人力资源管理论文人力资源英文论文

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.。

人力资源方向短文英文The Evolving Role of Human Resources in the Digital Age.The advent of the digital age has profoundlytransformed the world of work, and the human resources (HR) function is no exception. In this rapidly changing landscape, HR professionals are assuming increasingly strategic roles as organizations navigate the challengesand opportunities presented by technology.Strategic Talent Management.Talent management has always been a core HR responsibility, but the digital age requires a morestrategic approach. With the proliferation of remote work, HR professionals need to develop innovative strategies for attracting, developing, and retaining top talent. They must leverage technology to identify potential candidates, provide personalized learning experiences, and create a positive and inclusive work environment.Digital Transformation.HR professionals are playing a vital role in driving digital transformation within organizations. They are responsible for ensuring that employees have the skills and knowledge required to navigate the new digital landscape. HR teams are also working closely with IT departments to implement HR technologies, such as recruiting software, performance management systems, and employee self-service portals.Data Analytics.Data analytics is becoming increasingly important in HR. HR professionals are using data to make evidence-based decisions about everything from talent acquisition to employee engagement. By leveraging data, HR teams canidentify trends, patterns, and areas for improvement, enabling them to develop more effective HR strategies.Employee Experience.The employee experience is a top priority for HR professionals in the digital age. With the rise of employee activism and the increased focus on employee wellbeing, HR teams are working to create a positive and engaging work environment for all employees. This includes providing employees with the tools and resources they need to succeed, fostering a sense of community, and recognizing and rewarding employee contributions.Virtual and Remote Work.The digital age has led to a significant increase in virtual and remote work. HR professionals are responsiblefor developing policies and procedures to support remote workers, ensuring that they have the same access to resources and opportunities as their office-based colleagues. They are also playing a role in creating asense of connection and belonging among remote workers.Emerging Technologies.HR professionals are also keeping abreast of emerging technologies that have the potential to revolutionize the HR function. These technologies include artificial intelligence (AI), blockchain, and virtual reality (VR). HR teams are exploring the use of AI for tasks such as candidate screening, performance management, and employee engagement.The Future of HR.The future of HR is bright. As the digital age continues to evolve, HR professionals will continue to play a pivotal role in shaping the workforce of the future. By embracing technology, leveraging data, and focusing on the employee experience, HR teams can help organizations thrive in the rapidly changing world of work.Key Takeaways.The digital age has transformed the HR function, requiring a more strategic approach.HR professionals are playing a vital role in strategic talent management, digital transformation, and data analytics.The employee experience is a top priority for HR teams, and they are working to create a positive and engaging work environment.HR professionals are supporting virtual and remotework arrangements and exploring the use of emerging technologies.The future of HR is bright, with HR professionals continuing to play a pivotal role in shaping the workforceof the future.。

人力资源管理提升英语作文Human Resource Management to Enhance English。

In today's globalized world, English has become a universal language that connects people from different countries and cultures. As a result, it is essential for companies to have employees who possess strong English language skills. Human resource management plays a crucial role in enhancing employees' English proficiency.First and foremost, human resource management can recruit employees with strong English language skills. When hiring, companies can set English language proficiency as one of the key requirements for the job. This will ensure that the employees hired have the necessary language skills to communicate effectively with clients, colleagues, and stakeholders from different countries. Furthermore, human resource management can conduct language proficiency tests during the recruitment process to ensure that the candidates have the required level of English proficiency.Secondly, human resource management can provide English language training to employees. Companies can organize English language classes or hire language trainers to improve the employees' language skills. This will not only improve their communication skills but also boost their confidence in using the language. Moreover, companies can provide opportunities for employees to practice their English language skills by assigning them to work on projects with international clients or colleagues.Thirdly, human resource management can create a language-friendly work environment. Companies can encourage employees to use English in their daily work by providing English language resources such as dictionaries, grammar books, and language learning software. Additionally, companies can organize English language events such as language exchange programs, English-speaking clubs, and cultural events that promote the use of English in the workplace.In conclusion, human resource management plays a vitalrole in enhancing employees' English language proficiency. By recruiting employees with strong language skills, providing language training, and creating a language-friendly work environment, companies can improve their employees' communication skills and ultimately increase their competitiveness in the global market.。

