Management of human resources and productivity

人力资源英文文献以下是一些关于人力资源的英文文献： 1. "Human resource management: A contemporary perspective" by David A. DeCenzo and Stephen P. Robbins 2. "The practice of human resource management" by Gary Dessler 3. "Strategic human resource management" by John Bratton and Jeffrey Gold 4. "Human resource management in a global context" by International Labour Office 5. "Employee recruitment, selection, and assessment" by Michael A. Zeiss and Gary R. Lichtenstein 6. "Training and development for human resource management" by Gary Dessler 7. "Compensation management for human resource management" by Joseph J. Martocchio 8. "Performance management for human resource management" by Robert L. Mathis and John H. Jackson 9. "Employee relations: A practical guide" by Carole P. Beaton and Susan M. Keaton 10. "HR from the outside in: Six competitive strategies for attracting, developing, and retaining top talent" by John Boudreau and Peter M. Ramstad 这些文献涵盖了人力资源管理的各个方面，包括招聘、培训、绩效管理、薪酬管理、员工关系等。

《Human Resource Management》Lecture OutlineCourse Human Resource ManagementNO. 87014111Credit hour 4Grade TwoStaff room Business AdministrationTeacher Wang Jinghua《Human Resource Management》Lecture OutlineContentsPart I：Introduction (3)Part II：Human resource management (4)Part III：Appendix (11)《Human Resource Management》Lecture OutlinePart I：IntroductionHuman resource management will place our student at the forefront in understanding how organizations can gain sustainable competitive advantage through people. The role of HR managers is no longer limited to service functions such as recruiting and selecting employees. Today, HR manager assume an active role in the strategic planning and decision making at their organizations. Meeting challenges head –on and using human resource effectively are critical to the success of any work organization.In the first chapter, we begin by explaining the key challenges to HRM in developing the flexible and skilled workforce needed to compete effectively. Side by side with the competitive challenges, HRM must also address important employee concerns such as managing a diverse workforce, recognizing employee rights, and adjusting to new work attitudes. The chapter also discusses the important partnership with line managers and the competencies required of HR management. Then we continue with the introduction, explanation, and discussion of the individual practices and policies that make up HRM.Although we focus on the HR role of managers, we do not exclude the impact and importance of the HR department’s strategic role in developing, coor dinating, and enforcing policies and procedures relating to HR functions. Human resource management provides a functional and practical understanding of HR programs toenable our students to see how HR affects all employees, the organization, the community, and the larger society.Organizations in today’s competitive world are discovering that it is how the individual HR topics are combined that makes all the difference. Managers typically don’t focus on HR issues such as staffing, training, and compensation in isolation form one another. Each of these HR practices is combined into an overall system to enhance employee involvement and productivity. Human resource management ends with a final chapter that focus on development of high-performance work system. We outline the various components of the system including work-flow design, HR practices, management process, and supporting technologies. We also discuss the strategic processes used to implement high-performance work systems and the outcomes that benefit both the employee and the organization as a whole.Part II：Human resource management Chp1 Introduction to Human Resource [Learning objectives]After studying this chapter, students should be able to :1 Explain what human resource is.2 Illustrate the difference between human resource and human capital. [Chapter outline]1 Quantity and Quality of HR2 Human resource vs. human capital3 Features of HR4 The Distribution and Structure of HR in a nation5 The Distribution and Structure of HR in companyChp2 Introduction to Human Resource Management [Learning objectives]After studying this chapter, students should be able to :1 Define human resource management2 Describe the functions of human resource management3 Explain, in general terms, how human resource management[Chapter outline]1 Management and the relevant conception:Definition of Management: Its nature and purposeThe function of managementManagement as an essential for any organizationManagerial skills and the organizational hierarchyThe goals of all managers and organizations2The basic contents of human resource managementDefinition of human resource managementHuman resource management modelThe function of human resource managementThe goals of human resource managementThe activity of human resource managementChp3 Strategic Human Resource Management [Learning objectives]After studying this chapter, students should be able to :1 Identify human resource’s strategic challenge2 summarize the strategic management process3 Describe the human resource scorecard approach[Chapter outline]1 HR’s Strategic Challenges2 The Strategic Management ProcessBusiness Mission and Its Vision3 Types of Strategic Planning4 Relationships Among Strategies in Multiple- Business Firms5 Achieving Strategic Fit6 HR and Competitive Advantage7 HR’S Strategic RolesHR’s Strategy Execution RoleHR’s Strategy Formulation Role8 Creating a Strategy-oriented HR SystemThe High-Performance Work System9 The HR Scorecard ApproachChp4 The Manager and Department of HR [Learning objectives]After studying this chapter, students should be able to :1 Summarize the