人力资源管理系统中英文对照外文翻译文献

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。

理工学院毕业设计(论文)外文资料翻译专业：信息管理与信息系统姓名：学号：外文出处:American Journal of Industrial and(用外文写)Business Management,2013,3,497-506 附件： 1.外文资料翻译译文；2.外文原文。

指导教师评语：签名：年月日附件1：外文资料翻译译文开发人力资源信息系统对领导产生的积极作用1引言人力资源信息系统已经初步确定为研究区域，这项研究有助于开发一套人力资源信息系统以便取得更好的领导效果。

人力资源信息系统的研究还处于早期阶段，它需要吸收多方面的知识，在实践中运用人力资源信息系统要从多个角度来考虑，因此，人力资源信息系统的研究要突破传统的应用领域，这就需要将人力资源信息系统的设计和实现进行比较。

人力资源信息系统专为人力资源管理而设计并应用于具体的领导领域具有良好的领导效果。

究其原因，应用领域的选择目的是观察并找出人力资源信息系统的作用和使用细节方面的问题。

2 研究的方法人力资源信息系统要以信息科学为研究基础，要以人为本。

该研究不是集中在一个人力资源信息系统上或者只研究一个具体的领导活动，作为一个系统，研究的内容要覆盖每个人的具体活动内容，同时也涵盖了领导人的活动背景。

这项研究，重点是以人为本，同时利用信息系统弄清组织中每一个人的角色和每个角色的重要意义。

这项研究是在信息和通信技术方面进行的广泛概念性研究，重点是领导的创先争优活动。

在组织方面的信息系统是不同的地方发生的活动的现实的一部分。

但从用户的角度使用的信息系统本身不工作，而这为用户提供了一个工作的有利工具。

根据以前的观念，从语境角度解决的主要问题是：●什么HRIS意味着良好的领导。

●什么是人力资源信息系统的作用。

2.1目标●要了解好领导者如何执行他们的领导能力;●要了解人力资源信息系统在他们的领导活动中的作用;●要讨论人性化应用领域的作用和人力资源信息系统的发展。

人力资源管理系统英语Human Resource Management System.In today's competitive business environment, effective human resource management is crucial for organizations to achieve their strategic goals. A human resource management system (HRMS) is a software application that automates and centralizes various HR processes, enhancing efficiency, reducing costs, and improving employee satisfaction. This article delves into the importance, features, benefits, and considerations for implementing an HRMS.Importance of an HRMS:1. Efficiency and Productivity: HRMS automate routine tasks such as payroll processing, employee information management, and attendance tracking, freeing up HR professionals to focus on strategic initiatives.2. Data Centralization: The system centralizes employeedata in a single, secure location, ensuring accurate and timely information for decision-making.3. Compliance Management: HRMS help organizations stay compliant with changing employment laws and regulations, reducing the risk of legal disputes.4. Employee Engagement: By providing self-service features like pay stubs, leave balances, and training modules, HRMS empower employees to manage their own information, enhancing their engagement and satisfaction.5. Recruitment and Onboarding: HRMS streamline the recruitment process, from job postings to candidatetracking and onboarding, ensuring a smooth transition for new hires.Features of an HRMS:1. Employee Information System (EIS): An EIS stores and manages employee details like contact information, job titles, salaries, attendance records, and performancereviews.2. Payroll Management: The system calculates salaries, deductions, and taxable income, generates pay stubs, and facilitates direct deposit.3. Recruitment and Applicant Tracking: HRMS integrate job postings, resume parsing, candidate tracking, and interview scheduling to simplify the recruitment process.4. Onboarding and Offboarding: The system automates new hire orientation, training, and paperwork, while handling exit interviews and termination processes.5. Performance Management: HRMS offer tools for goal setting, performance appraisals, and feedback, enabling managers to monitor and improve employee performance.6. Training and Development: The system provides access to online training modules, skill assessments, and career development resources.7. Compliance Management: HRMS monitor employment laws, regulations, and contracts, ensuring adherence to legal requirements.8. Reporting and Analytics: The system generates reports on HR metrics like turnover rates, training effectiveness, and recruitment cycles, enabling informed decision-making.Benefits of an HRMS:1. Cost Savings: Automation reduces the need for manual data entry and paperwork, saving time and money.2. Improved Decision-Making: Accurate and timely data enables managers to make informed decisions about hiring, promotions, and training.3. Enhanced Employee Engagement: Self-service features and better communication improve employee satisfaction and engagement.4. Compliance Assurance: Automation reduces the risk of compliance violations, saving organizations from costlylegal disputes.5. Scalability: HRMS can grow with the organization, supporting expansion into new markets or the addition ofnew departments.Considerations for Implementing an HRMS:1. System Selection: Evaluate HRMS based on features, cost, scalability, user-friendliness, and vendor reputation.2. Data Migration: Ensure a smooth transition by planning for data migration from existing systems to thenew HRMS.3. Training and Support: Provide training to HR professionals and employees on using the new system and ensure ongoing support for any issues.4. Change Management: Communicate the benefits of thenew HRMS to employees and manage any resistance to change.5. Security and Compliance: Ensure the HRMS meets security standards and complies with relevant data protection laws.In conclusion, an HRMS is a critical component of any organization's strategy for effective human resource management. By automating routine tasks, centralizing data, and improving employee engagement, HRMS help organizations achieve their strategic goals while reducing costs and risks. When implementing an HRMS, organizations should carefully evaluate their needs, select a system that meets their requirements, and plan for a smooth transition to ensure maximum benefits.。

