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人力资源 Literature Review of Interview

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Literature Review of Interview/Re-interview Designs1.IntroductionThe blood circulation of the enterpriseA management expert said,"If you want to know about an enterprise,you have to know about people therein"（Xu,1999）. In another word,the characteristics of the staff stand for the enterprise's. It is not difficult to understand that the enterprise is made up of organisations and management by people,which has no life,but it is also full of all kinds of people and the designed works ,ideas,policy,rules,finished goods and services.In the process of metabolism,blood play a very important role,which is responsible to translate oxygen to all organisations of the body and collect wastes at the same time. In an enterprise,the cash, equipments and facilities are the skeleton, muscle and other tissue organs of the body, however, managers and other staffs are the blood,who manage and operate enterprise's departments,give advices and suggestions and make full of all resources to achieve the goal--profit.An enterprise being lack of talents is like an anemia body,which can't afford hard work.,so it need to enrich the blood. As far as an enterprise,recruitment is a way to enrich the "blood". So how to select people become an important object for the managers of the enterprise.2.Development history and definition2.1. HistoryIn ancient China,"zhi ren" is the most simple way of talent assessment(Ma,2011). But talent assessment still is a new thing to the world,because the history of contemporary talent assessment is no more one hundred year,moreover,China has started since 1980's. The idea of talent assessment comes from the assessment to the people's psychological characteristics and ability,which thanks to the common application of the psychological assessment,making the evaluation of the staff more accurate. Exam is an important invention of China, just like a ruler,objectively measuring people's knowledge and talent. It get rid of the subjective emotion and the relative situation. The European way of selecting officials by exam is reference from Chinese Imperial examination.Recruitment is has a long history in China, the earliest recruitment can trace to Shang periods B.C. The king of Shang had hired the gentleman named Yin five times to help govern the country.To the Zhou dynasty, recruiting talents begin to form system, and the provision is "hire a brilliant, genty and virtuous people"in March every year. Three kingdoms period, Cao cao convene a meeting named " seek a virtuous talent" several times. the Ming dynasty yuanzhang zhu post "seek talent list" in every place and so on(Sun,2004). But recruitment as a scientific activities begins from the age of scientific management of Tylor ,from then on, recruitment had adifferent meaning of science.Robert L. Mathis (1988), think recruiting and selection is to choose the potential holder.R.Wayne Mondy (1993) believe that Recruitment is to attract qualified individuals timely and enough, and encourage them to apply to join in the process of the organization work.Eugene Mckenna and Nic Beech (1995) considered recruitment is looking for the right person for the right post at the right time, or recruitment is a planned handover way between the enterprise and internal or external human resources.James. Stone, (1999), think, recruitment is basing on the human resources management plan ,and establish adequate alternative talent pool, which can select qualified talents from.In George kovich and John w. 's book "human resources management",the definition is: recruitment is the process to confirm and attract a large mount of candidates , and select person who accept employment requirements from them.2.2. Definitionfrom the above ideas can see that, the meanings of recruitment have different expressions, but all have common idea: First, recruitment is the foundation of human resource management,which will be related to the survival and development of the organization,so enterprises want to win in the competition ,they must pay highattention to the members of the selected mode, which will affect organizational survival ability, adaptation ability and development ability; Next, recruitment is a process,including attract applicants to be applied, screened, employed and other links; Finally, enterprise should according to the position's requirements, the quality condition, enterprise human resources policies to select and recruitcandidates(Wang,2003).All above, we can express the meaning of recruitment and selection forthat:recruitment and selection is the process to show enterprise the needs to survive and develop,according to the human resource planning and analysis of personnel work quantity and qualifications requirements,and release the demand information to find and attract those who have the ability, and are interested in this enterprise ,and choose appropriate personnel to be employed through the scientific selection,who will be arranged to the needed post(Xiong,2003).The golden rule of the human resources recruitment is the matchingprinciple.Matching principle refers to person's ability and the requirement of the ability can be completely matched,their corresponding make the person's ability play well,and finish the task at best.its core element is: the best may not match, the match is the optimal choice(Liao,2002). The goal of the recruitment is to successfully select and hire enterprise required talents, to achieve personnel and post effectively matching.Human resources recruitment is a complex, complete and continuous