企业人力资源管理系统外文翻译-管理系统

人力资源管理系统文档一、引言人力资源管理系统（HRMS）是指一种集成化的信息管理工具，用于支持企业的人力资源管理活动。

本文档旨在提供对HRMS的详细描述，包括系统的功能、特点、使用方法等内容。

二、背景随着企业规模的扩大和管理需求的增加，传统的人力资源管理方式已经无法满足企业的需求。

人力资源管理系统的出现，为企业提供了更加高效、方便的管理手段，能够有效地提升人力资源的绩效和管理水平。

三、系统功能1. 人员管理：该功能包括员工档案管理、入职离职管理、员工考勤等子功能，旨在实现对员工信息的全面管理和统计。

2. 绩效管理：系统通过设定评估指标和流程，帮助企业进行员工绩效评估、薪酬激励等活动。

3. 培训管理：系统提供培训计划制定、培训资源管理、培训效果评估等功能，方便企业对员工进行培训管理。

4. 招聘管理：系统支持招聘计划制定、简历管理、面试评估等功能，有助于企业高效地进行招聘活动。

5. 组织架构管理：系统通过构建组织架构、设置岗位职责和权限等，实现对组织架构的管理和变更。

6. 薪酬福利管理：系统支持薪资核算、福利管理、社保公积金管理等功能，提供全面的薪酬福利管理服务。

7. 数据分析报表：系统提供各类报表和统计分析工具，方便企业对人力资源数据进行深入分析和决策。

四、系统特点1. 集成化管理：HRMS整合了各个人力资源管理模块，实现了信息的有机流动和共享，提高了管理效率。

2. 便捷性：系统提供友好的用户界面和简单易用的操作流程，方便用户进行各项操作。

3. 安全性：系统通过权限管理和数据加密等手段，保障数据的安全性和隐私性。

4. 可定制性：系统支持根据企业的特定需求进行定制开发，满足企业个性化的管理需求。

5. 扩展性：系统具有良好的扩展性，可以根据企业的发展需要进行功能的扩展和升级。

五、使用方法1. 安装：用户需要运行安装程序，并按照提示完成系统的安装。

2. 配置：用户需要进行系统的初始化配置，设置组织架构、权限等相关信息。

人力资源管理英文名称是什么1. 引言人力资源管理（Human Resource Management）是一个重要的管理领域，负责管理和发展组织内的人力资源。

在全球范围内，不同国家和地区对人力资源管理的名称有所差异。

本文将介绍人力资源管理的英文名称以及其在不同国家和地区的使用情况。

2. 人力资源管理的英文名称人力资源管理在英语中的常见名称有以下几种：•Human Resource Management (HRM)•Personnel Management (PM)•Employee Management (EM)•Staff Management (SM)3. 不同国家和地区的使用情况3.1 美国在美国，人力资源管理通常被称为Human Resource Management (HRM)。

这个术语在美国的企业界和学术界广泛使用。

HRM主要关注员工招聘、员工培训、员工福利、绩效管理等方面。

3.2 英国英国在过去一般使用Personnel Management (PM)这一术语来称呼人力资源管理。

然而，随着时间的推移，这个术语逐渐被人力资源管理（HRM）所取代。

目前，英国企业界和学术界都普遍使用HRM这一名称。

3.3 中国在中国，人力资源管理通常被称为人力资源管理（HRM）或人事管理。

在大多数中国企业中，人力资源管理主要涉及员工招聘、培训与发展、绩效管理、薪酬福利等方面。

3.4 其他国家和地区在其他国家和地区，人力资源管理的英文名称可能会有一些差异。

例如，加拿大和澳大利亚一般也使用Human Resource Management (HRM)这一术语。

4. 总结人力资源管理在全球范围内是一个重要的管理领域。

在不同国家和地区，人力资源管理的英文名称可能存在差异。

然而，无论名称如何，其核心目标都是有效地管理和发展组织内的人力资源。

通过不断学习和实践，我们可以不断提升人力资源管理的能力，为企业的发展做出贡献。

人力资源管理英文怎么说简介人力资源管理英文可对应为Human Resource Management（缩写：HRM）。

作为一门重要的管理学科，人力资源管理在现代组织中扮演着至关重要的角色。

本文将详细介绍人力资源管理的定义、目的及其在组织中的重要性。

定义人力资源管理是指通过合理规划、组织、激励、培训和监督员工等活动，充分利用、开发和管理组织内的人力资源，以实现组织目标的过程。

人力资源管理旨在通过形成合适的人力资源政策和实施相关策略，确保组织能够拥有适应性强、高效能的员工队伍，并为其提供良好的工作环境。

目的人力资源管理的主要目的包括： 1. 吸引优秀的人才：通过有效的招聘和选拔流程，引进适合组织需求的人才。

2. 培养与发展员工：通过培训和发展计划，提升员工的技能和能力，满足组织的需求。

3. 激励员工：通过设立合理的薪酬体系、激励机制和福利待遇，激励员工的工作积极性和创造力。

4. 保持员工满意度：建立良好的员工关系，为员工提供合适的工作环境和员工福利，提高员工满意度和忠诚度。

5. 管理员工绩效：制定明确的绩效管理机制，对员工的绩效进行评估和反馈，激励员工持续提高工作表现。

在组织中的重要性人力资源管理在组织中发挥着至关重要的作用： - 优化人力资源配置：人力资源管理可以根据组织战略目标和需求，合理配置人力资源，确保组织能够在竞争激烈的市场中保持竞争优势。