MVC Design PatternMVC is a widely popular software design pattern, as early as in the 70's, IBM introduced the Sanfronscisico on the project, in fact, is the MVC design pattern research. Recently, with the maturity of J2EE, it is becoming a recommendation in the J2EE platform, a design model, the majority of Java developers are also very interested in the design model. MVC model is gradually developed in PHP and ColdFusion are in use, and growth trends. With the rapid increase in web applications, MVC model for the development of Web applications is a very advanced design idea, no matter what language you choose, no matter how complicated the application, it can be for you to understand and provide the most basic application model analytical methods, structural products for you to provide a clear framework for the design, for your software projects in accordance with norms.MVC design ideaMVC in English or Model-View-Controller, an application that is input, process, output process in accordance with the Model, View, Controller isolated manner, such an application is divided into three layers - model layer, view layer, control layer.View (View) on behalf of the user interface for Web applications can be summed up as HTML interface, but has the potential to XHTML, XML, and Applet. With the application of the complexity and scale, the interface has become challenging to deal with. An application may have different views, MVC design pattern to deal with the view of the limited view of data acquisition and processing, as well as the user's request, not included in the view on the handling of business processes. The handling of business processes to the model (Model) to deal with. For example, a view only accept orders from the model data and display to users, as well as input user interface data and the request passed to the control and model.Model (Model): is the business process / status of the processing and business rules. Business process layer is the other black-box operation, the model view to accept the request of the data, and return the results of the final. The design of business models can be said to be the most important core of MVC.Currently popular model of EJB applications is a typical example of the application of technology from the perspective of the model further delineation in order to make full use of existing components, but it can not be used as a framework for application design model. It onlytell you that according to the design of this model will be able to use certain technology components, thereby reducing the technical difficulties. Example of a developer, you can focus on business model design. MVC design pattern tells us that the application of the model according to certain rules of taking away the level of extraction is very important, which is to determine whether the development in accordance with good design. Abstract and concrete can not be separated too far, nor too close.MVC model did not provide the design method, but only tell you that the management of these models should be organized in order to facilitate reconstruction and improve the model reusability. We can make an analogy with object programming, MVC defines a top-level category, the sub-class to tell it you have to do these, but you can not do these restrictions. This is the developer of the programming is very important.There is also a business model of the model is very important that the data model. Data model mainly refers to the object data entities (continued of).Forexample, an order will be saved to the database, to obtain orders from the database. We can separate this model, all the operation of the database is only.limited to the model.Control (Controller) can be interpreted as a request received from the user, matching the model and view together to complete the user's request. The role of division of control layer is also very clear that it clearly tell you that it is a distributed, and what kind of model to choose, choose what kind of view, to complete what the user requests. Control layer does not do any data processing. For example, the user clicks on a link and control layer to receive arequest, does not deal with business information, only the user's information to the model, to tell what model to choose the view to meet the requirements to return to the user. Therefore, a model may correspond to multiple views, one view may correspond to a number of models.The benefits of MVCMost of the process of language use such as ASP, PHP developed Web applications, the development of the initial template is the mixed layer of the data programming. For example, send the request directly to the database and display HTML, development speed is often faster, but because of the separation of data pages is not very direct, and therefore reflect the business model difficult to look or model reusability. Very flexible product design efforts, it is difficult to meet the changing needs of users. MVC layered on the application of the requirements, althoughadditional work would take, but clearly the structure of products, product application through the model can be better reflected.First of all, the most important thing is that there should be a number of view corresponds to the ability of a model. In the current rapidly changing user requirements, it may have access to a wide range of applications. For example, orders for the model may be orders of the system as well as online orders, or orders for other systems, but the handling of orders is the same, that is to say the handling of orders is the same. MVC design pattern in accordance with a orders for models and multiple views can solve the problem. This reduced the code to copy, that is, a reduction of the maintenance code, once the model changes, but also easy to maintain.MVC Design ModelSecondly, the data returned as a result of the model without any display format, so these models can also be directly applied to the use of interfaces.Third, as a result of an application to be separated into three, it is sometimes one of them will be able to change to meet changes in the application.An application of business processes or business rules change simply changes the model layer MVC.The concept of control layer is also very effective, because of its different models and different views together to complete various requests, the control layer can be said to be included in the concept of a user request for permission.Finally, it is also beneficial to the management of software engineering. Because each different layer, each layer of different applications have some similar characteristics, is conducive to the adoption of engineering and management tools of program code generated. The shortcomings of MVCDesign and implementation of MVC is not very easy, easier to understand, but for developers the requirements are relatively high. MVC is just a basic designidea, but also the need for careful design and planning.Model and the strict separation of view may make debugging more difficult, but easier to find errors.Experience has shown that, MVC as a result of the application is divided into three, means that the number of code files, so the need for document management.costs point thought.Above, MVC is a very good software to build a basic model, at least the separation of processing and display, forcing the application is divided into model, view and control layer, making you seriously consider the additional complexity of the application of these ideas into the structure, an increase of application scalability. If we can grasp this, MVC model will make your application stronger, more flexible and more personalized.。

