人力資源論文中英文翻譯.doc

The Development of Human Resource Management In ChinaIntroduction With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in todays business activities. This report mainly discusses 3 questions about todays 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 1 Human 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 HRMs 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 peoples 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 dont 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, for example, 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 2 With Chinas 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 enterprises 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 surveyed companies 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 raise 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 3 As 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 doesnt change is change, with the development of the technologies, tools that human being use speed up the pace of peoples 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 search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organizations 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 doesnt 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. Its 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. Conclusion This 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.人力資源管理在中國(guó)的發(fā)展 Introduction 導(dǎo)言 With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in todays business activities. 隨著二十一世紀(jì)的到來(lái)，人力資源管理作為一個(gè)相對(duì)較新的管理問(wèn)題，扮演了一個(gè)越來(lái)越重要的作用在當(dāng)今的商業(yè)中。This report mainly discusses 3 questions about todays human resource management.本報(bào)告主要討論了關(guān)于人力資源管理問(wèn)題的三個(gè)部分。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.第一部分討論的三個(gè)方面是工作人員和公司的關(guān)系，人力資源模式，發(fā)展戰(zhàn)略和人力資源管理轉(zhuǎn)變職能。The second section describes the exploring stage of HRM in Chin第二部分描述了中國(guó)人力資源管理探索階段。System building, recruitment and motivation are the three aspects to support the opin制度建設(shè)，招聘和動(dòng)機(jī)三個(gè)方面的觀點(diǎn)。The third section discusses the new challenges that HR managers in China may face.第三部分討論中國(guó)人力資源可能面臨的新的挑戰(zhàn)。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.在這一部分將進(jìn)行了討論，由于商業(yè)時(shí)代的不斷變化，人力資源將接受處理不確定性和模糊性等的挑戰(zhàn)。 Question 1 問(wèn)題1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. 人力資源管理，作為迅速發(fā)展的主題毫無(wú)疑問(wèn)，它的功能在許多領(lǐng)域改變了很多。 This section will mainly discuss the HRMs change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.本節(jié)將主要討論人力資源管理的變化和工作人員與公司關(guān)系擴(kuò)大方面，人力資源模型的發(fā)展和人力資源戰(zhàn)略方面，如下： 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. 在工作人員與公司關(guān)系方面，轉(zhuǎn)變職能將從三個(gè)方面討論即權(quán)力的因素，員工因素和激勵(lì)方法進(jìn)行討論。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 spiri首先 ，權(quán)力的因素，10年前雇員與公司的關(guān)系而言，被視為勞動(dòng)與企業(yè)，而現(xiàn)在越來(lái)越多的企業(yè)表現(xiàn)出人類精神的理解和尊重。 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). 例如，谷歌在中國(guó)的分公司在公司大廳放置了一架鋼琴 ，而且還設(shè)置一個(gè)廚房和洗衣機(jī)為他們的雇員（吉姆韋斯科特，2005年）。 Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago.第二，在員工方面，10年前員工被視為是理性思考和解決問(wèn)題的人。 The reason why they chose this company was the satisfactory salary.他們之所以選擇這個(gè)公司是因?yàn)楣緸樗麄兲峁┝藵M意的薪水。 But today, staffs are considered as fully evolved, completely satisfied, mature human being但今天，員工被視為是要求擁有充分的發(fā)展空間，全方位的滿意不單單是薪水且成熟的人。 Third, in the motivational methods aspect, the change is really huge.第三，在激勵(lì)方法方面，真正的變化是巨大的。 A decade ago, companies often drove employees through basic needs such as a big bonus. 十年前，公司經(jīng)常將員工的基本需要作為給員工的獎(jiǎng)賞。 While the role seems to highlight peoples social and intellectual needs.這種方法似乎突出了人們社會(huì)和智力的需求。 In the aspect of HR model development, some human resource management functions have expanded during the past decade. 在人力資源管理模式的方面，在過(guò)去的10年一些人力資源管理職能被擴(kuò)大了 。 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 dont want to incur the required investment), or those that want to focus on core competencies. 其中作為人力資源管理的新產(chǎn)品之一是人力資源外包，它支持了核心人力資源活動(dòng)和業(yè)務(wù)流程在人力資源管理中。外包人力資源的職能或業(yè)務(wù)流程的決策為企業(yè)，特別是其內(nèi)部人事部門(mén)已經(jīng)起到了極其不錯(cuò)的效力;企業(yè)想要獲得新的項(xiàng)目或服務(wù)（但不希望承擔(dān)所需的投資），或者那些希望專注于核心競(jìng)爭(zhēng)力的企業(yè)。 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, for example, Canada.他們?cè)谌肆Y源外包上獲得的好處是顯而易見(jiàn)的：獲取訪問(wèn)（國(guó)內(nèi)）用專業(yè)知識(shí)，技能，技術(shù)，增加靈活性，降低了成本/降低投資。這種方法已在一些國(guó)家取得了巨大成功，例如，加拿大。 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).加拿大在人力資源外包開(kāi)支上平均每年將增加13以上在2005年至2009年之間。（吉姆韋斯科特，2005年）。 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. 大多數(shù)人力資源戰(zhàn)略已發(fā)展了近10年。百分之二十的受訪者指出人力資源策略在他們的企業(yè)中實(shí)施時(shí)間不足三年間，百分之六十的報(bào)告指出人力資源開(kāi)發(fā)戰(zhàn)略一直在發(fā)展在過(guò)去的3至7年間并且20的報(bào)告表明這一戰(zhàn)略是10歲以上。 These data reinforce the notion that HR management has taken on a much more strategic role within the past decad這些數(shù)據(jù)加強(qiáng)了人力資源管理在過(guò)去十年內(nèi)更戰(zhàn)略性作用的概念。 The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures.人力資源戰(zhàn)略討論了人員征聘和保留的長(zhǎng)期目標(biāo)和短期的運(yùn)作程序。 In terms of recruitment and retention some institutions are primarily concerned with short-term objectives.一些機(jī)構(gòu)主要關(guān)注人員征聘和保留的短期目標(biāo)。 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. 例如，一個(gè)加拿大的受訪者說(shuō) ， 他們的人力資源戰(zhàn)略涉及一個(gè)年度招聘和挽留計(jì)