- 促进组织发展：通过有效的培训和发展计划，人力资源管理可以提升员工的专业能力和素质水平，促进组织的持续发展。

- 增强员工士气：良好的人力资源管理可以激励员工的工作积极性和归属感，提高员工士气，从而增强组织的整体效能。

- 维护员工关系：人力资源管理通过建立和谐的员工关系，解决员工问题和冲突，维护员工的权益，减少员工流失，提高员工稳定性。

- 风险管理：人力资源管理可以制定和实施相关政策和程序，规范员工行为，减少组织遭受法律和道德风险的可能性。

人力资源信息管理系统第一部分：系统概述随着企业规模的不断扩大和市场竞争的日益激烈，人力资源管理在企业运营中的重要性愈发凸显。

为了提高人力资源管理的效率和效果，许多企业开始采用人力资源信息管理系统（HRIS）来协助管理员工信息、招聘、培训、绩效评估、薪酬福利等人力资源相关活动。

1. 员工信息管理模块：用于记录员工的基本信息，如姓名、性别、年龄、联系方式、学历、工作经验等。

该模块还可能包括员工的健康状况、家庭状况、紧急联系人等信息。

2. 招聘管理模块：用于发布招聘信息、接收简历、筛选候选人、安排面试等招聘流程。

该模块可以与企业的招聘网站或社交媒体平台集成，以便更广泛地吸引候选人。

3. 培训管理模块：用于规划、组织和跟踪员工的培训活动。

该模块可以记录员工的培训需求、培训计划、培训记录等，以便评估培训效果和改进培训计划。

4. 绩效评估模块：用于评估员工的工作表现和业绩。

该模块可以设定绩效指标、进行绩效评估、绩效报告等，以便为员工的晋升、薪酬调整和培训提供依据。

5. 薪酬福利管理模块：用于管理员工的薪酬、福利和税务信息。

该模块可以计算员工的工资、扣税、社会保险和公积金等，并相应的报表。

6. 员工关系管理模块：用于处理员工与企业之间的各种关系，如员工入职、离职、调岗、合同管理等。

该模块可以记录员工的工作合同、劳动合同、保密协议等信息，并跟踪员工的劳动合同期限和续签情况。

人力资源信息管理系统可以提高人力资源管理的效率和准确性，减少人力资源部门的工作量，同时为企业管理层提供决策支持。

该系统还可以提高员工的工作满意度，因为员工可以通过系统查询自己的个人信息、绩效评估结果、薪酬福利等，从而更加了解自己的工作情况和在企业中的地位。

人力资源信息管理系统第一部分：系统概述随着企业规模的不断扩大和市场竞争的日益激烈，人力资源管理在企业运营中的重要性愈发凸显。

为了提高人力资源管理的效率和效果，许多企业开始采用人力资源信息管理系统（HRIS）来协助管理员工信息、招聘、培训、绩效评估、薪酬福利等人力资源相关活动。

附录附录A Salary Management SystemWage management is an important element of corporate governance. With the increasing number of business people, corporate payroll has also become increasingly complex. Payroll covers both labor and personnel management, enterprise financial management is also an important component. Wage management needs and personnel management linked to the same time, working hours, attendance and health insurance connections, etc., to generate business for each employee's basic pay, allowances, medical insurance, insurance premiums, the actual payment of wages and so on. Funds are the key elements of business survival, capital flows affect the overall operation of the enterprise, the wages of employees of enterprise capital management is an important component. Early wage statistics and distribution of both paper-based materials, use of artificial manner, not only finance staff to spend a lot of time and do not keep well, often due to personal factors inadvertently copied or calculations neglect the phenomenon of error occurs payment of wages. Early wage administration to take a more paper-based materials and has a strong time constraints. For these reasons, enterprise computer security payroll system uses to save, fast calculation, comprehensive statistics, the realization of the systematic salary management, standardization and automation. Wage management system is a typical enterprise information management system (MIS), foreground program development tools using Microsoft VB6, back-end database using Access database. VB6 is an object-oriented development tools, with components rich in language simple, powerful advantages. Access database with VB6 with a seamless connection, simple operation, easy to use. Running results show that this corporate payroll system, greatly increasing efficiency and save manpower and material resources, and ultimately to meet the enterprise financial management, payroll needs, but also a sign into a modern enterprise management.Salary management system is characterized by:1. Simple operationThe adoption of international popular drop-down menu, all WINDOWS operating modes, the interface is novel, fully supports mouse operation, complete functions.2. Arbitrarily set wage itemsSystem, except the name, staff number, department number, department name, to be wages, real wages, taxes and other slated projects can not be removed (length can be changed), the other items (such as a variety of subsidies and a variety of deductions) may be represented by the user self-definition (including add, delete, modify the length and decimal places, etc.), wages can be as many as 255 total number of projects. When you modify or delete pay items, automatically checks for payment of wages in connection with the calculation formula related to the project and to make dealt with accordingly.3. An arbitrary definition of salary calculation formulaUsers can pay certain items (such as overtime pay, should wages, taxes, etc.) is defined as the calculation of the project, and then define the calculation formula and the use of conditions to meet a variety of complex calculations.4. An arbitrary definition of the output tableAn arbitrary definition of salary schedules and summary tables of 8 types of forms printing project, when you print too much, when the project can be divided into Tables 1 and 2 printing. Adjustable print width of the project and print the order can be printed packet header, footer section can be arbitrarily set. Print Article wage projects chosen by the user, the program auto-branch printing. Arbitrary definition of each table header font, spacing, kerning, tables, fonts, spacing, kerning, number of words per line.5. Multi-sector summaryThis program can handle up to four levels of the department payroll summary. Such as the Corporation is divided into companies (1), sector (2), large groups (3), Group (4), to meet different user needs. Sector code up to four (8-bit).6. Several sets of salary managementSystem can also handle multiple units (company) wage data, each unit can be defined 24 different operations of the user, the unit wage data with the relationship between the upper and lower levels can be lower-level units of the wage data for auto-summary copies of wages, can also be a higher-level units of wage data broken down into several lower-level units, wages, wage data sets can be on the same network (including remote network) on the transfer of data, no restrictions on the number of users.7. Multi-level rights management and security measuresUsers can set up different user actions 0-8 a total of nine kinds of permissions, each a menu may define its permissions, user permissions can only be called less than or equal to the user operation of his competence menu; for each user, can be whether the definition can be called a one menu, in order to prevent the general user calls some important features (such as revising the formula, etc.). May limit a user can only operate in certain sectors of the wage data, including view, edit, print may be limited. Can be defined for each employee's wages to operate the user privileges, including view, edit, print, making some low-permissions users can not see some important figures in the same sector (such as the general manager) and wage data. For each wage item, its operation can be set user permissions, including view, edit, print, making some low-permissions users can not see certain confidential items (such as basic salary, real wages) of data.8. Bulk Data Change FunctionCan be arbitrarily set the conditions and calculation method to modify an item in batches wage data to facilitate Tiaozi.9. A variety of report outputProgram can be printed salary schedule, department summary, individual pay slips, sector wages Lingchao tables, individual wages Lingchao table, personal tax scales.Technology in salary management is to achieve an effective way to wage management automation:With the business units the implementation of the new wage system, wage system reform organizations and institutions such as the normal day to day management of the promotion of wage increasingly onerous.Higher wages for the effective management of work efficiency and quality of work, to ensure the accurate implementation of the national wage policy and standardize management, thus facilitating the same level authorities and the upper and lower levels of data between the personnel departments of statistics and information exchange, old city, strictly follow the "unified planning, unified standards, unified management "principle, to the city's agencies and institutions to promote the use of" wage management system software. " After 2 months of hard work, old city, the city personnel department to seriously organs, institutions serving and retired personnel of the basic information one by one audit to ensure the accuracy of each person's wages, for salaries of personnel management, payroll and financial integration hair preparation of the budget to provide security.Salary Management System Background and Significance:Today, China's enterprises and institutions in the information management level also remain in photo media based on such a mechanism can no longer accommodate development of the times, because it wasted a lot of human and material resources, in the information age this traditional management approach is bound to be computer-based information management to replace. I, as a computer application graduates, hoping to contribute in this regard. Comrade Deng Xiaoping, chief architect of reform, said, "Science and technology are primary productive forces", I hope I have learned can be used to compile a practical program to help enterprises more effective information management.To sum up, the benefits about the following points:(1) can be stored in the previous wages, safe and efficient;(2) only 1-2 members of the information input can be the operating system, savea lot of manpower;(3) can be quickly found the required information.Enterprises and institutions for the future Internet ready:Now the Internet is already very popular, enterprises and institutions to the sector, graduates want to be able to anywhere in the world found their own alumni information, the system for the enterprises and institutions in the future of the Internet made a preliminary work, such as the establishment of the database.This article is from the point of view, according to my inauguration units of the current context of the hope that through this system, functional design, be able to pay the manager from the heavy, traditional work matters such as: increasing the file, file check, file change, file deletion , the wage query, print files etc. freed, making them more focused on most in need of wisdom and experience, thereby enhancing the quality and efficiency of payroll.I have a Tourist Board office in a city, for wage work in the main work - records management and payroll management of deep feeling, both time-consuming and laborious, increase or modify an employee's file often takes several hours of time, and to itself an intellectual work are embodied in the manual, so, combined with practical experience in my work, designing the system.As a part of computer applications, using computers to manage information on wages, with the manual management of incomparable advantages. For example: quick search, find convenient, high reliability, large memory capacity, security and good, long life and low cost . These advantages can greatly improve management efficiency wages, but also corporate scientific and standardized management, an important condition for integration with the world. Therefore, developing such a management software as necessary thing, in the following chapters we will develop a payroll system, for example, talk about its development process and the issues involved and their solutions.From: Mr Stein. Hans.JavaServer Pages.Oreilly& Associates Inc，2005.7附录B 工资管理系统工资管理是公司管理的一个重要内容。