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。

附录Ⅰ英文原文Human resource management systemOperators have especially exigent demands of persons with ability. Under the condition that qualified persons with ability cannot completely be obtained outside enterprise, the problem of upgrading enterprise internal staff’s working capacity and the ultim ate improvement of enterprise’s rapid responding capacity and well execution need to be solved as soon as possible. Therefore, operators need to establish staff certification system so as to implement comprehensive post capacity certification of each post staff within the enterprise and sufficiently coordinate the system with training management system to confirm training effects. Simultaneously, training management system pertinent to the existing staff within the enterprise is required to be established and organization, duty, process and system which training management involves should be made clear to guarantee that the internal resources can be sufficiently and reasonably utilized to upgrade the internal staff’s working capacity. So,the Human Resource Management System comes out.A Human Resource Management System (HRMS, EHRMS), Human Resource Information System (HRIS), HR Technology or also called HRmodules, or simply "Payroll", refers to the systems and processes at the intersection between (HRM) and . It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of (ERP) software. On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makes this software application both rigid and flexible.The function of Human Resources departments is generally administrative and not common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of "" has progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external IT professionals to develop and maintain anintegrated HRMS. Before the architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the low capital investment necessary to buy or program proprietary software, these internally-developed HRMS were unlimited to organizations that possessed a large amount of capital. The advent of , , and Software as a Service or Human Resource Management Systems enabled increasingly higher administrative control of such systems. Currently Human Resource Management Systems encompass:1.Payroll1.Work Time2.Benefits Administration3.HR management Information system4.Recruiting5.Training/6.Performance Record7.Employee Self-ServiceThe payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. Thismodule can encompass all employee-related transactions as well as integrate with existing financial management systems.The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labor distribution capabilities and data analysis features was outdated. Cost analysis and efficiency metrics are the primary functions.The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement.The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields, notify employers and provide position management and position control not in use. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization. Initially, businesses used computer based information systems to:☆produce pay checks and payroll reports;☆maintain personnel records;☆pursue .Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. systems typically encompass:☆analyzing personnel usage within an organization;☆identifying potential applicants;☆recruiting through company-facing listings;☆recruiting through online recruiting sites or publications that market to both recruiters and applicants.The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and across general or industry-specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated , or 'ATS', module.The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a if a stand alone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials areavailable to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticated allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics.The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel. The module also lets supervisors approve O.T. requests from their subordinates through the system without overloading the task on HR department.Many organizations have gone beyond the traditional functions and developed human resource management information systems, which support recruitment, selection, hiring, job placement, performance appraisals, employee benefit analysis, health, safety and security, while others integrate an outsourced that encompasses a subset of the above.译文人力资源治理系统操作人员随着能力的要求来增加容量。

