Chapter 1
1. Discuss the roles and activities of a company’s human resource management function讨论了的角色和行为的一个公司的人力资源管理中的作用
Strategic partner: data-based decision making战略伙伴:根据数据做出决策
Administration expert: legal compliance , contract administration , e-HRM & HR information systems专家:法律符合性的管理、合同管理、管理模块及人力资源信息系统
Employee advocate: counseling , developing teams就业提倡:咨询,开发员工队伍
Change agent: negotiations , communications , overcoming resistance to change变革代理人:谈判、通讯、克服对改变的抵抗Chapter 2
1.Describe the differences between strategy formulation and strategy implementation.描述战略制定和战略差异实施。
①strategy formulation: the process of deciding on a strategy direction by defining a company’s mission and goals , its external opportunities and threats , and its internal strenghs and weaknesses战略制定:一个通过定义一个公司的使命和目标、外部的机会和威胁以及内部的潜力和弱点决定战略方向的过程。
be made.while the strategy implementation makes the chosen strategy come to life in its day-to –day workings 在战略制定相
关业务的问题,所有的人被认为是最有效的战略选择和战略实施将被制定.当使选择的战略来生活在过去天的运作
2. List components of the strategic management process列表组成的战略管理过程
①strategy formulation: the process of deciding on a strategy direction by defining a company’s mission and goals , its external opportunities and threats , and its internal strenghs and weaknesses战略制定:的过程的一个战略方向决定通过定义一个公司的使命和目标、外部的机会和威胁以及内部的潜力和弱点
②strategy implementation: the process of devising structures and allocating resources to enact the strategy a company has chosen战略执行:设计过程中结构和资源配置一个公司制定的战略选择
3. Discuss the role of the HRM function in strategy formulation讨论人力资源管理职能的作用在战略制定
①Aministrative linkage: the HRM function’s attention is focused on day-to-day activities Aministrative联系:人力资源管理功能的注意力集中在日常活动
②one-way linkage: the firm’s strategic business planning function develops the strategic p lan and then informs the HRM function of the plan interaction单向联系:公司的业务战略规划功能发展战略计划,然后通知人力资源计划的功能互动
③two-way linkage: the strategic planning function and the HRM function are interdependent in two-way linkage ,which allows for consideration of human resource issues during the strategy formulation process.双向联系:战略规划功能以及人力资源管理功能是相互依赖在双向联动，可以考虑人力资源战略制定过程中出现的问题。
④integrative linkage:HRM function are right built into the strategy formulation and implementation process es一体化联系:人力资源管理功能是正确的建成的策略的制定和实施过程
4. Describe the linkages between HRM and strategy formulation描述人力资源管理和战略制定之间的联系
①Aministrative linkage: the HRM function’s attention is focused on day-to-day activities and the company’s strategy business planning function exists without any input from the HRM department Aministrative联系:人力资源管理功能的注意力集中在日常活动和公司战略业务规划功能存在没有任何的输入人力资源管理部门
②one-way linkage: the firm’s strategic business pl anning function develops the strategic plan and then informs the HRM function of the plan interaction②单向联系:公司的业务战略规划功能发展战略计划,然后通知人力资源计划的功能互动
③two-way linkage: it allows for consideration of human resource issues during the strategy formulation process双向联系的:它允许考虑人力资源战略制定过程中出现的问题
④integrative linkage: it is dynamic and multifaceted, based on continuing rather than sequential interaction.一体化联系:它是动态的、多方面的,建立在持续性而不是顺序的相互作用。
Chapter3
2. Understand the importance of job analysis in strategic and human resources management 工作的重要性认识不足,分析在战略管理及人力资源管理