人事管理系统开发和设计外文文献翻译(含：英文原文及中文译文)文献出处：Dustin Marx. Personnel management system development and design [C]IEEE, 2015,3(1):11-20.英文原文Personnel management system development and designDustin MarxSummaryWith the rapid development of computer technology, computer applications in the popularity of business management, personnel management of enterprises using computers is imperative. For medium-sized enterprises, enterprises and efficient use of computer support to complete the daily affairs of labor and personnel management is to adapt to the modern enterprise system, encourage enterprises to labor and personnel management to scientific, standardized, a necessary condition; incomparable advantage of the computer to retrieve management rapid, easy to find, high reliability, large memory capacity, security and good, long life and low cost. These advantages can greatly improve the efficiency of personnel management, but also corporate scientific and standardized management, an important condition for integration with the world. Different companies have different human resources management system, which determines the different companiesneed different personnel management system.Choice of development toolsNow, the market can buy a lot of application development products, popular, and dozens. Currently the most popular in our market, the most used, most advanced development tools can be used as enterprise-level products:Microsoft's Visual BasicMicrosoft's Visual CBorland's DelphiJava, etc.In the current market, many application development tools for these, some stressed that the implementation of process flexibility and efficiency of language; and some emphasis on the visual application development tools to bring convenience and efficiency high, each with its own advantages and characteristics, but also to meet the needs of different users. However, the language of the flexibility and convenience tools are inextricably linked, and only a convenient tool, but did not support the language of flexibility, many specialized processing actions will need to spend several times the effort to deal with, so the efficiency of the original advertisedloss of a role in improving the advantage; the contrary, if the language only emphasizes the flexibility of process continued, but no convenient tool for co-ordination will make some verysimple interface, even if the deal moves, programmers will be a serious waste of valuable time.As the database system development, Visual Basic is an ideal choice. MIS database is an important enabling technology in the MIS development process, how to choose the database management is an important issue, at present, the database more products, each product has its own characteristics and scope, therefore, the choice of database should consider the characteristics of database applications and application, the system's database language used Visual Basic language, the development tool has many advantages:Visual Basic is a visual, object-oriented and event-driven article by the way of structured high-level programming, can be used to develop the type of Windows environment applications. It is easy to learn, efficient, and powerful, with professional development tools, Windows SDK comparable to, and application developers do not have the C / C + + Programming. In the Visual Basic environment, the use of event-driven programming mechanism, novel-to-use visual design tools, the use of Windows internal application program interface (API) functions, and dynamic-link library (DLL), Dynamic Data Exchange (DDE), Object Linking and Embedding (OLE), Open Data Access (ODBC) technology, can efficiently and quickly developed a Windows environment, powerful, rich graphical user interface application software system.In general, Visual Basic has the following characteristics:Visual Programming:Traditional programming language design program, are designed by writing code to the user interface, the interface design process do not see the actual display, run the program to be compiled can be observed. If you are not satisfied with the effect of the interface, but also return to the program changes. Sometimes, this programming - Compiler - Change the operation may be repeated several times, greatly affected the efficiency of software development. Visual Basic provides a visual design tool, the complexity of the Windows interface design "package" together, developers do not have a lot of interface design and write press the screen layout design, using system tools to draw on the screen various "parts", that is, graphical objects, and set the properties of these graphical objects. Visual Basic code automatically generated interface design, programmers need only write the part to achieve functionality of the program code, which can greatly improve the efficiency of program design.Object-oriented programmingVisual Basic support for future object-oriented programming, but it is the general object-oriented programming language (C + +) are not identical. In general object-oriented programming language, object code and data from the composition of an abstract concept; and Visual Basic isthe application of object-oriented programming methodology (OOP), the programs and data encapsulated as an object and should be given for each object the attributes of the object as something real. In the design of objects, without writing to establish and describe each object code, but with the tool to draw the interface, Visual Basic automatically generates the object code and package it. Each object is displayed graphically in the interface are visible. Structured programming languageVisual Basic is based on the BASIC language developed, high-level programming language with sentence structure, similar to the logic of natural language and human thinking. Visual Basic statements easy to understand, its editor supports color code, can automatically check for syntax errors, but also has powerful and flexible to use debugger and compiler.Visual Basic is an interpreted language, enter the code at the same time, decomposition of high-level language interpretation system will be translated into machine instructions the computer can recognize and judge each statement syntax error. Visual Basic procedures in the design process, you can always run the program, and in the whole process a good design, you can compile an executable file (. EXE), from the Visual Basic environment, directly in the Windows environments.Event-driven programming mechanismVisual Basic object through the event to perform the operation. Anobject may have multiple events, each event are available through a program to respond. For example, the command button is an object, when the user clicks the button, will generate a "click" (CLICK) event, but in the production of the event will execute a program used to implement the specified operation.In the design of large-scale applications using Visual Basic software, without creatinga clear beginning and end of the procedure, but the preparation of a number of small subroutines that process. These processes are aimed at different objects, an event triggered by the user to drive the completion of a particular function or procedure called by the generic event-driven process to perform the specified operation, so that programmers can easily and improve efficiency.Access to the databaseVisual Basic has a powerful database management features, the use of data control and database management window, you can directly create or deal with Microsoft Access database format, and provides powerful data storage and retrieval capabilities. At the same time, Visual Basic can also directly edit, and access to other external databases, such as DBASE, FoxPro, Paradox, etc. These database format can be edited and processed using Visual Basic.Visual Basic provides an open data connection, the ODBC functions,can be established through direct access or use the connection and operation of large-scale network database backend such as SQL Server, Oracle and so on. In the application, you can use structured query language SQL data standards, direct access to the server database and provides a simple object-oriented database instructions and multi-user database access locking mechanism and network programming SQL databasestechnology for stand-alone databases running on the SQL network interface to a distributed environment, fast and effective implementation of client / server (client / server) programs.Dynamic Data Exchange (DDE)Using Dynamic Data Exchange (Dynamic Data Exchange) technology, an application can dynamically link the data to another application, so that two completely different applications, establish a dynamic data link. When the original data changes, you can automatically update the linked data. Visual Basic provides the programming dynamic data exchange technology, the application program with other Windows applications to create dynamic data exchange between different applications to communicate. Object Linking and Embedding (OLE) Object Linking and Embedding (OLE) to each application as an object (object), to link different objects (link) up, and then embedded (embed) an application, which can be a sound, image, image, animation, text and other information collection style technology is Microsoft'sstrategic corporate object technology, which the multiple applications into one, as each application for an object linking and embedding, is an application integration technology. Using OLE technology, you can easily build composite documents (compound document), this document from a number of different application objects, each object in the document and linked to the original application, and perform with the original application the same operation. Dynamic link library (DLL)Visual Basic is an advanced programming language, do not have low-level language functions, the operation of the access to the machine hardware is not easy to implement. But it could be dynamic link library technology will C / C + + or assembly language programs to Visual Basic applications, you can call the same function as the internal call functions written in other languages. In addition, the dynamic link library, you can call the Windows application program interface (API) function has the function to achieve SDK.Systems research and feasibility analysisResearchBefore the formal development of management information system is necessary for research, the need for mainly the following aspects.(1) To the user's request to conduct a feasibility analysis of the survey results confirm the feasibility of system development.(2) The staff of the new system not all systems researchers, somepeople process data for its function and no clear understanding of the method. They only work according to their business needs requests, system developers to conduct a detailed survey and analysis to confirm the user's requirements can be achieved through the existing computer technology to ensure the development of management information system functions and user submitted required match.(3) the existing business system may be a manual system, it could be used and the computer system, no matter the circumstances, the current system should be investigated in detail the specific circumstances of information processing, functional structure within the system in order to design a reasonable, good new system logic model for the design of the new system to lay the foundation to ensure the quality of the entire system development.In short, the current system is necessary to conduct a detailed investigation, a clear user needs, to ensure the development of new system functions consistent with the user's requirements and avoid a lot of manpower, material and financial resources, the development of the new system is the failure of the tragedy.Overview of Feasibility StudyFeasibility analysis is the user's requirements and system on the basis of research conducted on the development of new systems of social, technical, economic, management, analysis and development of newsystems come feasible, not feasible, need to modify , additional investment, the suspension of development, step by step and other programs and conclusions, and finally complete the feasibility analysis. Feasibility analysis of the general can be defined as: a feasibility analysis early in the construction of a project study and appraisal of the proposed project to conduct a comprehensive and integrated technical and economic capacity of the investigation to determine whether it is feasible.(1) the feasibility study stage of the work include the following:Objective analysis of whether the new system status and business development needs. ②social feasibility analysis:Social feasibility analysis mainly refers to the management information system development is consistent with national law, bad policy, whether we can achieve a good social system and docking.③technical feasibility analysis:Technical feasibility analysis is based on the new system aims to measure whether they have the required technology, including the number and level of system developers, hardware, software and other application technologies.④economic feasibility analysisEconomic feasibility analysis is mainly on the development of capital invested in new systems and systems put into use to compare the economic benefits to confirm whether the new system will bring someeconomic benefits companies.⑤management feasibility analysis:Management feasibility analysis is to analyze existing enterprise management system and whether the business leaders of modern management awareness and management.Technical feasibility analysisTechnical feasibility analysis includes four aspects: the current technology can support the new systems developed; the new system the number and level of developers, namely, human resources; hardware and software resources.(1) Technical Support:First, the target under the new system, considering the current technology can support the new systems developed. Technology must be discussed here has been widely used, not to be studied or are studying.(2) hardware resources:Development of management information system hardware resources needed to contain the following two aspects:System developers in the management of information systems development process needed computer equipment and related peripheral equipment; management information system used successfully, use the unit should have the computer equipment and related peripherals. Feasibility analysis of the hardware resources, the main consideration forthe host computer memory, the type, function, network capacity, security measures and the input / output devices, external storage and data communication networking equipment configuration, function, efficiency, compliance with system solutions and other indicators design requirements, but also consider the computer's performance / price ratio.(3) software resourcesFeasibility of software resources are the main consider the following to meet user requirements:①Select the operating system;②build system choice;③choice of database management system;④high-level programming language of choice;⑤character processing system selection;⑥application package choice.In the development of this system before, with the center's leadership and the close communication operators, seriously listen to their views and absorb their positive view of the development of the system to a large extent, has some advanced and reasonable .中文译文人事管理系统的开发和设计作者:Dustin Marx概要:随着计算机技术的飞速发展, 计算机在企业管理中应用的普及, 利用计算机实现企业人事管理势在必行。

