求关于人力资源管理的英文论文，最好有翻译

2024-07-18 21:36:53作者：饭克斯

http://www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm

http://books.google.com.sg/books?id=FciK6xtWfy0C&pg=PT166&lpg=PT166&dq=Private+Enterprise+human+resource+management&source=web&ots=OFncstpski&sig=6f_0AsxbQZFRexeS08L8UAT_Zf8&hl=en

http://books.google.com.sg/books?hl=en&id=9fWF_ndSCcAC&dq=human+resource+management&printsec=frontcover&source=web&ots=4xwIYBuMf9&sig=6qfNhxSFoKD-_s0NWnwVdVS-vHk

http://books.google.com.sg/books?hl=en&id=EZ1CLRm3FnQC&dq=human+resource+management&printsec=frontcover&source=web&ots=e9ZXXrcD0q&sig=i_JxI28y7ZXehl-dqvoX-KtdldI

http://books.google.com.sg/books?hl=en&id=1m0i_YKPDNwC&dq=human+resource+management&printsec=frontcover&source=web&ots=yu6BZIhFj_&sig=WU6l52bZ0JH2JZPN4Qy038OtuKA

http://books.google.com.sg/books?hl=en&id=Gu1YWQGHgLcC&dq=human+resource+management&printsec=frontcover&source=web&ots=H7SbJNAizE&sig=Y3GssDjBHljJr3aRrmVgCaA9gTY

http://books.google.com.sg/books?hl=en&id=bnAiaXdzbRwC&dq=human+resource+management&printsec=frontcover&source=web&ots=NbX4F8U9oG&sig=umxDaoU05w_dZkxyT_usnZH5lR0

http://books.google.com.sg/books?hl=en&id=Vs98_GTpU5EC&dq=human+resource+management&printsec=frontcover&source=web&ots=571NexI6ER&sig=i8A4B8m2nb1LkNv8UrzVcgm2XI8

http://books.google.com.sg/books?hl=en&id=aQpPzvu4eC0C&dq=human+resource+management&printsec=frontcover&source=web&ots=9c4a-JsUBC&sig=N8_-lXARbKr61H9yKwrhNcPQF8Y

http://books.google.com.sg/books?hl=en&id=2BWLZTWoAeUC&dq=human+resource+management&printsec=frontcover&source=web&ots=msCayB2Gwr&sig=2WxIZuqhy3ZvWW7rPYsqCwkOwcY

Humanresourcemanagement(HRM)isthestrategicandcoherentapproachtothemanagementofanorganization'smostvaluedassets-thepeopleworkingtherewhoindividuallyandcollectivelycontributetotheachievementoftheobjectivesofthebusiness.[1]Thetermshumanresourcemanagementandhumanresources(HR)havelargelyreplacedthetermpersonnelmanagementasadescriptionoftheprocessesinvolvedinmanagingpeopleinorganizations.[1]HumanResourcemanagementisevolvingrapidly.Humanresourcemanagementisbothanacademictheoryandabusinesspracticethataddressesthetheoreticalandpracticaltechniquesofmanagingaworkforce.

Features

Itsfeaturesinclude:

Personneladministration

Personnelmanagement

Manpowermanagement

Industrialmanagement[2][3]

Butthesetraditionalexpressionsarebecominglesscommonforthetheoreticaldiscipline.Sometimesevenindustrialrelationsandemployeerelationsareconfusinglylistedassynonyms,[4]althoughthesenormallyrefertotherelationshipbetweenmanagementandworkersandthebehaviorofworkersincompanies.

Thetheoreticaldisciplineisbasedprimarilyontheassumptionthatemployeesareindividualswithvaryinggoalsandneeds,andassuchshouldnotbethoughtofasbasicbusinessresources,suchastrucksandfilingcabinets.Thefieldtakesapositiveviewofworkers,assumingthatvirtuallyallwishtocontributetotheenterpriseproductively,andthatthemainobstaclestotheirendeavorsarelackofknowledge,insufficienttraining,andfailuresofprocess.

HRMisseenbypractitionersinthefieldasamoreinnovativeviewofworkplacemanagementthanthetraditionalapproach.Itstechniquesforcethemanagersofanenterprisetoexpresstheirgoalswithspecificitysothattheycanbeunderstoodandundertakenbytheworkforce,andtoprovidetheresourcesneededforthemtosuccessfullyaccomplishtheirassignments.Assuch,HRMtechniques,whenproperlypracticed,areexpressiveofthegoalsandoperatingpracticesoftheenterpriseoverall.HRMisalsoseenbymanytohaveakeyroleinriskreductionwithinorganisations.[5]

Synonymssuchaspersonnelmanagementareoftenusedinamorerestrictedsensetodescribeactivitiesthatarenecessaryintherecruitingofaworkforce,providingitsmemberswithpayrollandbenefits,andadministratingtheirwork-lifeneeds.Soifwemovetoactualdefinitions,TorringtonandHall(1987)definepersonnelmanagementasbeing:

“aseriesofactivitieswhich:firstenableworkingpeopleandtheiremployingorganisationstoagreeabouttheobjectivesandnatureoftheirworkingrelationshipand,secondly,ensuresthattheagreementisfulfilled(p.49).

WhileMiller(1987)suggeststhatHRMrelatesto:

.......thosedecisionsandactionswhichconcernthemanagementofemployeesatalllevelsinthebusinessandwhicharerelatedtotheimplementationofstrategiesdirectedtowardscreatingandsustainingcompetitiveadvantage(p.352).

