外文翻譯人力資源管理的戰(zhàn)略作用

1、The Strategic Role of Human Resource ManagementTyson,S1. Human Resource Management at WorkWhat Is Human Resource Management?To understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform' plann

2、ing, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include:Planning: Establishing goals and standards; developing rules and procedures; developing plans and forecastingpredicting o

3、r projecting some future occurrence.Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.Staffing: Deciding what type of people should be hired;

4、 recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.Leading: Getting others to get the job done; maintaining morale; motivating subordinates.Controlling: Setting

5、 standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.Why Is HR Management Important to All Managers?Why are these concepts and techniques important to all managers? Perhaps i

6、t's easier to answer this by listing some of the personnel mistakes you don't want to make while managing. For example, you don't want:To hire the wrong person for the jobTo experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have your

7、company taken to court because of your discriminatory actionsTo have your company cited under federal occupational safety laws for unsafe practicesTo have some of your employees think their salaries are unfair and inequitable relative to others in the organizationTo allow a lack of training to under

8、mine your department's effectivenessTo commit any unfair labor practicesRemember that you could do everything else right as a manager lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls but still fail as a manager by hiring

9、 the wrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right

10、 people for the right jobs and motivating, appraising, and developing them. 2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource departmen

11、t with its own human resource manager. How do the duties of this HR manager and his or her staff relate to "line" managers' human resource duties? Lets answer this question, starling with a short definition of line versus staff authority.Line versus Staff AuthorityAuthority is the righ

12、t to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between line authority and staff authority.Line managers are authorized to direct the work of subordinates they're always someone's boss. In addition, line managers are in charge of a

13、ccomplishing the organization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They also have the authority to direct the work of their subordina

14、tes. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compen

15、sation.Line Managers' Human Resource Management ResponsibilitiesAccording to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.For example, one major company outl

16、ines its line supervisors' responsibilities for effective human resource management under the following general headings:Placing the right person on the right jobStarting new employees in the organization (orientation)Training employees for jobs that are new to themImproving the job performance

17、of each personGaining creative cooperation and developing smooth working relationshipsInterpreting the company s policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn

18、small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff.Human Resource Department's HR Management ResponsibilitiesThe human resource depar

19、tment provides this specialized assistance. In doing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function by directing the activities of the people in his or her own department and in service areas (like the plant cafeteria). A coordi

20、native function. HR managers also function as coordinators of personnel activities, a duty often referred to as functional control. Staff (service) functions. Serving and assisting line managers is the "bread and butter" of the HR manager's job. For example, HR assists in the hiring, t

21、raining, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on).4. Tomorrow's HRTrends like globalization and technological innovation are changing the way firms are

22、managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the playing field on which firms must co

23、mpete. In particular, they have dramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technological change.In the companies that have successfully responded to these challenges, new modes of organizing and

24、managing have emerged.The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications.At General Electric, Chairman Jack Welch talks of the boundary

25、less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today's organiz

26、ation should put the customer on top and emphasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower its front-line employees.In other words, employees need the authority to respond quickly to the customer's needs. The bases

27、 of power are changing. "In the new organization, " says management theorist Rosabeth Moss Kanter, "position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, o

28、n figuring out whose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power."Managers today must build commitment Building adaptive, customer-responsive organizations

29、means that eliciting employees commitment and self-control is more important than it has ever been. GE's Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited about their jobs. You can't afford to have anyone walk through a gate of

30、a factory or into an office who is not giving 120%".人力資源管理的戰(zhàn)略作用泰森，S1. 人力資源管理工作 什么是人力資源管理？了解人力資源管理，首先要審查管理人員。大多數(shù)專家一致認(rèn)為，有五個基本職能的所有管理人員執(zhí)行的規(guī)劃、組織、人員配備、領(lǐng)導(dǎo)和控制?？傊@些職能描繪了管理的步驟。一些參與了每個功能的具體活動包括： 規(guī)劃：確定目標(biāo)和標(biāo)準(zhǔn)；發(fā)展中國家的規(guī)則和程序；發(fā)展計劃和預(yù)報預(yù)測或預(yù)測未來的一些情況。組織：給每個下屬的具體任務(wù)；建立部門；給下屬權(quán)力；建立權(quán)威和交流的渠道；協(xié)調(diào)下屬的工作。人員編制：決定什么類型的人應(yīng)該雇用；招募潛在