types of assistance provided by the human resource department2 Explain the desired relationship between human resource managers and operating managers3 Discuss the role of human resource managers in the future[Chapter outline]1 Who perform the human resource functions?The human resource department2 Challenges for human resource managersDiversity in the work forceRegulatory changeStructural changes to organizationsTechnological and managerial changes within organizations3 Perforce of human resource departmentChp5 The Environment of Human Resource Management [Learning objectives]After studying this chapter, students should be able to :1 Identify the environment of human resource management[Chapter outline]1 Introduction to the environment of human resource management2 The exterior environment of human resource managementPolitical factorsEconomics factorsLaw3 The interior environment of human resource managementStrategyLife Cycle of OrganizationOrganizational StructureOrganizational CultureChp6 The Academic Foundation of Human ResourceManagement[Learning objectives]After studying this chapter, students should be able to :1 Describe the basic human factors that affect human resource managing2 Explain the meaning of motivation3 Describe the various theories of motivation and their strengths and weaknesses4 Analyze motivational techniques, with emphasis on the role of money, participation, the quality of working life, and job enrichment.5 Present a systems and situational approach to motivation.[Chapter outline]1 Theory X- theory Y2 Human hypothesesRational-economic manSocial manSelf-actualizing manComplex man3 Stimulant theoriesContent TheoriesMaslow’s hierarchy of needs theoryAlderfer’s ERG theoryMcClelland’s acquired needs theoryHerzberg’s two-factor theoryProcess theoriesExpectancy theoryEquity theoryGoal-Setting theorySkinne’s Reinforcement TheoryIntegrative Expectancy ModelChp7 Job Analysis[Learning objectives]After studying this chapter, students should be able to :1 Discuss the nature of job analysis, including what it is and how it’s us ed.2 Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.3 Write job descriptions, including summaries and job functions, using the internet and traditional methods.4 Write job specifications using the internet as well as your judgment. [Chapter outline]1 The nature of Job Analysis2 Types of Information Collected3 Uses of Job Analysis Information4 Steps in Job Analysis5 Methods of Collecting Job Analysis InformationInterviewQuestionnaireObservationParticipant Diary/Logs6 Quantitative Job Analysis TechniquesP AQDOLFJACIT7 Writing Job Descriptions8 Writing Job SpecificationsCHP8 Human Resource Planning [Learning objectives]After studying this chapter, students should be able to :1 Define human resource planning(HRP)2 Summarize the relationship between HRP and organizational planning3 Explain strategy-linked HRP4 Identify the steps in the HRP process5 Describe the different methods used for forecasting human resource needs [Chapter outline]1 How HRP relates to organizational planning.Strategy-Linked HRP2 Steps in the HRP ProcessDetermining Organizational ObjectivesDetermining the skills and expertise required (demand)Determining additional (net) human resource requirementsDeveloping action plansSynthesizing the HRP process3 Tools and techniques of HRPTrend analysisManagerial estimatesDelphi techniqueStaffing tablesMarkov analysisSkills inventoriesManagement inventoriesReplacement chartsSuccession Planning4 Balancing demand and supply of HRChp9 Recruitment and Employment [Learning objectives]After studying this chapter, students should be able to :1 Define recruitment.2 Describe the advantages and disadvantages of using internal methods ofrecruitment.3 Describe the advantages and disadvantages of using external methods of recruitment.4 Outline the steps in the selection process.5 Describe aptitude, psychomotor, job knowledge, proficiency, interest, and personality tests.6 Define validity and reliability.[Chapter outline]1 Job analysis, human resource planning, and recruitment2 Sources of qualified personnelInternal sourcesExternal sources3 Effectiveness of recruitment methodsSupervisor recommendationsJob postingCareer development systemsEmployee referralsApplicant-initiated recruitmentHelp-wanted advertisementsOn-LineCampus recruitingEmployment agenciesExecutive search firms4 Who does the recruitment, and how5 Basic Testing Conceptsvalidityreliability6 Selection MethodsTests of cognitive abilitiesTests of motor and physical abilitiesPersonality testsWork sampling techniqueAssessment centersChp10 Training and Development [Learning objectives]After studying this chapter, students should be able to :1 Define training and development.2 Describe needs assessment.3 Outline three categories of training objectives..[Chapter outline]1 Training employeesNeeds assessmentEstablishing training objective2 Methods of trainingApprenticeship trainingJob instruction training (JIT)LectureAudiovisual-based trainingCase methodSimulated trainingTraining via the InternetRole playingBehavior modeling3 Principles of learning4 Evaluating trainingReactionLearningBehaviorResultsChapter 11 Performance Management [Learning objectives]After studying this chapter, students should be able to :1 Describe the appraisal process.2 Develop, evaluate, and administer at least four performance appraisal tools.3 List and discuss the pros and cons of six appraisal methods4 Explain and illustrate the problems to avoid in appraising performance5 Discuss the pros and cons of using different taters to appraise a person’s performance6 Perform an effective appraisal interview.