be recently till now rise of manpower capital management. the main dissimilarity namely lay in the principle that compan

2、y and business enterprise treat an employee of variety and development.at the personal management stage, the work of the personnel managers is a management officers and workers welfare, and with the legal procedure of labor union. the upper level management of the company section sees various activi

3、ty and office clerk of personnel section all make a company of the big pen be pure expenditure, but possibly of reduction this part of expenditure. the company maintain inactive support attitude to the activity of personnel departmenthuman resource management hrm is seen by practitioners in the fiel

4、d as a more innovative view of workplace management than the traditional approach. its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully ac

5、complish their assignments. as such, hrm techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. hrm is also seen by many to have a key role in risk reduction within organizationshuman resource management is for the sake of completion the m

6、anagement involve person or personnel in the work of the mission carry on of management work. the human resource management work include: work analysis; establishment manpower requirement the plan and personnel enlist; training and development; salary and the welfare management, performance evaluati

7、on; labor relation management etc.the main working talent of human resource management include: the personnel enlist; training and development; salary and welfare management; the results investigate; the relation of the employee; corporate culture. this six human resource working talent is according

8、 to the west of human resource management practice induce of working talent, for big part in small scaled business enterprise but speech already enough, the large group business enterprise usually also will include human resource information-based, staff management etc.;concrete arrive china of mana

9、gement practice medium, return have tradition of personnel file, title natural intelligence management etc. have china special features of mold piece.the personnel enlists and is called a personnel a job advertisement. main is according to organizationcompany, government, non- earnings organization

10、etc. of in the near future and long-term of business demand, establishment personnel need of plan, and pass various job advertisement means to completion organization of personnels need.the recruitment of key staff personnel involved in the planning, resume collection, selection, recruitment and sta

11、ff induction training. training and development is mainly done through training and development of technology and means to improve staff skills to meet the companys business environment in which the skills and knowledge changes the main technology and tools include: training, job training, job rotat

12、ion, staff continuing education programs, counseling, discipline.an hrm strategy pertains to the means as to how to implement the specific functions of hrm. an organizations hr function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an hr plan,

13、or learning and development policies; however all of these functional areas of hrm need to be aligned and correlated, in order to correspond with the overall business strategy. an hrm strategy thus is an overall plan, concerning the implementation of specific hrm functional areas.the implementation

14、of an hr strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.an hrm strategy can be divided, in general, into two facets - the people

15、strategy and the hr functional strategy. the people strategy pertains to the point listed in the first paragraph, namely the careful correlation of hrm policies/actions to attain the goals laid down in the corporate strategy. the hr functional strategy relates to the policies employed within the hr

16、functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.the human resources management hrm function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractor

17、s or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. activities also include managing your approach to employee ben

18、efits and compensation, employee records and personnel policies. usually small businesses for-profit or nonprofit have to carry out these activities themselves because they cant yet afford part- or full-time help. however, they should always ensure that employees have?and are aware of?personnel poli

19、cies which conform to current regulations. these policies are often in the form of employee manuals, which all employees have.note that some people distinguish a difference between hrm a major management activity and hrd human resource development, a profession. those people might include hrm in hrd

20、, explaining that hrd includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc.the hrm function and hrd profession have undergone tremendous change over the past 20?30 years. many years ago, la

21、rge organizations looked to the personnel department, mostly to manage the paperwork around hiring and paying people. more recently, organizations consider the hr department as playing a major role in staffing, training and helping to manage people so that people and the organization are performing

22、at imum capability in a highly fulfilling manner.however, many hr functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather more reactive than strategically proactive partners for the top management. in addition, hr organizations also have the

23、 difficulty in proving how their activities and processes add value to the company. only in the recent years hr scholars and hr professionals are focusing to develop models that can measure if hr adds value.human resources management comprises several processes. together they are supposed to achieve

24、 the above mentioned goal. these processes can be performed in an hr department, but some tasks can also be outsourced or performed by line-managers or other departments. when effectively integrated they provide significant economic benefit to the company.human resource management hrm is seen by pra

25、ctitioners in the field as a more innovative view of workplace management than the traditional approach. its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for t

26、hem to successfully accomplish their assignments. as such, hrm techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. hrm is also seen by many to have a key role in risk reduction within organizations. 一般說來,人力資源在學(xué)術(shù)界的發(fā)展經(jīng)歷了:人事管理,人力資源管理,到現(xiàn)在新近