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。

人力资源英语作文In the contemporary business landscape, the function of human resources (HR) is more critical than ever. HR is the backbone of any organization, responsible for managing the mostvaluable asset a company has – its people. This essay will explore the multifaceted role of HR, including recruitment, training, employee relations, and strategic planning.Firstly, recruitment is a fundamental aspect of HR. Itinvolves sourcing, shortlisting, interviewing, and hiring the right candidates to fill job vacancies. HR professionals must have a keen eye for talent and the ability to assess a candidate's fit for the company culture and role requirements. They also ensure that the recruitment process is fair and compliant with employment laws.Training and development is another key role of HR. Once new employees are on board, HR coordinates orientation programs and ongoing training to enhance their skills and knowledge. This not only improves the workforce's productivity but also prepares them for future roles within the organization, fostering a culture of continuous learning and growth.Employee relations is a critical component of HR's responsibilities. HR professionals act as mediators between management and staff, addressing concerns, resolvingconflicts, and ensuring a harmonious work environment. Theyare also responsible for implementing and enforcing companypolicies, as well as staying abreast of changes in labor laws that may affect employee rights and benefits.Moreover, HR plays a strategic role in organizational planning. They work closely with top management to align human capital strategies with business objectives. This involves forecasting staffing needs, succession planning, and developing compensation and benefits packages that are competitive in the market.In conclusion, the role of human resources in modern business is multifaceted and essential. HR is instrumental in attracting and retaining top talent, developing employees' potential, maintaining positive employee relations, and strategically planning for the company's future workforce needs. As businesses continue to evolve, the importance of HR in ensuring a company's success cannot be overstated.。

