人力资源英文文献

人力资源经典文献人力资源经典文献是指在人力资源管理领域具有重要影响和广泛应用的经典性研究和理论著作。

这些文献对人力资源管理的理论发展和实践运用起到了重要的引导作用。

以下是几本人力资源经典文献的介绍和相关参考内容。

1.《Human Resource Management: Gaining a Competitive Advantage》：该书由Raymond A. Noe, John R. Hollenbeck, Barry Gerhart和Patrick M. Wright所著。

这本经典的教材以系统性和实践性引导学生理解和应用人力资源管理。

它涵盖了人力资源的各个方面，包括招聘、培训、绩效管理、薪酬体系等。

这本书为学生提供了一个全面的人力资源管理视角，并强调了如何通过有效的人力资源管理来获得竞争优势。

2.《High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage》：该书由Michael Beer, Russell A. Eisenstat和Bert Spector所著。

这本书讨论了如何通过建立高度承诺的组织文化来提高绩效和获得持久的竞争优势。

它提供了一种新的组织理论框架，强调了员工参与和投入的重要性，并介绍了一些建立和维持高度承诺的组织的实践方法。

3.《Human Capital: A Theoretical and Empirical Analysis, with Special Reference to Education》：该书由Gary S. Becker所著。

这本书是经典的人力资本理论著作，对于人力资源管理的经济学分析起到了重要的影响。

作者通过经济学的框架，提出了人力资本的概念，并研究了人力资本对劳动力市场和经济增长的影响。

这本书对于理解人力资本的重要性和其在人力资源管理中的应用具有重要价值。

中英文对照资料外文翻译文献原文：New Competencies for HRWhat does it take to make it big in HR? What skills and expertise do you need? Since 1988, Dave Ulrich, professor of business administration at the University of Michigan, and his associates have been on a quest to provide the answers. This year, they’ve released an all-new 2007 Human Resource Competency Study (HRCS). The findings and interpretations lay out professional guidance for HR for at least the next few years.“People want to know what set of skills h igh-achieving HR people need to perform even better,” says Ulrich, co-director of the project along with Wayne Brockbank, also a professor of business at the University of Michigan.Conducted under the auspices of the Ross School of Business at the University of Michigan and The RBL Group in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North America and other institutions in Latin America, Europe, China and Australia, HRCS is the longest-running, most extensive global HR competency study in existence. “In reaching our conclusions, we’ve looked across more than 400 companies and are able to report with statistical accuracy what HR executives say and do,” Ulrich says.“The research continues to demonstr ate the dynamic nature of the human resource management profession,” says SHRM President and CEO Susan R.Meisinger, SPHR. “The findings also highlight what an exciting time it is to be in the profession. We continue to have the ability to really add value to an organization.”“HRCS is foundational work that is really important to HR as a profession,” says Cynthia McCague, senior vice president of the Coca-Cola Co., who participated in the study. “They have created and continue to enhance a framework for t hinking about how HR drives organizational performance.”What’s NewResearchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCS—the last study published—reflecting the continuing evolution of the HR profession. Each competency is broken out into performance elements.“This is the fifth round, so we can look at past models and compare where the profession is going,” says Evren Esen, survey program manager at SHR M, which provided the sample of HR professionals surveyed in North America. “We can actually see the profession changing. Some core areas remain the same, but others, based on how the raters assess and perceive HR, are new.” (For more information, see “The Competencies and Their Elements,” at right.)To some degree, the new competencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are some key differences.Five years ago, HR’s role in managing culture was embedded within a broader competency. Now its importance merits a competency of its own. Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In other instances, the new competencies carry expectations that promise to change the way HR views its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a stand—to practice the craft “with an attitude.”To put the competencies in perspective, it’s helpful to view them as a three-tier pyramid with Credible Activist at the pinnacle.Credible Activist.This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. “You’ve got to be good at all of them, but, no question, [this comp etency] is key,” Ulrich says. “But you can’t be a Credible Activist without having all the other competencies. In a sense, it’s the whole package.”“It’s a deal breaker,” agrees Dani Johnson, project manager of the Human Resource Competency Study at The R BL Group in Salt Lake City. “If you don’t come to the table with it, you’re done. It permeates everything you do.”The Credible Activist is at the heart of what it takes to be an effective HR leader. “The best HR people do not hold back; they step forward and advocate for their position,” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa John’s International in Louisville, Ky., and former chair of the Human Resource Certification Institute. “CEOs are not waiting f or HR to come in with options—they want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.”“You don’t want to be credible without being an activist, because essentially you’re worthless to the business,” Johnson says. “People like you, but you have no impact. On the other hand, you don’t want to be an activist without being credible. You can be dangerous in a situation like that.”Below Credible Activist on the pyramid is a cluster of three competencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect.Cultural Steward. HR has always owned culture. But with Sarbanes-Oxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is the first time it has emerged as an independent competency. Of the six competencies,Cultural Steward is the second highest predictor of performance of both HR professionals and HR departments.Talent Manager/Organizational Designer. Talent management focuses on how individuals enter, move up, across or out of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works. Their linking reflects Ulrich’s belief that HR may be placing too much emphasis on talent acquisition at the expense of organizational design. Talent management will not succeed in the long run without an organizational structure that supports it.Strategy Architect. Strategy Architects are able to recognize business trends and their impact on the business, and to identify potential roadblocks and opportunities. Harmansky, who recently joined Papa John’s, demonstrates how the Strategy Architect competency helps HR contribute to the overall business strategy. “In my first months here, I’m spending a lot of time traveling, going to