外文原文及翻譯----現(xiàn)代企業(yè)的人力資源管理

1、精選優(yōu)質(zhì)文檔-傾情為你奉上Modern Human Resources Management1. The general situation of human resource managementModern human resources management of enterprise roughly can divide into three levels, tactics plan, and carry out plan. Three levels represent human resources management advance, can embody the transit

2、ion from traditional personnel management to modern human resources management. We will welcome E era in the 21st century. In the face of the brand-new challenge, enterprises to obtain the competition advantage, human resources development and management can't be ignored. Through adapt to E era

3、violent change and new challenge can promote enterprises organization system development, procedure recombination and management transformation. To promote latent energy of human resources become enterprise human resources management departments chief duty. Among the course of enterprise management

4、developing, it is not difficult to find that enterprise management have gone through production period and market period ,then enter the human resources leading period. We can say, at E era human resources will become direction of enterprises management. As we know, production period have kept quite

5、 a long stage, then we paid attention to products. Ford Motor was a vivid case of that period:Do you need the automobile which other colors? We only produce the black.Market leading is the trend of recent ten years domestic enterprises also pay attention to it. Its character is to pay attention to m

6、arket trend, market require, and customer satisfaction. Products quality and service are the foundation of customer satisfaction. Product quality and service promoted, enterprise could keep the occupation rate of market.Enterprise will adopt human resources to E era main characters globalization, wo

7、rld net and knowledge. Enterprises must know the function of human resources in the development.First of all, knowledge and technology have changed the measure of enterprises wealth and competition rule. Knowledge is strategic assets of enterprise, enterprise is the organization which can combine, c

8、reate, transmit and use knowledge. So whether enterprises have innovative knowledge, or heterogeneity technology be not coded, will promote enterprises to boost productivity in succession, promote and create the advantage in competition. As knowledge and technologys medium (human resources) on behal

9、f of special knowledge, technology and ability. Though science and technology and knowledge of enterprise invisible, knowledge, technology and abilitys medium (human resources) is realistic, and can manage, train and develop. So, human resources of enterprises become the key factor of enterprises ma

10、rket value. For instance speaking, the market value of Microsoft goes beyond GE.In era of knowledge-driven economy, the fundamental change takes place in enterprises competition. E-era is knowledge-driven economy era, the competition based on key ability of enterprise. According to McKinsey advisory

11、 companys view so-called key專心-專注-專業(yè)ability mean organizations a series of complementary technical ability and knowledge, it have made one or many aspects of business reach competition field first-class level. The cultivation of enterprises key ability will be based on information management. As to

12、abroad position CEO, CIO, CKO (Chief Knowledge Officer), Chinese should be called chief knowledge officer or knowledge inspector. The responsibility is to promote staff knowledge and technical ability constantly, to guarantee organizations competitiveness at high level.Secondly, networked developmen

13、t change traditional space-time conception, create one no demarcation and global working environment and vision. So, the development at full speed of the new technology, not only improved production efficiency, reduced the trade expenses greatly, but also made an impact to enterprises management. Fo

14、r example, application of computer and network technology, redistribute the power of enterprises. The development of communication means and network technology enable customer and staff getting more relevant information, improving reaction speed and flexibility. The development of technology will re

15、define working time and working model constantly. The development of information technology, make enterprises realize the important function of technology creator. More and more enterprises will improve the human resources management to quite important extent.Moreover, globalization has already chan

16、ged the border of the competition. Enterprises will face unprecedented challenge. Global economy integration under trade liberalization will make multinational enterprises become important strength in international market competition. To obtain competition advantage under globalization background, e

17、nterprises administrators and human resources department must take human resources to program. They will set up new mode and procedure, train global sensitive sense and key ability. A lot of trans-corporation adhere “thinking globalization, take action locality” principle. It is the challenge that g

18、lobalization bring to enterprises. The promotion of international competition must promote enterprises to dispose resources in the whole world, including human resources disposition in world wide. Management including problems as follows: the difficulty training, conflict of different culture and ma

19、naging cross-culturally will become important problems of enterprises human resources management.2. E era: Deep change of human resources managementE era, knowledge and technology, network and globalization are the main character. New market, new product and new concept contain new thinking of enter

20、prises key ability and management style. Human resources management in enterprise will take deep change:In the face of knowledge economy society, it demanding knowledge and information shared. Network make institutional framework do away with hierarchical system. On one hand, network tissue group re

21、place regular working office or position. Inside enterprises, the group and the other group are independent and complementary, the comprehensive result of the sum greater than the part wholly. In this case, group depends on members ability (not post) and tusk. Performance of group is the standard to

22、 get reward. On the otherhand, network made middle management information sharing loser. So, high positions reducing in the enterprise, it made the traditional promotion way reduce. In adapt to the development of enterprise human resources system. The work is not a position but a task and the task c

23、hanging constantly.In future, the steady, machinery, repeated work will be replaced by the machine. There only left mental work, creative work. The “knowledge worker” will utilize his knowledge and innovation ability, offer products and additional value of service. People no longer regard pursuing t

24、he senior managerial position as the main goal of job development. What they need are bigger autonomy and working elasticity, in order to give play to their higher production capacity. Thus, as the administrator, must be good at communicating and building the relaxed working atmosphere. With enginee

25、ring level developing constantly, staff will be more and more important among enterprise. To meet staff working and life requests become E era one key goal of human resources management. The staff need get the fair and reasonable pay, get development self chance and condition. He need job security.