procedureprocess, it is a highly scientific, artistic work. It includes four stages :recruitment, screening, employment, and evaluation. Recruiting isthe several activities that enterprise in order to attract more and better candidates,including: recruitment plan, examination and approval of the recruitment information release, applicants apply for, etc.; Screening is the enterprise select the most suitable people for the position from the candidates, including: apply for the qualification examination, primary election, examination, interview, physical examination, personnel selection, etc.; Employment is the enterprise select the initial settlement, adaptability of personnel training, probation, formal employ, etc.; Evaluation is the evaluation on the whole enterprise recruitment activities benefit and the quality of personnel .3.Differences between countriesBecause the countries social system, the level of economic development, technology development level, national culture, values, and other aspects are different, the recruitment and selection work is also different(Liang,2008).3.1. JapanJapan as a Oriental nation, and its culture are mainly from three aspects: the nation's Shinto, Chinese Buddhism, China's Confucian culture, etc. These culture idea have influence on the enterprise culture. General speaking, the Japanese enterprise culture mainly has these idea like "business is education", pay attention to local culture construction, look "people" as the center, respect and trust staffs characteristics. These characteristics and has great influence on human resources recruitment andselection work. Japanese enterprise traditional human resources recruitment and selection basically has the following characteristics: Internal adjustment is an important way of human resources; Main recruitment channel is the campus recruitment; Enterprise value recruitment of the school students. After the 1990 s, Japanese enterprise human resources management has changed greatly, the biggest characteristic recruitment and selection is the diversity of the recruitment channels, main show is:(1) Midway selection is paid attention to , and some enterprise beginning to use "dig corner" way. (2) Regular contracting personnel becomes very popular, and mainly sign labor contract for 3-5 years, and hiring people who develop specialized knowledge and skills in specific industries, specific field become a hiring form. (3) Timing work system becomes increasingly common. (3) Ability socialist begins popularity.3.2. AmericaThe United States is a immigrant nation of, and its enterprise culture is with a typical western enterprise culture colour, main show is: individualism, heroism and rationalism. These properties determine the characteristics of enterprise human resources recruitment and selection work: (1) the human resources added channel mainly is the external labor market. (2) recruitment and selection bases on the "free employment system " , the human resources flow is more frequent. (3) recruitment and selection attachs importance to candidates ability. (4) scientific job analysis is the premise of the recruitment and selection.3.3. SingaporeAs a island nation lacking of natural resources , Singapore pay much attention to the development of human resources and management work. Enterprise human resources development and management has no fixed mode, on the one hand, many enterprise merge with some western companies especially like Britain, the United States and eastern countries such as Japan company common management mode,at the same time, as a country has a large mount of chinese population , management absorb Chinese customs,on the other hand, their national conditions and human feelings, culture form an unique method of human resource management. Features in the recruitment and selection are:(1) pay attention to attract overseas talents. On the one hand, attract overseas talent through the provide favorable treatment and services, on the other hand ,attract foreign students by hosting many schools and provide them with many convenient. (2) the main sources of enterprise human resources is the open recruitment and good university graduates.3.4. Europein Europe, recruitment is influenced by the legal environment in a great extent.Recruitment mainly comes from the enterprise internal. A study shows that two-thirds of European enterprise recruit only 30% from the outside for a senior manager. When select applicants, enterprise pay more attention to psychology application and ways to interview. In addition, recruitment policy form multi-layered characteristics.4.New trend of recruitingWith all kinds of scientific methods and the introduction of advanced technology,recruitment in the human resources management even the whole enterprise management is in a strategic position, and some new trends appear like below(Li,2007):(1) Recruitment and retention work develop toward the direction of strategy.In the former days,the recruitment and employment are always statistics after the event, and now more is the forecast, especially in the strategic human resource management,enterprise more and more need recruit personnel who support strategic development target , so human resources management strategic level pay more attention to the long-term human resource planning.(2) Computer and other new techniques are apply to the recruitment more generally.Before the recruitment of the position analysis and employment plan work, enterprises use a increasing number of computers. Some enterprises use computers to develop their own personnel demand system. In recruitment stage, using computer database and the Internet for recruitment advertising and selecting applicants becomes very general, which greatly improve the working efficiency. In the selection process of the measurement, many of the early works can be accomplished by a computer. In addition, psychology, handwriting learning, honesty test and other new technologies also are recognized, even have obtained the certain effects.