Human Resources 4

资源的英语单词资源是我们生活中不可或缺的一部分，无论是自然资源还是人力资源都对我们的生活和社会发展起着重要作用。

掌握资源相关的英语单词可以帮助我们更好地理解和表达资源的概念。

本文将介绍一些与资源相关的英语单词。

正文1. Natural resources - 自然资源Natural resources refer to the materials or substances that exist in the environment and are valuable to humans. They include water, air, land, minerals, and energy sources such as fossil fuels and renewable energy.2. Renewable resources - 可再生资源Renewable resources are natural resources that can be replenished or replaced naturally, such as solar energy, wind energy, and biomass. These resources are considered sustainable as they can be used without depleting them completely.3. Non-renewable resources - 非可再生资源Non-renewable resources are natural resources that cannot be replaced once they are used up. Examples include fossil fuels like coal, oil, and natural gas, as well as minerals such ascopper, gold, and uranium. These resources are finite and their extraction can cause environmental damage.4. Water resources - 水资源Water resources include all sources of water, such as rivers, lakes, groundwater, and glaciers. They are essential for human survival, agriculture, and industrial activities. However, water scarcity and pollution have become significant global challenges.5. Human resources - 人力资源Human resources refer to the skills, knowledge, and labor that individuals contribute to an organization or society. They are crucial for economic development and productivity. Human resource management involves recruitment, training, and retention of employees.6. Energy resources - 能源资源Energy resources are sources of power used for various purposes, including electricity generation, transportation, and heating. They can be classified into fossil fuels (coal, oil, and natural gas) and renewable energy sources (solar, wind, hydro, geothermal).7. Biodiversity - 生物多样性Biodiversity refers to the variety of life on Earth, including different species, ecosystems, and genetic diversity. It is important for ecosystem stability, food production, and medicine. However, human activities such as habitat destruction and pollution threaten biodiversity.8. Forest resources - 森林资源Forest resources include trees, timber, and other products derived from forests. Forests provide habitats for wildlife, contribute to climate regulation, and offer recreational opportunities. Sustainable forest management is essential to maintain their long-term viability.9. Mineral resources - 矿产资源Mineral resources are naturally occurring substances found in the Earth's crust, such as ores, metals, and precious stones. They are used in various industries, including construction, manufacturing, and technology.10. Land resources - 土地资源Land resources encompass all types of land, including arable land for agriculture, forests, deserts, and urban areas. Land use planning and conservation are important to ensure sustainable development and protect valuable ecosystems.总结：资源在我们的生活中起着重要作用，了解与资源相关的英语单词对我们更好地理解和表达资源概念至关重要。

HR最常用的计算公式HR（Human Resources，人力资源）领域使用的计算公式非常丰富，涵盖了各个方面的人力资源管理活动。

以下是HR领域中最常用的一些计算公式：1. 高绩效人员占比（High Performer Percentage）：用于评估组织中高绩效员工所占比例。

计算公式如下：高绩效人员占比=高绩效人员数量/总员工数量×100%2. 总员工流失率（Total Employee Attrition Rate）：用于衡量一定时间内离职员工的数量。

计算公式如下：总员工流失率=离职员工数量/平均员工数量×100%3. 新进员工流失率（New Hire Attrition Rate）：用于衡量新进员工在一定时间内流失的数量。

计算公式如下：新进员工流失率=新进员工流失数量/新进员工总数×100%4. 平均在职时间（Average Tenure）：用于计算员工在组织内平均工作的时间。

计算公式如下：平均在职时间=所有员工工作时间总和/总员工数量5. 薪资差异（Pay Gap）：用于衡量不同群体员工之间的薪资差异。

计算公式如下：薪资差异=(高薪群体的平均薪资-低薪群体的平均薪资)/低薪群体的平均薪资×100%6. 人力成本比率（Labor Cost Ratio）：用于计算人力资源成本在总成本中的比例。

计算公式如下：人力成本比率=人力资源成本/总成本×100%7. 培训投资回报率（Training Return on Investment）：用于评估培训活动所带来的回报。

计算公式如下：培训投资回报率=(培训带来的效益-培训成本)/培训成本×100%8. 员工满意度（Employee Satisfaction Score）：用于衡量员工对组织和工作的满意程度。