see stores all over the country. Every time I go to a store, while my counterparts of the management team are talking about [operational aspects], I’m talking to the people who work there. I’m trying to find out what the issues are surrounding people. How do I develop them? I’m looking for my business differentiator on the people side so I can contribute to the strategy.”When Charlease Deathridge, SPHR, HR manager of McKee Foods in Stuarts Draft, Va., identified a potential roadblock to implementing a new management philosophy, she used the Strategy Architect competency. “When we were rolling out ‘lean manufacturing’ principles at our location, we administered an employee satisfaction survey to assess how the workers viewed the new system. The satisfaction scores were lower than ideal. I showed [management] how a negative could become a positive, how we could use the data and follow-up surveys as a strategic tool to demonstrate progre ss.”Anchoring the pyramid at its base are two competencies that Ulrich describes as “table stakes—necessary but not sufficient.” Except in China, where HR is at an earlier stage in professional development and there is great emphasis on transactional activities, these competencies are looked upon as basic skills that everyone must have. There is some disappointing news here. In the United States, respondents rated significantly lower on these competencies than the respondents surveyed in other countries.Business Ally. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the company’s products and services. For HR professionals to be Business Allies (and Credible Activists and Strategy Architec ts as well), they should be what Ulrich describes as “business literate.” The mantra about understanding the business—how it works, the financials and strategic issues—remains as important today as it did in every iteration of the survey the past 20 years. Yet progress in this area continues to lag.“Even these high performers don’t know the business as well as they should,” Ulrich says. In his travels, he gives HR audiences 10 questions to test their business literacy.Operational Executor. These skills tend to fall into the range of HR activities characterized as transactional or “legacy.” Policies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Every function here is essential, but—as with the Business Ally competency—high-performing HR managers seem to view them as less important and score higher on the other competencies. Even some highly effective HR people may be running a risk in paying too little attention to these nuts-and-bolts activities, Ulrich observes.Practical ToolIn conducting debriefings for people who participated in the HRCS, Ulrich observes how delighted they are at the prescriptive nature of the exercise. The individual feedback reports they receive (see “How the Study Was Done”) offer them a road map, and they are highly motivated to follow it.Anyone who has been through a 360-degree appraisal knows that criticism can be jarring. It’s risky to open yourself up to others’ opinions when you don’t have to. Add the prospect of sharing the results with your boss and colleagues who will be rating you, and you may decide to pass. Still, it’s not surprising that highly motivated people like Deathridge jumped at the chance for the free feedback.“All of it is not good,” says Deathridge. “You have to be willing to face up to it. You go home, work it out and say, ‘Why am I getting this bad feedback?’ ”But for Deathridge, the result s mostly confirmed what she already knew. “I believe most people know where they’re weak or strong. For me, it was most helpful to look at how close others’ ratings of me matched with my own assessments. ... There’s so much to learn about what it takes to be a genuine leader, and this study helped a lot.”Deathridge says the individual feedback report she received helped her realize the importance of taking a stand and developing her Credible Activist competency. “There was a situation where I had a line m anager who wanted to discipline someone,” she recalls. “In the past, I wouldn’t have been able to stand up as strongly as I did. I was able to be very clear about how I felt. I told him that he had not done enough to document the performance issue, and that if he wanted to institute discipline it would have to be at the lowest level. In the past, I would have been more deferential and said, ‘Let’s compromise and do it at step two or three.’ But I didn’t do it; I spoke out strongly and held my ground.”This was the second study for Shane Smith, director of HR at Coca-Cola. “I did it for the first time in 2002. Now I’m seeing some traction in the things I’ve beenworking on. I’m pleased to see the consistency with my evaluations of my performance when compare d to my raters.”What It All MeansUlrich believes that HR professionals who would have succeeded 30, 20, even 10 years ago, are not as likely to succeed today. They are expected to play new roles. To do so, they will need the new competencies.Ulrich urges HR to reflect on the new competencies and what they reveal about the future of the HR profession. His message is direct and unforgiving. “Legacy HR work is going, and HR people who don’t change with it will be gone.” Still, he remains optimistic that many in HR are heeding his call. “Twenty percent of HR people will never get it; 20 percent are really top performing. The middle 60 percent are moving in the right direction,” says Ulrich.“Within that 60 percent there are HR professionals who may be at the table but are not contributing fully,” he adds. “That’s the group I want to talk to. ... I want to show them what they need to do to have an impact.”As a start, Ulrich recommends HR professionals consider initiating three conversations. “One is with your business leaders. Review the competencies with them and ask them if you’re doing them. Next, pose the same questions to your HR team. Then, ask yourself whether you really know the business or if you’re glossing on the surface.” Finally, set your priorities. “Our data say: ‘Get working on that Credible Activist!’ ”Robert J. Grossman, a contributing editor of HR Magazine, is a lawyer and a professor of management studies at Marist College in Poughkeepsie, N.Y.from：Robert J. Grossman , HR Magazine, 2007,06译文：人力资源管理的新型胜任力如何在人力资源管理领域取得更大成功？需要怎样的专业知识和技能？从1988年开始，密歇根大学的商业管理教授Dave Ulrich先生和他的助手们就开始研究这个课题。