Modern Human Resources Management1. The general situation of human resource managementModern human resources management of enterprise roughly can divide into three levels, tactics plan, and carry out plan. Three levels represent human resources management advance, can embody the transition from traditional personnel management to modern human resources management. We will welcome E era in the 21st century. In the face of the brand-new challenge, enterprises to obtain the competition advantage, human resources development and management can't be ignored. Through adapt to E era violent change and new challenge can promote enterprises’ organiz ation system development, procedure recombination and management transformation. To promote latent energy of human resources become enterprise human resources management department’s chief duty.Among the course of enterprise management developing, it is not difficult to find that enterprise management have gone through production period and market period ,then enter the human resources leading period. We can say, at E era human resources will become direction of enterprises management. As we know, production period have kept quite a long stage, then we paid attention to products. Ford Motor was a vivid case of that period: Do you need the automobile which other colors? We only produce the black.Market leading is the trend of recent ten years domestic enterprises also pay attention to it. Its character is to pay attention to market trend, market require, and customer satisfaction. Products quality and service are the foundation of customer satisfaction. Product quality and service promoted, enterprise could keep the occupation rate of market.Enterprise will adopt human resources to E era main characters globalization, world net and knowledge. Enterprises must know the function of human resources in the development.First of all, knowledge and technology have ch anged the measure of enterprise’s wealth and competition rule. Knowledge is strategic assets of enterprise, enterprise is the organization which can combine, create, transmit and use knowledge. So whether enterprises have innovative knowledge, or heterogeneity technology be not coded, will promote enterprises to boost productivity in succession, promote and create the advantage in competition. As knowledge and technology’s medium (human resources) on behalf of special knowledge, technology and ability. Though science and technology and knowledge of enterprise invisible, knowledge, technology and ability’s medium (human resources) is realistic, and can manage, train and develop. So, human resources of enterprises become the key factor of enterprise’s market value. For instance speaking, the market value of Microsoft goes beyond GE.In era of knowledge-driven economy, the fundamental change takes place in enterprises’ competition. E-era is knowledge-driven economy era, the competition based on key ability of enterprise. According to McKinsey advisory company’s view so-called keyability me an organization’s a series of complementary technical ability and knowledge, it have made one or many aspects of business reach competition field first-class level. The cultivation of enterprise’s key ability will be based on information management. As to abroad position CEO, CIO, CKO (Chief Knowledge Officer), Chinese should be called chief knowledge officer or knowledge inspector. The responsibility is to promote staff knowledge and technical ability constantly, to guarantee organization’s competitiveness at high level.Secondly, networked development change traditional space-time conception, create one no demarcation and global working environment and vision. So, the development at full speed of the new technology, not only improved production efficiency, reduced the trade expenses greatly, but also made an impact to enterprise’s management. For example, application of computer and network technology, redistribute the power of enterprises. The development of communication means and network technology enable customer and staff getting more relevant information, improving reaction speed and flexibility. The development of technology will redefine working time and working model constantly. The development of information technology, make enterprises realize the important function of technology creator. More and more enterprises will improve the human resources management to quite important extent.Moreover, globalization has already changed the border of the competition. Enterprises will face unprecedented challenge. Global economy integration under trade liberalization will make multinational enterprises become important strength in international market competition. To obtain competition advantage under globalization background, enterprises’ administrators and human resources department must take human resources to program. They will set up new mode and procedure, train global sensitive sense and key ability. A lot of trans-corporation adhere “thinking globalization, take action locality” principle. It is the challenge that globalization bring to enterprises. The promotion of international competition must promote enterprises to dispose resources in the whole world, including human resources disposition in world wide. Management including problems as follows: the difficulty training, conflict of different culture and managing cross-culturally will become important problems of enterprise’s human resources management.2. E era: Deep change of human resources managementE era, knowledge and technology, network and globalization are the main character. New market, new product and new concept contain new thinking of enterprise’s key ability and management style. Human resources management in enterprise will take deep change: In the face of knowledge economy society, it demanding knowledge and information shared. Network make institutional framework do away with hierarchical system. On one hand, network tissue group replace regular working office or position. Inside enterprises, the group and the other group are independent and complementary, the comprehensive result of the sum greater than the part wholly. In this case, group depends on members’ability (not post) and tusk. Performance of group is the standard to get reward. On the otherhand, network made middle management information sharing loser. So, high positions reducing in the enterprise, it made the traditional promotion way reduce. In adapt to the development of enterprise human resources system. The work is not a position but a task and the task changing constantly.In future, the steady, machinery, repeated work will be replaced by the machine. There only left mental work, creative work. The “knowledge worker”will utilize his knowledge and innovation ability, offer products and additional value of service. People no longer regard pursuing the senior managerial position as the main goal of job development. What they need are bigger autonomy and working elasticity, in order to give play to their higher production capacity. Thus, as the administrator, must be good at communicating and building the relaxed working atmosphere. With engineering level developing constantly, staff will be more and more important among enterprise. To meet staff working and life requests become E era one key goal of human resources management. The staff need get the fair and reasonable pay, get development self chance and condition. He need job security. In other words, enterprises will realize what the staff need is not work, but the vocation.As to above-mentioned changes, organization system redesigned should on background of human resources management of E era. E era, organization system will change produce, market, sale and research, development and financial departments. But implement a hierarchical system and network framework. In traditional pyramid institutional framework, it was ordering and control that emphasized, emphasis