31、雇員；選擇雇員；制定的性能標(biāo)準(zhǔn)；補(bǔ)償雇員；評價性能；輔導(dǎo)員工；培訓(xùn)和發(fā)展員工。 領(lǐng)導(dǎo)：讓別人來完成任務(wù)；保持士氣；激勵下屬。 控制：設(shè)置標(biāo)準(zhǔn)，如銷售定額、質(zhì)量標(biāo)準(zhǔn)或生產(chǎn)水平；查看實際的執(zhí)行情況是否符合這些標(biāo)準(zhǔn)；需要時采取糾正行為。為什么人力資源管理的重要是面向所有管理人員？為什么這些概念和技術(shù)對所有管理人員來說是重要的？通過列舉一些管理時你不想出現(xiàn)的人為錯誤也許就能很容易回答這個問題。例如，你不希望： 為這份工作聘請了錯誤的人體驗高營業(yè)額 發(fā)現(xiàn)您的員工沒有盡全力浪費時間與無用會見因為你的歧視性行動而將您的公司送上法庭根據(jù)職業(yè)安全法對您的公司指出不安全做法讓一些員工認(rèn)為，相對其他公司來說他們的工

32、資是不公平的允許訓(xùn)練的缺乏而破壞你部門的效率 出現(xiàn)不公平的勞動記住，你可以使用一切作為一名管理者的權(quán)利來制定輝煌的計劃，制定明確的組織結(jié)構(gòu)圖，設(shè)立現(xiàn)代化的生產(chǎn)流水線，并使用復(fù)雜的財務(wù)管理但作為管理者仍不能雇用錯誤的人或者不去激勵下屬（舉例來說）。另一方面，許多管理人員，無論總裁、經(jīng)理、主管人員或管理者，即使使用了不充分的計劃、組織或管理也獲得了成功。他們成功了，是因為他們有給合適的人提供合適的就業(yè)機(jī)會的訣竅，并能激勵、評價和發(fā)展他們。2. 人力資源管理的項目管理和職員管理方面所有管理人員，從某種意義上說，人力資源管理人員，都要參與諸如招聘、面試、選拔和培訓(xùn)的活動。然而，多數(shù)企業(yè)也有人力資源部和

33、自己的人力資源管理人員。人力資源管理者和他或她的工作人員涉及到“項目”管理人員的人力資源職責(zé)時怎樣執(zhí)行這份職責(zé)？讓我們來回答這個問題，通過一個簡短的相對職員管理人員的項目管理人員的權(quán)威的定義。 相對職員管理人員的項目管理人員的權(quán)威權(quán)威就是作出決定、引導(dǎo)他人的工作、并下達(dá)命令的權(quán)利。在管理方面，我們通常要區(qū)分各級管理的權(quán)力和工作人員的權(quán)力。 項目管理人員有權(quán)直接管理下屬的工作，他們一直是某些人的老板。此外，項目管理人員負(fù)責(zé)完成本組織的基本目標(biāo)（例如，酒店管理人員和生產(chǎn)銷售管理人員是一般管理人員。他們?yōu)閷崿F(xiàn)該組織的基本目標(biāo)負(fù)有直接責(zé)任。他們還有權(quán)直接管理其下屬的工作。）另一方面，職員管理人員被授權(quán)在實現(xiàn)這些基本目標(biāo)時給項目管理人員提供協(xié)助和意見。人力資源管理人員是一般的職員管理人員。他們負(fù)責(zé)在招聘、雇用和賠償領(lǐng)域給項目管理人員提供意見（例如為生產(chǎn)、銷售提供的那些）。項目管理人員的人力資源管理職責(zé)據(jù)一位專家說，對人員的直接管理是，并且一直都是，每個項目管理人員的職責(zé)的主要組成部分，從總裁到最低一級的主管。例如，一個大公司將其項目管理者進(jìn)行有效的人力資源管理的職責(zé)概述如下：向合適的人提供合適的工作在組織中培養(yǎng)新的員工（有方向性的）為那些對他們來說是嶄新的工作來培訓(xùn)員工提高每個人的工作業(yè)績?yōu)轫樌墓ぷ麝P(guān)系獲得創(chuàng)造性的合作和發(fā)展解讀S公司的政策和程序勞動力成本控制每