(3) All professional departments participate in recruitment.Original recruitment general managed by the personnel department,which provide comprehensive services from the beginning to the end. With all the functional andprofessional departments involved in recruiting and selection process, human resources management department change duties to provide support to other department , it can make a reasonable and effective implementation of the corresponding recruitment plan. At the same time liberate from the routine hiring work , devote into more meaningful screening and employment works.(4) Recruitment and selecting are on the expansion trend.Many of the original work belong to adaptive training stage ,but now advance to the recruitment and selection stages.For example ,in recruitment, enterprise often let applicants fully understand the enterprise working environment, enterprise culture, and the advantages and disadvantages of applying position in the beginning. This, in fact, have begun a certain of adaptive trainings. Such doing can give candidates a self screening opportunity, reduce the workload of recruiters, and avoid employees being frustrated because of high fantasy . The final significance is to avoid faulty employment .(5) Employment work get more and more attention.As human resources are input system, hiring people the situation, directly determine the training and development work situation, work performance, the harmonious labor relations degree. In addition, recruitment and selection involves advertising, promotion and wide public communication, relates directly to enterprises their own image problems.(6) higher request on the quality of the interviewer.Enterprise pay high attention to the employment and seek for the high qualityworkers, and screening test technology is complicated ,which all require interviewer have good quality and a wider range of knowledge. Candidates should not only know the human resources management knowledge, but also have quite a bit of research on sociology, psychology, statistics, and so on . Only when the interviewer himself(herself) is a talent, he (she) can bring more talents in the enterprise.5.Main recruitment channel and development trend5.1. ChannelEnterprise recruitment channel mainly have internal recruitment and external recruitment. Internal recruitment is refer that enterprise transfer the information existing vacant positions to employees , attract qualified employees to apply for, or invite the person who fit for the job(Paul J.Taylor,2006). The main sources of internal organization are: ascension, rotation, personnel restart and to hire again. External recruitment is the process to obtain human resources for external solicitation applicants,which is according to the needs of the development of their own organizations,and enterprise post information to the outside , and the applicants receive the test, evaluation, and a period of time trial. External recruitment methods include staff recruitment, advertising recruitment, campus recruitment, network recruitment, outsourcing, characteristic recruitment etc.5.2. TrendRecruitment methods presents following trends: (1) lower the costs, improve efficiency, save energy, and a lot of enterprises that are growing cost conscious have started to recruit by agent(Li,2007). In general, the human resource service companyor large headhunting company have the strength and have their own advisers, expert teams. Its information coverage is large, and it chooses direction accurately reducing the risk of recruitment for enterprise recessive operation. They play the competent "matchmaker" roles, even the traditional methods of recruitment can not be incomparable with.(2) With the development of the Internet, network recruitment is chased after by more and more enterprises , and will become the future development trend of the recruitment.(3) Enterprise decideds to recruitment list only according to a written resume ,which kind of way is too hasty, so many enterprises have gradually accept a phone interview before the formal recruitment as a necessary step. (4) Video recruitment in our country at present is in the initial period, and it compared with other methods of recruitment has huge advantages and potential, becoming the main methods of recruitment. video recruitment could not only save cost, improve efficiency, but also can eliminate the stage fright psychology, thus it is more advantageous to the communication. Compared with the telephone recruitment, the authenticity of the video recruiting is more strong, through which employer can observe applicants manners and specific environment.6.Personnel selection and evaluation methodpersonnel selection and evaluation system of recruitment is a technical job, involves sociology, management, psychology, statistics and other different subjects, enterprise must make use of various disciplines, theory, method and technology to test applicants comprehensively and objectively,which is a very difficult task.At the same time, It lays the foundation of the development of the enterprise reserves, improvingprofitability, reducing costs and so on(Robert D. Gatewood ,2006). Commonly used for the selection of evaluation method include: interview, psychological tests ,evaluation center, paper and pencil tests, etc.6.1. Interviewinterview