员工满意度=（所有员工的满意度指标总和/员工数量）9. 工作场所安全指数（Workplace Safety Index）：用于衡量工作场所安全水平。

Human Resource Management, 12e (Dessler)Chapter 4 Job Analysis1) Which of the following terms refers to the procedure used to determine the duties associated with job positions and the characteristics of the people to hire for those positions?A) job descriptionB) job specificationC) job analysisD) job contextE) job standardAnswer: CExplanation: Job analysis is the process of determining the duties of a specific job and the characteristics of the people who would be most appropriate for the job. A job analysis produces the necessary information to develop job descriptions and job specifications.Diff: 1 Page Ref: 116Chapter: 4Objective: 1Skill: Concept2) The information resulting from a job analysis is used for writing ________.A) job descriptionsB) corporate objectivesC) personnel questionnairesD) training requirementsE) mission statementsAnswer: AExplanation: A job description is a list of what a job entails, and it is derived from a job analysis. Job analysis is the procedure through which you determine the duties of job positions and the characteristics of the people that should be hired for the positions.Diff: 1 Page Ref: 116Chapter: 4Objective: 1Skill: Concept3) All of the following types of information will most likely be collected by a human resources specialist through a job analysis EXCEPT ________.A) work activitiesB) human behaviorsC) performance standardsD) human requirementsE) employee benefits optionsAnswer: EExplanation: Work activities, human behaviors, work aids, performance standards, job context, and human requirements are the types of information typically collected through a job analysis. Information gathered through a job analysis is used to develop job descriptions and job specifications. Managers use job analysis for the purpose of recruitment, compensation, training, and performance appraisal but not for assessing employee benefits options.Diff: 2 Page Ref: 116Chapter: 4Objective: 1Skill: Concept4) A manager uses the information in a job analysis for all of the following EXCEPT ________.A) assessing training requirementsB) complying with FCC regulationsC) determining appropriate compensationD) recruiting and selecting individuals for a jobE) providing accurate performance appraisalsAnswer: BExplanation: Managers use information gathered from a job analysis for many activities including providing performance appraisals, recruiting, determining compensation, and assessing training requirements. Job analysis plays a major role in EEO (Equal Employment Opportunity Commission) compliance but not with FCC (Federal Communications Commission) regulations. Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Concept5) Which of the following most likely depends on a job's required skills, education level, safety hazards, and degree of responsibility?A) employee compensationB) organizational cultureC) annual training requirementsD) OSHA and EEO complianceE) telecommuting opportunitiesAnswer: AExplanation: Compensation in the form of salaries and bonuses greatly depends upon a job's required skills, education level, safety hazards, and level of responsibility. Managers use the job analysis to determine the relative worth of a specific job and the most appropriate compensation for an employee.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Concept6) In order for Hollis Construction to be in full compliance with the Americans with Disabilities Act, the manager needs a ________ for each position to validate all human resource activities.A) performance appraisalB) compensation scheduleC) workflow systemD) quality control clerkE) job analysisAnswer: EExplanation: A job analysis is needed for each job at a firm to ensure compliance with the EEOC. According to the U.S. Federal Agencies' Uniform Guidelines on Employee Selection, a job analysis is needed to validate all major human resource activities. A firm that is in compliance with the Americans with Disabilities Act, for example, should know the essential job functions of each job which requires a job analysis.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Application7) Managers use ________ to uncover essential duties that have not been assigned to specific employees.A) work activitiesB) job specificationsC) job analysisD) performance standardsE) job contextAnswer: CExplanation: Job analysis can help reveal duties that need to be assigned to a specific employee. Job specifications are generated by a job analysis, but they typically focus on the type of person that is most suitable for a specific job. Work activities, performance standards, and job context are the types of information that are provided through a job analysis, but they do not necessarily uncover unassigned tasks.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept8) The ________ lists a job's specific duties as well as the skills and training needed to perform a particular job.A) organization chartB) job analysisC) work aidD) job contextE) job descriptionAnswer: EExplanation: Job descriptions list the specific duties, skills, and training related to a particular job. Organization charts show the distribution of work within a company but not specific duties. A job description is created after a job analysis has been performed.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept9) How many steps are involved in the job analysis process?A) twoB) fourC) sixD) eightE) tenAnswer: CExplanation: Six steps are involved in the job analysis process. Step 1 involves deciding how the information will be used, and step 2 involves reviewing relevant background information. Step 3 requires selecting representative positions, and step 4 calls for analyzing the job. Verifying the job analysis information occurs in step 5, while developing a job description and job specification occurs in step 6.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept10) What is the first step in conducting a job analysis?A) deciding how the gathered information will be usedB) collecting data on job activities and working conditionsC) selecting representative job positions to assessD) reviewing relevant background informationE) writing job descriptions and job specificationsAnswer: AExplanation: The first step in performing a job analysis is deciding how the job analysis will be used because this determines the data that will be collected and how it will be collected. Collecting data, selecting which job positions to analyze, reviewing background information like organization charts and process charts, and writing job descriptions are additional steps in the job analysis process.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Concept11) Reviewing relevant background information such as organization charts, process charts, and job descriptions is the ________ step of performing a job analysis.A) firstB) secondC) thirdD) fourthE) fifthAnswer: BExplanation: The second step of the job analysis process involves reviewing relevant background information. Organization charts, process charts, and job descriptions are types of background information that are useful in developing or revising a job analysis.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept12) Which of the following data collection techniques would be most useful when writing a job description for a software engineer?A) distributing position analysis questionnairesB) interviewing employeesC) analyzing organization chartsD) observing employeesE) developing a job process chartAnswer: BExplanation: Interviewing employees to determine what the job entails is an effective method of collecting data for writing a job description. Observing employees is typically only effective if a job involves physical tasks, and software engineering involves more thought and discussion than physical activity. Position analysis questionnaires are useful for compensation purposes rather than for writing job descriptions.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Application13) Which of the following is a written statement that describes the activities, responsibilities, working conditions, and supervisory responsibilities of a job?A) job specificationB) job analysisC) job reportD) job descriptionE) job contextAnswer: DExplanation: A job description is a written list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities, and it is the result of a job analysis. Job specifications focus on the human requirements for a particular job, such as personality and education. Job context refers to the physical working conditions or work schedule associated with a job.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept14) Which of the following refers to the human requirements needed for a job, such as education, skills, and personality?A) job specificationsB) job analysisC) job placementD) job contextE) job descriptionsAnswer: AExplanation: Job specifications are the human requirements needed for a particular job like education, skills, and personality. A job description is a list of the job's duties and responsibilities. Both job descriptions and job specifications are products of a job analysis.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept15) All of the following requirements are typically addressed in job specifications EXCEPT________.A) desired personality traitsB) required education levelsC) essential skillsD) necessary experienceE) working conditionsAnswer: EExplanation: Working conditions, responsibilities, and job duties are addressed in a job description rather than the job specifications. Job specifications focus on the human requirements for a job, such as personality, education, skills, and experience.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Concept16) Which of the following indicates the distribution of work within a firm and the lines of authority and communication?A) job analysisB) process chartC) employee matrixD) organization chartE) corporate overviewAnswer: DExplanation: Organization charts show the organization-wide distribution of work with titles of each position and interconnecting lines that show who reports to and communicates with whom. Organization charts are useful when performing a job analysis, which is a process of determining the duties and skills associated with a specific position.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Application17) A(n) ________ shows the flow of inputs to and outputs from a job being analyzed.A) organization chartB) process chartC) value chainD) job analysisE) job descriptionAnswer: BExplanation: A process chart is a work-flow chart that shows the flow of inputs to and outputs from a particular job. In the second step of performing a job analysis, background information such as process charts, organization charts, and job descriptions are reviewed.Diff: 1 Page Ref: 118Chapter: 4Objective: 1Skill: Concept18) During the job analysis process, it is important to ________ before collecting data about specific job duties and working conditions.A) test job questionnaires on a small group of workersB) confirm the job activity list with employeesC) select a sample of similar jobs to analyzeD) develop a job description outlineE) assemble the job specifications listAnswer: CExplanation: The third step of the job analysis process involves selecting representative positions to analyze. If there are too many similar jobs in a firm, it is best to select a representative sample. After representative positions have been chosen, analysis of the job can occur, which may include interviewing employees or using questionnaires. Job descriptions and job specifications are not developed until the final step of the job analysis process.Diff: 3 Page Ref: 118Chapter: 4Objective: 1Skill: Concept19) The fourth step in conducting a job analysis most likely involves collecting data about all of the following EXCEPT ________.A) necessary employee behaviorsB) required employee abilitiesC) typical working conditionsD) employee turnover ratesE) specific job activitiesAnswer: DExplanation: The fourth step in analyzing a job requires collecting data about job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. Interviews, questionnaires, and observations are the most popular methods for gathering data. It is unlikely that data regarding employee turnover rates would be gathered during a job analysis.Diff: 2 Page Ref: 118Chapter: 4Objective: 1Skill: Concept20) While performing the fifth step of a job analysis, it is essential to confirm the validity of collected data with the ________.A) EEOC representativeB) HR managerC) union leaderD) legal departmentE) workerAnswer: EExplanation: According to the fifth step of a job analysis, collected data should be confirmed with the worker performing the job and his/her immediate supervisor. Although HR managers play a role in the job analysis process by observing workers, it is the worker and his/her immediate supervisor that provide direct knowledge of the duties involved in a specific job.Diff: 2 Page Ref: 118Chapter: 4Objective: 1Skill: Concept21) During the job analysis process, the primary purpose of having workers review and modify data collected about their current positions is to ________.A) confirm that the information is correct and completeB) provide a legal benchmark for employer lawsuitsC) enable participants to understand their job strengthsD) encourage employees to seek additional job trainingE) validate the job specification list provided by HRAnswer: AExplanation: Allowing employees to review and modify the information collected about their current positions provides the opportunity to confirm that the data is correct and complete, which may help gain employee acceptance of the job analysis data and conclusions. Job specifications and job descriptions are created after employees review the collected data.Diff: 3 Page Ref: 118Chapter: 4Objective: 1Skill: Concept22) What is the final step in conducting a job analysis?A) conducting an exit interview of all participantsB) writing a job description and job specificationsC) validating all of the collected job dataD) collecting data on specific job activitiesE) reviewing relevant background informationAnswer: BExplanation: The final step in the job analysis process involves developing a job description and job specifications, which are the two tangible products of a job analysis. This step occurs after job data has been collected and validated, and background information has been reviewed. Exit interviews are not conducted.Diff: 2 Page Ref: 118Chapter: 4Objective: 1Skill: Concept23) Murray, Inc. emphasizes a desire for detail-oriented, motivated employees with strong social skills as indicated in the firm's job ________.A) specificationsB) analysisC) reportsD) descriptionsE) contextAnswer: AExplanation: Job specifications summarize the personal qualities, traits, skills, and background required for getting a job done. Murray, Inc. wants detail-oriented, motivated employees, which would be described in the firm's job specifications. Job descriptions address the activities and responsibilities of a job. Both job descriptions and job specifications are products of a job analysis. Diff: 2 Page Ref: 118Chapter: 4Objective: 1Skill: Application24) The primary drawback of performing a job analysis regards the ________.A) unverifiable data a job analysis typically providesB) certification required to conduct a job analysisC) amount of time a job analysis takes to completeD) redundant information gathered during a job analysisE) costs associated with the technology needed for a job analysisAnswer: CExplanation: Conducting a job analysis can be time-consuming because it may take days to interview multiple employees and their managers, which is why an abbreviated version is often used by managers. The information gathered through a job analysis is typically verifiable and useful, and the main cost is time rather than money. Although management training may be necessary to perform an adequate job analysis, it is unlikely that certification is required. Diff: 3 Page Ref: 118Chapter: 4Objective: 1Skill: Concept25) Which of the following guidelines is recommended to managers conducting a job analysis?A) Use one tool for gathering information to maintain the validity of the results.B) Rely on the human resource manager to complete questionnaires and verify data.C) Conduct group interviews without supervisors present to ensure accuracy.D) Collect information from employees performing the same job in different departments.E) Develop complex questions using technical jargon specific to the organization.Answer: DExplanation: If several employees perform the same job in different departments, a manager should collect job analysis information from each of them because the manner in which an employee with a particular job title spends his or her time most likely varies from department to department. Several tools should be used to gather information rather than only one, and employees and supervisors typically complete questionnaires rather than HR managers, who instead observe workers performing their job duties. Supervisors should be included in group interviews, and questions should be clear rather than complex.Diff: 3 Page Ref: 119Chapter: 4Objective: 1Skill: Concept26) Which method for collecting job analysis information is considered best for quantifying the relative worth of a job for compensation purposes?A) electronic logB) group interviewC) worker diaryD) observationE) questionnaireAnswer: EExplanation: Questionnaires are particularly useful for quantifying