人力資源管理畢業(yè)設計外文英文文獻翻譯人力資源管理的戰(zhàn)略作用管理資料

StrategicRoleofHumanResourceManagement "fromHumanResourceManagementatWorkWhatIsHumanResourceManagementTounderstandwhathumanresourcemanagementis,weshouldfirstreviewwhatmanagersdo.Mostexpertsagreethattherearefivebasicfunctionsallmanagersperform'planning,organizing,staffing,leading,andcontrolling.Intotal,thesefunctionsrepresentthemanagementprocess.Someofthespecificactivitiesinvolvedineachfunctioninclude:Planning:Establishinggoalsandstandards;developingrulesandprocedures;developingplansandforecasting-predictingorprojectingsomefutureoccurrence.Organizing:Givingeachsubordinateaspecifictask;establishingdepartments;delegatingauthoritytosubordinates;establishingchannelsofauthorityandcommunication;coordinatingtheworkofsubordinates.Staffing:Decidingwhattypeofpeopleshouldbehired;recruitingprospectiveemployees;selectingemployees;settingperformancestandards;compensatingemployees;evaluatingperformance;counselingemployees;traininganddevelopingemployees.Leading:Gettingotherstogetthejobdone;maintainingmorale;motivatingsubordinates.Controlling:Settingstandardssuchassalesquotas,qualitystandards,orproductionlevels;checkingtoseehowactualperformancecompareswiththesestandards;takingcorrectiveactionasneeded.Inthisbook,wearegoingtofocusononeofthesefunctions:thestaffing,personnelmanagement,or(asit'susuallycalledtoday)humanresource(HR)managementfunction.Humanresourcemanagementreferstothepracticesandpoliciesyouneedtocarryoutthepeopleorpersonnelaspectsofyourmanagementjob.Theseinclude:Conductingjobanalyses(determiningthenatureofeachemployee'sjob)PlanninglaborneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployeesManagingWagesandSalaries(howtocompensateemployees)ProvidingincentivesandbenefitsAppraisingperformanceWhyIsHRManagementImportanttoAllManagersWhyaretheseconceptsandtechniquesimportanttoallmanagers?Perhapsit'seasiertoanswerthisbylistingsomeofthepersonnelmistakesyoudon'twanttomakewhilemanaging.Forexample,youdon'twant:TohirethewrongpersonforthejobToexperiencehighturnoverTofindyourpeoplenotdoingtheirbestTowastetimewithuselessinterviewsTohaveyourcompanytakentocourtbecauseofyourdiscriminatoryactionsTohaveyourcompanycitedunderfederaloccupationalsafetylawsforunsafepracticesTohavesomeofyouremployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationToallowalackoftrainingtoundermineyourdepartment'seffectivenessTocommitanyunfairlaborpracticesCarefullystudyingthisbookcanhelpyouavoidmistakeslikethese.Moreimportant,itcanhelpensurethatyougetresults-throughothers.Rememberthatyoucoulddoeverythingelserightasamanager-laybrilliantplan,drawclearorganizationcharts,setupmodernassemblylines,andusesophisticatedaccountingcontrols-butstillfailasamanagerbyhiringthewrongpeopleorbynotmotivatingsubordinates,forinstance).Ontheotherhand,manymanagers-whetherpresidents,generals,governors,orsupervisors-havebeensuccessfulevenwithinadequateplans,organization,orcontrols.Theyweresuccessfulbecausetheyhadtheknackforhiringtherightpeoplefortherightjobsandmotivating,appraising,anddevelopingthem.Rememberasyoureadthisbookthatgettingresultsisthebottomlineofmanagingandthat,asamanager,youwillhavetogettheseresultsthroughpeopleAsonecompanypresidentsummedup:“Formanyyearsithasbeensaidthatcapitalisthebottleneckforadevelopingindustry.Idon'tthinkthisanylongerholdstrue.Ithinkit'stheworkforceandthecompany'sinabilitytorecruitandmaintainagoodworkforcethatdoesconstitutethebottleneckforproduction.Idon'tknowofanymajorprojectbackedbygoodideas,vigor,andenthusiasmthathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausetheycan'tmaintainanefficientandenthusiasticlaborforce,andIthinkthiswillholdtrueevenmoreinthefuture---”Atnotimeinourhistoryhasthatstatementbeentruerthanitistoday.Aswe'llseeinamoment,intensifiedglobalcompetition,deregulation,andtechnicaladvanceshavetriggeredanavalancheofchange,onethatmanyfirmshavenotsurvived.Inthisenvironment,thefuturebelongstothosemanagerswhocanbestmanagechange;buttomanagechangetheymusthavecommittedemployeeswhodotheirjobsasiftheyownthecompanyInthisbookwe'llseethathumanresourcemanagementpracticesandpoliciescanplayacrucialroleinfosteringsuchemployeecommitmentandinenablingthefirmtobetterrespondtochange.LineandStaffAspectsofHRMAllmanagersare,inasense,HRmanagers,sincetheyallgetinvolvedinactivitieslikerecruiting,interviewing,selecting,andtraining.Yetmostfirmsalsohaveahumanresourcedepartmentwithitsownhumanresourcemanager.HowdothedutiesofthisHRmanagerandhisorherstaffrelateto"line"managers'humanresourceduties?Let,sanswerthisquestion,starlingwithashortdefinitionoflineversusstaffauthority.LineversusStaffAuthorityAuthorityistherighttomakedecisions,todirecttheworkofothers,andtogiveorders.Inmanagement,weusuallydistinguishbetweenlineauthorityandstaffauthority.Linemanagersareauthorizedtodirecttheworkofsubordinates-they'realwayssomeone'sboss.Inaddition,linemanagersareinchargeofaccomplishingtheorganization'sbasicgoals(Hotelmanagersandthemanagersforproductionandsalesaregenerallylinemanagers,forexample.Theyhavedirectresponsibilityforaccomplishingtheorganization'sbasicgoals.Theyalsohavetheauthoritytodirecttheworkoftheirsubordinates.)Staffmanagers,ontheotherhand,areauthorizedtoassistandadviselinemanagersinaccomplishingthesebasicgoals.HRmanagersaregenerallystaffmanagers.Theyareresponsibleforadvisinglinemanagers(likethoseforproductionandsales)inareaslikerecruiting,hiring,andcompensation.LineManagers'HumanResourceManagementResponsibilitiesAccordingtooneexpert,'Thedirecthandlingofpeopleis,andalwayshasbeen,anintegralpartofeverylinemanager'sresponsibility,frompresidentdowntothelowest-levelsupervisor.Forexample,onemajorcompanyoutlinesitslinesupervisors'responsibilitiesforeffectivehumanresourcemanagementunderthefollowinggeneralheadings:PlacingtherightpersonontherightjobStartingnewemployeesintheorganization(orientation)TrainingemployeesforjobsthatarenewtothemImprovingthejobperformanceofeachpersonGainingcreativecooperationanddevelopingsmoothworkingrelationshipsInterpretingthecompanyspoliciesandproceduresControllinglaborcostsDevelopingtheabilitiesofeachpersonCreatingandmaintainingdepartmentalmoraleProtectingemployees'healthandphysicalconditionInsmallorganizations,linemanagersmaycarryoutallthesepersonneldutiesunassisted.Butastheorganizationgrows,theyneedtheassistance,specializedknowledge,andadviceofaseparatehumanresourcestaffHumanResourceDepartment'sHRManagementResponsibilitiesThehumanresourcedepartmentprovidesthisspecializedassistance.Indoingso,theHRmanagercarriesoutthreedistinctfunctions:Alinefunction.First,theHRmanagerperformsalinefunctionbydirectingtheactivitiesofthepeopleinhisorherowndepartmentandinserviceareas(liketheplantcafeteria).Inotherwords,heorsheexertslineauthoritywithinthepersonneldepartment.IIRmanagersarealsolikelytoexertimpliedauthority.ThisissobecauselinemanagersknowtheHRmanageroftenhasaccesstotopmanagementinpersonnelareasliketestingandaffirmativeaction.Asaresult,HRmanagers'"suggestions"areoftenviewedas"ordersfromtopside".Thisimpliedauthoritycarriesevenmoreweightwithsupervisorstroubledwithhumanresource/personnelproblems.Acoordinativefunction.HRmanagersalsofunctionascoordinatorsofpersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.HeretheHRmanageranddepartmentactas"therightarmofthetopexecutivetoassurehim(orher)thatIIRobjectives,policies,andprocedures(concerning,forexample,occupationalsafetyandhealth)whichhavebeenapprovedandadoptedarebeingconsistentlycarriedoutbylinemanagers.Staff(service)functions.Servingandassistinglinemanagersisthe"breadandbutter"oftheHRmanager'sjob.Forexample,HRassistsinthehiring,training,evaluating,rewarding,counseling,promoting,andfiringofemployees.Italsoadministersthevariousbenefitprograms(healthandaccidentinsurance,retirement,vacation,andsoon).Itassistslinemanagersintheirattemptstocomplywithequalemploymentandoccupationalsafetylaws.Anditplaysanimportantrolewithrespecttogrievancesandlaborrelations.Aspartoftheseserviceactivities,theHRmanagerslanddepartment)alsocarryoutan"innovator"rolebyproviding'uptodateinformationoncurrenttrendsandnewmethodsofsolvingproblems.Forexample,thereismuchinteresttodayininstitutingreengineeringprogramsandinprovidingcareerplanningforemployees.HRmanagersstayontopofsuchtrendsandhelptheirorganizationsimplementtherequiredprograms.CooperativeLineandStaffHumanResourceManagement:AnExampleExactlywhichHRmanagementactivitiesarecarriedoutbylinemanagersandstaffmanagers?There'snosingledivisionoflineandstaffresponsibilitiesthatcouldbeappliedacrosstheboardinallorganizations.Buttoshowyouwhatsuchadivisionmightlooklike.ThisshowssomeHRresponsibilitiesoflinemanagersandstaffmanagersinfiveareas:recruitmentandselection;traininganddevelopment;compensationlaborrelations;andemployeesecurityandsafety.Forexample,intheareaofrecruitingandhiringit,sthelinemanager'sresponsibilitytospecifythequalificationsemployeesneedtofillspecificpositions.ThentheHRstafftakesover.Theydevelopsourcesofqualifiedapplicantsandconductinitialscreeninginterviews.Theyadministertheappropriatetests.Thentheyreferthebestapplicantstothesupervisor(linemanager),whointerviewsandselectstheonesheorshewants.Insummary,HRmanagementisanintegralpartofeverymanager'sjob.Whetheryou'reafirst-linesupervisor,middlemanager,orpresident,whetheryou'reaproductionmanager,salesmanager,officemanager,hospitaladministrator,countymanager(orHRmanager),gettingresultsthroughpeopleisthenameofthegame.Andtodothis,you'11needagoodworkingknowledgeofthehumanresource/