the importance of job analysis to HR managers: every human resource management program requires some type of information that is gleaned from job analysis: selection ,performance appraisal, training and developments, job evaluation, career planning , work redesign, and human resource planning.工作分析的重要性,人力资源经理:每个人力资源管理项目需要某种类型的信息:选用来源于工作分析、绩效考核、培训和发展、工作绩效、事业规划、工作重新设计、人力资源规划。
the importance of job analysis to line managers: 工作分析的重要性一线管理:
①managers must ha ve detailed information about all the jobs in their work group to understand the work-flow process.管理者必须有详细的信息。在他们的工作小组的工作了解工作流程的过程。
②managers need to understand the job requirements to make intelligent hiring decisions管理人员需要通过了解职位的要求来做出明智的雇佣决策
③a manager is responsible for ensuring that each individual is performing satisfactorily经理负责确保每一个个人表演非常令人满
意
5. Understand the different approaches to job design了解职位设计的不同方法
Mechanistic approach: it has roots in classical industrial engineering and focuses on designing jobs around the concepts of task specialization, skill simplification, and repetition机械的方法:它源于古典工业工程和重点工作的概念设计在任务简单化、专门化,技能和重复
Motivational approach: it has roots in organizational psychology and management literature and , in many ways ,emerged as a reaction to mechanistic approaches to job design and it focuses on increasing the complexity or jobs through such interventions as a job enlargement, job enrichment ,and the construction of jobs around sociotechnical systems激励的方法:它源于组织心理学和管理文献中,在许多方面,出现的机械型职位设计方法,作为一种反应对工作设计和它专注于增加复杂性通过这样的干预或工作作为一个职位扩大化,职位的充实,并建设在社会技术系统的工作
Biological approach: it comes primarily from the sciences of biomechanics ,work physiology , and occupational medicine ,and it is usually referred to as ergonomics, its goal is to minimize physical strain on the worker by structuring the physical work environment around the way the human body works.so it focus on outcomes such as physical fatigue, aches and pains ,and health complaints.生物方法:它是从科学中的生物力学、生理学、和职业医学工作起源来,通常被称为生物工程学,其目的是减少工人身体紧张对物理工作环境进行构建,在人体工作.所以它是关注的结果,例如身体的疲劳,肌肉酸痛,和健康的投诉。Perceptual-motor approach: it has roots in human factors literature and it focuses in human mental capabilities and limitations.知觉运动型工作设计法:它源于人为因素在文学和研究人类心智的能力和限制。
Chapter 4
4. describe the various recruitment policies that organizations adopt to make job vacancies more attractive 描述了不同招聘政策,组织采取使工作空缺更有吸引力
Employment-at-will policies: policies which state that either party in the employment relationship can terminate that relationship at any rime, regardless of cause.自愿雇佣政策:政策的国家,本协议任何一方终止雇佣关系,这种关系可以在任何犯罪.
Due process policies: policies by which a company formally lays out the steps an employee can take to appeal a
their job to attract candidates.招聘人员的角色:人员招聘人才作用谁应该是温暖的信息量大,而且在这个过程中,他们的工作是为了吸引候选人。
Limits:
①they need to avoid behaviors that might convey the wrong organizational impression.
②they should be part of any team instead of being personnel specialists
限制:
①他们需要避免错误行为可能传达组织的印象。
②他们应该属于任何团队,而不是人员专家
Opportunities:
①they can provide timely feedback,
②be part of any team and help appliancants better understand their own needs and qualifications and the link this to the current
openings may be best in the long run for all concerned ..