a job's worth for the purpose of compensation. An interview is most appropriate for collecting job analysis information that will be used to create a list of job duties or a job description. Direct observation is useful when jobs involve mostly physical work. Logs and diaries can provide detailed information about a worker's activities, but the tendency of some employees to exaggerate makes logs/diaries less appropriate for quantifying the worth of a job.Diff: 2 Page Ref: 119Chapter: 4Objective: 2Skill: Concept27) Which of the following will most likely be used by a manager gathering job analysis information when a large number of employees perform similar work?A) individual employee interviewsB) direct observation of all employeesC) interview with the HR managerD) group interview with a supervisorE) telephone surveys of all employeesAnswer: DExplanation: When a large number of employees perform similar or identical work, conducting a group interview is a fast way to gather information. In most cases, the workers' immediate supervisor attends the group session. It would be costly and time consuming to conduct individual interviews with each worker and to observe each worker.Diff: 3 Page Ref: 120Chapter: 4Objective: 2Skill: Application28) Which of the following is the primary disadvantage of using interviews to collect job analysis data?A) Interviews are a complicated method for collecting information.B) Employees may exaggerate or minimize some information.C) Interviews provide only general information about a worker's duties.D) Employees may reveal minimal information about their daily activities.E) Interviews may require managers to reveal the job analysis function.Answer: BExplanation: The primary disadvantage of conducting employee interviews for the purpose of gathering job analysis data is the distortion of information. Employees may misunderstand the purpose of the interview and either purposely or mistakenly provide incorrect information. Interviews are considered a simple method for collecting detailed job information especially regarding uncommon but important employee activities.Diff: 3 Page Ref: 120Chapter: 4Objective: 2Skill: Concept29) Interviews for the purpose of collecting job analysis data will most likely address all of the following topics EXCEPT ________.A) hazardous conditionsB) primary work dutiesC) required educationD) necessary experienceE) personal hobbiesAnswer: EExplanation: Typical questions for job analysis interviews address subjects such as the job's major duties, hazardous conditions, performance standards, and required experience and education. It is less likely that an interviewer would ask an employee questions not related specifically to the job, such as personal questions about the worker's hobbies and free time.Diff: 1 Page Ref: 120Chapter: 4Objective: 2Skill: Concept30) Job analysts collecting information through observations and interviews benefit from the use of a(n) ________ to guide the process and ensure consistency.A) structured listB) electronic diaryC) job descriptionD) organization chartE) position analysis questionnaireAnswer: AExplanation: A structured list or checklist is useful for guiding an interview or performing a personal observation. Electronic diaries are completed by the worker and would not be used for observations or interviews. Some questionnaires are highly structured checklists that an employee completes in writing or online.Diff: 1 Page Ref: 120Chapter: 4Objective: 2Skill: Concept31) Which of the following is the primary disadvantage of using questionnaires to gather job analysis information?A) Questionnaires are the most expensive method of collecting data.B) Supervisors are required to verify all collected questionnaire data.C) Firms lack the technology to generate electronic questionnaires.D) Questionnaires are too open-ended to provide statistical information.E) Developing and testing questionnaires is time-consuming.Answer: EExplanation: The primary drawback of questionnaires is the time required to develop questionnaires and test them to ensure that workers understand the questions. Questionnaires can be structured or open-ended, and many are a combination of the two. Questionnaires are less costly than interviews and can be completed online.Diff: 3 Page Ref: 123Chapter: 4Objective: 2Skill: Concept32) For which of the following jobs is direct observation NOT a recommended method for collecting job analysis data?A) assembly-line workerB) accounting clerkC) attorneyD) nurseE) salespersonAnswer: CExplanation: Direct observation is particularly useful when jobs consist mainly of observable physical activities, such as with nurses, accounting clerks, assembly-line workers, and salespersons. Observation is less appropriate when a job involves mostly mental activity such as with lawyers and design engineers.Diff: 2 Page Ref: 123Chapter: 4Objective: 2Skill: Application33) One of the problems with direct observation is ________, which is when workers alter their normal activities because they are being watched.A) flexibilityB) constancyC) falsificationD) reactivityE) diversionAnswer: DExplanation: Reactivity occurs when a worker changes what he or she normally does because observation is taking place for the purpose of job analysis. Knowing that they are being watched may cause some workers to alter their normal work behaviors either on purpose or accidentally. Diff: 1 Page Ref: 123Chapter: 4Objective: 2Skill: Concept34) A ________ is the time it takes to complete a job.A) specificationB) work cycleC) work weekD) shiftE) dutyAnswer: BExplanation: A work cycle is the time it takes to complete a job, which may be one minute for an assembly-line worker or weeks for an engineer. Managers collecting data for a job analysis may observe a worker on the job for a complete work cycle and take notes of the worker's activities. Diff: 1 Page Ref: 123Chapter: 4Objective: 2Skill: Concept35) Which data collection method is most frequently used in conjunction with direct observation?A) interviewB) questionnaireC) diaryD) electronic logE) surveyAnswer: AExplanation: Managers frequently combine direct observation with personal interviews to gather job analysis information. Often, managers observe the worker for a complete work cycle to gather as much information as possible, and then they follow up with an interview to gain clarification. Another option is to observe and interview at the same time by asking the worker questions as he or she works.Diff: 2 Page Ref: 123Chapter: 4Objective: 2Skill: Concept36) Which of the following requires workers to make daily listings of the activities in which they engage as well as the amount of time each activity takes?A) flowchartB) agendaC) outlineD) tableE) logAnswer: EExplanation: A diary or a log requires workers to make daily listings of the activities in which they engage as well as the amount of time each activity takes. Diaries and logs can be useful in the job analysis process because they often produce a complete picture of the job, especially when used in conjunction with an interview.Diff: 1 Page Ref: 126Chapter: 4Objective: 2Skill: Concept37) Joaquin records every activity in which he participates at work along with the time it takes him to complete each activity. Which of the following approaches to job analysis data collection is most likely being used at Joaquin's workplace?A) diariesB) interviewsC) direct observationsD) questionnairesE) supervisor verificationAnswer: AExplanation: Joaquin has been asked to keep a diary or a log of his work activities. With diaries and logs, an employee records every activity and the time spent on each in a log, which provides a complete picture of the job. Diaries and logs are often used in conjunction with interviews, observations, and questionnaires.Diff: 2 Page Ref: 136Chapter: 4Objective: 2Skill: Application38) Pocket dictating machines and pagers have replaced traditional diary/log methods in many firms. Which of the following problems have the modern methods most likely eliminated?A) poor penmanship skills among employeesB) work time required to fill out forms and surveysC) employee forgetfulness regarding daily activitiesD) costs associated with copying and filing paperworkE) employee frustration towards bureaucratic requirementsAnswer: CExplanation: Some firms provide employees with pocket dictating machines and pagers to keep diaries and logs. At random times during the day, the employee is paged. The employee then dictates what he or she is doing. With this method, employers do not have to rely on workers to remember what they did hours earlier when they complete their logs at the end of the day, which was the main problem with paper/pencil diaries.Diff: 3 Page Ref: 126AACSB: Use of ITChapter: 4Objective: 2Skill: Concept。