describing the staff’s task clearly, so the expectation to the staff of the organization is clear. To promote staff vertical means increase, improvement and high remuneration of status and responsibility. All information of human resources management concentrated on the supreme administration and supervision authorities. By contrast, in flat institutional framework, emphasize the mandate of the staff, and make up work group on commission. The organization enc ourages the staff to expand one’s own working content, improve the staff's common ability and flexibility. Train system and remuneration system support the promotion of competence. In networked organization, company will make up various kinds of work groups according to special ability to finish the specific task. The work group usually includes expert. In networked organization, emphasize the management of staff participation, construct the border of organization again. Over the past 5-10 years, industrial economy era occupy specializing in ordering with control decision and resource allocation to arrange status concentrate on management that make way for flexible organization system already. GE’s CEO Jack Welch said, “Guarantee and organize successful, the key is to let suitable persons to solve the most important business question. Whether he enterprises which grade and which position in organization.”It is the vivid portrayal of this mechanism. In practice, the most important thing is to let the staff step functional departments and work together, and guarantee they have the power of decision and information needed. Look from trend, human resources management emphasize staff individual and work group’s responsibility. Achievement of work group become the core, to encourage staff individual will become history.As the wide application of Internet technology, the competition and development will under the background “E-Business”times. It is obvious, management reconstruction and procedure recombination will become important means to break traditional rule and to obtain new competitive power. The rule of industrial economy can’t adapt to the growth and development of E-era. Human Resource Department is layman or servant of technology no longer, information technology will be got application in human resources management widely. The manpower resources management of enterprises will set up on enterprise’s network framework, and break through the limitation of the enterprise border. Research, exchange and communication inside and outside enterprises will be swifter. In human resources, employee’s relation,job vacancy, expert searches, employees training and support, and study remote will use Internet effectively.Internet technology can help enterprises organize and realize fictitiously management. Internet technology will help enterprises to set up the administrative system of knowledge, set up studying type organization, help enterprises to win competitiveness of long-term development. One organization must have ability on “how to study”, study ability will become competition advantage than rival.3. E era: Existence of the human resources managerIn E era competitive environment changing fast, it makes the managers face the change of human resources management field, play a role in transformation. More and more enterprises realize that set up competition advantage, the key is to make human resources management effective. The administrator on the senior level of enterprises places much hope on this. Enterprise’s human resources manager would meet the challenge of E era.First of all, enterprise's human resources administrator's duty will be liberated from homework, administrative affairs gradually, will engage in strategic human resources management more. So, enterprise manpower resources by the original non-mainstream functional department gradually become administrative department and strategic partner of business management. Among the 1994, American human resources management association meeting, council chairman Gale Parker point out, “Enterprise rebuild, structure recombination, scale simply require human resources managers to become CEO's strategic partners, help to plan, implement the organization transformation. The human resources managers participate in enterprise’s plan to organize the operational activity more and more. They lead enterprises improvement, set up competition advantage, propagate function technology and act as the role propagator and promoter, and will responsible for staff's performance and productivity etc.. Many foreign enterprises’ human resources directed by a vice president. It can improve human resources strategic value.As we know that traditional human resources management of enterprise can roughly be divided into two respects, one from homework, another strategic. So-called homework project mean attendance, personnel file administration, performance check and rate, wage and welfare administration and general affairs. And strategic project include manpower resources formulation, execution of policy, help on the middle and senior level selection ofexecutive, education, training, career of staff plan, organization development plan and retain staff for business development. Some non-central, traditional personnel management would be put out. It can promote competitiveness, because of the added value of homework is very low, and human resources manager divert his attention and be deviated from the important strategic affairs. Staff affairs should be managed by other “affairs department”. So, Enter prise’s human resources manager will be from that kind of administration of the past gradually. Role of general affairs and welfare committee would be changed. And become learning type organization, training pusher, senior advisor agent, strategic business partner, administration’s expert and improvement advocator.Secondly, manpower resources manager need to possess the corresponding global human resources management skill, he can understand and grasp the suitable professional knowledge. He required speak the same “language”to the business segments. Human resources administration is very important in the chain of enterprises day by day. It includes not only outside customer but also departments of enterprise. Human resource department should move towards “the service cent er” from the status“power center”. Human resources manager must possess a brand-new mode of thinking. And know customer’s need and how to offer these services.Finally, human resources manager should locate a new role. Michigan University Reich professor said, as helper of enterprise to get competitiveness, human resources management should pay attention to output of work. According to strategic policy, administration’s efficiency, the staff’s contribution and changing, these four kinds outputs of human resources management, Reich sum up 4 basic roles of human resources management. They are strategic human resources, mechanism structure, of staff management contribution, management transition and change.In order to realize the above-mentioned roles, enterpri se’s human resources manager need master four major key technical skills.First, they should master the business procedure.Human resources employee becomes a part of core managing and management. They participate in the basic operational activity, have strategic business directions.Second, they grasp the manpower resources.It means that human resources management should guarantee basic managements and coordinate each other, and should bear the responsibility the executive function.Third, personal reputationIt means that human resources employee should possess good interpersonal influence, conquest ability and innovation ability.Fourth, grasp transformationIt requires human resources manager to understand how to lead enterprises’improvement and recombination.现代企业人力资源管理一、现代企业人力资源管理概况现代企业的人力资源管理大致可分为三个层次，及策略规划、制度规划和作业执行。