26、In other words, enterprises will realize what the staff need is not work, but the vocation.As to above-mentioned changes, organization system redesigned should on background of human resources management of E era. E era, organization system will change produce, market, sale and research, development

27、 and financial departments. But implement a hierarchical system and network framework. In traditional pyramid institutional framework, it was ordering and control that emphasized, emphasis describing the staffs task clearly, so the expectation to the staff of the organization is clear. To promote st

28、aff vertical means increase, improvement and high remuneration of status and responsibility. All information of human resources management concentrated on the supreme administration and supervision authorities. By contrast, in flat institutional framework, emphasize the mandate of the staff, and mak

29、e up work group on commission. The organization encourages the staff to expand ones own working content, improve the staff's common ability and flexibility. Train system and remuneration system support the promotion of competence. In networked organization, company will make up various kinds of

30、work groups according to special ability to finish the specific task. The work group usually includes expert. In networked organization, emphasize the management of staff participation, construct the border of organization again. Over the past 5-10 years, industrial economy era occupy specializing i

31、n ordering with control decision and resource allocation to arrange status concentrate on management that make way for flexible organization system already. GEs CEO Jack Welch said, “Guarantee and organize successful, the key is to let suitable persons to solve the most important business question.

32、Whether he enterprises which grade and which position in organization.” It is the vivid portrayal of this mechanism. In practice, the most important thing is to let the staff step functional departments and work together, and guarantee they have the power of decision and information needed. Look fro

33、m trend, human resources management emphasize staff individual and work groups responsibility. Achievement of work group become the core, to encourage staff individual will become history.As the wide application of Internet technology, the competition and development will under the background “E-Bus

34、iness” times. It is obvious, management reconstruction and procedure recombination will become important means to break traditional rule and to obtain new competitive power. The rule of industrial economy cant adapt to the growth and development of E-era. Human Resource Department is layman or serva

35、nt of technology no longer, information technology will be got application in human resources management widely. The manpower resources management of enterprises will set up on enterprises network framework, and break through the limitation of the enterprise border. Research, exchange and communicat

36、ion inside and outside enterprises will be swifter. In human resources, employees relation, job vacancy, expert searches, employees training and support, and study remote will use Internet effectively.Internet technology can help enterprises organize and realize fictitiously management. Internet tec

37、hnology will help enterprises to set up the administrative system of knowledge, set up studying type organization, help enterprises to win competitiveness of long-term development. One organization must have ability on “how to study”, study ability will become competition advantage than rival.3. E e

38、ra: Existence of the human resources managerIn E era competitive environment changing fast, it makes the managers face the change of human resources management field, play a role in transformation. More and more enterprises realize that set up competition advantage, the key is to make human resource

39、s management effective. The administrator on the senior level of enterprises places much hope on this. Enterprises human resources manager would meet the challenge of E era.First of all, enterprise's human resources administrator's duty will be liberated from homework, administrative affairs

40、 gradually, will engage in strategic human resources management more. So, enterprise manpower resources by the original non-mainstream functional department gradually become administrative department and strategic partner of business management. Among the 1994, American human resources management as

41、sociation meeting, council chairman Gale Parker point out, “Enterprise rebuild, structure recombination, scale simply require human resources managers to become CEO's strategic partners, help to plan, implement the organization transformation. The human resources managers participate in enterpri

42、ses plan to organize the operational activity more and more. They lead enterprises improvement, set up competition advantage, propagate function technology and act as the role propagator and promoter, and will responsible for staff's performance and productivity etc. Many foreign enterprises hum

43、an resources directed by a vice president. It can improve human resources strategic value.As we know that traditional human resources management of enterprise can roughly be divided into two respects, one from homework, another strategic. So-called homework project mean attendance, personnel file ad

44、ministration, performance check and rate, wage and welfare administration and general affairs. And strategic project include manpower resources formulation, execution of policy, help on the middle and senior level selection ofexecutive, education, training, career of staff plan, organization develop

45、ment plan and retain staff for business development. Some non-central, traditional personnel management would be put out. It can promote competitiveness, because of the added value of homework is very low, and human resources manager divert his attention and be deviated from the important strategic