百度文库- 好好学习，天天向上单位代码学号分类号密级文献翻译院（系）名称专业名称学生姓名指导教师2012年3月30日Human Resource ManagementHuman resources in corporate governance, not only has the human resources planning and strategic leader in the implementation of corporate strategic planning and overall development objectives of the course also has a vital role in this. At present, an increasing number of SMEs in the development of human resources planning is there are a lot of confusion and helplessness.Conditions in the knowledge-based economy, human resources of small and medium enterprises have a vital role in development. More and more small and medium-sized owners, corporate governance has become accustomed to the level of human resources management on the importance of enterprise development, but for the development of human resources planning is always there are a lot of confusion and helplessness."Human resource planning is very simple, not that more recruitment, remuneration, such as content, and sometimes combined with some training things.", "CEOs are still racking their brains set strategy, how can I make a planning", "human resource planning has not done very much sense, does not change plans quickly, the end of the day can be honored only 20% -30%. " HR is more than many small and medium enterprises are the views of human resources planning. So, how small and medium enterprises have no need for human resource planning? How can we work out a scientific human resource planning? First of all, let us take a look at the implementation of small and medium-sized effect of human resource planning is not ideal because:Human resource planning is not fully familiar withDo a good job in human resources management are the trilogy: a clear strategic planning - human resources planning - human resources management system and specific implementation plan. Corporate strategic objectives of the overall development of human resources planning determines the content, and these contents for the establishment of humanresources management system, develop specific plans to add staff, the use of plans, personnel and promotion plan to succeed, education and training plan, assessment and incentive plan, labor relations, retirement plan termination to provide the direction and in accordance with the guidelines. A broad sense of human resource planning includes all of these specific content, and not merely "just more of recruitment, remuneration, such as content, sometimes coupled with the training point of things."Human resource planning is the development of strategic planning an important component of the enterprise but also the human resources management of the foundation and basis. And the management of small and medium-sized and HR are not fully aware of precisely this point, so that the specific process of the formulation and implementation of a lack of sufficient attention, at all levels of department heads and line managers can not effectively cope with.The strategic objectives of the company is not clearHuman Resources Department must be combined with the implementation of corporate strategy to human resources support and guarantees. In human resources development and governance activities, strategic objectives should be to the strategic guidance of human resources policies to ensure the accuracy and effectiveness. Therefore, human resource planning is a prerequisite for enterprise development and corporate strategy clear first, and then can be decomposed into human resources, then demand will have plans, recruitment plans, payroll and other welfare plan with matching. And small and medium-sized general lack of a clear development strategy, particularly in the rapid expansion phase, is often involved in different business areas, including in many emerging industries. These new industries in R & D, marketing, management, and service all aspects of the experience does not mature for reference, especially to open up some new projects, setting a quota of work posts and not as mature as traditional business. Therefore, in human resources managementcan not have a clear plan, can only go one step further and look forward.Changes in the external environment company too fast, not planningChanges in the development of the market very quickly, and with the market despite changes in the industry to make plans, to reach a rate of year-end target of 20% -30%, however. If an IT company is a regional association in one of the major agents. In the beginning of the year, the company's Human Resources Department in accordance with the company's annual development strategy this year to develop the company's human resources planning. But in the New Year began less than three months, the Lenovo Group's own strategy, and the significant changes in organizational structure. So the supply chain as a part of the IT companies need to be adjusted throughout the company's human resources planning, in accordance with the requirements of a new company set up with the establishment, re-enact a series of related training programs. In fact, the external political, economic, legal, technical, cultural and other factors has been a series of dynamic changes, will cause a corresponding strategic objectives of the enterprise constantly changing, which in turn may lead to subsequent changes in human resource planning .Lack of human resources planning and personnel expertiseAt present, although many small and medium-sized set up a Human Resources Department, but the functions of the departments responsible in the exercise, the prevalence of some problems, mainly reflected in: first, the overall quality is not high, very few professionals, lack of expertise reserves, lack of professional skills ; Second, the lack of vocational training system; third, who was born and raised a number of human resources work, do not have good training, no formal influence of large corporations, low vision. Human resources are a very unique work; personal qualities understand the requirements and have a high learning ability. Of these factors, there are many rather than through the process of formal education available. An outstanding work of human resources does not depend oncertification by the theory of culture is not, and need is the work of its deep experience and a keen insight into the community. Otherwise, continue to rely solely on the principle of data processing technology or the training of human resources to create works in the same paper. In view of human resource development and governance are to penetrate the realities of small and medium-sized, with the various enterprises are familiar with the work of human resources and increasing practice, human resource planning will be in the development of enterprises play a powerful role in promoting.Human resources planning are to organize the protection of sustainable development, the importance of seeking development and growth, particularly in the small and medium enterprises. And whether the development and effective implementation of human resources planning does not depend on the size of the company, the most critical is based on the company's development strategy and operating characteristics of the development of suitable management policies. Most of the current characteristics and the operation of these enterprises are facing the problem of work, we propose the following recommendations: Clear core of human resourcesThe starting point for human resources planning is to clearly define the company's core competitive advantages, that is, the business environment in the enterprise, he is the survival value? His resources to maintain a competitive advantage for that? Take in order to maintain its competitive edge to find the real core of human resources. The core of human resources is to determine the survival and development of enterprise key factors, the need for incentives, education and training, design an appropriate career plan, and continuously to ensure that the recruitment of the core group of human resources capacity expansion, quality improvement, and long-term presence in the enterprise.Flexibility to develop forward-looking human resources planningThe so-called flexibility of human resource planning, is based on the core competitiveness of enterprises, re-evaluation and planning of human resources in enterprises, and form a general combination of human resources in order to ensure that the needs of enterprise's core competitive advantage of the conditions to meet the demands arising from the external business environment caused by temporary changes in human needs. In particular, in the assessment of the existing stock of human resources and define their core human resources on the basis of preparatory support the development of manpower planning and training programs accordingly, and its goal is the production or service enterprises are facing capacity expansion of opportunities, as soon as possible, with middle-level officers at the core support staff to enhance the organizations ability to respond.With the advent of the era of knowledge economy, Sees are facing a growing business environment can not guess, is filled with variables and business opportunities. Human resources planning must adapt to the needs of enterprise governance, maintaining a certain degree of flexibility in order to avoid the transfer of the business strategy of human resources when rigid, dysfunctional and hinder the development of enterprises. At the same time to further strengthen the human resource planning human resource management activities of the forward-looking, functional direction and predictability.The establishment of three-dimensional model of human resource managementPractical human resources planning must be based on internal communication, the basis of mutual cooperation. According to human resources management of small and medium-sized features, the creation of a layer in the decision-making, first-line managers and human resources management in collaboration between the scientific divisions of the three-dimensional model of governance, human resources will contribute to the formulation of strategic planning and implementation.Three-dimensional model, is defined as decision-making, human resource managementdepartments, first-line manager is responsible for the scientific division of labor and human resources management of the business, and the corresponding collaboration. In general, the decision-making level responsible for strategic planning and human resources to support the Human Resources Department, line manager, human resources work; human resources management department is responsible for job analysis, job evaluation and other infrastructure services, and to assist front-line managers do a good job in the core business and to help decision-making to do a good job of human resources strategic planning; first-line managers responsible for management of human resources in the core business in the key link to hold, and to assist Human Resources Department to do a good job analysis and job evaluation of posts and other infrastructure, as well as to assist decision-making to do a good job of human resources strategic planning .人力资源管理在企业的人力资源治理中，人力资源规划不仅具有先导性和战略性，在实施企业总体发展战略规划和目标的过程中也具有举足轻重的作用。