HR (Human Resource) 人力资源1. 人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)2. 外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)3. 工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)4. 人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS)5. 招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)6. 选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)7. 组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD) 培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)8. 企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development,OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM) 团队建设:(team building)9. 职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)10. 绩效评价绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)3600反馈:(360-degree feedback)叙述法:(essay method)集中趋势:(central tendency)11. 报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation) 非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method) 工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)12. 福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)13. 安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)14. 员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)HR常用英語~~Marketing and Sales (市場与銷售部分)Vice-President of Sales 销銷售副總裁Senior Customer Manager 高級客户經理Sales Manager 销銷售經理Regional Sales Manager 地区銷售經理Merchandising Manager 采購經理Sales Assistant 销銷售助理Wholesale Buyer 批發采購員购员Tele-Interviewer 电话调電話調查員员Real Estate Appraiser 房地產評估师Marketing Consultant 市場顧客场顾问Marketing and Sales Director 市場与銷售總監总监Market Research Analyst 市場調查分析員员Manufacturer\'s Representative 厂家代表Director of Subsidiary Rights 分公司權利總監总监Sales Representative 销銷售代表Assistant Customer Executive 客户管理助理Marketing Intern 市場实習习Marketing Director 市場總監场总监Insurance Agent 保險代理人Customer Manager 客户經理Vice-President of Marketing 市場副總裁Regional Customer Manager 地区客户經理Sales Administrator 销銷售主管Telemarketing Director 電話銷售總監总监Advertising Manager 广告經理Travel Agent 旅行代办員员Salesperson 销銷售員员Telemarketer 电话销電話銷售員员Sales Executive 销銷售执行者Marketing Assistant 市場助理Retail Buyer 零售采購員购员Real Estate Manager 房地產經理Real Estate Broker 房地產經紀人Purchasing Agent 采購代理Product Developer 产產品開發开发Marketing Manager 市場經理Advertising Coordinator 广告协調員调员Advertising Assistant 广告助理Ad Copywriter(Direct Mail) 广告文撰写人Customer Representative 客户代表Computers and Mathematics(計算机部分)Manager of Network Administration 网絡管理經理MIS Manager 电脑電腦部經理Project Manager 项項目經理Technical Engineer 技术工程师Developmental Engineer 开開發工程师Systems Programmer 系統程序員员Administrator 局域网管理員员Operations Analyst 操作分析Computer Operator 电脑電腦操作員员Product Support Manager 产產品支持經理Computer Operations Supervisor 电脑電腦操作主管Director of InFORMation Services 信息服務主管Systems Engineer 系統工程师Hardware Engineer 硬件工程师Applications Programmer 应應用軟件程序員员InFORMation Analyst 信息分析LAN Systems Analyst 系統分析Statistician 統計員统计员Human Resources（人力資源部分）Director of Human Resources 人力資源總監总监Assistant Personnel Officer 人事助理Compensation Manager 薪酬經理Employment Consultant 招募顧問顾问Facility Manager 后勤經理Job Placement Officer 人員配置專員专员Labor Relations Specialist 劳动關系專員专员Recruiter 招聘人員员Training Specialist 培訓專員训专员Vice-President of Human Resources 人力資源副總裁Assistant Vice-President of Human Resources 人力資源副總裁助理Personnel Manager 职员经職員經理Benefits Coordinator 员員工福利协調員调员Employer Relations Representative 员員工關系代表Personnel Consultant 员員工顧客問问Training Coordinator 培訓协調員调员Executive and Managerial(管理部分)Chief Executive Officer(CEO) 首席执行官Director of Operations 运運營總監营总监Vice-President 副總裁Branch Manager 部門經理Retail Store Manager 零售店經理HMO Product Manager 产產品經理Operations Manager 操作經理Assistant Vice-President 副總裁助理Field Assurance Coordinator 土地担保协調員调员Management Consultant 管理顧問顾问District Manager 市区經理Hospital Administrator 医院管理Import/Export Manager 进進出口管理Insurance Claims Controller 保險認領管理員员Program Manager 程序管理經理Insurance Coordinator 保險协調員调员Project Manager 项項目經理Inventory Control Manager 库庫存管理經理Regional Manager 区域經理Chief Operations Officer(COO) 首席運營官General Manager 总经總經理Executive Marketing Director 市場行政總監总监Controller(International) 国際監管Food Service Manager 食品服務經理Production Manager 生產經理Administrator 医序保險管理Property Manager 房地產經理Claims Examiner 主考官Controller(General) 管理員员Service Manager 服務經理Manufacturing Manager 制造業經理Vending Manager 售買經理Telecommunications Manager 电電信業經理Transportation Manager 运输经運輸經理Warehouse Manager 仓库经倉庫經理Assistant Store Manager 商店經理助理Manager(Non-Profit and Charities) 非盈利性慈善机构管理做管理的人必备的英文单词目标mission/ objective集体目标group objective内部环境internal environment外部环境external environment计划planning组织organizing人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management 行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach 社会技术系统法the social-technical systems approach 决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach管理任务法the managerial roles approach经营法the operational approach人际关系human relation心理学psychology态度attitude压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost销售量sales volume产品质量quality of products先进技术advanced technology顾客服务customer service策略strategy结构structure(3)领先性primacy普遍性pervasiveness忧虑fear忿恨resentment士气morale解雇layoff批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy大型联合企业conglomerate资源resource购买acquisition增长目标growth goal专利产品proprietary product竞争对手rival晋升promotion管理决策managerial decision商业道德business ethics有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account批准程序approval procedure病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay现金流量cash flow工资率wage rate税收率tax rate股息dividend现金状况cash position资金短缺capital shortage总预算overall budget资产负债表balance sheet可行性feasibility投入原则the commitment principle 投资回报return on investment生产能力capacity to produce实际工作者practitioner最终结果end result业绩performance个人利益personal interest福利welfare市场占有率market share创新innovation生产率productivity利润率profitability社会责任public responsibility董事会board of director组织规模size of the organization组织文化organizational culture目标管理management by objectives 评价工具appraisal tool激励方法motivational techniques 控制手段control device个人价值personal worth优势strength弱点weakness机会opportunity威胁threat个人责任personal responsibility顾问counselor定量目标quantitative objective定性目标qualitative objective可考核目标verifiable objective优先priority工资表payroll（4）策略strategy政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval主要决定major decision分公司总经理division general manager 资产组合距阵portfolio matrix明星star问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy紧缩政策retrenchment strategy战术tactics(5)追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵制resistance敌对antagonism折中eclectic(6)激励motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs for self-actualization 尊敬的需要esteem needs归属的需要affiliation needs安全的需要security needs生理的需要physiological needs维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcement theory反馈feedback奖金bonus股票期权stock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward(7)特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader管理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadershipHR (Human Resource) 人力资源1. 