关于人力资源管理的外文文献1. Human Resource Management Practices and Workforce Diversity: A ReviewThis article explores the relationship between human resource management (HRM) practices and workforce diversity. The authors review literature on HRM practices such as recruitment, selection, training and development, performance measurement, work design, and employee relations, to examine how these practices influence the success of workforce diversity. The article highlights the need for organizations to adopt effective HRM practices that support diversity and inclusion, in order to maximize the benefits of a diverse workforce.2. The Impact of Strategic Human Resource Management on Organizational PerformanceThis study analyzes the relationship between strategic human resource management (SHRM) practices and organizational performance. The authors examine the impact of SHRM practices such as recruitment and selection, training and development, performance management, and compensation and benefits, on key organizational outcomes such as employee retention, productivity, and profitability. The study concludesthat effective SHRM practices are positively associated with organizational performance, and that organizations need to prioritize HRM strategies that support their overall business objectives.3. Managing Human Resources in the Globalizing Economy: Challenges and OpportunitiesThis article explores the challenges and opportunities presented by the globalizing economy for human resource management. The authors examine how globalization has impacted HRM practices in areas such as recruitment and selection, training and development, compensation and benefits, and employee relations. The article also highlights the importance of cultural sensitivity in managing a diverse global workforce, and the need for HR professionals to adapt to changing business environments to effectively manage human resources.4. The Role of Human Resource Management in Corporate Social ResponsibilityThis study examines the role of HRM in promoting corporate social responsibility (CSR). The authors analyze the connection between CSR and HRM practices such as recruitment, selection, training anddevelopment, and employee relations, to determine how these practices can support and enhance CSR initiatives. The article emphasizes the need for HR professionals to align their practices with CSR goals in order to promote sustainable business practices and social responsibility.5. Employee Engagement and Retention: A Review of the LiteratureThis article reviews literature on the relationship between employee engagement and retention. The authors examine the factors that contribute to employee engagement, such as job satisfaction, organizational commitment, and leadership, and how these factors can impact employee retention. The article also highlights the importance of effective HRM practices in enhancing employee engagement and retention, and provides recommendations for organizations seeking to improve their retention rates through engagement-focused HRM strategies.。

人力资源管理外文参考文献1.Armstrong,M.(2014).Armstrong's Handbook of Human Resource Management Practice.Kogan Page Publishers.2.Boxall,P.F.,&Purcell,J.(2011).Strategy and human resource management.Palgrave Macmillan.3.Budhwar,P.S.,&Debrah,Y.A.(2009).Human resource management in developing countries.Routledge.4.Cascio,W.F.(2018).Managing human resources.McGraw-Hill Education.5.Guest,D.E.(2011).Human resource management and performance: still searching for some answers.Human resource management journal, 21(1),3-13.6.Lengnick-Hall,M.L.,&Lengnick-Hall,C.A.(2010).Strategic human resources management:a review of the literature and a proposed typology.The Academy of Management Review,13(3),454-470.7.Marchington,M.,Wilkinson,A.,Donnelly,R.,&Kynighou,A.(2016). Human resource management at work.Kogan Page Publishers. 8.Schuler,R.S.,&Jackson,S.E.(2014).Strategic human resource management.John Wiley&Sons.9.Ulrich,D.,Brockbank,W.,&Johnson,D.(2012).HR from the outside in:six competencies for the future of human resources.McGraw-Hill Education.10.Wright,P.M.,&McMahan,G.C.(2011).Exploring human capital:putting'human'back into strategic human resource management. Human resource management journal,21(2),93-104. 1.Armstrong,M.(2014).Armstrong's Handbook of Human Resource Management Practice.Kogan Page Publishers.2.Boxall,P.F.,&Purcell,J.(2011).Strategy and human resource management.Palgrave Macmillan.3.Budhwar,P.S.,&Debrah,Y.A.(2009).Human resource management in developing countries.Routledge.4.Cascio,W.F.(2018).Managing human resources. McGraw-Hill Education.5.Guest,D.E.(2011).Human resource management and performance:still searching for some answers.Human resource management journal,21(1),3-13.6.Lengnick-Hall,M.L.,&Lengnick-Hall,C.A.(2010). Strategic human resources management:a review of the literature and a proposed typology.The Academy of Management Review,13(3),454-470.7.Marchington,M.,Wilkinson,A.,Donnelly,R.,&Kynighou,A.(2016).Human resource management at work.Kogan Page Publishers.8.Schuler,R.S.,&Jackson,S.E.(2014).Strategic human resource management.John Wiley&Sons.9.Ulrich,D.,Brockbank,W.,&Johnson,D.(2012).HR from the outside in:six competencies for the future of human resources.McGraw-Hill Education.10.Wright,P.M.,&McMahan,G.C.(2011).Exploring human capital:putting'human'back into strategic human resource management.Human resource management journal,21(2), 93-104.。

The Development of Human Resource Management In China IntroductionWith the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.Question 1Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While therole seems to highlight people’s social and intellectual needs.In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘an annual recruitment and retention plan that g overns academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategyis on strategic planning for successive generations.Question 2With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprise s establish and implement the employees’ career development planning (Zhao Yin, 2007).In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, ac cording to the ‘2007 Human Resource Report’, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed.The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and directmotivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of exe cutives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields.The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative.Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up thepace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity.The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work.What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much.ConclusionThis article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.人力资源管理在中国的发展导言随着二十一世纪的到来，人力资源管理作为一个相对较新的管理问题，扮演了一个越来越重要的作用在当今的商业中。

人力资源管理参考文献2020 2021 2023年2020年参考文献1.Adler, S. (2020). The impact of COVID-19 on human resource management: Does strategic human resource management matter?. The International Journal of Human Resource Management, 1-28.这篇文章主要讨论了COVID-19对人力资源管理的影响，并研究了战略人力资源管理在应对危机时的作用。

2.Guest, D. E., Bos-Nehles, A., Campbell, J., & Yu, L. (2020). HRM in turbulent times: How to weather the storm(s). Human Resource Management Journal, 30(2), 229-243.本文探讨了在动荡时期如何应对人力资源管理的挑战，并提出了应对策略。

3.Jackson, S. E., Schuler, R. S., & Jiang, K. (2020). An aspirational framework for strategic human resource management. Academy of Management Annals, 14(1), 1-27.这篇文章提出了一个雄心勃勃的战略人力资源管理框架，为组织提供了指导和参考。