Congruence in strategic human resource managementIntroductionThe central idea behind strategic human resource management is thatcorporate should deal with the relationship between corporate strategy,organization structure and human resource practices. And make thesethree essential factors be in support for the organization As a prerequisites overal for understanding how to strategically manage human resources, in thisessay, I will demonstrate the concept of corporate strategy, organizationalstructure and human resource management practices, as well as therelationship among them and select one company as specifics example toanalyze the topicCorporate strategyA corporate strategy is the set of man ageme nt decisi on-desig ned by executives, the board, senior management team or whoever are the finaldecision makers in the organization -that are meant to get the better ofadversaries or attain the organizations ‘ends'.Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of ?rms in their external environments. It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency. Strategic management includes not only the management team but can also include the Board of Directors and other stakeholders of the organization. It depends on the organizational structure.The specific approach to strategic management can depend upon the size of an organization, and the proclivity to change of its businessenvironment. These points are highlighted below:1. as A global/transnational organization may employ a more structuredstrategic management model, due to its size, scope of operations, and need to encompass stakeholder views and requirements.2. An SME (Small and Medium Enterprise) may employ an entrepreneurialapproach. This is due to its comparatively smaller size and scope ofoperations, as well as possessingfewer resources. An SME's CEO (or general top management) may simply outline a mission, and pursue all activities under that mission.Organizational structureAn organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as theviewing glass or perspective through which individuals see theirorganization and its environment.An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs.Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual.Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization ' s actions.An organizational structure depends entirely on the organization's objectives and the strategy chosen to achieve them. In a centralized structure, the decision making power is concentrated in the top layer of the management and tight control is exercised over departments and divisions. In a decentralized structure, the decision making power is distributed and the departments and divisions have varying degrees of autonomy.Organizational structure depends on the product to be developed. Wheelwright and Clark define a continuum of organizational structures between two extremes, functional organizations and project organizations. Functional organizations are organized according to technological disciplines. Senior functional managers are responsible for allocating resources. The responsibility for the total product is not allocated to a single person. Coordination occurs through rules and procedures, detailed specifications, shared traditions among engineers and meetings (ad hocand structured). Products that need a high level of specialized knowledge require a functionally organized structure.A light-weighted matrix organization remains functional and the level ofspecialization is comparable to that found in the functional mode. What is different, is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitateachievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no directaccess to working-level people.A heavy-weighted matrix organization exists of a matrix with dominantthe project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing andconcept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. Compared to functional managers, because they have no direct access to working-level people.Another way to classify organization structure is by one of the following four categories:1. The product to be developed is comprehensible for one person. One personis likely to have all the knowledge needed to developManufacturing and Assembly. The development department in companiesthat undertake these kinds of projects are usually very small. If a company consists of more than one department, it is usually structured as a functional organization.2. The product to be developed has a fairly low complexity, but total work ishigh. These kinds of products are likely to be developed within onefunctional department. A research department may also be an example of a department in which type II projects are undertaken. Are more departments involved then the light weighted matrix structure is preferable. Employees are involved on a full-time basis. Tasks may be performed concurrently. The sequence can be determined using the Design Structure Matrix.3. The product to be developed consists of a lot of different elements, such assoftware, PCB, power supply and mechanical structure. The product ishowever in the engineering phase, i.e. it is clear what needs to be done to get the product into production. Various disciplines perform their own tasks.These tasks have mostly a low workload. Employees cannot work full-time on one project. This creates a complex situation that may be compared to a job shop situation in production logistics. Though the comparison between manufacturing and product development is not accepted by all productdevelopment managers, it may yield good results. Studying each step in the Product Development Process and fluctuationsin workloads reveals ways to reduce variation and eliminate bottlenecks.It is necessary to view the Product4. The product is complex. Total work is high. Employees can thus participateon a full-time basis. A project organization is the most appropriateorganizational structure for these kind's of products.Human resource management practicesIn the organizations or firms, human resource management(HRM) practices as a mediator between HRM strategy and HRM outcome.Sheppeck and Militello focus HRM strategy into four groups: employment skill and work policies, supportive environment, performance measurement and reinforcement and market organization whereby Guest divides in to three categories: differentiated on innovation, focus on quality and cost-reduction. However, there are many definitions in previously researcheson HRM strategy, but all strategies used to achieve the same organizational goal through HRM practices. Sivasubramanian and Kroeck verify thevarious perspective of human resource management as the concept of fit or integration. Based on Guest suggests the various types of human resource management can be classify in two dimensions as internal and external fit.External fit explain HRM as strategic integration whereby internal fit as an ideal of practices. Several of researches try to examine which fit isappropriately. Youndt etal., who observe the external fit, their result shows more particular fit between high performance HRM practices and quality strategy. Stavrou-Costea alsoargued that the effective human resource management can be the main factor for the success of a firm. As supported by Lee and Lee HRM practices on business performance, namely training and development, teamwork, compensation/incentive, HR planning, performance appraisal, and employee security help improve firms ' business performance including employee'psropdroudcut ctivity,quality and firm 's flexibility.Ruwan empirically evaluated six human resource (HR) practices (realistic job, information, job analysis, work family balance, career development, compensation and supervisor support) and their likely impact on the Marketing Executive Turnover. Results of regression showed that the HR practices on job analysis are strong predictors of Marketing Executive Turnover. A long the same line, Abang, May-Chiun and Maw two components of human resource practices namely, training and information technology have direct impact on organizational performance. In addition, Zaini, Nilufar and Syed four HRM practices showed that training and development, team work, HR planning, and performance appraisal have positive and significant influence on business performance. Altarawmneh and al-Kilani examine the impact of human resource management practices on employees 'turnover intentions. Theresults showed that job analysis had a significant effect on employees 'turnover However, no statistical evidence was found regarding the effects of other HRM practices on employees 'turnover intentions. The study suggests that incentive plans based on rewards, bonuses, salaries enhancement, and performance appraisal reports could be useful strategies to be reconsideredin the surveyed. This paper utilizes HRM practices in specific internal fit as an ideal set of practices which identify three variables; supervision, job training, and pay practices believed to influence job satisfaction and toward turnover of the employees, as some of the practices of high the performance working system practices by previous HRM researchers such as Bradley, Petrescu and SimmonsCongruenceIn a mature corporate, the corporate strategy is the core part of the operation of the company, the organizational structure is the guarantee of the implementation of the corporate strategy. Only if the organizational structure can match the corporate strategy, the objective of the company can be achieved. To guarantee the corporate strategy to be implemented and the organizational structure to be operated, human resource management practices must be put into effects accompany with the corporate strategy and the organizational structure. The human resource managementpractices can allocate the human resource most efficientlythen the corporate strategy can be operated in order. In one word, only if thethree main concepts, corporate strategy, organizational structure and the human resource management practices can be coordinated well, the company can run fast and in order.Human resource planningHuman resources planning is a process that identifies current and future human resources needs for an organization to achieve it goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning.Human resource planning refers to classic HR administrative functions, and the evaluation and identification of human resources requirements for meeting organizational goals. It also requires an assessmentof the availability of the qualified resources that will be needed. Human resources planning should be a key component of nearly every corporation 'sstrategic business planning. To ensure their competitive advantage in the marketplace, organizations must implement innovative strategies that are designed to enhance their employee retention rate and recruit fresh talent into their companies.Effective human resources planning strategiesare those that include having sufficient staff, with the right mixture of talent, and who are in the appropriatelocations, performing their jobs when needed. It moves beyond the traditional role of human resources as primarily an administrative control function. In today 'csorporate environment, it is viewed as a valuable component for adding value to an organization. Both employees and the company will often realize many benefits of planning over the long-run.In uncertain business settings, the significance of strategic human resources planning can become obvious veryquickly. A company that reacts to circumstances by cutting staff as a measure to reduce short-term overhead can create unwanted repercussions. What initially looked like a smart and necessarymove to economize in lean times can end up costing the company much more in the long-run. The resources that will be needed to subsequently recruit, hire, and train new employees may well exceed any short-term cost savings.Forward-looking human resources planning typically anticipates future staffing requirements. It can help organizations avoid cost errors. Strategies are formulated to not only anticipate their needs over time, but to consider optimal solutions for the long term and under challenging economic conditions. This approach minimizes the chance of short-sighted and reactive choices being implemented by decision-makers.Organizations with a plan in place, and a keen understanding of theirIon g-ra nge objectives, may in stead decide to weather the econo mic storm and keep train ed, tale nted, and dedicated staff in place for the in evitable busin ess uptre nd.The pla nning processes of most best practice orga ni zatio ns not only define what will be accomplished within a given timeframe, but also the nu mbers and types of huma n resources that will be n eeded to achieve the defi ned bus in ess goals.Competency-based management supportsthe integration of human resources pla nning with bus in ess pla nning by allow ing orga ni zati ons to assess the curre nt huma n resource capacity based on their compete ncies aga inst the capacity n eeded to achieve the visi on, missi on and bus in ess goals of the orga ni zati on. Targeted huma n resource strategies, pla ns and programs to address gaps are the n desig ned, developed and impleme nted to close the gaps.These strategies and programs are mon itored and evaluated on a regular basis to en sure that they are moving the orga ni zati ons in the desired directi on, in cludi ng clos ing employee compete ncy gaps, and correcti ons are made as n eeded.Strategic staffi ngStrategic staffing is an approach to personnel management that requires a department to analyze its staffing needs by considering its Iong-term objectives and those of the overall company and determining a specific comb in ati on of perma nent and temporary employees with the best skills to meet those needsMany organizations understand the ben efits of a Ion ger-term approach to staffi ng: reduced tur no ver and hiring costs, improved efficiency and morale, and ultimately greater profits. Un fort un ately, traditi onal approaches to strategic staffi ng are ofte n more effective on paper tha n in the workplace.Prepare for a change in approach from traditional human resource management to strategic human resource management. Write an HR bus in ess pla n that emphasizes tale nt man ageme nt and workforce capability. Develop strategies to link staffi ng efforts and tale nt man ageme ntto bus in ess goals. In clud ing a huma n capital man ageme nt strategy in your compa ny's bus in ess pla n will rein force the compa ny's commitment to its workforce. Augment career development and adva nceme nt opport un ities for new hires and existi ng employees by using job posti ng and other programs that en courage promoti on from withi n the compa ny. Use alter native work arran geme ntsto build a committed and highly-engaged employee base for your company. Re-define traditional work arrangements.Develop innovative ways to recruit effectively and provide huma n resource services by part nering with schools, colleges and uni versities. Make sure to in corporate diversity into the staffi ng management process. Involve existing workers in the recruitment and selection process as often as possible. Use referral programs and peer interviews to select quality candidates. Use technology and the internet to automate the staffing management process. Investigate and purchase recruitment software or related human resources software to effectivelymanage your new human capital managementprogram. Give managers and senior leaders the necessary tools to staff their business units themselves. Provide human resource training to help them take advantage of the new staffing management program.Specifics exampleGive an example, the Wal Mart is the largest retail corporation of daily essentials all over the world which has the majority of markets located in well-established neighborhoods. But how can the management layer make so many large markets run in a good order and become the most successful retail brand in the world. I think, at first, the decision layer establishes the corporate strategy and all of the subordinate markets should make them sun-strategies surrounding the core corporate strategy. After the corporate strategy is distributed, the corporate should establish the organizational structure which consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. The structure of the organization isthe main plan of the operation of the mall, it can make the corporate strategy more substantial and easy to carry out. At last, the human resource management practices take the corporate strategy and the organizational structure into effect. The efficient practices of human resource management are the guarantee of the implementation of the corporate strategy and the organizational structure.ConclusionIn a corporate, the corporate strategy is the primary plan of the company, the organizational structure is the replenishment and initial implementation of the corporate strategy. To guarantee the corporate strategy to be implemented and the organizational structure to be operated, human resource management practices must be put into effects accompany with the corporate strategy and the organizational structure. Only if the organizational structure, corporate strategy and the human resource management practices are coordinated perfectly, the objective of the company can be achieved. The human resource management practices can allocate the human resource most efficiently then the corporate strategy can be operated in order. In one word, only if the three main concepts, corporate strategy, organizational structure and the human resource management practices can be coordinated well, the company canrun fast and in order.References1. Beer, M., Spector, B., Lawrence, P., Quinn, M., &Walton, R.E., (1984). Managing human assets, New York: The FreePress.2. Budhwar, P., & Sparrow, P. (1998). National factors determining Indian and British HRM practices: An empirical study.Management International Review, 38 , 105-121.3. Ulrich, D. ( 1997). Human resource champions: The next agenda for adding value to HR practices. Harvard: HarvardBusiness School Press.4. Meyer, J.P., & Herscovitch, L. (2001). Commitment in the work place: Towards a general model. Human ResourceManagement Review, 11, 299-326.5. Meyer, J.P., & Allen, N.J. (1991). A three component conceptualization of organizational commitment. Human ResourcesManagement Review, 1, 61-98.6. Geringer, J.M., Frayne, C.A., & Milliman, J.F. (2002) . In search of “ best practice ” inInternational human resource management: Research design and methodology. Human Resources Management, Spring, 5-30.7. Guest, D.E. (1997). Human resource management and performance: a review and research agenda.The International Journal of Human Resource Management, 8, 263-276.。

介绍人力资源管理专业的英语作文Human Resource Management: A Critical Discipline in Modern Organizations.In the rapidly evolving business landscape, human resource management (HRM) has emerged as a critical discipline, responsible for the effective deployment and development of an organization's most valuable asset its people. HRM encompasses a range of activities that aim to align the human capital of a business with its strategic goals, ensuring optimal performance and sustainable growth.The foundation of HRM lies in the recruitment and selection of talent. This involves identifying the skills, experiences, and competencies required to fulfill specific job roles and attracting individuals who possess these attributes. The recruitment process often involves screening resumes, conducting interviews, and administering tests or assessments to evaluate candidates' fitness for the job. Effective recruitment not only ensures that theorganization has the right people in the right places but also helps build a diverse and inclusive workforce that reflects the broader society.Once recruited, it is the responsibility of HRM to ensure that employees are properly inducted and integrated into the organization's culture and working environment. This involves providing necessary training and development opportunities to enhance employees' skills and knowledge. Training programs can range from basic job-related skillsto leadership development and professional certification courses. By investing in employee development,organizations can foster a culture of continuous learning and innovation, which is crucial for maintaining a competitive edge.Performance management is another crucial aspect of HRM. This involves setting clear performance expectations, monitoring employee progress, and providing feedback and coaching when necessary. Performance management systemsoften include regular appraisals, goal-setting, and reward and recognition programs. By aligning individual goals withorganizational objectives, HRM can ensure that employees are working towards achieving the broader strategic aims of the business.Employee relations and engagement are also integral to the success of HRM. It involves managing employee communication, addressing grievances and conflicts, and fostering a positive work environment. A happy and engaged workforce is more likely to be productive, creative, and loyal to the organization. HRM professionals strive to create a workplace that is inclusive, respectful, and supportive of employees' needs and aspirations.In addition to these core functions, HRM also plays a significant role in managing the total rewards system of an organization. This includes compensation and benefits packages, such as salaries, bonuses, health insurance, and retirement plans. By designing compensation structures that are competitive and aligned with organizational goals, HRM can motivate employees to perform better and retain key talent.In today's era of rapid technological advancements, HRM has also embraced digital transformation. The use of human resource information systems (HRIS) and other technologies has enabled HRM professionals to streamline administrative tasks, improve data analytics, and make more informed decisions. Digitalization has also facilitated remote working and flexible work arrangements, enabling organizations to attract a more diverse pool of talent and support a more agile workforce.In conclusion, human resource management is a multifaceted discipline that is critical to the success of modern organizations. It involves recruiting and developing talent, managing employee relations and engagement, and designing effective reward systems. By aligning human capital with strategic goals, HRM professionals can help organizations achieve their objectives and build a sustainable competitive advantage.。