personnelconceptsandtechniquesinthisbook.Tomorrow,sHRTrendslikeglobalizationandtechnologicalinnovationarechangingthewayfirmsaremanaged.Organizationstodaymustgrapplewithrevolutionarytrends,acceleratingproductandtechnologicalchange,globalizecompetition,deregulation,demographicchanges,andtrendstowardaservicesocietyandtheinformationage.Thesetrendshavechangedtheplayingfieldonwhichfirmsmustcompete.Inparticular,theyhavedramaticallyincreasedthedegreeofcompetitioninvirtuallyallindustries,whileforcingfirmstocopewithunprecedentedproductinnovationandtechnologicalchange.Inthecompaniesthathavesuccessfullyrespondedtothesechallenges,newmodesoforganizingandmanaginghaveemerged.Forexample:Thetraditional,pyramid-shapedorganizationisgivingwaytoneworganizationalforms.AtfirmslikeAT&Tthenewwayoforganizingstressescross-functionalteamsandboostinginterdepartmentalcommunications.Thereisacorrespondingde-emphasison"stickingtothechainofcommand"togetdecisionsmade.AtGeneralElectric,ChairmanJackWelchtalksoftheboundarylessorganization,inwhichemployeesdonotidentifywithseparatedepartmentsbutinsteadinteractwithwhomevertheymusttogetthejobdone.Employeesarebeingempoweredtomakemoreandmoredecisions.Expertsargueforturningthetypicalorganizationupsidedown.Theysaytoday,sorganizationshouldputthecustomerontopandemphasizethateverymovethecompanymakesshouldbetowardsatisfyingthecustomer'sneeds.Managementmustthereforeempoweritsfront-lineemployees-thefrontdeskclerksatthehotel,thecabinattendantsontheDeltaplane,andtheassemblersatSaturn.Inotherwords,employeesneedtheauthoritytorespondquicklytothecustomer'sneeds.Themainpurposeofmanagersinthis"upsidedown"organizationistoservethefront-lineemployees,toseethattheyhavewhattheyneedtodotheirjobs-andthustoservethecustomers.Flatterorganizationsarethenorm.Insteadofthepyramid-shapedorganizationwithitsseventotenormorelayersofmanagement,flatorganizationswithjustthreeorfourlevelswillprevail.Manycompanies(includingAT&TandGeneralElectric)havealreadycutthemanagementlayersfromadozentosixorfewer.Astheremainingmanagershavemorepeoplereportingtothem,theywillbelessabletomeddleintheworkoftheirsubordinates.Workitself-onthefactoryfloor,intheoffice,eveninthehotel-isincreasinglyorganizedaroundteamsandprocessesratherthanspecializedfunctions.Ontheplantfloor,aworkerwillnotjusthavethejobofinstallingthesamedoorhandleoverandoveragain.Heorshewillbelongtoamultifunctionteam,onethatmanagesitsownbudgetandcontrolsthequalityofownwork.Thebasesofpowerarechanging."Intheneworganization,“saysmanagementtheoristRosabethMossBanter,"position,title,andauthorityarenolongeradequatetoolsformanagerstorelyontogettheirjobsdone.Instead,successdependsincreasinglyontappingintosourcesofgoodideas,onfiguringoutwhosecollaborationisneededtoactonthoseideas,andonworkingwithbothtoproduceresults.Inshort,thenewmanagerialworkimpliesverydifferentwaysofobtainingandusingpower.