外文翻译稿浅谈ERP项目实施成功因素和风险管理ERP —Enterprise Resource Planning 企业资源计划系统,是指建立在信息技术基础上,以系统化的管理思想,为企业决策层及员工提供决策运行手段的管理平台。

ERP 不仅仅是一个软件,更重要的是一个管理思想,它实现了企业内部资源和企业相关的外部资源的整合。

通过软件把企业的人、财、物、产、供、销及相应的物流、信息流、资金流、管理流、增值流等紧密地集成起来,实现资源优化和共享。

从台湾当地的建筑企业实施的实例讨论了ERP成功实施的七个关键：密钥系统、生产流程系统、ERP 基础实施的优先度、用户自定义设置、参与者角色、咨询者角色、实施表现分级。

ERP是一种以市场和客户需求为导向，以实行企业内外资源优化配置，消除生产经营过程中一切无效的劳动和资源，实现信息流、物流、资金流、价值流和业务流的有机集成和提高企业竞争力为目的，以计划与控制为主线，以网络和信息技术为平台，集客户、市场、销售、计划、采购、生产、财务、质量、服务、信息集成和业务流程重组(BPR)等功能为一体，面向SCM的现代企业管理思想和方法。

从台湾企业的实例表明，成功应用ERP的基本要素主要有：必须增强企业自身主体意识；重视知识资源的开发与利用；充分调动人的积极性和创造性；深刻认识我国企业应用ERP的根本目的；正确认识ERP项目是一个企业管理系统工程；企业一定要尽快、科学的做出应用SCM、ERP和BPR的决策；企业应用ERP一定要立足于创新和BPR；引入企业管理咨询；认真做好ERP项目前期准备工作；加强企业需求分析；制定明确、量化的ERP应用目标；确保基础数据的准确性和时效性；加强ERP项目风险分析；建立ERP项目变革管理体系；实行ERP项目监理制和评价制；完善和提高服务商的能力与水平。

大量的研究与实践充分表明，ERP 在我国应用的成败并不取决于技术、资金、网络、应用软件和软件实施，而主要取决于企业自身主体意识。

人力资源管理系统包括哪些一、概述人力资源管理系统（Human Resource Management System，简称HRMS）是指运用信息技术手段，对企业内部的人力资源进行全面、系统的管理的一种综合性、实时性的管理工具。

它的目标是优化人力资源的配置、提高企业绩效，并实现人力资源的可持续发展。

人力资源管理系统的功能丰富多样，下面将会详细介绍。

二、招聘管理人力资源管理系统的招聘管理模块旨在优化整个招聘流程，包括职位发布、简历筛选、面试安排、评估考核等。

该模块可以帮助企业提高招聘效率，简化操作流程，减少人力资源部门的工作负担。

三、员工档案管理员工档案管理是人力资源管理系统的核心功能之一。

该模块用于存储和管理员工的个人信息、合同信息、薪资信息、考勤记录等。

通过人力资源管理系统，企业可以轻松地查询和更新员工档案，并保证信息的安全性和准确性。

四、薪资福利管理薪资福利管理模块帮助企业实现薪酬管理和福利发放的自动化。

它可以根据员工的薪资等级、工作时长、绩效等指标计算出员工的薪资，并根据规定发放相应的福利和奖金。

这个模块大大减少了人力资源部门的繁琐工作，并提高了薪资福利管理的准确性和透明度。

五、绩效考核管理绩效考核管理模块用于评估和管理员工的绩效表现。

它可以帮助企业建立合理的绩效考核体系，并通过定期的绩效评估，对员工的工作表现进行量化评价和奖惩措施，从而提高员工的积极性和工作效率。

六、培训管理培训管理模块旨在提供全面的培训管理解决方案。

它可以帮助企业制定培训计划、组织培训活动、评估培训效果，并记录员工的培训历史和证书信息。

通过人力资源管理系统的培训管理功能，企业可以提高员工的专业素养和技能水平，提升整体竞争力。

七、考勤管理考勤管理模块是人力资源管理系统中不可或缺的一部分。

它可以帮助企业管理员工的考勤记录、出勤情况和加班情况。

通过考勤管理功能，企业可以自动计算员工的出勤情况和工资，减少人为错误和纠纷的发生。

八、离职管理离职管理模块用于管理员工的离职手续和流程。

外文翻译---人力资源管理系统Human Resource Management SystemA Human Resource Management System (HRMS) is a are n that combines many human resource ns。

including benefits n。

payroll。

recruiting。

and training and development。

The systemis ___。

___.The HRMS ___ efficiently。

cing the time and effort required to manage personnel files。

The system also provides employees with self-service ns。

such as the ability to access their own personal n and benefits n.___ is a key n of an HRMS。

The system can manage employee benefits。

including health insurance。

retirement plans。

and other benefits。

The system can also track ___.Payroll management is another important n of an HRMS。

The system can manage employee payroll n。

including salary andwage n。

tax n。

and ns。

The system can also manage employee time and attendance records。

cing the time and effort required to track ___.___ is another n of an HRMS。

人力资源管理系统背景介绍人力资源管理系统（HRMS）是一种用于管理和自动化与人力资源相关的任务和流程的软件系统。

它通常用于组织内的人力资源部门，以帮助他们更有效地处理员工信息、招聘、培训、绩效管理、工资和福利管理等任务。

以下是人力资源管理系统的背景介绍：1. 数字化转型：随着科技的不断发展，组织对数字化工具的需求越来越大，以提高效率、降低错误率并提供更好的员工服务。

HRMS是这一数字化转型的一部分，使人力资源部门能够更好地管理员工信息和流程。

2. 复杂的人力资源需求：现代组织通常拥有大量员工，这意味着处理员工信息、薪资、福利和绩效等方面的工作会变得非常复杂。

HRMS的引入可以帮助人力资源部门更好地应对这些复杂性。

3. 信息安全和合规性：员工信息的安全性和合规性是组织的关键问题之一。

HRMS可以提供安全的数据存储和访问控制，以确保员工信息不受到不当访问或滥用。

4. 自动化和效率：HRMS可以自动化许多重复的任务，如薪资计算、考勤管理和员工报告生成。

这不仅提高了工作效率，还降低了错误的风险。

5. 数据分析和决策支持：HRMS可以收集和分析大量员工数据，为组织提供有关员工绩效、满意度和人才趋势的有用信息。

这有助于更好地制定战略决策。

6. 员工自助功能：许多HRMS系统提供员工自助功能，员工可以自行更新个人信息、查看薪资单、提出假期请求等，减轻了人力资源部门的工作负担。

7. 全球化需求：对于跨国组织来说，管理来自不同国家和地区的员工信息和合规性要求更加复杂。

HRMS通常具备多语言和国际化功能，以支持全球化需求。

总之，人力资源管理系统在现代组织中起到了关键的作用，帮助人力资源部门更好地管理员工和相关流程，提高了工作效率，增强了数据驱动的决策能力，有助于组织更好地满足员工和法规的需求。

