人力資源管理專業(yè)英語中文版.doc

商務(wù)專業(yè)英語系列叢書人力資源管理專業(yè)英語Human Resource ManagementEnglish Reader王關(guān)富 張海森 總主編付美榕 宋穎 賈寧 主 編U n i t 1An Over view of Human ResourceManagement一個(gè)人力資源概況管理Organizations require a number of things to be effective: physical resources,financial resources, marketing capability and human resources . Whileall these are important to organizational effectiveness, the factor that is mostlikely to provide potential competitive advantage is human resources and howthese resources are managed . The production technology, financing, and customerconnections (marketing) can all be copied . The basics of managing peoplealso can be copied , but the most effective organizations find unique ways toattract, retain and motivate employees a strategy that is harder to imitate .組織需要一些事情是有效的：物理資源，金融資源，市場營銷能力和人力資源。雖然這些都是非常重要的組織效能，最的因素可能提供潛在的競爭優(yōu)勢(shì)是人力資源，以及如何這些資源的管理。生產(chǎn)技術(shù)，資金和客戶連接（銷售）都可以被復(fù)制。人民的基本管理也可以被復(fù)制，但最有效的組織找到獨(dú)特的方法吸引，挽留和激勵(lì)員工-一種策略，是很難模仿。In a superb article, Competitive Advantage through People, Jeffrey Pfeffergave Southwest Airlines as an example .Consider . . . Southwest Airlines, whose stock had the best return from1972 to early 1992 . It certainly did not achieve that success from economiesof scale . In 1992 , Southwest had revenues of 1 .31 billion and a mere 2 .6percent of the U .S . passenger market . . . Southwest ( has not ) succeededbecause it has had more access to lower-cost capital indeed, it is one ofthe least leveraged airlines in the United States .Southwests planes, Boeing737s, are obviously available to all its competitors . It isnt a member of anyof the big computerized reservation systems; it uses no unique process technologyand sells essentially a commodity product low-cost, low-f rills airlineservice at prices its competitors have difficulty matching .Most of Southwests cost advantage comes from its very productive,very motivated, and by the way, unionized workforce . Compared to theU .S . airline industry, according to 1991 statistics, Southwest has feweremployees per aircraft ( 79 versus 131 ) , and f lies more passengers per employee( 1, 891, 082 versus 1, 339, 995 ) . It turns around some 80 percent ofits flights in 15 minutes or less, while other airlines on average need 45 minutes,giving it an enormous productivity advantage in terms of equipmentutilization . It also provides an exceptional level of passenger service .Southwest has won the airlinesso-called triple crown ( best on-time performance,fewest lost bags, and fewest passenger complaints in the samemonth) nine times . No competitor has achieved that even once .The illustration of Southwest Airlines proves a vivid example of the rolethat people human resources play in determining the competitiveness andeffectiveness of organizations in meeting the challenges of the 21st century . Thesuccess of Southwest Airlines comes f rom managing people effectively, a combinationof a number of important but less visible aspects of operations . From thisexample it在一個(gè)極好的文章中，通過人的競爭優(yōu)勢(shì)，杰弗里菲弗作為一個(gè)例子給西南航空公司?？紤]。 。 。西南航空公司，其股票已經(jīng)從最好的回報(bào)1972年至1992年初。這當(dāng)然沒有實(shí)現(xiàn)，從經(jīng)濟(jì)的成功規(guī)模。 1992年，西南航空的310億錛收入，僅有2 .6百分之的U。S?？瓦\(yùn)市場。 。 。西南（沒有）成功是因?yàn)樗麄冇懈鄼C(jī)會(huì)成本較低的資本鈥的確，它是一種在美國。西南魥嘲s架，波音航空公司至少杠桿波音737飛機(jī)，顯然是提供給所有的競爭對(duì)手。它不是魥嘲T的任何成員電腦化的大預(yù)訂系統(tǒng)，它不使用獨(dú)特的加工工藝本質(zhì)上是一種商品，銷售產(chǎn)品鈥低成本，低f小溪航空公司其競爭對(duì)手的價(jià)格服務(wù)難以匹配。西南魥嘲大部分的成本優(yōu)勢(shì)來自其本身的生產(chǎn)力來了，很有上進(jìn)心，對(duì)了，工會(huì)的員工隊(duì)伍。相對(duì)于。S。航空業(yè)，據(jù)1991年統(tǒng)計(jì)，西南有少每架飛機(jī)的員工（79比131），每名雇員和F在于更多的乘客（1，891，082比1，339，995）。