2021年参考文献1.Boxall, P., & Macky, K. (2021). High‐performance wor k systems: Human resource practices, organizational performance, and employee outcomes. Annual Review of Organizational Psychology and Organizational Behavior, 8, 93-119.本文综述了高绩效工作系统的重要性，探讨了人力资源实践与组织绩效和员工绩效之间的关系。

人力资源经典文献人力资源是组织中最重要的资源之一，对于企业的成功和发展具有至关重要的作用。

以下是一些人力资源经典的文献：《人力资源管理：一种战略性观点》（HRM: A Strategic Approach）：作者为戴维·尤里奇（Dave Ulrich）和拉姆·博雅南（Ram Bhatia《工作场所的人类资源管理》（Human Resource Management in the Workplace）：作者为加里·尤克尔（Gary Yukl）。

这本书涵盖了人力资源管理的基础知识，包括招聘、选拔、培训、绩效管理等。

作者还提出了人力资源管理的八个原则，为HRM实践提供了有力的理论支持。

《人力资源的挑战》（The Challenge of HR）：作者为杰克·菲利普斯（Jack Phillips）。

这本书探讨了HRM面临的十大挑战，包括全球化、信息技术、绩效管理、组织文化等。

作者还提出了解决这些挑战的方法，为HRM实践提供了重要的指导。

《组织行为学》（Organizational Behavior）：作者为约翰·李（John Lee）和迈克尔·李（Michael Lee）。

这本书涵盖了组织行为学的基础知识，包括动机、沟通、领导力、群体和团队等。

《企业人力资源管理》（Corporate Human Resource Management）：作者为马克·贝克（Mark Becker）和杰弗里·赫特（Jeffrey Hutter）。

这本书涵盖了人力资源管理在组织中的实际应用，包括招聘、选拔作者们还探讨了HRM的法规和法律问题，为HRM实践提供了重要的参考。

这些文献为人力资源管理和组织行为学的发展提供了重要的理论支持和指导。

通过学习和应用这些经典文献中的理论和实践，我们可以更好地理解和解决人力资源管理中的问题，提高组织的绩效和竞争力。

人力资源管理文献英文Human resource management literature refers to a diverse range of materials, including books, research papers, articles, and case studies that explore various aspects of HR management. The literature discusses the strategies, policies, and practices used by organizations to manage their human capital effectively and efficiently. The following document discusses the various components of the human resource management literature, which are essential for organizations to build and maintain a sustainable workforce.Recruitment and SelectionRecruitment and selection are critical components of human resource management. An effective recruitment process helps organizations identify and hire talented employees who can contribute to the organization's success. In contrast, poor recruitment practices can lead to high employee turnover rates, decreased morale, and reduced productivity. The recruitment process involves creating job descriptions, advertising job openings, screening resumes, interviewing candidates, and finally making job offers. Organizations may use various recruitment methods, such as social media, job portals, and employee referrals, to attract potential employees.Selection is the process of choosing the most suitable candidate for a job based on specific criteria. Selection processes include conducting background checks and skills assessments. The literature suggests that organizations should use valid and reliable selection methods to ensure that they are hiring the right people for the job. This is particularly important as poor recruitment and selection processes often result in high levels of employee turnover and a reduction in employee morale and productivity.Training and DevelopmentTraining and development are essential components of human resource management. Organizations invest in employee training and development to enhance their skills, knowledge, and abilities, thereby improving productivity and organizational performance. The literature suggests that employee training and development should be an ongoing process rather than aone-time event. The training process involves identifying training needs, designing training programs, and implementing and evaluating training programs. Development programs aim to prepare employees for future roles, and these may include mentoring, job rotations, and leadership training.Performance ManagementPerformance management is another critical component of human resource management. It is the process of evaluating employee performance and providing feedback to help employees improve. Performance management involves settingperformance goals, monitoring progress, and providing feedback to employees. The literature suggests that an effective performance management system has several benefits, including improved productivity, increased employee engagement, and reduced time spent on employee disciplinary procedures.Compensation and BenefitsCompensation and benefits are the incentives that organizations offer employees to attract them and retain them. The literature suggests that compensation and benefits should be fair and equitable, based on job responsibilities and market trends. The compensation and benefits package should be reviewed and updated regularly to ensure that it remains attractive to potential employees. The benefits package may include health insurance, retirement plans, vacation and sick leave policies, and other perks aimed at motivating employees.ConclusionIn conclusion, the human resource management literature provides organizations with insights into how to manage their human capital effectively. The literature has identified several components that are essential for organizations to build and sustain a high-performing workforce. These include recruitment and selection, training and development, performance management, and compensation and benefits. An effective human resource management system that integrates thesecomponents can help organizations achieve their strategic objectives and maintain a competitive edge.。

人力资源管理的外文文献参考引言人力资源管理（HRM）是一项重要的管理活动，用于招聘、培训、激励和管理组织中的人员。

在全球化的今天，了解并借鉴国外的人力资源管理经验是至关重要的。

本文将介绍几篇外文文献，以供参考。

文献一：《The Impact of HRM Practices on Organizational Performance: A Systematic Review and Meta-Analysis》这篇文献是由Brian Becker、Markus Groth和Patricia S. Taylor等人在2017年发表的。

研究通过系统回顾和汇总分析，探讨人力资源管理实践对组织绩效的影响。

研究发现，高度关注员工参与、培训与发展、绩效激励和工作安排的组织通常表现出更好的绩效。

文献二：《The Role of Human Resource Management in International Joint Ventures: A Review》发表于2015年的这篇文献由Ibraiz Tarique和Randall S. Schuler共同完成。