Human Resource Management System: Design and Implementation1. IntroductionIn today's fast-paced and competitive business environment, effective human resource management is essential for the success of any organization. With the advancement of technology, the design and implementation of a comprehensive Human Resource Management System (HRMS) has become crucial for streamlining HR processes, improving employee productivity, and ensuring overall organizational success.2. Understanding the HRMSThe HRMS is a software application that combines various HR functions, such as payroll, recruitment, performance management, training and development, and employee benefits, into one integrated system. It provides a centralized platform for managing all aspects of the employee lifecycle, from onboarding to retirement.3. Designing the HRMSWhen designing an HRMS, it is important to take into consideration the unique needs and requirements of the organization. This includes understanding the size of the workforce, the complexity of HR processes, and the overall business objectives. The design should focus on usability, scalability, and flexibility to accommodate future growth and changes in the organization.4. Implementing the HRMSThe implementation of an HRMS requires careful planning and execution. It involves data migration, system configuration, employee training, and change management. It is important to work closely with HR professionals and IT experts to ensure a smooth transition to the new system and minimize any disruptions to daily operations.5. Benefits of HRMSThe implementation of an HRMS brings numerous benefits to the organization. It automates repetitive tasks, reduces manual errors, and improves data accuracy. It also provides real-timeinsights and analytics, enabling better decision-making and strategic planning. Moreover, it enhances employee experience, engagement, and satisfaction by providing self-service tools and access to relevant information.6. Personal PerspectiveFrom my own experience, I believe that the design and implementation of an HRMS is a game-changer for any organization. It not only simplifies HR processes but also empowers HR professionals to focus on more strategic initiatives, such as talent management and succession planning. It also fosters a culture of transparency and accountability, leading to a more productive and motivated workforce.7. ConclusionIn conclusion, the design and implementation of a robust Human Resource Management System is a critical investment for any organization looking to optimize its HR functions and drive overall business success. By prioritizing user experience, scalability, and data-driven insights, an HRMS can revolutionize the way HR is managed and elevate the employee experience tonew heights.In summary, the comprehensive design and implementation of a Human Resource Management System are essential for organizations to streamline HR processes and ensure the overall success of the business. Through careful planning and execution, organizations can reap the benefits of improved efficiency, better decision-making, and enhanced employee satisfaction. With the right HRMS in place, organizations can set themselves up for long-term success in today's competitive business landscape.。

人力资源管理信息系统手册第一章概述 (3)1.1 人力资源管理系统简介 (3)1.2 系统功能与特点 (3)1.3 系统目标与意义 (3)第二章系统安装与配置 (4)2.1 系统安装流程 (4)2.2 系统配置要求 (4)2.3 系统升级与维护 (5)第三章用户管理 (5)3.1 用户注册与登录 (5)3.2 用户权限设置 (6)3.3 用户信息管理 (6)第四章员工信息管理 (7)4.1 员工基本信息录入 (7)4.1.1 录入员工基本信息 (7)4.1.2 录入员工岗位信息 (7)4.1.3 录入员工社保信息 (7)4.1.4 录入员工考核信息 (7)4.2 员工信息查询与修改 (7)4.2.1 查询员工信息 (7)4.2.2 修改员工信息 (7)4.2.3 员工信息导出 (7)4.3 员工离职与复职管理 (7)4.3.1 员工离职管理 (7)4.3.2 员工复职管理 (8)第五章薪资福利管理 (8)5.1 薪资结构设置 (8)5.2 员工薪资计算与发放 (8)5.3 员工福利管理 (9)第六章招聘管理 (9)6.1 招聘需求发布 (9)6.1.1 确定招聘需求 (9)6.1.2 选择招聘渠道 (9)6.1.3 编写招聘文案 (10)6.1.4 发布招聘信息 (10)6.2 招聘简历筛选与面试安排 (10)6.2.1 简历筛选 (10)6.2.2 面试安排 (10)6.2.3 面试评估 (10)6.3 录用通知与入职手续 (10)6.3.1 录用通知 (10)6.3.3 员工培训与试用期 (10)第七章培训与发展管理 (11)7.1 员工培训计划制定 (11)7.2 培训课程安排与实施 (11)7.3 员工晋升与调岗管理 (12)第八章绩效考核管理 (12)8.1 绩效考核体系设置 (12)8.1.1 绩效考核的目的与意义 (12)8.1.2 绩效考核体系设计原则 (13)8.1.3 绩效考核体系内容 (13)8.2 绩效考核实施与评价 (13)8.2.1 考核实施 (13)8.2.2 考核评价 (13)8.3 绩效改进与激励措施 (14)8.3.1 绩效改进 (14)8.3.2 激励措施 (14)第九章出差与休假管理 (14)9.1 出差申请与审批 (14)9.1.1 出差申请 (14)9.1.2 出差审批 (14)9.2 休假申请与审批 (15)9.2.1 休假申请 (15)9.2.2 休假审批 (15)9.3 出差与休假统计与分析 (15)9.3.1 出差统计与分析 (15)9.3.2 休假统计与分析 (15)第十章安全保障与合规性 (16)10.1 数据安全与隐私保护 (16)10.2 系统合规性检查 (16)10.3 法律法规与政策要求 (16)第十一章系统维护与升级 (17)11.1 系统常见问题解答 (17)11.2 系统升级与维护流程 (17)11.3 系统故障处理与恢复 (18)第十二章用户支持与服务 (18)12.1 用户培训与指导 (18)12.1.1 培训内容 (18)12.1.2 培训方式 (19)12.2 用户反馈与投诉处理 (19)12.2.1 反馈渠道 (19)12.2.2 反馈处理流程 (19)12.3 用户服务与支持体系 (19)12.3.1 客服团队 (19)12.3.3 用户关怀 (20)第一章概述1.1 人力资源管理系统简介人力资源管理系统（Human Resource Management System，简称HRMS）是一种利用现代信息技术，对组织中人力资源进行全面、系统管理的软件平台。

人力资源外文翻译---人力资源管理的战略作用The Strategic Role of Human Resource ManagementTyson,S出处：/doc/cae47458a300a6c30c229fd4.html/PDFweb/215.htm1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform' planning, organizing, staffing, leading, and controlling. 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 and procedures; developing plans and forecasting—predicting or projecting some future occurrence. Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.Staffing: Deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; 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 with these 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 the practices and policies you need to carry out the people or personnel aspects 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? Perhaps it's easier to answer this by listing some of the personnel mistakes you don'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 actionsTo 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 effectivenessTo 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 thisenvironment, 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. In doing 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 personnelactivities, 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 responsibil ity 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 to the 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 technologicalchange.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 itsfront-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 fourlevels 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 norcontrolling".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", "teamleader", or "internal consultant".Managers today must build commitment Building adaptive, customer-responsive orga nizations means that eliciting employee’s commitme nt 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%".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。