人力资源管理战略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：The Strategic Role of Human Resource ManagementTyson,S1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first reviewwhat managers do. Most experts agree that there are five basic functionsall managers perform' planning, organizing, staffing, leading, andcontrolling. In total, these functions represent the management process.Some of the specific activities involved in each function include:Planning: Establishing goals and standards; developing rules andprocedures; developing plans and forecasting—predicting or projectingsome future occurrence.Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channelsof authority and communication; coordinating the work of subordinates.Staffing: Deciding what type of people should be hired; recruitingprospective employees; selecting employees; setting performancestandards; compensating employees; evaluating performance; counselingemployees; training and developing employees.Leading: Getting others to get the job done; maintaining morale;motivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares withthese standards; taking corrective action as needed.In this book, we are going to focus on one of these functions: the staffing,personnel management, or (as it's usually called today) human resource(HR) management function. Human resource management refers to thepractices and policies you need to carry out the people or personnelaspects of your management job. These include:Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees )Providing incentives and benefitsAppraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhapsit's easier to answer this by listing some of the personnel mistakes youdon't want to make while managing. For example, you don't want:To hire the wrong person for the jobTo experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have your company taken to court because of your discriminatory actions To have your company cited under federal occupational safety laws for unsafe practicesTo have some of your employees think their salaries are unfair and inequitable relative to others in the organizationTo allow a lack of training to undermine your department's effectiveness To commit any unfair labor practicesCarefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results —through others. Remember that you could do everything else right as a manager — lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls — but still fail as a manager by hiring the wrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them.Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:"For many years it has been said that capital is the bottleneck for a developing industry. I don't think this any longer holds true. I think it's the work force and the company's inability to recruit and maintain a good work force that does constitute the bottleneck for production. I don't know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can't maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future---"At no time in our history has that statement been truer than it is today. As we'll see in a moment, intensified global competition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In this environment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to "line" managers' human resource duties? Let’s answer this question, starling with a short definition of line versus staff authority. Line versus Staff AuthorityAuthority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between line authority and staff authority.Line managers are authorized to direct the work of subordinates —they're always someone's boss. In addition, line managers are in charge of accomplishing the organization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They also have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation.Line Managers' Human Resource Management ResponsibilitiesAccording to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.For example, one major company outlines its line supervisors' responsibilities for effective human resource management under the following general headings:Placing the right person on the right jobStarting new employees in the organization (orientation)Training employees for jobs that are new to themImproving the job performance of each personGaining creative cooperation and developing smooth working relationships Interpreting the company s policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff. Human Resource Department's HR Management ResponsibilitiesThe human resource department provides this specialized assistance. Indoing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function by directing the activities of the people in his or her own department and in service areas (like the plant cafeteria). In other words, he or she exerts line authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has access to top management in personnel areas like testing and affirmative action. As a result, HR managers' "suggestions" are often viewed as "orders from topside". This implied authority carries even more weight with supervisors troubled with human resource/personnel problems.A coordinative function. HR managers also function as coordinators of personnel activities, a duty often referred to as functional control. Here the HR manager and department act as "the right arm of the top executive to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers. Staff (service) functions. Serving and assisting line managers is the "bread and butter" of the HR manager's job. For example, HR assists in the hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an important role with respect to grievances and labor relations. As part of these service activities, the HR managers land department) also carry out an "innovator" role by providing 'up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs.Cooperative Line and Staff Human Resource Management:An ExampleExactly which HR management activities are carried out by line managers and staff managers? There's no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilities of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety.For example, in the area of recruiting and hiring it's the line manager’s responsibility to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants tothe supervisor (line manager), who interviews and selects the ones he or she wants.In summary, HR management is an integral part of every manager's job. Whether you're a first-line supervisor, middle manager, or president, whether you're a production manager, sales manager, office manager, hospital administrator, county manager (or HR manager), getting results through people is the name of the game. And to do this, you'll need a good working knowledge of the human resource/personnel concepts and techniques in this book.4. Tomorrow's HRTrends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the playing field on which firms must compete. In particular, they have dramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technological change.In the companies that have successfully responded to these challenges, new modes of organizing and managing have emerged.For example:The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications.There is a corresponding de-emphasis on "sticking to the chain of command" to get decisions made. At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today's organization should put the customer on top and emphasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower its front-line employees—the front desk clerks at the hotel, the cabin attendants on the Delta plane, and the assemblers at Saturn. In other words, employees need the authority to respond quickly to the customer's needs. The main purpose of managers in this "upside down" organization is to serve the front-line employees, to see that they have what they need to do their jobs —and thus to serve the customers.Flatter organizations are the norm. Instead of the pyramid-shaped organization with its seven to ten or more layers of management, flat organizations with just three or four levels will prevail. Many companies(including AT&T and General Electric) have already cut the management layers from a dozen to six or fewer. As the remaining managers have more people reporting to them, they will be less able to meddle in the work of their subordinates.Work itself—on the factory floor, in the office, even in the hotel —is increasingly organized around teams and processes rather than specialized functions. On the plant floor, a worker will not just have the job of installing the same door handle over and over again. He or she will belong to a multifunction team, one that manages its own budget and controls the quality of own work.The bases of power are changing. "In the new organization, " says management theorist Rosabeth Moss Kanter, "position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, on figuring out whose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power." Managers will not "manage". Yesterday's manager knew that the president and owners of the firm gave him or her authority to command and control subordinates. Today most managers realize that reliance on formal authority is increasingly a thing of the past. Peter Drucker says that managers have to learn to manage ip situations where they do not have command authority, where " you are neither controlled nor controlling".Yesterday's manager thinks of himself or herself as a "manager" or "boss"; the new manager increasingly thinks of himself or herself as a "sponsor", "team leader", or "internal consultant". Managers today must build commitment Building adaptive, customer-responsive organizations means that eliciting employee’s commitment and self-control is more important than it has ever been. GE's Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited about their jobs. You can't afford to have anyone walk through a gate of a factory or into an office who is not giving 120%".翻译：人力资源管理的战略作用泰森，S1. 人力资源管理工作什么是人力资源管理了解人力资源管理，首先要审查管理人员。