文献中，作者回顾了人力资源管理在国际合资企业（IJVs）中的作用。

研究发现，IJVs面临着来自不同国家和文化背景的员工的挑战，良好的人力资源管理可以帮助解决这些挑战，并提高组织的绩效。

文献三：《The Impact of Human Resource Management Practices on Perceptions of Organizational Performance》这篇发表于2006年的文献由Naresh R. Pandey、Becky L. S. Ang和Damien W. C. Chng共同撰写。

研究关注人力资源管理实践对员工对组织绩效的感知的影响。

研究发现，员工对组织绩效的感知与人力资源管理实践是密切相关的，良好的人力资源管理可以带来更高的组织绩效。

人力资源中英文文献在日益全球化的时代背景下，人力资源管理也变得愈发重要。

人力资源（Human Resources）部门在组织中负责管理与员工相关的一系列事务，如招聘、培训、绩效管理、福利等。

由于人力资源管理方式的差异，很多相关的学术研究和文献都是以中英文形式出现的。

本文将介绍一些关于人力资源管理的中英文文献，并讨论它们对于人力资源领域的重要性。

1.《人力资源管理对组织绩效的影响研究》这篇中文文献研究了人力资源管理对组织绩效的影响。

根据研究结果，良好的人力资源管理实践可以显著提高组织的绩效水平。

文章指出，人力资源管理的方面包括员工招聘、培训与发展、薪酬与绩效管理、员工参与度等等。

通过合理的人力资源管理，组织可以有效地提高员工的工作满意度和组织认同感，从而推动组织的整体绩效。

2. "The Impact of Human Resource Management on Organizational Performance"这篇英文文献也研究了人力资源管理对组织绩效的影响。

研究结果与上述中文文献相似，表明优秀的人力资源管理实践可以改善组织绩效。

该文提出了一些关键的人力资源管理实践，如员工参与度、激励机制、培训与发展等。

研究者通过实证分析发现，在这些方面表现优异的组织通常会取得更好的绩效，并具备更高的竞争力。

通过比较以上两篇文献，不难发现中英文文献在研究内容上有一定的契合度。

无论是在中文还是英文研究中，都认同了良好的人力资源管理对于组织绩效的积极影响。

同时，这些文献也为人力资源管理的实践提供了指导和参考，提醒了人力资源部门在日常工作中应注意的方面。

3.《人力资源管理在全球化背景下的挑战与机遇》虽然人力资源管理的重要性越来越被企业所认可，但在全球化的背景下，也面临着一些新的挑战。

这篇中文文献对于全球化时代下的人力资源管理进行了系统探讨。

全球化背景下的人力资源管理需要更加注重多元化，包括多国籍员工的管理、跨文化沟通以及全球人才招聘与发展等方面。

人力资源管理参考文献2020英文引言人力资源管理作为现代企业管理中的重要一环，对于企业的发展至关重要。

随着社会的不断发展和变化，人力资源管理领域也在不断创新和进步。

本文旨在介绍2020年的人力资源管理参考文献，为人力资源从业者和研究人员提供更新领域知识的参考。

研究领域分类人力资源规划1.Bechet, T. P. (2020). Strategic staffing: A comprehensive system foreffective workforce planning. SHRM Foundation.–这本书讲述了战略性人力资源规划的重要性以及如何建立一个有效的人力资源规划系统。

2.Cappelli, P., & Tavis, A. (2020). The performance managementrevolution: Business results through insight and action. Harvard Business Press.–本书介绍了如何通过绩效管控来实现业务目标，并提供实操建议。

人才招聘与选择1.Salopek, J. J. (2020). Hiring winners: Profile, interview, evaluate: Aguide to successful hiring. Greenleaf Book Group.–本书提供了招聘成功的关键策略、面试技巧和候选人评估方法。

2.Sartain, L., & Finney, B. (2020). Branding for talent: Eight essentials tomake your employer brand work for you. Wiley.–该书解释了如何通过塑造雇主品牌吸引和留住人才，并提供了实用的建议和策略。

培训与发展1.Noe, R. A. (2020). Employee training and development. McGraw-HillEducation.–这本书介绍了员工培训和发展的重要性，以及如何设计和实施有效的培训计划。

Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.人力资源管理愈来愈被重视。

人力资源的论文参考文献篇一在研究人力资源领域的问题时，参考文献的收集和引用是学术研究的重要环节。

以下是一篇关于人力资源的论文参考文献，这些文献涵盖了人力资源管理的基本概念、理论和实践，为读者提供了丰富的研究资料。

1、De Jong, J. & Van Maanen, J. (2008). Human Resource Management:A literature review. Journal of Organizational Behavior, 29(1), 1-31.这篇文献对人力资源管理领域的经典和最新研究进行了全面的回顾和总结，涵盖了人力资源管理的定义、历史发展、主要理论和实证研究等方面，是读者进入人力资源管理领域的良好入门读物。

2、Porter, L. W. & McLaughlin, G. B. (2006). The Future of Human Resource Management: A literature review and a look ahead. Human Resource Management Review, 16(1), 1-19.这篇文献对人力资源管理未来的发展趋势进行了预测和分析，同时对当前人力资源管理领域的研究进行了全面的综述，为读者提供了人力资源管理未来发展方向的思路。

3、Sullivan, S. E. & Baruch, Y. (2009). The Future of Human Resource Management: Insights and Issues for a New Era. Business Review, 8(1), 37-44.这篇文献主要探讨了人力资源管理未来的发展趋势和重点，特别全球化、技术进步和人口结构变化等因素对人力资源管理的影响，为读者提供了全新的视角和思考。