46、affairs. Staff affairs should be managed by other “affairs department”.So, Enterprises human resources manager will be from that kind of administration of the past gradually. Role of general affairs and welfare committee would be changed. And become learning type organization, training pusher, senio

47、r advisor agent, strategic business partner, administrations expert and improvement advocator.Secondly, manpower resources manager need to possess the corresponding global human resources management skill, he can understand and grasp the suitable professional knowledge. He required speak the same “l(fā)

48、anguage” to the business segments. Human resources administration is very important in the chain of enterprises day by day. It includes not only outside customer but also departments of enterprise. Human resource department should move towards “the service center” from the status “power center”. Hum

49、an resources manager must possess a brand-new mode of thinking. And know customers need and how to offer these services.Finally, human resources manager should locate a new role. Michigan University Reich professor said, as helper of enterprise to get competitiveness, human resources management shou

50、ld pay attention to output of work. According to strategic policy, administrations efficiency, the staffs contribution and changing, these four kinds outputs of human resources management, Reich sum up 4 basic roles of human resources management. They are strategic human resources, mechanism structu

51、re, of staff management contribution, management transition and change.In order to realize the above-mentioned roles, enterprises human resources manager need master four major key technical skills.First, they should master the business procedure.Human resources employee becomes a part of core manag

52、ing and management. They participate in the basic operational activity, have strategic business directions.Second, they grasp the manpower resources.It means that human resources management should guarantee basic managements and coordinate each other, and should bear the responsibility the executive

53、 function.Third, personal reputationIt means that human resources employee should possess good interpersonal influence, conquest ability and innovation ability.Fourth, grasp transformationIt requires human resources manager to understand how to lead enterprises improvement and recombination.現(xiàn)代企業(yè)人力資源

54、管理一、現(xiàn)代企業(yè)人力資源管理概況現(xiàn)代企業(yè)的人力資源管理大致可分為三個層次，及策略規(guī)劃、制度規(guī)劃和作業(yè)執(zhí) 行。這三個層次其實(shí)也代表了人力資源管理的不同發(fā)展階段，可以體現(xiàn)出從傳統(tǒng)的人 事管理到現(xiàn)代人力資源管理的過渡。二十一世紀(jì)我們?nèi)嬗瓉砹?E 時代。面對全新挑 戰(zhàn)，企業(yè)要獲取競爭優(yōu)勢，人力資源開發(fā)與管理不可忽視。通過適應(yīng) E 時代劇烈的企 業(yè)變化和動蕩的新挑戰(zhàn)，促進(jìn)企業(yè)組織開發(fā)、流程重組和管理變革，發(fā)揮并提升人力 資源的潛能，成為企業(yè)人力資源管理工作者當(dāng)仁不讓的職責(zé)。從近一個世紀(jì)企業(yè)經(jīng)營的發(fā)展過程中，我們不難發(fā)現(xiàn)企業(yè)經(jīng)營歷經(jīng)了從生產(chǎn)導(dǎo)向 到市場導(dǎo)向的演進(jìn)過程，目前正在進(jìn)入人力資源導(dǎo)向時代。可以說

55、，在 E 時代，人力 資源導(dǎo)向?qū)⒊蔀槠髽I(yè)獲取成功的基本導(dǎo)向。 眾所周知，生產(chǎn)導(dǎo)向的階段維持了相當(dāng)久，當(dāng)時重視的是產(chǎn)品。福特汽車就曾是那個 時代一個生動的典型：你們需要其他顏色的汽車嗎？我們只生產(chǎn)黑色。市場導(dǎo)向是近十幾年來的趨勢，國內(nèi)企業(yè)也相當(dāng)重視。其特點(diǎn)是重視市場趨勢、 市場要求、以及顧客滿意度；尤其，以產(chǎn)品或服務(wù)的品質(zhì)、質(zhì)量，作為顧客滿意度的 基礎(chǔ)。只有提升產(chǎn)品與服務(wù)的質(zhì)量與品質(zhì)，才能享有市場占有率。而"品質(zhì)、質(zhì)量"的 貢獻(xiàn)者、達(dá)成者、實(shí)現(xiàn)者是誰呢？企業(yè)采用人力資源導(dǎo)向是由知識化、網(wǎng)絡(luò)化及全球化的 E 時代根本特征和企業(yè)競 爭格局所決定的。企業(yè)須以全新的視角來認(rèn)識人力資源