The business enterprise personal management systemThe 21st century the most intense competition should belong to talents competition, a multi-discipline knowledge of compound talents is probably a enterprises to grow an indispensable part of the important factor. Therefore Human Resource has become the most important Resource of enterprises, the Human resources Management, Human Resource Management (HRM) has become the modern enterprise Management work in one important content of. And in the human resources management of basic work is personnel file management.For corporations, staff personnel files of not only can make the managers in a certain extent master the basic personnel they hire personnel information, but also for the enterprise human resources supervisory work to provide relevant personnel information data support. For example: enterprise make staff recruitment and training plans, reasonable use of personnel, etc. Therefore, the enterprise personnel file management work quality not only can directly affect the enterprise human resources management, and will indirectly affect the whole enterprise management.With the development of society, the progress of science and technology, the application of computer in social fields are widely used, more and more people both felt use computer different management science and convenient; To realize the management information system to manage the importance of work.Management Information System, Management Information System (MIS), is an enterprise is the production and operation of various internal and external Information for the collection, processing, sorting, transfer, and orderly storage and used in the Management and decision-making, is the enterprise efficiency of Information System. It can make the enterprise more timely, accurate, comprehensive and detailed understanding the information needed data. At the same time management information system for various information data of further processing, can make the enterprise of the leadership of production, marketing, management decision-making basis for more fully and is more reasonable and scientific, Thus for society to create more value for the development of enterprises to create more opportunities. In addition, the management information system can make the enterprise management more scientific, rationalization and institutionalized, standardization, For the enterprise's management level up to a new stage, For the enterprise the continuous, healthy and stable development of the lay solid foundation.Personnel file management system is the typical information managementsystem, through the personnel file management system for personnel file management has artificial incomparable advantages - for example: retrieves, the search rapidly convenient, the reliability high, thereserves big, the secrecy good, the life is long, the cost low status. A perfect design, stable operation of the personnel file management system can make people from heavy traditional manual management freed, so as to improve the enterprise personnel file management work efficiency, assist enterprises better complete personnel file management; Moreover, the overall management of enterprise informatization construction is enterprise's scientific, thestandardized management connecting with the world of the important conditions, enterprise personnel file management and enterprise informatization of overall management informationization important component. Therefore, using the computer to enterprise personnel file management is the inexorable trend of personnel file management system is the enterprise management is indispensable. So in the graduation design, I choose the development of personnel file management system.企业人事管理系统21世纪最激烈的竞争当属人才的竞争，一个具有多学科知识的复合性人才或许是一个企业发展壮大所不可或缺的重要因素。