Academictheory

Thegoalofhumanresourcemanagementistohelpanorganizationtomeetstrategicgoalsbyattracting,andmaintainingemployeesandalsotomanagethemeffectively.Thekeywordhereperhapsisfit,i.e.aHRMapproachseekstoensureafitbetweenthemanagementofanorganization'semployees,andtheoverallstrategicdirectionofthecompany(Miller,1989).

ThebasicpremiseoftheacademictheoryofHRMisthathumansarenotmachines,thereforeweneedtohaveaninterdisciplinaryexaminationofpeopleintheworkplace.Fieldssuchaspsychology,industrialengineering,industrialandorganizationalpsychology,industrialrelations,sociology,andcriticaltheories:postmodernism,post-structuralismplayamajorrole.ManycollegesanduniversitiesofferbachelorandmasterdegreesinHumanResourcesManagement.

OnewidelyusedschemetodescribetheroleofHRM,developedbyDaveUlrich,defines4fieldsfortheHRMfunction:[6]

Strategicbusinesspartner

Changeagent

Employeechampion

Administration

However,manyHRfunctionsthesedaysstruggletogetbeyondtherolesofadministrationandemployeechampion,andareseenratherasreactivethanstrategicallyproactivepartnersforthetopmanagement.Inaddition,HRorganizationsalsohavethedifficultyinprovinghowtheiractivitiesandprocessesaddvaluetothecompany.OnlyintherecentyearsHRscholarsandHRprofessionalsarefocusingtodevelopmodelsthatcanmeasureifHRaddsvalue.[7]

CriticalAcademicTheory

PostmodernismplaysanimportantpartinAcademicTheoryandparticularlyinCriticalTheory.IndeedKarenLeggein'HumanResourceManagement:RhetoricsandRealities'possessthedebateofwhetherHRMisamodernistprojectorapostmoderndiscourse(Legge2004).Inmanyways,criticallyornot,manywriterscontendthatHRMitselfisanattempttomoveawayfromthemodernisttraditionsofpersonnel(manasmachine)towardsapostmodernistviewofHRM(manasindividuals).Critiquesincludethenotionthatbecause'Human'isthesubjectweshouldrecognizethatpeoplearecomplexandthatitisonlythroughvariousdiscoursesthatweunderstandtheworld.ManisnotMachine,nomatterwhatattemptsaremadetochangeiti.e.Fordism/Taylorism,McDonaldisation(Modernism).

CriticalTheoryalsoquestionswhetherHRMisthepursuitofattitudinalshaping(Wilkinson1998),particularlywhenconsideringempowerment,orperhapsmorepreciselypseudo-empowerment-asthecriticalperspectivenotes.ManycriticsnotethemoveawayfromManasMachineisofteninmanyways,moreaLinguistic(discursive)moveawaythanarealattempttorecognisetheHumaninHumanResourceManagement.

CriticalTheory,inparticularpostmodernism(poststructualism),recognisesthatbecausethesubjectispeopleintheworkplace,thesubjectisacomplexone,andthereforesimplisticnotionsof'thebestway'oraunitaryperspectivesonthesubjectaretoosimplistic.Italsoconsidersthecomplexsubjectofpower,powergames,andofficepolitics.Powerintheworkplaceisavastandcomplexsubjectthatcannotbeeasilydefined.ThisleavesmanycriticstosuggestthatManagement'Gurus',consultants,'bestpractice'andHRmodelsareoftenoverlysimplistic,butinordertosellanidea,theyaresimplified,andoftenleadManagementasawholetofallintothetrapofoversimplifyingtherelationship.

Businesspractice

Humanresourcesmanagementcomprisesseveralprocesses.Togethertheyaresupposedtoachievetheabovementionedgoal.TheseprocessescanbeperformedinanHRdepartment,butsometaskscanalsobeoutsourcedorperformedbyline-managersorotherdepartments.

Workforceplanning

Recruitment(sometimesseparatedintoattractionandselection)

InductionandOrientation

Skillsmanagement

Traininganddevelopment

Personneladministration

Compensationinwageorsalary

Timemanagement

Travelmanagement(sometimesassignedtoaccountingratherthanHRM)

Payroll(sometimesassignedtoaccountingratherthanHRM)

Employeebenefitsadministration

Personnelcostplanning

Performanceappraisal

Careers

ThesortofcareersavailableinHRMarevaried.TherearegeneralistHRMjobssuchashumanresourceassistant.Therearecareersinvolvedwithemployment,recruitmentandplacementandtheseareusuallyconductedbyinterviewers,EOE(EqualOpportunityEmployment)specialistsorcollegerecruiters.Traininganddevelopmentspecialismisoftenconductedbytrainersandorientationspecialists.Compensationandbenefitstasksarehandledbycompensationanalysts,salaryadministrators,andbenefitsadministrators.

Professionalorganizations

ProfessionalorganizationsinHRMincludetheSocietyforHumanResourceManagement,theCharteredInstituteofPersonnelandDevelopment(CIPD),theInternationalPublicManagementAssociationforHR(IPMA-HR)andtheInternationalPersonnelManagementAssociationofCanada(IPMA-Canada).ManagementAssociationofNepal[MAN]

人力资源管理，是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。

人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。

人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，个中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集资讯渠道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。

发展简史

在现实世界不同的国家人力资源的发展情况以及历史都不同。一般说来人力资源的学术界发展经历了：人事管理（PersonnelManagement），人力资源管理（HumanResourceManagement）到现在新近兴起的人力资本管理（HumanCapitalManagement）。其只要不同即在于公司和企业对待职员的理念的变化和发展。

在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。

在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等¨。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。

在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。

主要职能

人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。

人员招募：

人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。

人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。

培训及开发：

培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。

主要的技术及手段有：

培训在岗培训轮岗员工继续教育计划辅导，训导

薪酬；福利管理：

人力资源管理的内外部条件