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).。

人力资源的大作文Human resources play a crucial role in the success of any organization. 人力资源在任何组织的成功中扮演着至关重要的角色。

They are responsible for recruiting, training, and managing employees, as well as developing strategies to maximize their potential. 他们负责招聘、培训和管理员工，同时制定策略以最大化其潜力。

Without a strong human resources team, companies may struggle to attract and retain top talent, leading to a lack of competitiveness in the market. 没有强大的人力资源团队，公司可能会难以吸引和留住顶尖人才，从而导致市场竞争力不足。

One key aspect of human resources is employee development. 人力资源的一个关键方面是员工发展。

This involves providing employees with opportunities for learning and growth, ensuring that they have the skills and knowledge needed to excel in their roles. 这包括为员工提供学习和成长的机会，确保他们具备在自己的职位上出色表现所需的技能和知识。

By investing in employee development, companies can improve employee satisfaction, retention rates, and overall performance. 通过投资员工发展，公司可以提高员工满意度、留职率和整体绩效。

英语人力资源作文范文英文回答：Introduction.Human resource management plays a pivotal role in the success of any organization. As a key component of business strategy, HR professionals are responsible for attracting, retaining, and developing talent, ensuring employee well-being, and fostering a positive work culture. In an increasingly competitive global market, effective HR practices are essential for organizations to achieve their goals and maintain a sustainable competitive advantage.Talent Management.HR professionals are responsible for identifying, recruiting, and onboarding the best talent to suit the specific needs of the organization. This involves developing comprehensive talent acquisition and managementstrategies, including employer branding, candidate sourcing, and assessment techniques. By attracting and retaininghighly skilled and motivated individuals, organizations can enhance their productivity, innovation, and overall performance.Employee Development.Once talented individuals have been recruited, it is essential to invest in their professional and personal development. HR professionals design and implement training and development programs tailored to employee needs and the organization's strategic objectives. By providing employees with opportunities for growth and advancement,organizations can increase employee satisfaction, engagement, and retention.Compensation and Benefits.HR professionals are responsible for developing and managing compensation and benefits packages that are competitive within the industry and reflect theorganization's values. This involves conducting market research, designing compensation structures, and administering benefits programs. By providing fair and equitable compensation and benefits, organizations can attract and retain top talent and motivate employees to perform at their best.Employee Relations.HR professionals play a critical role in maintaining a positive and productive work environment. They are responsible for handling employee grievances, resolving conflicts, and fostering open communication between employees and management. By promoting a culture of respect, trust, and collaboration, HR professionals can increase employee morale, reduce turnover, and create a workplace where individuals can thrive.Legal Compliance.HR professionals must ensure that the organization complies with all relevant employment laws and regulations.This involves staying abreast of changes in labor laws, conducting audits, and providing guidance to managers and employees on compliance matters. By adhering to legal requirements, organizations can protect themselves from liability, create a fair and equitable workplace, and maintain a positive public image.Technology in HR.Technology has become an indispensable tool for HR professionals. HR technology solutions can streamline processes, improve efficiency, and provide valuableinsights into employee data. By leveraging technology, HR professionals can automate tasks, enhance communication,and make data-driven decisions that drive organizational success.Conclusion.In conclusion, HR management is essential for the success of any organization. By effectively managing talent, providing opportunities for employee development,developing competitive compensation and benefits packages, fostering positive employee relations, ensuring legal compliance, and leveraging technology, HR professionals can help organizations achieve their strategic goals and create a workplace where employees can thrive and contribute to the overall success of the organization.中文回答：人力资源管理。