机会:
①他们能提供及时的反馈,
②任何球队的一部分,帮助appliancants更好地了解自己的需求和资质、把它链接到当前的开口可能是最好的从长远来看对一切有关的人。
Chapter5
4 . list the commom methods used in selecting human resources列表找到方法采用选择的人力资源Interviews , reference checks , biographical information , physical ability tests , cognitive ability tests , personality inventories , work-sample tests , honesty tests , drug tests采访中,背景调查,生物信息,体能测试,认知能力测试、个性库存,工作样本测试,诚实测试,药物测试
5. describe the degree to which each of the common methods used in selecting human resource s meets the demands of reliability ,validity, generalazability, utility, and legality描述的程度的每一个常用的方法是采用选择人力资源年代米
见P179图表
Chapter6
1. Discuss how training can contribute to companies’s business strategy讨论了如何训练有助于公司的经营战略
①it is a planned effort to facilitate the learning of job –related knowledge, skills, and behavior by employees这是一个计划努力更有效的学习工作有关的知识、技能和行为的员工
②it offers a competitive advantages ,training has to involve more than just basic skill development提供竞争优势,培训不仅仅涉及基本技能的发展
③it is moving from a primary focus on teaching employees specific skills to a broader focus of creating and sharing knowledge它正从主要关注员工技能教学的广泛关注和分享知识创造
④training can be used to gain a competitive advantage,and it can be viewed as a way to creat intellectual advantage for a firm训练可以用来获得竞争优势,它可以被视为一种方式创造知识优势的公司
3. conduct a needs assessment执行需求评估
①first ,organizational analysis: determine the business appropriateness of training组织分析:确定恰当的训练。业务
②second, person analysis: determine whether performance deficiencies result from a lack of knowledge ,skill ,or ability or from a motivational or work-design problem人分析:确定性能不足而导致的知识、技巧和能力或从一个动机或work-design问题identifying who needs training确认谁需要训练
determine employees’readiness for training确定员工的培训准备
③third, task analysis: identify the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.第三,任务分析识别的重要任务和知识、技能及行为,需要强调的是在训练员工完成他们的任务。
人力资源管理英文词汇 [日期：2006-05-31] 来源：作者： [字体：大中 小] 5天5夜突破英语听说，100%保证！——点击进入 人力资源管理:(Human Resource Management ,HRM) 人力资源经理:( human resource manager) 高级管理人员:(executive) 职业:(profession) 道德标准:(ethics) 操作工:(operative employees) 专家:(specialist) 人力资源认证协会:(the Human Resource Certification Institute,HRCI) 外部环境:(external environment) 内部环境:(internal environment) 政策:(policy) 企业文化:(corporate culture) 目标:(mission) 股东:(shareholders) 非正式组织:(informal organization) 跨国公司:(multinational corporation, MNC) 管理多样性:(managing diversity) 工作:(job) 职位:(posting) 工作分析:(job analysis) 工作说明:(job description) 工作规范:(job specification) 工作分析计划表:(job analysis schedule, JAS) 职位分析问卷调查法:(Management Position Description Questionnaire, MP DQ) 行政秘书:(executive secretary) 地区服务经理助理:(assistant district service manager) 人力资源计划:(Human Resource Planning, HRP) 战略规划:(strategic planning) 长期趋势:(long term trend) 要求预测:(requirement forecast) 供给预测:(availability forecast) 管理人力储备:(management inventory) 裁减:(downsizing) 人力资源信息系统:(Human Resource Information System,HRIS) 招聘:(recruitment)
目录 导论：人力资源环境与策略2第一篇设计：工作分析与人力规划5第二篇招聘：人力资源选拔与预测8第三篇开发：人力资源培训与评价12第四篇报酬：薪资方案与福利计划18第五篇影响：员工健康与劳资关系22
导论：人力资源环境与策略 第一章人力资源策略 1.人力资源政策与哲学 。人力资源管理(human resource management ,HRM) 。人力资源管理目标objectives of HRM 。人力资源管理职责duties of HRM 。人力资源管理任务tasks of HRM 。战略性人力资源管理strategic HRM 。人力资源政策human resource policy 。人力资源哲学human resource philosophy 。精神契约psychological contract 。企业认同感organization commitment 2.组织：行为与文化 。正式组织formal organization 。非正式组织informal organization 。组织文化organization culture
。亚文化subculture 。跨文化cross-national culture 。价值观values 。态度attitudes 。角色行为role behavior 。个人主义—集体主义individualism-collectivism 。不确定性规避uncertainty avoidance 。权力距离power distance 。直线和职能职权line and staff authority 3.激励与组织绩效 。激励motivation 。需要层次理论hierarchy of needs theory 。X理论与Y理论theory X & theory Y 。组织体系Ⅰ与组织体系Ⅳsystem Ⅰ& system Ⅳ 。激励-保健理论motivation-hygiene theory 。ERG理论ERG theory 。麦克莱兰德需要理mc-clelland’s theory of needs 。期望理论expectency theory 。公平理论equity theory 。强化理论reinforcement theory 。波特-劳勒期望机率理论borter-lawler’s theory of expectency 第二章人力资源环境