全面人力资源管理体系英文单词Comprehensive Human Resource Management System.A comprehensive human resource management system (HRMS) is a suite of software applications that automates and integrates the core HR processes of an organization. These processes typically include:Recruitment and onboarding: The HRMS can help organizations attract and hire top talent by automating the job posting and application process, screening candidates, and conducting interviews. Once a candidate is hired, the HRMS can help with onboarding by providing them with the necessary information and resources.Performance management: The HRMS can help organizations track and evaluate employee performance. This can be done through regular performance reviews, feedback, and goal setting. The HRMS can also help with the development of performance improvement plans.Compensation and benefits: The HRMS can help organizations manage employee compensation and benefits. This can include setting salaries, bonuses, and stock options, as well as administering health insurance, retirement plans, and other benefits.Time and attendance: The HRMS can help organizations track employee time and attendance. This can be donethrough time clocks, biometric scanners, or mobile apps.The HRMS can also help with scheduling, overtime management, and leave requests.Training and development: The HRMS can help organizations manage employee training and development.This can include tracking training records, assigning training courses, and evaluating training effectiveness.Payroll: The HRMS can help organizations process payroll. This can include calculating taxes, deductions,and net pay, as well as issuing paychecks and direct deposits.In addition to these core processes, many HRMSs also offer a variety of other features, such as:Self-service portals: Self-service portals allow employees to access their HR information and make changes to their own records. This can include updating contact information, changing benefits, and viewing pay stubs.Mobile apps: Mobile apps allow employees to access their HR information and perform HR tasks on the go. This can be especially useful for employees who work remotely or who are frequently traveling.Reporting and analytics: Reporting and analytics tools allow organizations to track and analyze their HR data. This can help organizations identify trends, make better decisions, and improve their HR processes.A comprehensive HRMS can provide a number of benefits to organizations, including:Reduced costs: A HRMS can help organizations reduce costs by automating and streamlining HR processes. This can free up HR staff to focus on more strategic initiatives.Increased efficiency: A HRMS can help organizations increase efficiency by providing employees with self-service tools and by automating HR tasks. This can save time and improve productivity.Improved accuracy: A HRMS can help organizations improve accuracy by eliminating manual processes and by providing automated data validation. This can help to reduce errors and improve the quality of HR data.Enhanced compliance: A HRMS can help organizations enhance compliance by providing tools to track and manage employee records, and by providing alerts for upcoming deadlines. This can help organizations to avoid legal and financial penalties.Improved employee satisfaction: A HRMS can help organizations improve employee satisfaction by providingemployees with easy access to their HR information and by making it easier for them to perform HR tasks. This can lead to a more engaged and productive workforce.Overall, a comprehensive HRMS can be a valuable tool for organizations of all sizes. By automating and integrating HR processes, a HRMS can help organizations reduce costs, increase efficiency, improve accuracy, enhance compliance, and improve employee satisfaction.。

中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech firms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not significantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are beneficial to the goals of the firms. Furthermore ,our findings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit e mployees’ in-role behaviors by providing financial and other non-financial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors.IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system.Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also influence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the fulfillment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these findings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have confirmed that violated psychological contracts negatively influence employees’ role behaviors while fulfilled psychological contracts have positive influences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systems and role behaviors. Our results will provide insights regarding the reason for HR sy stems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them specific inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HR system–employee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly.Psychological ContractsInitially, a psychological contract was defined as an implicit, unwritten agreement between parties to respect each other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the followi ng five characteristics: focus ,time frame, stability, scope, and tangibility. Specifically, transactional contracts focus on economic terms, have a specific duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges o f specified performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-specified performance terms. Empirical evidence supports not only the existence of these two different types of psychological contracts, but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly defined jobs,limited training efforts, relatively limited benefits, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts.Hypothesis 2Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such as HR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. In other words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HR systems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individual appropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-role and extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities of an assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide financial and other non-financial, but tangible inducements in exchange for employees’ in-role behaviors.The exchange of financial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive benefits in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that benefit the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. For this reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2005). In other words, to elicit employe es’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system–OCBs relationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs.MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2005).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech firms, and these firms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts significantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personalcontacts and a snowballing technique. All of these companies are publicly held companies or have employees numbering over one hundred. We distributed 75 survey packages to 60 high-tech firms. Each survey package contained an immediate manager questionnaire and five knowledge worker questionnaires. A cover letter for immediate managers attached to each survey package explained the objective of the survey, assured respondents of the confidentiality of their responses, and asked them to randomly select five subordinates to complete the knowledge worker questionnaires. Thirty-two survey packages were returned for a response rate of 42.67%. Specifically,we received questionnaires from 32 immediate managers and 146 knowledge workers from 25 high-tech firms. After deleting incomplete questionnaires and records with unmatched supervisor-worker dyads, we had data from 28 immediate managers and 127 knowledge workers from 25 high-tech firms,representing effective response rates of 47 and 42 percent.Eighty-seven percent of immediate managers were male. The average age was 40 years old, and respondents had on average 11 years (SD = 7.67) of experience in a high-tech field. Twenty-six percent of them had PhD degrees, 52% had master’s degrees, 9% had bachelor’s degrees, and 13% had vocational school diplomas. Compared to immediate managers, 68 percent of knowledge workers were male. The average age of the knowledge worker was 33 years old, with 80 months of work experience. Sixty-four percent of them were engineers, and 29% were R&D professionals. Ten percent had PhD degrees,42% had master’s degrees, 34% had bachelor’s degrees,and 14% had vocational school diplomas.MeasuresCommitment-based HR SystemLepak and Snell’s (2002) twenty-item scale was adopted to measure the extent to which an organiza tion’s HR system nurtured employee involvement and maximized the organization’s return on its HR investment. The original scale was in English. It was translated into Chinese and then back-translated into English (Brislin 1980) by two Chinese bilingual academics. We then gave the English and Chinese versions of the questionnaires to yet another Chinese academic (a professor of HRM) to check whether the Chinese version was accurate. The response scale ranged from 1 (strongly disagree) to 5 (strongly agree). These employees perform jobs that empower them to make decisions.DiscussionOur study contributes to both the human resource management and psychological contract literature in a number of ways. Research results indicated that commitment based HR systems would be significantly and positively associated with their in-role behaviors and OCBs, addingto our understanding of the relationship between HR systems and role behaviors. The results further indicated that relational psychological contracts mediate the relationship between commitment-based HR systems and role behaviors. In other words, when a firm adopts a commitment-based HR system concerning its knowledge workers, the knowledge workers might perceive that they have open-ended employment arrangements based upon mutual trust, thereby, are willing to perform higher level in-role behaviors and OCBs. This finding not only empirically supports Wright and Boswell’s (2002) contention that psychological contracts can be best viewed as the linking mechanism between HR systems and employee behaviors, but also provides a possible explanation as to how a commitment-based HR system influences knowledge workers’ role behaviors.译文：心理契约关于人力资源与行为角色的中介作用：多层次的分析摘要目的：这个研究的目的是剖析心理契约关于人力资源与行为角色的中介作用。

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