“Managerswillnot"manage".Yesterday'smanagerknewthatthepresidentandownersofthefirmgavehimorherauthoritytocommandandcontrolsubordinates.Todaymostmanagersrealizethatrelianceonformalauthorityisincreasinglyathingofthepast.PeterDruckersaysthatmanagershavetolearntomanageipsituationswheretheydonothavecommandauthority,where“youareneithercontrollednorcontrolling".Yesterday'smanagerthinksofhimselforherselfasa"manager"or"boss";thenewmanagerincreasinglythinksofhimselforherselfasa"sponsor","teamleader",or"internalconsultant"ManagerstodaymustbuildcommitmentBuildingadaptive,customer-responsiveorganizationsmeansthatelicitingemployee'scommitmentandself-controlismoreimportantthanithaseverbeen.GE'sJackWelchputitthisway:TheonlywayIseetogetmoreproductivityisbygettingpeopleinvolvedandexcitedabouttheirjobs.Youcan'taffordtohaveanyonewalkthroughagateofafactoryorintoanofficewhoisnotgiving120%".人力資源管理的戰(zhàn)略作用———摘自.人力資源管理工作什么是人力資源管理認識到什么是人力資源管理，首先要考慮管理人員做什么。大多數(shù)專家贊成，有五個基本職能的所有管理人員執(zhí)行的計劃、組織、人員配備、領導和控制。總之，這些職能表現(xiàn)了管理的過程。一些參與了每個功能的具體活動包括：計劃：確立目標和標準；發(fā)展規(guī)則和程序；發(fā)展計劃和預報一預言或預測未來的一些情況。組織：給每個下屬的具體任務: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該雇用；招募潛在雇員；選擇雇員；制定的性能標準;補償雇員；評價性能;輔導員工；培訓和發(fā)展員工。領導：讓別人來完成任務；保持士氣；激勵下屬。控制：設置標準，如銷售定額、質(zhì)量標準或生產(chǎn)水平；查看實際的執(zhí)行情況是否符合這些標準；需要時采取糾正行為。在這本書中，我們將重點放在其中的一個職能：人員編制、人事管理，或者（現(xiàn)在的說法是）人力資源（HR）管理職能。人力資源管理指的是您需要進行的人或人員方面的管理工作的做法和政策。這些包括：進行就業(yè)分析（確定的性質(zhì)，每個員工的工作）規(guī)劃勞動力需求和招聘職位候選人選擇應聘者定向和培訓新雇員管理工資和薪金（如何補償雇員）提供獎勵和福利績效評價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為，相對其他公司來說他們的工資是不公平的允許訓練的缺乏而破壞你部門的效率出現(xiàn)不公平的勞動仔細研究這本書可以幫助您避免這樣的錯誤。更重要的是，它可以幫助您確保通過其他途徑得到結(jié)果。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，設立現(xiàn)代化的生產(chǎn)流水線，并使用復雜的財務管理一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)機會的訣竅，并能激勵、評價和發(fā)展他們。當你讀這本書的時候記住，得到結(jié)果是管理的底線，而且，作為一個經(jīng)理，你將通過別人來得到這些結(jié)果。就像一個公司的總裁總結(jié)的：“多年來，大家一直認為，資金是一個發(fā)展中行業(yè)的瓶頸。我并不認為這將長期如此。、活力和熱情支持的重大項目因為資金短缺而停工。我同樣也知進一些行業(yè)因為不能維持一個有效率的、熱情的勞動力而部分停止發(fā)展或發(fā)展受到阻礙，而且，我認為這在未來會更加重要一”在我們歷史中的任何時候，這一聲明都比當時更加真實。正如我們在某個瞬間可以看到，在全球競爭的加強、管理的放松和技術的進步引發(fā)的雪崩般的變化面前，，未來將屬于那些最能面對管理變革的管理者;而面對管理變革，他們必須有就像他們自己擁有這個公司一樣對自己的工作充滿責任心的員工。在這本書中我們會看到，在更好地應對管理變革、促使雇員效忠本公司中，人力資源的管理和政策扮演著一個至關重要的角色。.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、選拔和培訓的活動。然而，多數(shù)企業(yè)也有人力資源部和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時怎樣執(zhí)行這份職責？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)威就是做出決定、引導他人的工作、并下達命令的權(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，項目管理人員負責完成本組織的基本目標（例如，。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。他們負責在招聘、雇用和賠償領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的主要組成部分，從總裁到最低一級的主管。例如，一個公司將其項目管理者進行有效的人力資源管理的職責概述如下：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員工提高每個人的工作業(yè)績?yōu)轫樌墓ぷ麝P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個人發(fā)展中的能力創(chuàng)建和維護部門的士氣保護員工的健康和身體狀況在小組織中，項目管理人員可以進行所有這些無用的人員職責。但是，隨著組織的成長，他們需要對一個獨立的人力資源職員的協(xié)助、專業(yè)知識和建議。人力資源部門的人力資源管理職責人力資源處提供這種專門的協(xié)助。在這樣做時，人力資源管理人員有三個不同的職能：項目職能。首先，人力資源管理人員通過指揮在他或她自己的部門和服務領域（如工廠食堂）里的人的活動來執(zhí)行項目職能。換言之，他或她使用人事部門里的項目權(quán)利。人力資源管理人員也有可能施加默認的授權(quán)。，人力資源管理人員的“建議”往往被視為“上層的要求。這就意味著權(quán)力比因人力資源/人事問題而困擾的管理人員更有分量。協(xié)調(diào)職能。人力資源管理人員，也可稱作職員活動的協(xié)調(diào)員，有著往往被稱為功能控制的責任。作為高層管理人員的“右臂”的人力資源管理人員和部門要確保那些己被項目管理人員批準并通過了的（例如，關于職業(yè)安全和健康的）人力資源的管理目標、政策和程序。職員（服務）職能。服務和協(xié)助項目管理人員是人力資源管理者工作中的“面包和奶油”。例如，人力資源協(xié)助雇用、培訓、評價、獎勵、輔導、推