人力资源管理常见英文 单词 人力资本：human capital 工作投入 work/job engagement 管理过程 management process 直线管理者 line manager 职能管理者 staff manager 职能控制 functional control 人事职能staff(service)function 劳动力 labor(work)force 劳资关系 labor relations 公平就业机会 equal opportunity 反雇佣歧视行为affirmative action 雇员健康与安全employee health and safety 员工申诉 grievance 失业unemployment 病假工资 sick pay 工会 trade union 人性化管理humanized management 住房补贴 subsidized housing 集体谈判 collective bargaining 充分就业 full employment 就业立法employment legislation 企业家的 entrepreneurial 工业行动 industrial action 谈判工资 negotiated wage 市场工资率 market rate 工作分析job analysis Methods of collecting job analysis information:inteiview、questionaires问卷法、observation观察法、participant dairy/logs 工作日志写实法、position analysis questionnaire PAQ职位分析问卷 工作描述 job description 工作说明 job specification 工作承担者在职（位）者 job incumbent/holder 权限 authority 工作权限Authority of incumbent 工作标识 job identification 工作概要(综述) job summary 知识、技能、能力 KSA 职位弱化 Dejobbing 扁平化组织flattened organization 工作扩大化 job enlargement 工作轮换 Job rotation 无边界组织boundaryless organization 工作丰富化 job enrichmment 流程再造 reengineering 继任、接班 succession 富余 redundancy 人员流动 turnover 招聘 recruitment 人力资源规划及补充 HR planning and recruiting 人力资源需求personal need/demand 人力资源供给 personal supply （企业）（外）部供给 Supply of inside/outside candidate Methods of predicting
人力资源管理专业词汇(中英文对照) 人力资源管理:(Human Resource Management ,HRM) 人力资源经理:( human resource manager) 高级管理人员:(executive) 职业:(profession) 道德标准:(ethics) 操作工:(operative employees) 专家:(specialist) 人力资源认证协会:(the Human Resource Certification Institute，HRCI) 外部环境:(external environment) 内部环境:(internal environment) 政策:(policy) 企业文化:(corporate culture) 目标/使命:(mission) 股东:(shareholders/stakeholder) 非正式组织:(informal organization) 跨国公司:(multinational corporation，MNC) 管理多样性:(managing diversity) 二、工作:(job) 职位:(posting) 工作分析:(job analysis) 工作说明:(job description) 工作规范:(job specification) 工作分析计划表:(job analysis schedule，JAS) 职位分析问卷调查法:(Management Position Description Questionnaire，MPDQ)行政秘书:(executive secretary) 地区服务经理助理:(assistant district service manager) 三、人力资源计划:(Human Resource Planning，HRP) 战略规划:(strategic planning) 长期趋势:(long term trend) 要求预测:(requirement forecast) 供给预测:(availability forecast) 管理人力储备:(management inventory) 裁减:(downsizing) 人力资源信息系统:(Human Resource Information System，HRIS) 四、招聘:(recruitment) 员工申请表:(employee requisition) 招聘方法:(recruitment methods) 内部提升:(Promotion From Within ,PFW) 工作公告:(job posting) 广告:(advertising) 职业介绍所:(employment agency) 特殊事件:(special events) 实习:(internship)
Human Resource Management Assignment Cover 人力资源管理 课程论文 MODULE CODE AND NAME 课程及名称 Module Name科目名称：___人力资源管理__ _ Lecturer 讲师：__ 陈刚 Section Code 专业班级：__10市场营销（全英班）Student ID 学生证号码：___ 1040413104 Student Name学生姓名：___ 陈佩珊
Human Resource Management and Managers Summery Human resource management from the rise since the mid-80s, as a new subject, the development of a ten years time, however, but the human resource management theories and methods have been widely used in an international context together, and have achieved remarkable results. With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more im portant role in today’s business activities.How to carry out the enterprise human resources management and development activities, to establish a 21st century economic development and adaptation of human resources management system, enterprise managers will be facing a major issue. This report will be divided into two sections about human resource management. The first section will introduce what is human resource management and it importance in modern management process. The second section will