人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)2. 外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)3. 工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)4. 人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS) 5. 招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)6. 选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)7. 组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD)培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)8. 企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development,OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM) 团队建设:(team building)9. 职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)10. 绩效评价绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)3600反馈:(360-degree feedback)叙述法:(essay method)集中趋势:(central tendency)11. 报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation)非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method) 工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)12. 福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)13. 安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)14. 员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)HR常用英語~~Marketing and Sales (市場与銷售部分)Vice-President of Sales 销銷售副總裁Senior Customer Manager 高級客户經理Sales Manager 销銷售經理Regional Sales Manager 地区銷售經理Merchandising Manager 采購經理Sales Assistant 销銷售助理Wholesale Buyer 批發采購員购员Tele-Interviewer 电话调電話調查員员Real Estate Appraiser 房地產評估师Marketing Consultant 市場顧客场顾问Marketing and Sales Director 市場与銷售總監总监Market Research Analyst 市場調查分析員员Manufacturer\'s Representative 厂家代表Director of Subsidiary Rights 分公司權利總監总监Sales Representative 销銷售代表Assistant Customer Executive 客户管理助理Marketing Intern 市場实習习Marketing Director 市場總監场总监Insurance Agent 保險代理人Customer Manager 客户經理Vice-President of Marketing 市場副總裁Regional Customer Manager 地区客户經理Sales Administrator 销銷售主管Telemarketing Director 電話銷售總監总监Advertising Manager 广告經理Travel Agent 旅行代办員员Salesperson 销銷售員员Telemarketer 电话销電話銷售員员Sales Executive 销銷售执行者Marketing Assistant 市場助理Retail Buyer 零售采購員购员Real Estate Manager 房地產經理Real Estate Broker 房地產經紀人Purchasing Agent 采購代理Product Developer 产產品開發开发Marketing Manager 市場經理Advertising Coordinator 广告协調員调员Advertising Assistant 广告助理Ad Copywriter(Direct Mail) 广告文撰写人Customer Representative 客户代表Computers and Mathematics(計算机部分) Manager of Network Administration 网絡管理經理MIS Manager 电脑電腦部經理Project Manager 项項目經理Technical Engineer 技术工程师Developmental Engineer 开開發工程师Systems Programmer 系統程序員员Administrator 局域网管理員员Operations Analyst 操作分析Computer Operator 电脑電腦操作員员Product Support Manager 产產品支持經理Computer Operations Supervisor 电脑電腦操作主管Director of InFORMation Services 信息服務主管Systems Engineer 系統工程师Hardware Engineer 硬件工程师Applications Programmer 应應用軟件程序員员InFORMation Analyst 信息分析LAN Systems Analyst 系統分析Statistician 統計員统计员Human Resources（人力資源部分）Director of Human Resources 人力資源總監总监Assistant Personnel Officer 人事助理Compensation Manager 薪酬經理Employment Consultant 招募顧問顾问Facility Manager 后勤經理Job Placement Officer 人員配置專員专员Labor Relations Specialist 劳动關系專員专员Recruiter 招聘人員员Training Specialist 培訓專員训专员Vice-President of Human Resources 人力資源副總裁Assistant Vice-President of Human Resources 人力資源副總裁助理Personnel Manager 职员经職員經理Benefits Coordinator 员員工福利协調員调员Employer Relations Representative 员員工關系代表Personnel Consultant 员員工顧客問问Training Coordinator 培訓协調員调员Executive and Managerial(管理部分)Chief Executive Officer(CEO) 首席执行官Director of Operations 运運營總監营总监Vice-President 副總裁Branch Manager 部門經理Retail Store Manager 零售店經理HMO Product Manager 产產品經理Operations Manager 操作經理Assistant Vice-President 副總裁助理Field Assurance Coordinator 土地担保协調員调员Management Consultant 管理顧問顾问District Manager 市区經理Hospital Administrator 医院管理Import/Export Manager 进進出口管理Insurance Claims Controller 保險認領管理員员Program Manager 程序管理經理Insurance Coordinator 保險协調員调员Project Manager 项項目經理Inventory Control Manager 库庫存管理經理Regional Manager 区域經理Chief Operations Officer(COO) 首席運營官General Manager 总经總經理Executive Marketing Director 市場行政總監总监Controller(International) 国際監管Food Service Manager 食品服務經理Production Manager 生產經理Administrator 医序保險管理Property Manager 房地產經理Claims Examiner 主考官Controller(General) 管理員员Service Manager 服務經理Manufacturing Manager 制造業經理Vending Manager 售買經理Telecommunications Manager 电電信業經理Transportation Manager 运输经運輸經理Warehouse Manager 仓库经倉庫經理Assistant Store Manager 商店經理助理Manager(Non-Profit and Charities) 非盈利性慈善机构管理做管理的人必备的英文单词目标mission/ objective集体目标group objective内部环境internal environment外部环境external environment计划planning组织organizing人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach 社会技术系统法the social-technical systems approach 决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach管理任务法the managerial roles approach经营法the operational approach人际关系human relation心理学psychology态度attitude压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost 销售量sales volume产品质量quality of products先进技术advanced technology顾客服务customer service策略strategy结构structure(3)领先性primacy普遍性pervasiveness忧虑fear忿恨resentment士气morale解雇layoff批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy大型联合企业conglomerate资源resource购买acquisition增长目标growth goal专利产品proprietary product竞争对手rival晋升promotion管理决策managerial decision商业道德business ethics有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account批准程序approval procedure病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay现金流量cash flow工资率wage rate税收率tax rate股息dividend现金状况cash position资金短缺capital shortage总预算overall budget资产负债表balance sheet可行性feasibility投入原则the commitment principle 投资回报return on investment生产能力capacity to produce实际工作者practitioner最终结果end result业绩performance个人利益personal interest福利welfare市场占有率market share创新innovation生产率productivity利润率profitability社会责任public responsibility董事会board of director组织规模size of the organization组织文化organizational culture目标管理management by objectives 评价工具appraisal tool激励方法motivational techniques 控制手段control device个人价值personal worth优势strength弱点weakness机会opportunity威胁threat个人责任personal responsibility顾问counselor定量目标quantitative objective定性目标qualitative objective可考核目标verifiable objective优先priority工资表payroll（4）策略strategy政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval主要决定major decision分公司总经理division general manager 资产组合距阵portfolio matrix明星star问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy紧缩政策retrenchment strategy战术tactics(5)追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵制resistance敌对antagonism折中eclectic(6)激励motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs for self-actualization 尊敬的需要esteem needs归属的需要affiliation needs安全的需要security needs生理的需要physiological needs维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcement theory反馈feedback奖金bonus股票期权stock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward(7)特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader管理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadership出师表两汉：诸葛亮先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。