56、在企業(yè)發(fā)展中的作用。首先，知識化改變了衡量企業(yè)財富的標(biāo)準(zhǔn)和競爭規(guī)則。知識是企業(yè)的戰(zhàn)略資產(chǎn)， 企業(yè)是一種知識整合系統(tǒng)或是創(chuàng)造、傳遞和運(yùn)用知識的組織。所以企業(yè)是否擁有創(chuàng)新 知識，或異質(zhì)性未編碼知識，就成為連續(xù)推動企業(yè)提高生產(chǎn)率，提升并創(chuàng)造連續(xù)競爭 優(yōu)勢的源泉。作為知識和技能“承載者”的人力資源，代表了企業(yè)所擁有的專門知識、 技能和能力的總和，是企業(yè)創(chuàng)造獨(dú)占性的異質(zhì)知識和壟斷技術(shù)優(yōu)勢的基礎(chǔ)。雖然企業(yè) 的科技和知識是無形的，但代表企業(yè)知識、技能和能力水平的人力資源卻是真實(shí)存在， 并能加以管理、培訓(xùn)和開發(fā)的。至此，企業(yè)的人力資源就成為決定企業(yè)市場價值的關(guān) 鍵因素。如從一定程度上講，Microsoft 的

57、市場價值是超出 GE 的。知識經(jīng)濟(jì)時代，企業(yè)競爭方式發(fā)生根本性變革。E 時代是知識經(jīng)濟(jì)的時代，企業(yè) 的競爭將基于核心能力的競爭。根據(jù)麥肯錫（McKinsey）咨詢公司的觀點(diǎn)，所謂核心 能力是指某一組織內(nèi)部一系列互補(bǔ)的技能和知識的結(jié)合，它具有使一項或多項業(yè)務(wù)達(dá) 到競爭領(lǐng)域一流水平的能力。企業(yè)核心能力的培育將基于知識管理。在國外出現(xiàn)一個 類似 CEO、CIO 職位的 CKO（Chief Knowledge Officer）職位，中文應(yīng)該稱為首席知 識官或知識總監(jiān)，其責(zé)任是促進(jìn)員工知識與技能水平的不斷提升，確保組織在高科技 時代的競爭力。其次，網(wǎng)絡(luò)化的發(fā)展改變了傳統(tǒng)的時空觀念，創(chuàng)造了一個不受地理邊界

58、限制與束 縛的全球工作環(huán)境和視野。因此，新技術(shù)的飛速發(fā)展，不僅提高了企業(yè)的經(jīng)營生產(chǎn)效 率，大大降低了交易費(fèi)用，而且對企業(yè)管理方式產(chǎn)生巨大沖擊。例如，計算機(jī)網(wǎng)絡(luò)和 技術(shù)的運(yùn)用，客觀上重新分配了企業(yè)的內(nèi)部權(quán)力；通訊手段和網(wǎng)絡(luò)技術(shù)的發(fā)展，使顧 客和員工能在獲得更多相關(guān)信息基礎(chǔ)上，提高反應(yīng)速度和靈活性，創(chuàng)造更多的機(jī)會。 技術(shù)的發(fā)展將不斷地重新定義工作時間和工作的方式。信息技術(shù)的飛速發(fā)展，使得企 業(yè)越發(fā)認(rèn)識到能夠創(chuàng)造技術(shù)的人才的重要作用。越來越多的企業(yè)將會把人力資源管理 工作提高到相當(dāng)重要的程度。再次，全球化已徹底改變了競爭的邊界，使企業(yè)面臨前所未有的強(qiáng)度挑戰(zhàn)。經(jīng)濟(jì) 全球化與貿(mào)易自由化帶動下的全球經(jīng)濟(jì)一

59、體化，將使多國企業(yè)成為國際市場競爭中的 重要力量。為在全球化背景下獲取競爭優(yōu)勢，企業(yè)各部門的管理者和人力資源從業(yè)人 士，必須以一種新的全球思維方式重新思考企業(yè)人力資源的角色與價值增值問題，建 立新的模式和流程來培養(yǎng)全球性的靈敏嗅覺、核心能力。如許多跨國公司堅持的"思 維全球化，行動當(dāng)?shù)鼗?quot;原則就是全球化給企業(yè)帶來的挑戰(zhàn)。國際競爭的深化必然推 動企業(yè)在全球內(nèi)配置資源，更包括人力資源的全球配置。管理人力資源的難度、培訓(xùn) 的難度、不同文化的沖突、跨文化管理，都將成為企業(yè)人力資源管理的重要問題。二、E 時代：人力資源管理的深刻變化在知識化、網(wǎng)絡(luò)化與全球化的 E 時代，新市場、新產(chǎn)品、新觀念，也蘊(yùn)含著對企 業(yè)核心能力和經(jīng)營方式的新思考。對于企業(yè)的人力資源管理，也會形成深刻的變化： 面對 E 時代的知識經(jīng)濟(jì)社會，知識化要求知識與信息共享，網(wǎng)絡(luò)化使組織結(jié)構(gòu)扁 平化成為可能。一方面，網(wǎng)絡(luò)狀分布