4、张明辉. (2018).人力资源管理的新趋势与挑战.经营管理者, (12), 99-100.这篇文献对人力资源管理的新趋势和面临的挑战进行了深入探讨，从多个角度分析了人力资源管理的发展和创新，为读者提供了有益的思考。

人力资源专业英文著作There are several well-known English books in the field of Human Resources. Here are five notable ones:1. "Human Resource Management" by Gary Dessler: This book provides a comprehensive overview of human resource management, covering topics such as recruitment, selection, training, performance management, and compensation.2. "Strategic Human Resource Management" by Jeffrey A. Mello: This book focuses on the strategic aspects of human resource management, exploring how HR practices can align with organizational goals and contribute to a competitive advantage.3. "Managing Human Resources" by Wayne Cascio and John Boudreau: This book emphasizes the practical application of HR principles and practices, covering topics such as HR planning, job analysis, employee relations, and HR metrics.4. "The HR Scorecard: Linking People, Strategy, and Performance" by Brian E. Becker, Mark A. Huselid, and Dave Ulrich: This book introduces the concept of HR scorecard, which measures HR's impact on organizational performance.It explores how HR can create value and contribute to business success.5. "Human Resource Management: Theory and Practice" by John Bratton and Jeffrey Gold: This book combines theoretical insights with real-world examples, providing a balanced approach to understanding HRM. It covers topics such as HR planning, employee development, diversity management, and international HRM.These books are widely recognized in the field of Human Resources and offer valuable insights for both students and practitioners.。

人力资源的书本英文作文Title: The Role of Human Resources in Modern Organizations。

In today's dynamic and competitive business environment, human resources (HR) play a pivotal role in shaping organizational success. The field of HR management has evolved significantly, transitioning from a primarily administrative function to a strategic partner in driving business objectives. This essay explores the multifaceted role of HR in contemporary organizations, highlighting its importance in talent management, organizational development, and employee engagement.First and foremost, HR serves as the custodian of an organization's most valuable asset – its people. Talent acquisition and retention are fundamental functions of HR, ensuring that the organization attracts and retains top talent to maintain a competitive edge. In a globalized economy where skilled labor is scarce, HR professionalsemploy innovative recruitment strategies, such as employer branding and talent pipelining, to secure the best candidates for critical roles.Moreover, HR plays a crucial role in fostering aculture of continuous learning and development within the organization. Training and development programs designed by HR not only enhance employees' skills and competencies but also contribute to employee satisfaction and engagement. By investing in employee growth and career advancement opportunities, HR helps to create a motivated and high-performing workforce capable of driving organizational success.Furthermore, HR is instrumental in promoting diversity, equity, and inclusion (DEI) initiatives within the workplace. Recognizing the importance of diversity in driving innovation and creativity, HR professionals work to create inclusive environments where individuals from diverse backgrounds feel valued and empowered. Through diversity training, inclusive hiring practices, and fostering a culture of respect and acceptance, HR plays apivotal role in building diverse and inclusive organizations that reflect the broader society.In addition to talent management and development, HR is also responsible for aligning organizational structure and strategy. By collaborating with senior management, HR professionals help to design and implement organizational structures that facilitate communication, collaboration, and agility. Furthermore, HR plays a crucial role in change management, guiding employees through periods of transition and ensuring that organizational changes are implemented smoothly and effectively.Moreover, HR serves as a strategic partner in driving employee engagement and morale. Through employee feedback mechanisms, such as surveys and focus groups, HR gathers insights into employee satisfaction and identifies areasfor improvement. By addressing employee concerns and fostering a supportive work environment, HR contributes to higher levels of employee engagement, productivity, and retention.Furthermore, HR plays a vital role in managing employee relations and ensuring compliance with labor laws and regulations. HR professionals serve as advocates for both employees and management, mediating conflicts and resolving disputes in a fair and impartial manner. By staying abreast of changes in employment legislation and proactively addressing compliance issues, HR helps to mitigate legal risks and uphold ethical standards within the organization.In conclusion, the role of HR in modern organizations extends far beyond traditional administrative functions. HR serves as a strategic partner, driving talent management, organizational development, and employee engagement initiatives. By investing in people, fostering a culture of learning and inclusion, and aligning organizational structure with strategic objectives, HR contributes to the long-term success and sustainability of the organization. As businesses continue to evolve in a rapidly changing landscape, the role of HR will remain indispensable in shaping the future of work.。