人力资源英语作文Title: The Role of Human Resources in Shaping Organizational Success。

In the contemporary business landscape, thesignificance of Human Resources (HR) cannot be overstated. HR departments play a critical role in not only managing employee relations and payroll but also in shaping the strategic direction of an organization. This essay delves into the multifaceted role of HR in driving organizational success through talent management, organizational culture, and strategic leadership.First and foremost, HR is pivotal in talent management, which involves recruitment, training, and retaining high-quality employees. In the recruitment phase, HR professionals are tasked with devising strategies toattract top talent. This involves not only identifying the necessary skills required for various roles within the company but also ensuring that these roles are filled byindividuals who can contribute to the company's long-term goals. Once candidates are hired, the role of HR shifts to retention and development. This is achieved through continuous training programs that are designed to enhance the skills of the workforce. Moreover, HR is responsiblefor creating clear career paths for employees, which is essential for employee satisfaction and reduces turnover rates.Employee engagement is another critical area overseen by HR. Engaged employees are more productive, have better job satisfaction, and are more loyal to the company. HR can foster employee engagement by ensuring that workers feel valued and understood within the workplace. This involves regular communication, feedback, and recognition of employee achievements. HR practices such as performance appraisals, employee surveys, and team-building activities are tools to maintain high levels of engagement. Furthermore, addressing employee grievances promptly and effectively is crucial in maintaining trust and morale within the company.The organizational culture is another crucial element shaped significantly by HR. Culture embodies the values, beliefs, and behaviors that guide how a company's employees interact within and outside the company. HR plays a strategic role in cultivating a positive organizational culture that aligns with the company’s mission and values. This includes implementing policies that promote diversity and inclusion, ethical behavior, and a positive work environment. A robust organizational culture not only improves performance but also enhances the company's reputation, attracting both talent and clients.Moreover, HR contributes to strategic leadership by aligning the workforce with the company's long-term objectives. Strategic HR involves planning human capital needs and developing strategies to meet these needs. This requires a deep understanding of the company’s strategic goals and the ability to forecast future talent needs based on market and industry trends. By effectively aligning the workforce strategy with the organizational goals, HR can ensure that the company remains competitive and adaptablein a changing business environment.Additionally, in today’s globalized world, HR must also manage the complexities of a diverse workforce that may be spread across multiple geographies. This includes understanding local labor laws, cultural nuances, and managing international talent. Effective global HR management ensures that the organization can operate efficiently across borders without friction.In conclusion, the role of Human Resources in modern organizations extends far beyond traditional functions like payroll and employee relations. HR is a key strategic partner that influences talent management, organizational culture, employee engagement, and strategic leadership. By effectively managing these aspects, HR not only contributes to the immediate well-being of the workforce but also drives long-term organizational success. As businesses continue to evolve in a complex global market, the role of HR will become increasingly important in shaping resilient and adaptive organizations.。

人力资源管理系统中英文资料外文翻译英文原文Vincent R. Ceriello, Christine FreemanJossey-Bass Publishers, 1998Human Resource Management SystemsHuman Resource Management Systems (HRMS) have become one of the most important tools for many businesses. Even the small, 20-person office needs to realize the benefits of using HRMS to be more efficient. Many firms do not realize how much time and money they are wasting on manual human resource management (HRM) tasks until they sit down and inventory their time. HRMS is advancing to become its own information technology (IT) field. It allows companies to cut costs and offer more information to employees in a faster and more efficient way. Especially in difficult economic times, it is critical for companies to become more efficient in every sector of their business; human resources (HR) is no exception.HRIS refers to software packages that address HR needs with respect to planning, employee information access, and employer regulatory compliance. The following text begins with a discussion of human resource planning, followed by human resource management systems.American companies must now operate in a rapidly changing business environment. These changes have important implications for HRM practices. To ensure that management practices support business needs, organizations must continually monitor changing environmental conditions and devise HRM strategies for dealing with them. The procedure used to tie human resource issues to the organization's business needs is called human resource planning. Also known as HR planning, this procedure is defined as the "process of identifying and responding to [organizational needs] …and charting newpolicies, systems, and programs that will assure effective human resource management under changing conditions."Human Resource Management Systems, also called Human Resource modules, is a link between Human resource management and information technology. A Human resource management system provides a single, accurate view of all human resource activities including recruiting, performance management, training and development and also compensation. Human resource management systems reduce the workload of the human resource department as well as increasing the efficiency of the department by standardizing human resource process. Human resource department plays an important role in the smooth running of the company by tracking and analyzing the time keeping and work patterns of the workforce. There are a wide range of applications available to help human resource department in their tasks, making possible the automation of certain tasks and helping in the organization many other tasks.The function of human resource management to large extent is administrative and common to all organizations. Most organizations have formalized selection, evaluation and payroll processes. The function consists of tracking innumerable data of each employee from personal histories, data, skills, capabilities, experiences to payroll records. Organizations began electronically automate many of theses processes by introducing Human resource management systems to reduce the manual workload. Human resource executives depend on internal and external IT professionals to develop and maintain their Human resource management systems due to complexity in programming capabilities and limited technological resources.Human Resource Management Systems (HRMS) provide a link between human resource management and information technology.HRMS allow enterprises to automate many aspects of human resource management, with the dual benefits of reducing the workload of the HR department as well as increasing the efficiency of the department by standardising HR processes.The field of human resources is one that is often overlooked in enterprisemanagement. This situation is aided by the fact that an efficient Human Resources department should function without fanfare. For example, when a project team successfully launches a product on time and within budget it is hailed as a great success. When the HR department manages the administration of the enterprise successfully it can go virtually unnoticed –after all, the Human Resources department is simply expected to work, only attracting attention when there are problems.The reality, however, is very different. The HR department plays a vital role in ensuring the smooth running of an enterprise –most importantly by tracking and analysing the timekeeping and work patterns of the workforce, allowing management better information on which to form strategies.The importance of human resources has not gone unnoticed by the software industry. There is now a wide range of applications available to aid the HR department in their tasks, making possible the automation of certain tasks and aiding in the organisation of many others.HRM software systems (from vendors such as Oracle and Ascentis) are broadly defined by the four basic responsibilities of the HR department, and as such typically contain standalone modules to address the needs of each responsibility:Payroll Module: The payroll module greatly reduces the workload of the HR department by automating the payroll process, allowing HR to ensure that payroll functions are completed on time and without errors.At its most basic level the payroll module is supported by the manual entry of timekeeping and attendance data from paper-based timesheets submitted by the workforce. More advanced systems track employee timekeeping through automatic systems, connected to either a ‘clocking in’system or a tracker connected to the desktop computers of the employees.Once attendance data is fed into the system, the payroll module automatically calculates payment amounts and various deductions such as income tax before generating paychecks and employee tax reports.Time and Labour Management Module: The time and labour management module is designed to collate and analyse employee timekeeping information for the purposes of organisational cost accounting.By sourcing data directly from the timekeeping devices and methods used to calculate payroll this module can provide management with valuable data regarding the use of labour resources within the enterprise.Benefit Administration Module: Thebenefit administration module providesHR personnel with the capacity to monitorand manage employee participation in arange of benefit programs. Theseprograms can range from programs relatedto the wellbeing of the workforce (such ashealth insurance and pension schemes) to profit making programs (such as stock option plans and profit sharing).HR Management Module: The HR management module provides a range of HR solutions ranging from analyses of application data through to the basic demographic dataof employees.The management module allows HR personnel to effectively manage the Human Capital Pool (HCP) available within the enterprise, in that it keeps track of the training and development of the workforce and the skills and qualifications of each employee. Advanced HR management modules can also automate the process of application for positions by capturing application data and entering it to a relevant database.Benefits of HRMSWhile these modules each provide benefits to the HR department itself, the applications also aid the enterprise as a whole.HRM systems convert human resources information into a digital format, allowing that information to be added to the knowledge management systems of the enterprise. The result of this is that HR data can be integrated into the larger Enterprise Resource Planning (ERP) systems of the enterprise.In analysing enterprise wide resource usage this data can prove invaluable. Data related to the time usage of the workforce can enhance the decision making abilities of management, allowing the HR department to form an integral aspect of strategy formation for the enterprise as a whole.中文译文人力资源管理系统（HRMS）已成为许多企业的重要的工具之一。

介绍人力资源的英语作文Human resources are an essential part of any organization. It is the department responsible for managing the workforce and ensuring that the company has the right people in the right positions. In this essay, we will discuss the importance of human resources and the role it plays in the success of an organization.Firstly, human resources are responsible for recruiting and hiring the right people. This is crucial because the success of an organization depends on the quality of its workforce. Human resources must ensure that the candidates they hire have the necessary skills and qualifications for the job. They must also ensure that the candidates fit in with the company culture and values.Secondly, human resources are responsible for training and development. Once employees are hired, they need to be trained and developed to perform their jobs effectively. Human resources must provide employees with the necessarytraining and development opportunities to help them grow and improve their skills. This will not only benefit the employees but also the organization as a whole.Thirdly, human resources are responsible for managing employee relations. This includes dealing with employee grievances, conflicts, and disciplinary actions. Human resources must ensure that employees are treated fairly and that their rights are protected. They must also ensure that the company’s policies and procedures are followed.Fourthly, human resources are responsible for compensation and benefits. This includes determining salaries, bonuses, and other benefits such as health insurance and retirement plans. Human resources must ensure that the compensation and benefits offered are competitive and fair.Finally, human resources are responsible for maintaining a safe and healthy work environment. This includes ensuring that the workplace is free from hazards and that employees are provided with the necessaryequipment and training to perform their jobs safely.In conclusion, human resources play a vital role in the success of an organization. They are responsible for recruiting and hiring the right people, training and developing employees, managing employee relations, determining compensation and benefits, and maintaining a safe and healthy work environment. Without human resources, organizations would struggle to attract and retain talented employees, which would ultimately impact their bottom line.。