美国名校人力资源专业深度解析人力资源（Human Resources简称HR），常用来指“人力资源管理”，企业管理中主要部门职能之一，着重于帮助现代企业解决企业人力资本运用的问题，其基本原则是：在正确的时间把正确的人安排在正确的岗位上。

“人力资源”这一概念早在1954年就由彼德·德鲁克在其著作《管理的实践》提出并加以明确界定。

现代人力资源管理以“人”为核心，强调一种动态的、心理、意识的调节和开发，管理的根本出发点是“着眼于人”，并提倡“只有真正解放了被管理者，才能最终解放管理者自己”的思想，将这一思想贯彻到实际工作中，实现人力资源管理职能的各组织中的人事部门逐渐成为决策部门的重要伙伴，从而提高了人事部门在决策中的地位。

人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。

人员招募：即员工的招聘。

主要基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。

人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。

培训及开发：主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。

主要的技术及手段有：培训，在岗培训，轮岗，员工继续教育计划，辅导，训导等。

美国大学人力资源管理专业介绍首先，人力资源管理专业在美国大学有两种提法，一种是Industrial Relations；另外一种是Human Resource Management。

有些专业如Organizational Behavior和Operating System和人力资源管理在很大程度上是不同的，专业课的设置也有很大区别。

IR/HRM在课程设置上偏重于Industrial Relations, Collective Bargaining, Compensation, Employment Management, Data-based Decision Making之类的HR基础和高级课程。