Table of ContentsIntroduction (1)1. Job Analysis (1)2. The manager position skills (1)2.1 Technical skills (1)2.2 Conceptual skills (2)2.3 Effectiveness skills (2)2.4 Communication skills (2)2.5 Interpersonal skills (2)3. Experience and performance management (3)3.1 Ask for assistance from human resources (3)3.2 Read books and other resource materials (3)3.3 Attend training programs (4)3.4 Link with or join professional organizations (4)4. Performance evaluation (4)4.1 Alternation Ranking Method (5)4.2 Behaviorally Anchored Rating Scale (BARS) (5)4.3 Graphic Rating Scale (6)4.4 Paired Comparison Method (6)5. Tow measuring performance (7)5.1 Behaviorally Anchored Rating Scale (BARS) (7)5.2 Management by Objectives (MBO) (8)Conclusion (10)References (11)IntroductionAs a manager, its must some question in managing the company and one of your major tasks is to spearhead your staff‟s professional development and solve the question. But you also have a responsibility to yourself. An effective manager continually hones his managerial skills. We examine the relation between managerial ability and earnings quality. We find that earnings quality is positively associated with managerial ability. Specifically, more able managers are associated with fewer subsequent restatements, higher earnings and accruals persistence, lower errors in the bad debt provision, and higher quality accrual estimations. The results are consistent with the premise that managers can and do impact the quality of the judgments and estimates used to form earnings.1. Job AnalysisAs a manager you also should know these，first, that the relationship between HRM and performance is dependent upon the business strategy the hotel is pursuing; second, that hotels pursuing an HRM approach coupled with a quality focus within their business strategy perform best; and, finally, that HRM is more likely to contribute to competitive success where it is introduced as an integrated and coherent package, or bundle of practices.2. The manager position skillsThere are five working skills required of Tisch have in managing the company and we can learn that these five working skills are very important to affect the company‟s performance management.2.1 Technical skillsThis refers to both the technical knowledge of your company‟s products or services and howthe company work s as a business. It knows how to utilize and manage the company‟s tools and resources to meet and exceed the company‟s goals.2.2 Conceptual skillsGood managers are problem solvers and decision makers who can think outside the box. For example, Tisch think that two big benefits he derived are rapport with employees and respect for them.2.3 Effectiveness skillsSome effectiveness skills are time management, project management, negotiating skills, operations review, improvement implementation and priority setting. One of management‟s responsibilities is to give employees the proper tools to do the work, such as the cotton uniforms that replaced the polyester ones at Loews hotels. Another is to reinforce the importance of your staff to the company2.4 Communication skillsThe ability to effectively impart ideas, thoughts, words and actions both orally and in written communication is critical. Presentation skills are also required. Employee roundtables often follow, so Loews personnel can share and evaluate experiences. The communication helps everyone recognize what‟s required in the day-to-day running of a hotel.2.5 Interpersonal skillsCoaching and mentoring staff is an important skill for managers to master. A manager should be able to work with a diverse group of employees. He should know how to deal with different personalities to draw out the best in each individual. A good manager is someone who can bring individuals together to work as a team. “When you are in the hotel business,” Tisch says, “you have to create partnerships with employees and guests.” The company fosters partnerships with employees partly by giving everyday recognition. One example is thehousekeeping staff‟s morning break-out session, which varies from hotel to hotel but follows the same approach.3. Experience and performance managementBeing a successful manager is not simply ensuring that your company‟s profits are soaring or that your staff are happy. To become a good manager is to continually hone your managerial skills. Just because you have been a manager for 5 years does not guarantee that you are a good one. The skills required of managers 10, 15, or 20 years ago are not totally the same as the skills required of managers now. Continually look for ways to update your managerial skills so you can be a true role model for your staff and your peers. Skills staff must possess are different from skills managers must display. As manager, it is your duty to find ways to improve your own managerial skills. You are the role model and as such should display managerial ethics and skills to be effective. The manager‟s experience can affect the company‟s performance management. Here are some ways to further your managerial career and improve the company‟s performance management.3.1 Ask for assistance from human resourcesTechnically, the Human Resource department should have training programs lined up for all job positions in the company each year. Find out from HR what training programs are available for the position of manager. The training programs should be a mix of courses aimed at honing the different skills required of the position.3.2 Read books and other resource materialsThere are many books on managing in general and books that address more specific managerial skills. For example; there are books on time management, organizational development, conducting performance appraisals, project management techniques and others. Take the initiative to explore these resources on your own.3.3 Attend training programsFind outside training programs that can help you become a better manager. If you know that your presentation skills are weak, find consultants that offer this type of program. Use the internet to find the best training programs that can address your areas for improvement. Make sure to read reviews by those who have attended these courses already to see if the program is right for you.3.4 Link with or join professional organizationsThere are professional organizations for managers depending on their field of expertise. By joining an organization or two, you can share information, ask questions and seek guidance from those who have been successful managers for many years.4. Performance evaluationA study of general managers of 389 United States hotels found that 87 percent of the respondents conducted regular performance appraisals for all of their employees. This percentage is similar to that found in other industries. The most frequent interval for performance appraisals by lodging managers is once per year, also echoing the findings for other industries. Most managers used more than one type of appraisal and used their appraisals for more than one purpose. Nearly half used a management-by-objectives approach for their appraisals (49 percent), followed by behaviorally anchored rating scales (41 percent), narrative essays (37 percent), and graphic rating scales (28 percent). One negative note is that nearly 15 percent of the managers do not follow their appraisals with feedback sessions to review those appraisals. The most frequent application of performance appraisals was for compensation decisions (86 percent), followed by assessing whether objectives had been met (78 percent), establishing training needs (73 percent), and determining promotions (65 percent). Three-fifths of the sample reported that performance appraisals were important to the success of their operation. These are some several kinds of performance evaluation thatI think might suit the hotel industry.4.1 Alternation Ranking Method4.2 Behaviorally Anchored Rating Scale (BARS)An appraisal method that aims at combining the benefits of narrative and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance.4.3 Graphic Rating ScaleA scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or her performance for each trait. Rating scales can include 5 elements as follows:• Unsatisfactory• Fair• Satisfactory• Good• Outstandin g4.4 Paired Comparison MethodRanking employees by making a chart of all possible pairs of the employees for each trait and indicating which the better Employee of the pair is.Advantages and disadvantages of paired comparison analysis• It is useful where priorities are not clear.