人力资源英语作文Title: Human Resources in the Workplace。

Human resources are an essential part of any organization. They are responsible for managing the most important asset of the company – its employees. In this essay, we will explore the role of human resources in the workplace and discuss its importance in the success of an organization.Human resources, often abbreviated as HR, is a department within a company that is responsible for managing the recruitment, hiring, and retention of employees. They are also responsible for handling employee relations, training and development, performance management, and ensuring compliance with labor laws and regulations.The HR department serves as a link between the employeesand the management, ensuring that both parties are able to effectively communicate and work together towards the goals of the organization.One of the primary functions of the HR department is recruitment and hiring. They are responsible foridentifying the staffing needs of the organization and finding the right candidates to fill those positions. This involves creating job descriptions, posting job ads, screening resumes, conducting interviews, and making job offers. The HR department plays a crucial role in ensuring that the organization has the right people in the right positions, which is essential for the success of the company.In addition to recruitment and hiring, the HR department is also responsible for employee relations. This involves handling employee grievances, conflicts, and disciplinary actions. The HR department serves as a mediator between employees and management, working to resolve issues and maintain a positive work environment. They also work to ensure that employees are treated fairly and in accordance with company policies and labor laws.Training and development is another important functionof the HR department. They are responsible for identifying the training needs of employees and providing them with the necessary skills and knowledge to perform their jobs effectively. This can include on-the-job training, workshops, seminars, and other forms of professional development. By investing in the training and development of employees, the HR department helps to improve theoverall performance and productivity of the organization.Performance management is also a key responsibility of the HR department. They are responsible for evaluating the performance of employees and providing feedback to help them improve. This can include conducting performance reviews, setting goals and objectives, and providing rewards and recognition for outstanding performance. By effectively managing the performance of employees, the HR department helps to ensure that the organization is able to achieve its goals and objectives.Finally, the HR department is responsible for ensuring compliance with labor laws and regulations. They are responsible for staying up to date with changes inemployment law and ensuring that the organization is in compliance with all relevant regulations. This can include things like managing employee benefits, handling payroll, and ensuring workplace safety. By ensuring compliance with labor laws, the HR department helps to protect the organization from legal issues and liabilities.In conclusion, human resources play a critical role in the success of an organization. From recruitment and hiring to employee relations, training and development, performance management, and compliance with labor laws, the HR department is essential for creating a positive work environment and ensuring that the organization has theright people in the right positions. Without effective human resources management, it would be difficult for an organization to achieve its goals and objectives. Therefore, it is important for companies to invest in their HR department and recognize the value that it brings to the organization.。

人力资源管理英语作文Certainly! Here's an essay on human resource management in English.---。

Human Resource Management: A Key to Organizational Success。

Human Resource Management (HRM) plays a pivotal role in the success of any organization. It encompasses a range of activities aimed at effectively managing and leveraging human capital to achieve strategic objectives. In this essay, we will explore the significance of HRM and its impact on organizational performance.Firstly, one of the primary functions of HRM is recruitment and selection. This involves identifying and hiring individuals whose skills and competencies align with the organization's needs. Effective recruitment ensuresthat the organization has a talented workforce capable of driving innovation and achieving business goals.Furthermore, HRM is crucial for employee developmentand training. Investing in employee skills and knowledgenot only enhances individual performance but alsocontributes to the overall growth and adaptability of the organization. Training programs can improve productivity, reduce turnover, and foster a culture of continuous learning.Another critical aspect of HRM is performance management. This involves setting clear performance expectations, providing feedback, and recognizing achievements. By monitoring employee performance, HRM helps identify areas for improvement and facilitates career development.Moreover, HRM plays a vital role in fostering apositive work environment. Employee engagement initiatives, such as wellness programs and team-building activities, contribute to higher job satisfaction and lower absenteeism.A supportive workplace culture enhances employee morale and retention.Additionally, effective HRM practices are essential for managing diversity and inclusion within the workforce. Embracing diversity not only promotes creativity and innovation but also ensures a fair and equitable workplace for all employees.Strategic workforce planning is another critical function of HRM. By forecasting future talent needs and developing succession plans, HRM helps organizations adapt to changing market conditions and sustain long-term growth.In conclusion, Human Resource Management is a multifaceted discipline that significantly influences organizational success. By focusing on talent acquisition, development, performance management, and fostering a positive work environment, HRM contributes to enhanced productivity, innovation, and employee satisfaction. Organizations that prioritize HRM practices are better positioned to achieve their strategic objectives andmaintain a competitive edge in today's dynamic business environment.---。