人资源六大模块（Six modules of human resources）Six modules of human resourcesBookmark:Human resource planningTwo, staff recruitment and configurationThree, performance appraisalFour, training and developmentFive, salary and welfare managementSix, labor relationsHuman resource planningTwo, staff recruitment and configurationThree, performance appraisalFour, training and developmentFive, salary and welfare managementSix, labor relationsAttached: detailed description of six modules of human resource managementHuman resource planningHuman resource planning is to enable enterprises to have stable quality and the necessary number of manpower, in order to achieve personal interests, including the organizational goals and proposed a set of measures that can be obtained between the personnel demand and personnel ownership in the future development of the enterprise in the process of mutual matching. Among them:The objectives of human resource planning: 1, obtain and maintain a certain number with specific skills, knowledge structure and ability of the staff. Make full use of existing human resources. 3, it can predict the potential surplus or lack of manpower in the enterprise organization. 4, build awell-trained, flexible workforce, enhance the ability of enterprises to adapt to the unknown environment. 5. Reduce the dependence of enterprises on recruitment in key technical links.The human resources verification: refers to the number, check the quality of human resources, structure and distribution.The human resources information including personal details, recruitment information, education information, salary information, implementation evaluation, work experience, service and turnover data, work attitude, work or job history data etc..Methods the human resources demand forecast: prediction method(Qualitative) intuition and mathematical prediction method (quantitative prediction).Job analysis: job analysis, also called job analysis and job analysis, is an important routine technology in human resource management, and is the basis of human resource management work. Job analysis is the activity of determining the nature, structure, requirements and other basic factors of work by means of certain analytical means.The analysis of the role of work: 1, selection and appointment of qualified personnel. Make effective personnel forecast plan and personnel plan. 3. Design positive personnel training and development programs. 4, provide assessment, promotion and operation standards. 5, improve work and production efficiency. 6, establish advanced and reasonable work quota and reward system. 7, improve work design and environment. 8, strengthen career counseling and career guidance.The job analysis process: preparation stage, planning stage, analysis stage, stage and using stage, operation controlThe job analysis information includes: 1, 2, 3, member name number of work units 4, 5, 6, work responsibilities knowledge intelligence requirements 7, 8, 9 and the precision of skilled experience, education and training, 10 physical requirements 11, working environment 12, and other 13 of the work, working time and shift 14, staff 15, the selection method of characteristicsThe job analysis information obtained finishing methods are:1, text 2, work list and questionnaire 3, analysis 4, determinant methodTwo, staff recruitment and configurationEmployee recruitment: in accordance with the requirements of enterprise management strategy planning, excellent and suitable person recruitment into the enterprise, put the right person in the right position. Among them:The recruitment methods are commonly used: Interview scene simulation, psychological test, labor skill testThe employee must comply with the recruitment requirements: 1, comply with relevant laws, policies and national interests in 2, 3, the principle of fairness in recruitment should adhere to equal employment. 4, to ensure the quality of hiring personnel, 5, according to the enterprise human resources planning needs and job description in the job qualification requirements, the use of scientific methods and procedures to carry out recruitment work. 6, efforts to reduce recruitment costs, pay attention to improve the efficiency of recruitment.The recruitment costs include: new hire cost; replacement cost; opportunity cost.The personnel allocation measures: 1, according to the internal and external human resources supply and demand situation of the deployment of measures. 2 carry out talent echelon construction. 3, the personnel policy of priority allocation within the enterprise. 4, the implementation of open competitionpersonnel policy.The human needs diagnosis steps: 1, by the human resources planning, unified. Or according to the long-term or short-term actual work needs, put forward manpower demand. 2. Fill out the personnel requirement form by manpower requirement department".3. Human resources audit.The personnel demand schedule includes: 1, the required personnel departments and posts; 2, the content of the work, responsibility and authority; 3, the number required and the kind of way of hiring; 4, the basic situation of personnel (age and gender); 5, education and experience; 6, hope 7, other skills and expertise; need to explain the contentWe develop recruitment plan content: 1, the number of employed staff and to be hiring rate needed. 2, the time interval between candidates and employment. 3. Employment standard. 4. Source of employment. 5, recruitment cost calculation.The recruitment cost: 1, 2, personnel costs, operating expenses. 3, enterprise general management fee.The classification of recruitment methods: 1, commissioned by the various labor employment mechanism 2, self employmentThe process of test and interview that: 1, to organize all kinds of examinations and tests. 2, finally determine the candidates to participate in the interview, release interview notice and preparation work before the interview. 3, the implementation of the interview process. 4. Analysis and evaluation ofinterview results. 5, determine the final results of personnel recruitment, if necessary for physical examination. 6. Feedback of interview results. 7, interview data archiving.The content of pre job training for employed personnel: 1. Familiar with the work content, nature, responsibility, authority, interests and norms. 2. Understand the corporate culture, policies and regulations. 3, familiar with the enterprise environment, job environment, personnel environment. 4. Familiar with the work flow and skills.Three, performance appraisalPerformance appraisal: from the connotation, it is to evaluate the status of people and their work, and to evaluate the relative value or contribution degree of people in the organization through the evaluation of human's work results. From the point of view of extension, it is purposeful, organized to observe, record, analyze and evaluate the people in daily work. Among them:The performance appraisal significance: 1, from the business objectives of the evaluation, and makes the personnel management evaluation and evaluation after treatment contribute to the achievement of business objectives. 2, as an integral part of the personnel management system, the use of a system of institutional norms, procedures and methods for evaluation. 3, the organization members in the daily work reflected in the work ability, work attitude and work performance, based on the fact based evaluation.The performance appraisal Objective: 1, performance assessment of employees. 2, establish effective performance appraisal system, procedures and methods. 3, all the staff of Achieve Inc, especially the management staff's recognition, understanding and operation of performance appraisal. 4, the promotion of performance appraisal system. 5, improve and enhance the overall performance of the company.The performance evaluation of the role: first, the company is 1, and the performance improvement. 2, staff training. 3, incentive. 4, personnel adjustment. 5, salary adjustment. 6, compare the results of the work with the objectives, and examine the performance of the staff. 7, performance comparison between employees.We charge 1, to help subordinates established occupation working relationship. 2, in order to explain the supervisor's expectations of subordinates. 3. Understanding subordinates' views on their responsibilities, objectives and tasks. 4 get the supervisor's opinion and suggestion to the company. 5. Provide managers with the opportunity to explain salary decisions to subordinates. 6. Explore the training and development needs and action plan of employees.The 1 for the employees, enhance mutual understanding of their responsibilities and objectives. 2, achievement and ability to get the boss's appreciation. 3. Get the opportunity to explain the difficulties and explain the misunderstanding. 4. Understand the implementation of policies related to yourself. 5, understand their future development. 6, get a sense of participation in the process of assessing work that has impacton you.The performance appraisal category: 1, 2, 3 annual assessment and regular assessment, special assessmentThe performance appraisal program is divided into: closed and open evaluation appraisalThe main evaluation index of the short-term performance evaluation are: the quality of written report 1, assessment action plan completion rate of 2, the 3 examination and interview and the evaluation results of 4, the superior and the attitude of the employee assessment and understanding of the role of. 5 fairness.The main index to evaluate the long-term effect of organizational performance: 1, 2, 3, the quality of the staff turnover rate of 4, the increase rate of employees of corporate identity.We give the attention of staff assessment feedback: 1, tentative 2, 3, 4 specific to listen to and respect the lower 5, comprehensive and constructive feedback 6 7, don't put too much emphasis on the employee's faults.Four, training and developmentTraining and development: the organization through learning, discipline, improve staff's ability, knowledge level and potential, maximize the individual quality and the working staff needs to match, to promote the staff present and futurework to improve the performance of. Among them:Definition: training is to train new employees or employees the skills they need to perform their work.The definition of development: development mainly refers to the management and development, all by imparting knowledge, ideas or improve skills to improve the current or future performance of the management activities.The main purpose of the training and development: 1, improve the level of performance, improve their working ability. 2. Enhance the adaptability and adaptability of an organization or an individual. 3, improve and enhance the organizational staff's identity and attribution to the organization.The characteristics of the training and development of the work of the enterprise: advanced recurrent ductility after training 2, 1, 3, the effect of training trainingThe analysis of training needs: long-term goals and short-term goals. It includes: 1. Human resource demand analysis of organization; 2; efficiency analysis of organization; 3. Analysis of organizational cultureThe personnel training needs analysis including: 1, the competence of personnel, quality and skills, according to the analysis of the 2 performanceTraining methods: 1, teaching method 2, operation demonstration method 3, case study method, etc.Five, salary and welfare managementThe definition of salary refers to the sum of various kinds of money and physical rewards provided by employees for the enterprises to provide labor. Among them:We formulate remuneration system steps: control and management of the compensation strategy 1, 2, 3, 4 of the salary survey, salary structure, salary design of 5 grade and 6 salary, salary systemThe definition of salary structure: refers to the organization of an enterprise in the position of relative value and the corresponding real pay is maintained between what kind of relationship.The factors influence the salary setting: the business nature and content, internal factors 1, 2 of enterprises, enterprise organization culture, enterprise ability to pay 3, 4 staff positions. Two, external factors 1, social consciousness 2, local living standards 3, national policies and regulations 4, human resources market situation.The job evaluation: job evaluation is a systematic review of the status of each position occupied in the internal wage structure in unit method.The job evaluation system, 1 principles: principle 2, practical principles, the principle of standardization, 3 4 level corresponds to the principle of optimization principle, 5,The five factors of job evaluation: 1, 2, 3 labor liability labor skills and labor Psychology 4, labor intensity and labor environment 5The index and classification of job evaluation: job evaluation consists of 24 indicators, according to the nature of the evaluation methods and index of the different, can be divided into: 1, evaluation index, namely labor skills and responsibility for labor and labor workers psychological index 2, 14 indexes, namely labor intensity and environment for a total of 10 indicators.The method of job evaluation are: 1, 2, 3 ranking classification, scoring 4, factor comparison methodThe post evaluation standard definition: refers to the uniform provisions for methods, the relevant departments of the post evaluation index and index system.Six, labor relationsLabor Relations: the social and economic relationship between workers and employers (including various enterprises, individual businesses, institutions, etc.) in the process of labor. Among them:The labor contract is: workers and employers to establish labor relations, defining the rights and obligations of the agreement.The labor contract: the principle of equality and voluntary, consensus.The invalid labor contract in violation of laws and administrative regulations of the labor contract is invalid and take a fraud, threats and other means of the labor contract labor contract.The definition of the probation period: refers to the selection period and agreed to not more than six months to understand each other, employers and workers.The labor contract with the terms conditions: 1 the contract term 2, work 3, labor protection and labor conditions 4, 5, 6 labor remuneration of labor discipline and termination of labor contract, liability for breach of contract 7.The classification of the labor contract term: fixed term, no fixed time limit to complete the work of a certain period.The labor contract changes: the process performance of the labor contract due to the change of the situation, the two parties through consultation, may amend or supplement of some provisions of the labor contract. The unchanged part continues to be valid.The termination of the labor contract definition: the termination condition of the expiration date of the labor contract or labor contract labor contract is terminated.The labor contract renewal: labor contract expires, the partiesmay renew the labor contract.The termination of the labor contract refers to the labor after the conclusion has not yet been fully met before, for some reason the labor contract one party or both parties in advance to interrupt legal act of labor relations.The definition of the collective contract, the collective contract is the Union (or employee representatives) on behalf of the workers and enterprises as labor remuneration, working conditions, the written agreement negotiations concluded.All the contents of the collective contract, labor conditions: 1 standard parts. 2. Transitional provisions. 3, the provisions of the collective contract text itself.The collective contract, the labor administrative department of the receipt of the text of the labor contract within fifteen days without objection, the collective contract shall take effect.The collective contract dispute: for collective consultation and collective contract dispute, the parties can be resolved through consultation, the parties may apply to the labor administrative department of labor dispute coordination mechanism put forward written negotiation process for processing; did not apply, the labor administrative department may deem necessary to coordinate treatment.The definition of labor disputes: refers to both parties due to the implementation of the right to work and fulfill labourobligations and disputes.The scope of the labor disputes: 1, dismissal, dismissal and resignation of employees, employee turnover and automatic dispute. 2. Disputes arising from the implementation of the relevant provisions of the State concerning wages, social insurance and welfare, training and labor protection. 3. Disputes arising from the performance of labor contracts. 4, the state organs, institutions and social organizations and the units to establish a labor contract relationship between employees, individual industrial and commercial households and workers, the dispute between the apprentice. 5. Other labor disputes dealt with in accordance with the provisions of the regulations on the handling of labor disputes by laws and regulations.The labor dispute handling mechanism: 1, the enterprise labor dispute mediation committee 2, labor arbitration committee and the people's court 3The labor dispute mediation committee: is the employer according to the provisions of the "labor law" and "labor dispute handling Regulations" in the internal institution, is specialized processing and the units of labor dispute organizations of the masses.The composition of the labor dispute mediation committee: 1, 2 representatives of the employees and employer representatives, 3 employer representatives of trade unions.The labor dispute arbitration committee, is a specializedagency to deal with labor disputes.The people's court is the judicial organs of the state, is also charged with the task of handling labor disputes.。