27、興起的人力資本管理。其主要不同即在于公司和企業(yè)對待職員的理念的變化和發(fā)展。 在人事管理階段,人事經(jīng)理們的工作是管理職工福利,以及和工會的法律程序方面。公司的上層管理部門將人事部門的各種活動以及公司職員皆看作公司的大筆純支出,而盡可能的削減這部分的開支。公司對人事部的活動持不積極的支持態(tài)度。 人力資源管理(hrm)被認(rèn)為是在這一領(lǐng)域的從業(yè)人員作為一個更具創(chuàng)新性的工作場所的管理比傳統(tǒng)辦法的模式。它的技術(shù)力量,企業(yè)的管理者與特異性表達自己的目標(biāo),使他們能夠理解和勞動力開展,并為他們提供所需的圓滿完成任務(wù)的資源。因此,人力資源管理方法,在正確的實踐,是表達的目標(biāo)和企業(yè)經(jīng)營措施的整體。人力資源管理也被許

28、多人有一個組織內(nèi)的風(fēng)險減少的關(guān)鍵作用。 人力資源管理是指為了完成管理工作中涉及人或人事方面的任務(wù)所進行的管理工作。人力資源管理工作包括:工作分析;制定人力需求計劃以及人員招募;培訓(xùn)及開發(fā);薪酬及福利管理、績效評估;勞動關(guān)系管理等。 人力資源管理的主要職能包括:人員招募;培訓(xùn)及開發(fā);薪酬及福利管理;績效考核;員工關(guān)系;企業(yè)文化。 這六項人力資源職能是依據(jù)西方的人力資源管理實踐所歸納的職能,對于大部分中小型企業(yè)而言已經(jīng)足夠,大型集團企業(yè)往往還會包括人力資源信息化、干部管理等;具體到中國的管理實踐中,還有傳統(tǒng)的人事檔案、職稱資質(zhì)管理等有中國特色的模塊。 人員招募又稱為人員招聘。主要是基于組織(公司,

29、政府,非盈利組織等)的近期及遠期的業(yè)務(wù)需要,來制定人員需求的計劃,并通過各種招聘手段來完成組織的人員需求。 人員招募主要涉及人員規(guī)劃,簡歷收集,選聘,錄用及員工入職培訓(xùn)。培訓(xùn)及開發(fā)主要是通過一些培訓(xùn)及開發(fā)的技術(shù)及手段,提高員工的技能,以適應(yīng)公司所處經(jīng)營環(huán)境中的技術(shù)及知識的變化。主要的技術(shù)及手段有:培訓(xùn)、在崗培訓(xùn)、輪崗 、員工繼續(xù)教育計劃、輔導(dǎo)、訓(xùn)導(dǎo)。 一個人力資源管理戰(zhàn)略,涉及到如何實施人力資源管理的具體職能的手段。一個組織的人力資源功能可能具有招聘和選拔政策,紀(jì)律處分程序,獎勵/承認(rèn)政策,在人力資源計劃,或?qū)W習(xí)和發(fā)展的政策,但這些人力資源管理的職能領(lǐng)域都需要加以調(diào)整和相關(guān),為了以符合整體業(yè)務(wù)戰(zhàn)略。因此,一個是人力資源管理戰(zhàn)略的總體規(guī)劃,有關(guān)人力資源管理職能領(lǐng)域的具體實施。 一項人力資源戰(zhàn)略的實施并不總是需要,并可能取決于若干因素,即公司,公司內(nèi)的組織文化或行業(yè)中的企業(yè),也是人們在公司經(jīng)營規(guī)模。 一個人力資源管理策略可分為,一般分為兩個方面 - 人民的戰(zhàn)略和人力資源職能戰(zhàn)略。人民的戰(zhàn)略涉及第一款所列的問題,即人力資源管理政策,審慎性/行動,以達到規(guī)定的企業(yè)戰(zhàn)略制定的目標(biāo)。人力資源職能戰(zhàn)略涉及內(nèi)部人力資源職能領(lǐng)域本身所采用的政策,有關(guān)人員給它的內(nèi)部管理,以確保自己部門的目標(biāo)得以實現(xiàn)。 人力資源管理(hrm)包含了各種活動,而