discuss what should managers in organization do while managing employees, and introduce some human resource management tools. Key words: Human Resource Management, Strategic Human Resource Management, Human Resource Management Tools As we know an organization consists of people with formally assigned roles who work together to achieve the organization's goals. A manager is the person responsible for accomplishing the organization's goals, and who does so by managing the efforts of the organization's people. Most experts agree that managing involves five functions that include planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. In modern era, how to manage staff has become an important part of business management, not only in companies but also all kinds of organizations. And staff management became an science, that what we talking about today, Human Resource Management (HRM) What Is Human Resource Management? Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. The topics we'll discuss should therefore provide you with the concepts and techniques you need to perform the "people" or personnel aspects of your management job. And these include conducting job analyses, planing labor needs and recruiting job, selecting job, orienting and training new employees, managing
英语写作 1.上海China-mc管理咨询公司是全国十大管理咨询公司之一， 专注于组织智慧技术(organization wisdom technology
Rela tions of the position to others in t he company 3.假设你所在的公司今年从人xT市场物色了一位销售经理，经过几 轮面试后，公司决定录用，从今年7月1日幵始上班，除节假日外每天的工作时间为8: 30-—1 7： 00,起薪为每月40 00元，试用期3个月。 现在需要你为这位销售经理拟定一份录用通知书 (Letter Confirmi ng Employment)，请你用英文完成这份录用通知书，内容须包括销售经理的工作职责和其他相关事项。(凡涉及到人名，均用XXX表示，请勿用真实姓名。) 4.某外资公司是一家专门从事财务软件开发的公司，为Y保护公司的商业秘密(busines s secrets)不被公司员工泄露，公司打算与每一位员工签订一份保密协议(Secrecy an d Noncompeti tion Covenan t)，规定员工必须保守公司的商业秘密，在任职期间以及离职后，均不能向任何第三方泄露；离职后3年内，不得自己经营或帮助别人经营相同或类似业务；以及公司认为必要且正当的其他条款。公司请你为其用英文拟订一份保密协议。
人力资源管理英文专业词汇［第二部分］- - Cafeteria benefit programs：Cafeteria benefit programs allow employees toselect the fringe benefits and services that answer their individual needs. career：A career is all the jobs that are held during one's working life. career counseling：Career counseling assists employees in finding appropriate career goals and paths.career development Career development consists of those experiences and improvements that one undertakes to achieve a career plan. career goals： Career goals are the future positions that one strives to reach. These goals serve as benchmarks along one's career path. career path：A career path is the sequential pattern of jobs that form one'scareer. career planning：Career planning is the process by which one selects career goals and paths to those goals. career plateau： A career plateau occurs when an employee is in a position he or she does well enough not to be demoted or fired but not wellenough to be promoted. change agents： Change agents are people who have the role of stimulatingchange within a group. checkoff ：A checkoff provision in a union-management labor agreement requires the employer to deduct union dues from employee paychecks and to remit those moneys to the union. Civil Rights： Act of 1964 This act was passed to make various forms of discrimination illegal. closed shop： A closed shop is a workplace where all employees are required to be members of the union before they are hired. These arrangementsare illegal under the National Labor Relations Act. codetermination ：Codetermination is a form of industrial democracy