• It is p articularly useful where you do not have objective data to base this on.• It helps you to set priorities where there are conflicting demands on your resources.• This makes it easy to choose the most important problem to solve, or select the solution that will give you the greatest advantage.Steps to conduct paired comparison analysis• List the options you will compare (elements as A, B, C, D, E for example).• Create table 6 rows and 7 columns.• Write down option to column and row; A to row second, c ell first from left and A to row first, cell second from left; B to row third, cell first from left and B to row first, cell third from left etc; column seventh is total point.• Identify importance from 0 (no difference) to 3 (major difference).• Compare element “A” to B, C, D, E and place “point” at each cell.• Finally, consolidate the results by adding up the total of all the values for each of the options. You may want to convert these values into a percentage of the total score.5. Tow measuring performanceI would recommend for a hotel chain to use the behaviorally Anchored Rating Scale (BARS) and a management-by-objectives approach.5.1 Behaviorally Anchored Rating Scale (BARS)BARS were developed in response to dissatisfaction with the subjectivity involved in using traditional rating scales such as the graphic rating scale. A review of BARS concluded that the strength of this rating format may lie primarily in the performance dimensions which are gathered rather than the distinction between behavioral and numerical scale anchors. BARS are rating scales that add behavioral scale anchors to traditional rating scales (e.g., graphic rating scales). In comparison to other rating scales, BARS are intended to facilitate more accurate ratings of the target person's behavior or performance. However, whereas the BARS are often regarded as a superior performance appraisal method, BARS may still suffer from unreliability, leniency bias and lack of discriminant validity between performance dimensions.Advantages of using BARS• A more accurate gauge• Clearer standards• Feedback• Independent dimensions• Consistency5.2 Management by Objectives (MBO)Management by Objectives (MBO) is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization. The term "management by objectives" was first popularized by Peter Drucker in his 1954 book 'The Practice of Management'.The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee‟s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.According to George S. Odiorne, the system of management by objectives can be described as a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual's major areas of responsibility in terms of the results expected of him, and use these measures as guides for operating the unit and assessing the contribution of each of its members.4.2.1 Unique features and advantages of the MBO processThe basic principle behind Management by Objectives (MBO) is for employees to have a clear understanding of the roles and responsibilities expected of them. They can then understand how their activities relate to the achievement of the organization's goal. MBO also places importance on fulfilling the personal goals of each employee.Some of the important features and advantages of MBO are:• Motivation –Involving employees in the whole process of goal setting and increasingemployee empowerment. This increases employee job satisfaction and commitment.• Better communication and Coordination –Frequent reviews and interactions between superiors and subordinates help to maintain harmonious relationships within the organization and also to solve many problems.• Clarity of goals• Subordinates tend to have a higher commitment t o objectives they set for themselves than those imposed on them by another person.• Managers can ensure that objectives of the subordinates are linked to the organization's objectives.4.2.2 There are several limitations to the assumptive base underlying the impact of managing by objectives, including:·It over-emphasizes the setting of goals over the working of a plan as a driver of outcomes. ·It underemphasizes the importance of the environment or context in which the goals are set. That context includes everything from the availability and quality of resources, to relative buy-in by leadership and stake-holders. As an example of the influence of management buy-in as a contextual influencer, in a 1991 comprehensive review of thirty years of research on the impact of Management by Objectives, Robert Rodgers and John Hunter concluded that companies whose CEOs demonstrated high commitment to MBO showed, on average, a 56% gain in productivity. Companies with CEOs who showed low commitment only saw a 6% gain in productivity.·Companies evaluated their employees by comparing them with the "ideal" employee. Trait appraisal only looks at what employees should be, not at what they should do.When this approach is not properly set, agreed and managed by organizations, self-centered employees might be prone to distort results, falsely representing achievement of targets that were set in a short-term, narrow fashion. In this case, managing by objectives would be counterproductive.The use of MBO must be carefully aligned with the culture of the organization. While MBO is not as fashionable as it was before, it still has its place in management today. The key difference is that rather than 'set' objectives from a cascade process, objectives are discussed and agreed upon. Employees are often involved in this process, which can be advantageous.A saying around MBO -- "What gets measured gets done", …Why measure performance? Different purposes require different measures‟ -- is perhaps the most famous aphorism of performance measurement; therefore, to avoid potential problems SMART and SMARTER objectives need to be agreed upon in the true sense rather than set.ConclusionEvery Department can function on its own with a Department Head/Supervisor. But, to give proper Guest Service, Maintain Standards and to Increase Hotel Revenue you need a coordinator who can coordinate, guide and control all the Departments in the Hotel.That is when the Hotel Manager/ General Manager come in, to coordinate the Functions of all the Departments and take the Hotel in the right direction.So in a nutshell, Managing Hotel is all about keeping the Guest happy by providing him good product (Room, Food and Drink) and service and thus ensuring his/her return which will ultimately lead to the profitability of the Hotel and its Owners.References1. Lockwood, A., Jones, P., the Management of Hotel Operations, Cassel.20052. Moulin, M., “Eight essentials of performance measurement”, International Journal of Health Care Quality Assurance, Vol.17, No.3, pp.110-112, 2004.3. Neves, J. And Lourenco, S. “Using Data Envelopment Analysis to select strategies that improve the performance of hotel companies”.4. Philips, P. “Hotel Performance and competitive advantage: a contingency approach”, International Journal of Contemporary Hospitality Management, Vol.11, No.7, pp.359-365, 2007.5. Sharma, A. and Christie, I. “Performance Assessment using Value-Chain Analysis in Mozambique”, International Journal of Contemporary Hospitality Management, Vol.22, No.3, pp.1-34, 2010. (Pre-print).。

外文文献原稿和翻译原稿Attract and keep good employeesIntroductionAttracting and retaining great staff is the key for business success. Talented people who continue to develop skills and increase their value to their organization and to their customers are a company’s most important resource. The essay is on how to attract and retain these people and create an environment in which they remain competitive and continue to thrive.Reasons for attracting and keeping good employeesMore than a decade ago, leading trade associations in the United States began warning of an impending labor shortage。

That prediction has turned out to apply to almost all parts of the more and more intensively competitive business world nowadays。

This labor shortage affects almost every industry and employers must begin to look outside of traditional labor pool sources. As “greener” workers take their places on jobsites，accidents are sure to follow。