人力资本管理外文翻译

人力资本管理外文翻译本科毕业设计论文外文翻译原文HUMANCAPITALMANAGEMENTGENERALLYSAY,THEACADEMICCIRCLESDEVELOPMENTOFHUMANRESOURCEEXPERIENCEPERSONALMANAGEMENT,HUMANRESOURCEMANAGEMENTBERECENTLYTILLNOWRISEOFMANPOWERCAPITALMANAGEMENTTHEMAINDISSIMILARITYNAMELYLAYINTHEPRINCIPLETHATCOMPANYANDBUSINESSENTERPRISETREATANEMPLOYEEOFVARIETYANDDEVELOPMENTATTHEPERSONALMANAGEMENTSTAGE,THEWORKOFTHEPERSONNELMANAGERSISAMANAGEMENTOFFICERSANDWORKERSWELFARE,ANDWITHTHELEGALPROCEDUREOFLABORUNIONTHEUPPERLEVELMANAGEMENTOFTHECOMPANYSECTIONSEESVARIOUSACTIVITYANDOFFICECLERKOFPERSONNELSECTIONALLMAKEACOMPANYOFTHEBIGPENBEPUREEXPENDITURE,BUTPOSSIBLYOFREDUCTIONTHISPARTOFEXPENDITURETHECOMPANYMAINTAININACTIVESUPPORTATTITUDETOTHEACTIVITYOFPERSONNELDEPARTMENTHUMANRESOURCEMANAGEMENTHRMISSEENBYPRACTITIONERSINTHEFIELDASAMOREINNOVATIVEVIEWOFWORKPLACEMANAGEMENTTHANTHETRADITIONALAPPROACHITSTECHNIQUESFORCETHEMANAGERSOFANENTERPRISETOEXPRESSTHEIRGOALSWITHSPECIFICITYSOTHATTHEYCANBEUNDERSTOODANDUNDERTAKENBYTHEWORKFORCEANDTOPROVIDETHERESOURCESNEEDEDFORTHEMTOSUCCESSFULLYACCOMPLISHTHEIRASSIGNMENTSASSUCH,HRMTECHNIQUES,WHENPROPERLYPRACTICED,AREEXPRESSIVEOFTHEGOALSANDOPERATINGPRACTICESOFTHEENTERPRISEOVERALLHRMISALSOSEENBYMANYTOHAVEAKEYROLEINRISKREDUCTIONWITHINORGANIZATIONSHUMANRESOURCEMANAGEMENTISFORTHESAKEOFCOMPLETIONTHEMANAGEMENTINVOLVEPERSONORPERSONNELINTHEWORKOFTHEMISSIONCARRYONOFMANAGEMENTWORKTHEHUMANRESOURCEMANAGEMENTWORKINCLUDEWORKANALYSISESTABLISHMENTMANPOWERREQUIREMENTTHEPLANANDPERSONNELENLISTTRAININGANDDEVELOPMENTSALARYANDTHEWELFAREMANAGEMENT,PERFORMANCEEVALUATIONLABORRELATIONMANAGEMENTETCTHEMAINWORKINGTALENTOFHUMANRESOURCEMANAGEMENTINCLUDETHEPERSONNELENLISTTRAININGANDDEVELOPMENTSALARYANDWELFAREMANAGEMENTTHERESULTSINVESTIGATETHERELATIONOFTHEEMPLOYEECORPORATECULTURETHISSIXHUMANRESOURCEWORKINGTALENTISACCORDINGTOTHEWESTOFHUMANRESOURCEMANAGEMENTPRACTICEINDUCEOFWORKINGTALENT,FORBIGPARTINSMALLSCALEDBUSINESSENTERPRISEBUTSPEECHALREADYENOUGH,THELARGEGROUPBUSINESSENTERPRISEUSUALLYALSOWILLINCLUDEHUMANRESOURCEINFORMATIONBASED,STAFFMANAGEMENTETCCONCRETEARRIVECHINAOFMANAGEMENTPRACTICEMEDIUM,RETURNHAVETRADITIONOFPERSONNELFILE,TITLENATURALINTELLIGENCEMANAGEMENTETCHAVECHINASPECIALFEATURESOFMOLDPIECETHEPERSONNELENLISTSANDISCALLEDAPERSONNELAJOBADVERTISEMENTMAINISACCORDINGTOORGANIZATIONCOMPANY,GOVERNMENT,NONEARNINGSORGANIZATIONETCOFINTHENEARFUTUREANDLONGTERMOFBUSINESSDEMAND,ESTABLISHMENTPERSONNELNEEDOFPLAN,ANDPASSVARIOUSJOBADVERTISEMENTMEANSTOCOMPLETIONORGANIZATIONOFPERSONNELSNEEDTHERECRUITMENTOFKEYSTAFFPERSONNELINVOLVEDINTHEPLANNING,RESUMECOLLECTION,SELECTION,RECRUITMENTANDSTAFFINDUCTIONTRAININGTRAININGANDDEVELOPMENTISMAINLYDONETHROUGHTRAININGANDDEVELOPMENTOFTECHNOLOGYANDMEANSTOIMPROVESTAFFSKILLSTOMEETTHECOMPANYSBUSINESSENVIRONMENTINWHICHTHESKILLSANDKNOWLEDGECHANGESTHEMAINTECHNOLOGYANDTOOLSINCLUDETRAINING,JOBTRAINING,JOBROTATION,STAFFCONTINUINGEDUCATIONPROGRAMS,COUNSELING,DISCIPLINEANHRMSTRATEGYPERTAINSTOTHEMEANSASTOHOWTOIMPLEMENTTHESPECIFICFUNCTIONSOFHRMANORGANIZATIONSHRFUNCTIONMAYPOSSESSRECRUITMENTANDSELECTIONPOLICIES,DISCIPLINARYPROCEDURES,REWARD/RECOGNITIONPOLICIES,ANHRPLAN,ORLEARNINGANDDEVELOPMENTPOLICIESHOWEVERALLOFTHESEFUNCTIONALAREASOFHRMNEEDTOBEALIGNEDANDCORRELATED,INORDERTOCORRESPONDWITHTHEOVERALLBUSINESSSTRATEGYANHRMSTRATEGYTHUSISANOVERALLPLAN,CONCERNINGTHEIMPLEMENTATIONOFSPECIFICHRMFUNCTIONALAREASTHEIMPLEMENTATIONOFANHRSTRATEGYISNOTALWAYSREQUIRED,ANDMAYDEPENDONANUMBEROFFACTORS,NAMELYTHESIZEOFTHEFIRM,THEORGANIZATIONALCULTUREWITHINTHEFIRMORTHEINDUSTRYTHATTHEFIRMOPERATESINANDALSOTHEPEOPLEINTHEFIRMANHRMSTRATEGYCANBEDIVIDED,INGENERAL,INTOTWOFACETSTHEPEOPLESTRATEGYANDTHEHRFUNCTIONALSTRATEGYTHEPEOPLESTRATEGYPERTAINSTOTHEPOINTLISTEDINTHEFIRSTPARAGRAPH,NAMELYTHECAREFULCORRELATIONOFHRMPOLICIES/ACTIONSTOATTAINTHEGOALSLAIDDOWNINTHECORPORATESTRATEGYTHEHRFUNCTIONALSTRATEGYRELATESTOTHEPOLICIESEMPLOYEDWITHINTHEHRFUNCTIONALAREAITSELF,REGARDINGTHEMANAGEMENTOFPERSONSINTERNALTOIT,TOENSUREITSOWNDEPARTMENTALGOALSAREMETTHEHUMANRESOURCESMANAGEMENTHRMFUNCTIONINCLUDESAVARIETYOFACTIVITIES,ANDKEYAMONGTHEMISDECIDINGWHATSTAFFINGNEEDSYOUHAVEANDWHETHERTOUSEINDEPENDENTCONTRACTORSORHIREEMPLOYEESTOFILLTHESENEEDS,RECRUITINGANDTRAININGTHEBESTEMPLOYEES,ENSURINGTHEYAREHIGHPERFORMERS,DEALINGWITHPERFORMANCEISSUES,ANDENSURINGYOURPERSONNELANDMANAGEMENTPRACTICESCONFORMTOVARIOUSREGULATIONSACTIVITIESALSOINCLUDEMANAGINGYOURAPPROACHTOEMPLOYEEBENEFITSANDCOMPENSATION,EMPLOYEERECORDSANDPERSONNELPOLICIESUSUALLYSMALLBUSINESSESFORPROFITORNONPROFITHAVETOCARRYOUTTHESEACTIVITIESTHEMSELVESBECAUSETHEYCANTYETAFFORDPARTORFULLTIMEHELPHOWEVER,THEYSHOULDALWAYSENSURETHATEMPLOYEESHAVEANDAREAWAREOFPERSONNELPOLICIESWHICHCONFORMTOCURRENTREGULATIONSTHESEPOLICIESAREOFTENINTHEFORMOFEMPLOYEEMANUALS,WHICHALLEMPLOYEESHAVENOTETHATSOMEPEOPLEDISTINGUISHADIFFERENCEBETWEENHRMAMAJORMANAGEMENTACTIVITYANDHRDHUMANRESOURCEDEVELOPMENT,APROFESSIONTHOSEPEOPLEMIGHTINCLUDEHRMINHRD,EXPLAININGTHATHRDINCLUDESTHEBROADERRANGEOFACTIVITIESTODEVELOPPERSONNELINSIDEOFORGANIZATIONS,INCLUDING,EG,CAREERDEVELOPMENT,TRAINING,ORGANIZATIONDEVELOPMENT,ETCTHEHRMFUNCTIONANDHRDPROFESSIONHAVEUNDERGONETREMENDOUSCHANGEOVERTHEPAST2030YEARSMANYYEARSAGO,LARGEORGANIZATIONSLOOKEDTOTHE“PERSONNELDEPARTMENT,“MOSTLYTOMANAGETHEPAPERWORKAROUNDHIRINGANDPAYINGPEOPLEMORERECENTLY,ORGANIZATIONSCONSIDERTHE“HRDEPARTMENT“ASPLAYINGAMAJORROLEINSTAFFING,TRAININGANDHELPINGTOMANAGEPEOPLESOTHATPEOPLEANDTHEORGANIZATIONAREPERFORMINGATIMUMCAPABILITYINAHIGHLYFULFILLINGMANNERHOWEVER,MANYHRFUNCTIONSTHESEDAYSSTRUGGLETOGETBEYONDTHEROLESOFADMINISTRATIONANDEMPLOYEECHAMPION,ANDARESEENRATHERMOREREACTIVETHANSTRATEGICALLYPROACTIVEPARTNERSFORTHETOPMANAGEMENTINADDITION,HRORGANIZATIONSALSOHAVETHEDIFFICULTYINPROVINGHOWTHEIRACTIVITIESANDPROCESSESADDVALUETOTHECOMPANYONLYINTHERECENTYEARSHRSCHOLARSANDHRPROFESSIONALSAREFOCUSINGTODEVELOPMODELSTHATCANMEASUREIFHRADDSVALUEHUMANRESOURCESMANAGEMENTCOMPRISESSEVERALPROCESSESTOGETHERTHEYARESUPPOSEDTOACHIEVETHEABOVEMENTIONEDGOALTHESEPROCESSESCANBEPERFORMEDINANHRDEPARTMENT,BUTSOMETASKSCANALSOBEOUTSOURCEDORPERFORMEDBYLINEMANAGERSOROTHERDEPARTMENTSWHENEFFECTIVELYINTEGRATEDTHEYPROVIDESIGNIFICANTECONOMICBENEFITTOTHECOMPANYHUMANRESOURCEMANAGEMENTHRMISSEENBYPRACTITIONERSINTHEFIELDASAMOREINNOVATIVEVIEWOFWORKPLACEMANAGEMENTTHANTHETRADITIONALAPPROACHITSTECHNIQUESFORCETHEMANAGERSOFANENTERPRISETOEXPRESSTHEIRGOALSWITHSPECIFICITYSOTHATTHEYCANBEUNDERSTOODANDUNDERTAKENBYTHEWORKFORCEANDTOPROVIDETHERESOURCESNEEDEDFORTHEMTOSUCCESSFULLYACCOMPLISHTHEIRASSIGNMENTSASSUCH,HRMTECHNIQUES,WHENPROPERLYPRACTICED,AREEXPRESSIVEOFTHEGOALSANDOPERATINGPRACTICESOFTHEENTERPRISEOVERALLHRMISALSOSEENBYMANYTOHAVEAKEYROLEINRISKREDUCTIONWITHINORGANIZATIONS一般说来,人力资源在学术界的发展经历了人事管理,人力资源管理,到现在新近兴起的人力资本管理。其主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。人力资源管理HRM被认为是在这一领域的从业人员作为一个更具创新性的工作场所的管理比传统办法的模式。它的技术力量,企业的管理者与特异性表达自己的目标,使他们能够理解和劳动力开展,并为他们提供所需的圆满完成任务的资源。因此,人力资源管理方法,在正确的实践,是表达的目标和企业经营措施的整体。人力资源管理也被许多人有一个组织内的风险减少的关键作用。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。人力资源管理的主要职能包括人员招募培训及开发薪酬及福利管理绩效考核员工关系企业文化。这六项人力资源职能是依据西方的人力资源管理实践所归纳的职能,对于大部分中小型企业而言已经足够,大型集团企业往往还会包括人力资源信息化、干部管理等具体到中国的管理实践中,还有传统的人事档案、职称资质管理等有中国特色的模块。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。一个人力资源管理战略,涉及到如何实施人力资源管理的具体职能的手段。一个组织的人力资源功能可能具有招聘和选拔政策,纪律处分程序,奖励/承认政策,在人力资源计划,或学习和发展的政策,但这些人力资源管理的职能领域都需要加以调整和相关,为了以符合整体业务战略。因此,一个是人力资源管理战略的总体规划,有关人力资源管理职能领域的具体实施。一项人力资源战略的实施并不总是需要,并可能取决于若干因素,即公司,公司内的组织文化或行业中的企业,也是人们在公司经营规模。一个人力资源管理策略可分为,一般分为两个方面人民的战略和人力资源职能战略。人民的战略涉及第一款所列的问题,即人力资源管理政策,审慎性/行动,以达到规定的企业战略制定的目标。人力资源职能战略涉及内部人力资源职能领域本身所采用的政策,有关人员给它的内部管理,以确保自己部门的目标得以实现。人力资源管理HRM包含了各种活动,而其中的关键是确定哪些人员需要你有是否使用独立的承包商或雇用员工,以填补这些需求,招募和培训的优秀员工,确保他们的高演员,有性能问题时,并确保您的工作人员和管理方法,符