页眉内容 Managing human resource Introduction Nowadays, as the stress of the competition become heavier and heavier, people who go to an interview or work in a firm pay more and more attention to the EEO. The EEO is the law of the Civil Rights Act of 1964 was the first federal law designed to protect most U.S. employees from employment discrimination based upon that employee's (or applicant's) race, color, religion, sex, or national origin. The Title also established the U.S. Equal Employment Opportunity Commission to assist in the protection of U.S. employees from discrimination.EEO legislation requires fair treatment for all members of the community and the elimination of discrimination. It means selecting the best person for the job in terms of their job-related skills. EEO includes following aspects: RACE, COLOR, RELIGION, SEX, NATIONAL ORIGIN Title VII of the Civil Rights Act of 1964, as amended, protects applicants and employees from discrimination in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment, on the basis of race, color, religion, sex (including pregnancy), or national origin. Religious discrimination includes failing to reasonably accommodate an employee’s reli gious practices where the accommodation does not impose undue hardship. DISABILITY Title I and Title V of the Americans with Disabilities Act of 1990, as amended, protect qualified individuals from discrimination on the basis of disability in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment. Disability discrimination includes not making reasonable accommodation to the known physical or mental limitations of an otherwise qualified individual with a disability who is an applicant or employee, barring undue hardship. AGE The Age Discrimination in Employment Act of 1967, as amended, protects
人力资源英文缩写（转） 一、人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive) / i`gzekjutiv职 业:(profession) 道德标准:(ethics) 操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)二、外部环 境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)三、工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ)行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)四、人力资源计划:(Human Resource Planning,HRP)战略规 划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人
人力资源管理专用英文词汇 人力资源管理:(Human Resource Management ,HRM) 人力资源经理:( human resource manager) 高级管理人员:(executive) 职业:(profession) 道德标准:(ethics) 操作工:(operative employees) 专家:(specialist) 人力资源认证协会:(the Human Resource Certification Institute,HRCI) . 外部环境:(external environment) 内部环境:(internal environment) 政策:(policy) 企业文化:(corporate culture) 目标:(mission) 股东:(shareholders) 非正式组织:(informal organization) 跨国公司:(multinational corporation,MNC) 管理多样性:(managing diversity) . 工作:(job) 职位:(posting) 工作分析:(job analysis) 工作说明:(job description) 工作规范:(job specification) 工作分析计划表:(job analysis schedule,JAS) 职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary) 地区服务经理助理:(assistant district service manager) . 人力资源计划:(Human Resource Planning,HRP) 战略规划:(strategic planning) 长期趋势:(long term trend) 要求预测:(requirement forecast) 供给预测:(availability forecast) 管理人力储备:(management inventory) 裁减:(downsizing) 人力资源信息系统:(Human Resource Information System,HRIS) . 招聘:(recruitment) 员工申请表:(employee requisition) 招聘方法:(recruitment methods)
精选了一些常用的人力资源英语，希望对大家有所帮助哦16PF 卡特尔16 种人格因素测试 360-degree appraisal 360 度评估 360-degree feedback 360 度反馈 7S 7S 原则/模型 New 7S 新7S 原则/模型 80/20 principle 80/20 法则 AAR-After Action Review 行动后学习机制 Ability Test 能力测试 Ability of Manager 管理者的能力 Absence Management 缺勤管理 Absence rate 缺勤率 Absent without Leave 无故缺勤擅离职守 Absenteeism 缺勤 Accident Insurance 意外伤害保险 Accident Investigation 事故调查 Accident Loss 事故损失 Accident Work Injury 工伤事故 Achievement Need 成就需求 Achievement Test 成就测试 Action Learning 行动（为）学习法 Administer 管理者 Administrative Level 管理层次 Administrative Line 直线式管理 Adverse Impact 负面影响 Advertisement Recruiting 广告招聘 Affective Commitment 情感认同 Affiliation Need 归属需求 Age Composition 年龄结构 Age Discrimination 年龄歧视 Age Retirement 因龄退休 Agreement Content 协议内容 Allowance 津贴 Annual Bonus 年终分红 Annual Leave 年假 Annuity/Pension 退休金 Applicant-Initiated Recruitment 自荐式招聘 Application Blank 申请表 Appraisal Feedback 考评反馈 Appraisal Interview 考评面谈 Appraisal Standardization 考评标准化 Attendance 考勤