一些原來的百分之八十左右在15分鐘以內(nèi)的航班，而在平均需要45分鐘，其他航空公司，使它在設(shè)備方面的巨大的生產(chǎn)力優(yōu)勢(shì)利用。它還提供了一個(gè)特殊的客運(yùn)服務(wù)水平。西南航空公司贏得了魥嘲所謂的三冠王（最佳服務(wù)的及時(shí)性，最少丟失的行李，和最少的乘客在同一鈥投訴月）的九倍。沒有競爭對(duì)手，即使取得了一次。西南航空公司的例子證明了一個(gè)生動(dòng)的例子中的作用人們鈥人力資源決定競爭力的發(fā)揮和鈥效力于迎接21世紀(jì)挑戰(zhàn)的組織。該西南航空公司的成功來自f ROM的人有效地管理，組合一個(gè)重要作戰(zhàn)，但不太明顯的一些方面。從這個(gè)EVOLUTION OF HR MANAGEMENTWhat traditionally were called“personnel departments”now are usuallytermed“human resource departments .”But more than the name has changed .The focus of such departments has shifted, and their responsibilities have expanded. Figure 1 highlights the major shifts that have occurred in the f ield .Before 1900, improving the working life of individuals was a major concernof reformers . Some employees attempted to start unions or strike for improvedconditions . As far back as 1786, the Philadelphia cordwainers ( shoemakers)went on strike to obtain a 6 per week minimum wage .人力資源管理的演變傳統(tǒng)上被稱為什么“人事部門“現(xiàn)在通常被稱為“人力資源的部門。“但比名稱已更改。在本部門的重點(diǎn)已經(jīng)轉(zhuǎn)移，他們的責(zé)任已經(jīng)擴(kuò)大。圖1中具有突出的F ield發(fā)生的重大變化。1900年以前，提高個(gè)人工作壽命是一個(gè)主要問題改革者。有些員工試圖啟動(dòng)改進(jìn)工會(huì)或罷工條件。早在1786年，費(fèi)城cordwainers（修鞋匠）罷工得到每周6美元的最低工資。初始的人力資源管理人力資源The Inception of HRMHR management as a specialized function in organizations began its formalemergence shortly before 1900 . Before that time, most hiring, firing, training,and pay-adjustment decisions were made by individual supervisors .Some organizationsadopted programs to benefit some employees, such as American Expresswhich established a pension plan in 1875 . Also, the scientific management studiesconducted by Frederick W . Taylor and others, beginning in 1885 , helpedmanagement identify ways to make work more eff icient and less fatiguing, thusincreasing worker productivity .As organizations grew larger, many managerial functions such as purchasingand personnel began to be performed by specialists . The growth of organizationsalso led to the establishment of the first personnel departments in 1910 .Work by individuals such as Frank and Lillian Gilbreth dealt with task designand eff iciency . The Hawthorne Studies, conducted by Elton Mayo in the mid-1920s, revealed the impact of work groups on individual workers . Ultimately,初始的人力資源管理人力資源作為組織的專門職能管理的正式開始前不久，1900年出現(xiàn)。在此之前，大多數(shù)雇用，解雇，培訓(xùn)，和薪酬調(diào)整的決定是由個(gè)別監(jiān)事。一些組織通過方案，幫助，如美國運(yùn)通一些雇員，于1875年建立了一個(gè)養(yǎng)老金計(jì)劃。此外，科學(xué)管理研究弗雷德里克進(jìn)行瓦特。泰勒和其他人，于1885年開始，幫助識(shí)別方法，使管理工作更加EFF的icient，少疲勞，因此提高工人的生產(chǎn)力。隨著組織成長，例如購買大，許多管理功能和人員開始受到專家的執(zhí)行。該組織的發(fā)展也導(dǎo)致了各個(gè)部門的人員在1910年成立。如弗蘭克和莉蓮吉爾布雷斯個(gè)人的工作任務(wù)設(shè)計(jì)處理和EFF的iciency?；羯Ｑ芯浚蒃lton梅奧進(jìn)行中期1920年，揭示了個(gè)別工人的工作群體的影響。最終，industry .In the 1930s, the passage of several major labor laws, such as the NationalLabor Relations Act of 1935, led to the growth of unions . The importance ofcollective bargaining and union/ management relations following the laborunionsrise to power in the 1940s and 1950s expanded the responsibilities of thepersonnel area in many organizations, especially those in manufacturing, utilities,and transportation . Such work as keeping payroll and retirement records,arranging stockholder visits, managing school relations, and organizing companypicnics were often the major tasks of personnel departments . The role of theHR department in the organization as a staff function to support operational( line) departments expanded during this period, and line/ staff issues grew toinf luence HR departments in the following decades .In