外文翻译--企业人力资源管理系统分析与设计Enterprise Human Resources Management System Design And ImplementationAbstractHuman resource management system is the core content of modern enterprise management With the rapid development of the computer information technology and unprecedented prevalence of electronic commerce modethe competition between enterprises is turning from visible economic markets to the network Developing the human resource management system supported by computer technologynetwork technology and information technology can not only improve the skill of human resource management and the efficiency of the enterprises but also make human resource management modern and decision scienceficModern human resource management uses BS mode to avoid CS modes short coming of difficult in maintdning and reusingAccording to the functional requirements of the actual projectthis article specificly state the analysis of systemthe general desigin of the systemthe detail design of system and the practice of the systemThe development of the system is the practice of MVC design ideas maing using the JspServletJavaBean form of developmentJsp is the practice ofMVC design ideasviewin charge of receivingresponding the request of the customerServlet mainly responsible for the core business control of the whole system is the practice of the vontroller of MVC design idea to take charge of the statistics and rules of the whole system In the practice of the system somr open-source projrctssuch as the Ajax techniqueJfreChart statementsfileupload technologyhas been used Using the modern human resource management theropy and analysising the actual situation comparing the current situation of human resource management system a huaman resource contents of management system basied on the InternetIntranet has been designed The main managementattendance management training more efficient statisticsKeywords human resource management BS mode Open-source projects MVC mode摘要人力资源管理系统是现代企业管理的核心内容随着计算机信息技术的高速发展电子商务模式的空前盛行企业之间的竞争也从有形的经济市场转向了网络开发以计算机技术网络技术信息技术支持的现代人力资源管理系统既能提高企业人力资源管理的技术含量和企业的办事效率也能使人力资源管理能够进入现代化决策科学化的进程现代人力资源管理系统采用了BS模式可以避免CS模式的重用性差维护难度高的缺点和不足结合实际项目的功能需求从系统分析系统总体设计系统详细设计系统实现等方面进行了详细的论述系统开发主要是MVC设计思想的应用主要采用JspServletJavaBean的开发方式 Jsp对应MVC设计思想的视图View 主要是负责接收响应客服端请求以及动态生成Web现实页面Servlet是对应MVC设计思想的控制Controller 主要负责整个系统的核心业务控制JavaBean对应的是MVC设计思想的模型Model 主要负责整个系统的数据和业务规则系统的实现过程中运用了一些开源项目如Ajax技术JfreeChart报表fileupload技术本文运用了现代人力资源管理理论结合企业的实际情况比较国内外人力资源管理系统的现状设计了一个基于Internet Intranet的人力资源管理系统本文研究人力资源管理系统的主要内容有招聘管理人事管理考勤管理培训管理薪资管理系统设置系统的开发目的是人力资源管理的业务逻辑实现高效化智能化从而能帮助企业的人力资源管理人员进行人力资源管理和数据分析关键词人力资源管理BS模式MVC模型开源项目ThehumanresourcesmanagementsystemThehumanresourcesmanagementsystemisanenterpriseunitessentialparta daptsthemodernenterprisesystemimpelstheenterprisehumanresourcesmanage menttomovetowardsscientificstandardizedtheautomatedessentialcondition Itscontentregardingenterprisespolicy-makersandthesuperintendentallver yimportantthereforethehumanresourcesmanagementsystemshouldbeabletopro videthesufficientinformationandthequickinquirymethodfortheuserhelpsth eheadofundertakingunderstandingenterpriseexistinghumanresourcescondit ionButthepeoplehavesincealwaysusedthetraditionalartificialwaymanageme ntdocumentfilethismanagementwayhasmanyshortcomingsforexampleTheeffici encylowthesecuritybadthetimeonelongcanproducethemassivedocumentsandthedatabacklogthisregardingthesearchtherenewalandthemaintenancehasallbr oughtmanydifficultiesThereforeinordertospeeduptheenterprisetheinformationizationstepenhanc estheenterprisethemanagementlevelbytobeinanimpregnablepositioninthein tensesocialcompetitiontheconstructionandtheconsummationhumanresources managementsystemalreadybecameextremelyessentialandurgentThissystemintroducedindetailtheenterprisehumanresourcesmanagementsyst emdevelopmentandthedesignincludinghasdevelopedamanagementinformations ystem5stagesThesystemstartswiththefeasibilitystudythesystemanalysisan dthedesigntheprogrammingthesystemtestandtechnicaltrainingtheprojectsu mmaryandtheappraisalOperators have especially exigent demands of persons with ability Under the condition that qualified persons with ability cannot completely be obtained outside enterprise the problem of upgrading enterprise internal staffs working capacity and the ultimate improvement of enterprises rapid responding capacity and well execution need to be solved as soon as possible Therefore operators need to establish staff certification system so as to implement comprehensive post capacity certification of each post staff within the enterprise and sufficiently coordinate the system with training management system to confirm trainingeffects Simultaneously training management system pertinent to the existing staff within the enterprise is required to be established and organization duty process and system which training management involves should be made clear to guarantee that the internal resources can be sufficiently and reasonably utilized to upgrade the internal staffs working capacity Sothe Human Resource Management System comes outA Human Resource Management System HRMS EHRMS Human Resource Information System HRIS HR Technology or also called HR modules or simply "Payroll" refers to the systems and processes at the intersection between human resource management HRM and information technology It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning ERP software On the whole these ERP systems have their origin on software that integrates information from different applications into one universal database The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors which makes this software application both rigid and flexibleThe function of Human Resources departments is generally administrative and not common to all organizations Organizations may haveformalized selection evaluation and payroll 40 processes Efficient and effective management of "Human Capital" has progressed to an increasingly imperative and complex process The HR function consists of tracking existing employee data which traditionally includes personal histories skills capabilities accomplishments and salary To reduce the manual workload of these administrative activities organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS Before the client–server architecture evolved in the late 1980s many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions In consequence of the low capital investment necessary to buy or program