[Chapter outline]1 Performance appraisal: definition and uses2 Understanding performanceDeterminants of performanceEnvironmental factors as performance obstaclesSelection of a performance appraisal method3 Performance appraisal methodsMulti-rater assessment (360-degree feedback)Ranking MethodPaired Comparison MethodForced Distribution MethodRating Scale MethodBARSBOS4 Potential errors in performance appraisals5 Overcoming errors in performance appraisalsCHP12 Compensation Management [Learning objectives]After studying this chapter, students should be able to :1 Define organizational rewards..2 Distinguish between intrinsic and extrinsic rewards.3 List the basic factors in determining pay rates4 Explain in detail how to establish pay rates.5 Outline the main employees’ services benefits6 Explain the main flexible benefit programs..[Chapter outline]1 Define the compensation system.2 Selection of rewards3 Relating rewards to performance4 Conventional job evaluationJob raking methodJob classification methodPoint methodFactor comparison method5 Pricing the jobWages and salary surveysWages and salary curves6 Pay grade7 Compensation trendCompetency-based payCompetenciesBroadbanding8 Employee benefitPart III：Appendix[Teaching material]1<Human Resource Management>(ninth Edition), [American] Gary.Dessler, Tsinghua University Press, 20052《人力资源管理概论》董克用、叶向峰著，北京：中国人民大学出版，2003 [Reference book]1<Managing Human Resource>, [American] George·Bohlander, Scott Snell. Thirteen Edition, DaLian：Dongbei University of Finance & Economics Press, 2003 2《人力资源管理基础》(双语教学版)【美】雷蒙德·A·诺伊（Raymond A. Noe）,雷丽华译，北京：中国人民大学出版社，20053《人力资源管理》第9版，【美】约翰·M·伊万切维奇（John M. Ivancevich）（休斯顿大学）,【中】赵曙明（南京大学）著，北京：机械工业出版社，2005 4《人力资源管理》（第9版）【美】加里·德斯勒（G ary Dessler）（佛罗里达大学）,吴雯芳，刘昕译，北京：中国人民出版社，20055《人力资源管理－高等院校应用型特色规划教材》廖三余主编，北京：清华大学出版社20066《人力资源管理实务》徐光华等编著，北京：清华大学、北京交通大学联合出版，20057 《人力资源管理》双语教学第7版，【美】劳埃德·拜厄斯（Lloyd L.Byars）、莱斯利·鲁（Leslie W. Rue）著，李业昆译. 北京：人民邮电出版社，2005说明：英文教学大纲中的课时安排和教学方法与中文教学大纲相同。

人力资源管理专业英文介绍Human Resource Management: A Dynamic Field of Expertise.Human Resource Management (HRM) is a crucial aspect of any organization, encompassing a wide range of activities and strategies designed to maximize the effectiveness and efficiency of its workforce. It involves the recruitment, selection, training, development, and retention of employees, ensuring that they contribute positively to the organization's overall objectives and goals.The field of HRM is constantly evolving, driven by changes in technology, globalization, and the evolving nature of work itself. HR professionals must stay abreastof these developments to ensure that their organizations remain competitive in today's rapidly changing business environment.One of the key responsibilities of HR professionals is talent acquisition. This involves identifying andattracting individuals who possess the skills, knowledge, and abilities necessary to contribute to the organization's success. This process often begins with job analysis, where HR professionals determine the specific requirements of a role and use this information to create job descriptions and qualifications criteria.Once potential candidates are identified, the recruitment process begins. This typically involves advertising job opportunities, screening resumes, and conducting interviews to assess candidates' fit for the role. HR professionals must also ensure that the recruitment process is fair and compliant with all relevant laws and regulations.Once employees are hired, HR professionals are responsible for their development and growth. This includes providing training and development opportunities that help employees enhance their skills and knowledge, as well as career planning and advancement opportunities that encourage long-term engagement. By investing in employee development, organizations can foster a culture ofcontinuous learning and innovation.In addition to talent management, HR professionals also play a crucial role in employee relations. They are responsible for resolving conflicts and addressing grievances, ensuring that employees are treated fairly and with respect. By fostering positive employee relations, organizations can create a culture of trust and engagement that drives employee satisfaction and performance.HRM also involves the management of compensation and benefits, which are critical to attracting and retaining top talent. HR professionals must ensure that compensation packages are competitive and aligned with theorganization's strategic goals. They also design and administer employee benefit programs that meet the needs of a diverse workforce while remaining cost-effective for the organization.In today's global business environment, HRM also involves managing a multicultural workforce. HR professionals must have a deep understanding of culturaldifferences and their impact on the workplace, enabling them to create inclusive work environments that leverage the diverse talents and perspectives of their employees.Moreover, with the advent of technology, HR professionals are increasingly leveraging data andanalytics to make informed decisions about talent management, employee development, and compensation strategies. By analyzing employee data, they can identify trends and patterns that inform more strategic andeffective HR practices.In conclusion, Human Resource Management is a dynamic and diverse field that plays a crucial role in organizations of all sizes and industries. It involves the strategic management of people and processes to ensure that organizations are able to attract, develop, and retain the talent they need to achieve their goals. As the business environment continues to evolve, so must the practices and strategies of HR professionals, who are key players in shaping the success of their organizations.。