人力资源管理体系 (英文版) 1
An HR Audit ? Department Organization Questionnaire The Human Resources Department is structured, organized and equipped to provide overall strategy, direction and effective management of the organization’s human resources function to accomplish organizational objectives. 1.Is there one department or function within the organization that is responsible and accountable for planning, establishing, overseeing and coordinating all human resource policies, systems and services for all 11 major categories? 2.Does the senior-level human resources manager report to the same level position as all other major staff and line departments within the organization? 3.Does the senior human resources manager participate in addressing the organiz ation’s strategic, tactical and policy issues? 4.Does the senior human resources manager integrate all HR activities with the organization’s strategic business plan.
第一篇导论：人力资源环境与策略第一章人力资源策略 1.人力资源政策与哲学 。人力资源管理(human resource management ,HRM) 。人力资源管理目标 objectives of HRM 。人力资源管理职责 duties of HRM 。人力资源管理任务 tasks of HRM 。战略性人力资源管理 strategic HRM 。人力资源政策 human resource policy 。人力资源哲学 human resource philosophy 。精神契约 psychological contract 。企业认同感 organization commitment 2.组织：行为与文化 。正式组织 formal organization 。非正式组织 informal organization 。组织文化 organization culture 。亚文化 subculture 。跨文化 cross-national culture 。价值观 values 。态度 attitudes 。角色行为 role behavior
。个人主义—集体主义individualism-collectivism 。不确定性规避 uncertainty avoidance 。权力距离 power distance 。直线和职能职权 line and staff authority 3.激励与组织绩效 。激励 motivation 。需要层次理论 hierarchy of needs theory 。X理论与Y理论 theory X & theory Y 。组织体系Ⅰ与组织体系Ⅳ system Ⅰ& system Ⅳ 。激励-保健理论 motivation-hygiene theory 。ERG理论 ERG theory 。麦克莱兰德需要理 mc-clelland’s theory of needs 。期望理论 expectency theory 。公平理论 equity theory 。强化理论 reinforcement theory 。波特-劳勒期望机率理论 borter-lawler’s theory of expectency 第二章人力资源环境 1.人力资源法律环境 。公平就业机会 equal employment opportunity，EEO 。公平就业机会委员会equal employment opportunity commission，EEOC 。实际职业资格 bona fide occupational qualification，BFOQ
1 Introduction In contemporary era, human beings are progressing dramatically on various fronts. To respond to the rapid international competition, numerous corporations focus on the management and development of human resource to enhance their organizational competence. Training, one of the vital components of human resource strategies, has been treated as an indispensable part that facilitates organizational performance and prod uctivity. Being aware of employee’s attitude towards training and development activities as well as realizing its influence on employee job satisfaction is significant for both practitioners and researchers. Although some western studies have indicated that there is a positive relationship between training and job satisfaction, it still needs an in-depth investigation under the context of China, the typical representative of developing countries with a relatively poor human resource system. Therefore, the main aim of this research is to bridge the gap through evaluating the perception of training and exploring its influence on Chinese employee’s job satisfaction. A survey is approached with questionnaire and interview in this research. 1.1 Research background 1.1.1 Training Training, one of the most indispensable elements of human resource management (HRM) and human resource development (HRD), has been approved of great significance by western literature. Not only does it make a great contribution to increasing productivity (Nadeem, 2010), it also improves employees’performance