proprietary software these internally-developed HRMS were unlimited to organizations that possessed a large amount of capital The advent of client–server Application Service Provider and Software as a Service or SaaS Human Resource Management Systems enabled increasingly higher administrative control of such systems Currently Human Resource Management Systems encompass1Payroll2Work Time3Benefits Administration4HR management Information system5Recruiting6TrainingLearning Management System7Performance Record8Employee Self-ServiceThe payroll module automates the pay process by gathering data on employee time and attendance calculating various deductions and taxes and generating periodic pay cheques and employee tax reports Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities This module can encompass all employee-related transactions as well as integrate with existing financial management systemsThe work time gathers standardized time and work related efforts The most advanced modules provide broad flexibility in data collection methods labor distribution capabilities and data analysis features was outdated Cost analysis and efficiency metrics are the primary functions The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs These typically encompass insurance compensation profit sharing and retirementThe HR management module is a component covering many other HR aspects from application to retirement The system records basic demographic andaddress data selection training and development capabilities and skills management compensation planning records and other related activities Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields notify employers and provide position management and position control not in use Human resource management function involves the recruitment placement evaluation compensation and development of the employees of an organization Initially businesses used computer based information systems to ☆ produce pay checks and payroll reports☆ maintain personnel records☆ pursue Talent ManagementOnline recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization Talent Management systems typically encompass ☆ analyzing personnel usage within an organization☆ identifying potential applicants☆ recruiting through company-facing listings☆ recruiting through online recruiting sites or publications that market to both recruiters and applicantsThe significant cost incurred in maintaining an organized recruitment effort cross-posting within and across general or industry-specific job boards and maintaining a competitive 42 exposure of availabilities hasgiven rise to the development of a dedicated Applicant Tracking System or ATS moduleThe training module provides a system for organizations to administer and track employee training and development efforts The system normally called a Learning Management System if a stand alone product allows HR to track education qualifications and skills of the employees as well as outlining what training courses books CDs web based learning or materials are available to develop which skills Courses can then be offered in date specific sessions with delegates and training resources being mapped and managed within the same system Sophisticated LMS allow managers to approve training budgets and calendars alongside performance management and appraisal metricsThe Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system Employees may query their attendance record from the system without asking the information from HR personnel The module also lets supervisors approve OT requests from their subordinates through the system without overloading the task on HR departmentMany organizations have gone beyond the traditional functions and developed human resource management information systems which support recruitment selection hiring job placement performance appraisals employee benefit analysis health safety and security while othersintegrate an outsourced Applicant of the above Tracking System that encompasses a subset译文企业人力资源管理系统人力资源管理系统是一个企业单位不可缺少的部分是适应现代企业制度推动企业人力资源管理走向科学化规范化自动化的必要条件它的内容对于企业的决策者和管理者来说都至关重要所以人力资源管理系统应该能够为用户提供充足的信息和快捷的查询手段以帮助企业领导了解企业现有的人力资源状况但一直以来人们使用传统人工的方式管理文件档案这种管理方式存在许多缺点如效率低安全性差时间一长就会产生大量的文件和数据积压这对于查找更新和维护都带来了不少的困难因此为了加快企业的信息化步伐提高企业的管理水平以在激烈的社会竞争中立于不败之地建设和完善人力资源管理系统已经变得十分必要和迫切本系统详细介绍了企业人力资源管理系统的开发与设计包括了开发一个管理信息系统的5个阶段系统开始和可行性研究系统分析和设计程序设计系统测试和技术培训项目总结和评估操作人员随着能力的要求来增加容量在这种情况下拥有专门用途的容量将不能从企业外部获得企业升级内部员工的工作量和企业的快速反应能力的提升以及很好的执行能力这些问题需要尽可能快的解决因此操作人员需要建立员工文凭证书系统以便完成每一个企业内部的在职员工的职位接受能力和充分协调培训管理系统来证明培训作用与此同时对于企业内部现有员工来说培训管理系统要求被建立而且培训管理涉及的组织职责进程和系统应该被清楚从而来确保内部资源可以被充分合理地使用来升级内部员工的工作能力因而人力资源管理系统应运而生一个人力资源管理系统人力资源信息系统人力资源技术或者所谓的人力资源模块或者像一个简单的工资表就是指那些在人力资源管理和信息技术之间的系统和程序的交集它整合了人力资源管理作为一门学科尤其作为它的基本的人力资源活动和信息技术领域的程序然而这些数据处理系统的执行逐渐演变成了标准的计算机程序和企业资源规划软件整体而言这个企业资源规划系统在软件上也有它的起源就是它可以把来自不同应用程序的信息集成到一个通用数据库中财务和人力资源模块通过一个数据库连接是它与那些之前独立发展的先辈们最大的区别它使这种软件应用程序变得既固定又灵活易变人力资源部门的功能通常就是具有管理员性质的并且对所有的组织来说不常见组织可能有正式的选拔评估和发薪活动高效的和有效的管理人力资本已经发展到一个日益紧迫和复杂的过程人力资源功能由那些跟踪现有雇员数据组成包括传统意义上的个人历史技能能力业绩和薪水为了降低这些管理活动的人工工作量很多组织开始通过引进专门的人力资源管理系统来使很多程序电子自动化人力资源的执行依赖于内部或外部的 IT 专门功能进而可以发展和维护一个集成的综合性人力资源管理系统 20 世纪 80 年代后期在客户服务器发生演变之前许多人力资源自动化程序被降级到大型计算机它们可以处理巨大的数据交易由于较低的资本投入去买或者执行一个专门的软件是有必要的对那些拥有大量资本的组织者来说这些被发展成为内部的人力资源管理系统是无限制的客户端---服务器应用服务提供者和软件的出现作为一种服务或者称为软件服务化的人力资源管理系统促使这些系统日益升高的管理控制能力成为现实当前人力资源管理系统包括薪金总数工作时间福利管理人力资源管理信息系统招聘培训学习管理系统性能记录员工自动服务工资模块通过集合员工时间和出勤情况计算各种扣除和税收生成定期支付票据和员工税收报告来使支付程序自动化数据通常来自人力资源用来计算自动存储的时间保持模块以及那些手工书写支票的能力这些模块可以包含所有与员工有关的交易数据也集成了现存的财务管理系统工作时间集合了标准的时间和与付出相关的工作量最高级的模块在数据收集方法劳动分配能力和数据分析特色提供广泛的灵活性成本分析和效益指标是两个基础的功能福利管理模块为组织管理和跟踪员工是否参与到效益活动中提供了一个系统它通常包括保险赔偿利润分享和退休人力资源管理模块是一个包括其它许多人力资源方面的组件从申请到退休该系统记录和处理基本的人口统计和地址数据筛选培训和发展能力和技能管理赔偿计划记录和其他相关的活动交叉系统提供了读应用程序的能力并且可以进入一个与申请数据库相关的数据通告员工提供管理职位和没有被使用的控制职位人力资源管理涉及到招聘评估赔偿和一个组织的员工的发展最初基于信息系统使用的商业计算机功能有生成支付票据和工资总额报告维护人事记录追求智能管理局在线招聘已经成为一个受雇于人力资源管理部门的基础方法被用来吸纳那些在组织内部适合于某些职位的有潜力的员工人才管理系统通常包括分析组织内部员工工作效率确定有潜力的申请者通过公司现在面临的情况来招聘员工通过在线招聘网址或者市场上用于应聘者和申请者的出版物来招聘员工随之而来的在维护一个有组织的招聘努力中在一个跨领域的人员分配活动中或者行业定制的工作海报中在维护一个已经被用来作为提升精确追踪者系统或者称为自动试验系统的发展的具有竞争性的展示活动的模板中这个模板为很多组织者的管理员和跟踪员工培训与发展努力的活动提供了一个系统这个系统通常被称为学习管理系统如果一个独立的商品允许人力资源跟踪员工的教育文凭和技能就像列举出来那些培训的课程课本光盘学习的网站或者那些用来发展技能的可用材料在日期确定的会话课程会被提供它具有代表性和那些在同一个系统中被映射和管理的培训资源先进的学习管理系统允许管理者提升培训预算和绩效指标的日历的同时管理和考核员工自我评价模块允许员工查询与人力资源相关的数据执行一些运行于该系统上的人力资源交易数据员工也可以从系统上查询他们的出勤记录而无需从人力资源部问这些信息这个模块也可以使上级通过该系统批准那些系统不超载的任务就由人事部门下属完成的要求许多组织已经超越了传统的职能并且发展了人力资源开发管理信息系统它支持聘选拔聘用工作安置业绩考核员工福利分析卫生安全和保障而其他功能整合了包含以上功能的子集的外包申请人跟踪系统1。