is the most main tool of the enterprise personnel recruiting, selection at present,and it is the most traditional and frequent personnel selection method. Interview is divided into different categories from different aspect, Liao,QuanWen in his book "recruitment and employment "(2002),divides interview into four aspects:First,according to the structure,interview is divided into unstructured interview, structured and semi-structured interview interview. Second, based on an interview organization way,which is divided into one-on-one interviews, series type interview, group interview and collective interview. Third, according to the purpose of the interview,which can be divided into pressure type interview and the no pressure type interview. Finally,according to the content of the interview,which can be divided scene of interview, position back interview, behavior description interview and mental interview. Liao,QuanWen and Li,YuanXun(2006) in their book "E-interview methods" according to the interview medium, divided interview into four categories:First, common interview (by no means, hereinafter referred to N interview), that is, without the help of any media , both sides are in the same interview room; Second, video phone interview (by telephone, hereinafter referred to T interview), which both sides interview via video phone ; Third, network (electronic) interview (by Internet or electronic, hereinafter referred to E interview), which interview are through thenetwork ; Fourth, other interview (by others, hereinafter referred to 0 interview), namely to other interview forms removing three kinds of interview forms above , such as interview through the closed circuit television equipment.With E interview developing , the site will be more focused, and users will be increasing, so as to form the virtuous cycle, and ultimately become the new trend of development of the interview(Li,2006).6.2. psychological testsPsychological tests deduce some fields of intrinsic psychological behavior and the qualities by evaluating a few person's behavior . In 1905, France psychologist A.Binet and Doctor Simon make the world's first intelligence test on the basis of C.Spearman intelligence theory . Since then, psychological tests began booming from the ability measure to nature, character, interests, values, interpersonal relationship, emotional and psychological motivation etc.The most famous methods have Wechsler intelligence scale, Raven's Standard Progressive Matrices (SPM), California psychological inventory(CPI), Cattell the Sixteen Personality Pactor Text or Questionnaire(16PF), and Holland V ocational Preference Inventory, etc(Jia,2006). Holland V ocational Preference Inventory is based on his career-personality matching theory and divided into four parts: what activities you're interested in , what activities you are good at or competent, what you like and the comment on your career . He think that most people can be divided into six professional interest types: real type, research, art type, social type, entrepreneurial type and the conventional type.6.3. Assessment CenterThe earliest origins assessment center can be traced back to the 1930 s, since some of the German military psychologist selected the potential commander military. Later countries such as Britain subsequently emulated, the United States strategic CIA have used assessment center method select and evaluat spys and officers during the second world war(Fan,2005).Evaluation center comprehensively uses various evaluation technology, including personality test, ability test and psychological test , also including interview method, but the most outstanding characteristic is that it uses the scene simulation analysis to assess and inspect the specific behavior. Mainly have In - Basket Test , simulation interview, role playing, Leaderless Group Discussion (LGD), extemporaneous speech, case discussion and the management of the game.6.4. Pencil and paper testspeople were asked to write down your answers on the paper, according to the test items,through which employers can understand the psychological activity of the employees.Pencil and paper tests in recruitment play a significant role, especially in large-scale recruitment, the paper-pencil test is often used for primary selection, it can quickly understand the basic situation of the employees clearly.Paper-pencil test is an important level of education tools to evaluate candidates .This method can effectively measure with the candidate's basic knowledge, expertise, management expertise, comprehensive analysis, logical reasoning ability and writing skills etc.7. Significance of the effective HR recruitmentEffective human resource recruitment can provide endless energy. The effectiveimplementation of the recruitment of human resources management has very important implicationsnot only for itself but for the entire enterprise :(1) Ensure the quality of recruitment and improve their core competitiveness. High-quality front-line staff ensure high quality products and services; high-quality technical personnel ensure the business plan developed by the efficient and orderly operation. (2) Reduce employment cost, improve the working efficiency of the recruitment,including direct costs, replacement cost and opportunity cost.(3) Infuse new vitality and strengthen business innovation. Through recruitment,enterprise configure a new staff position to bring into the new management ideas and new modes, and also may impel the enterprise system innovation, management innovation and technological innovation.(4) Expand the enterprise visibility and establish a good corporate image. Recruitment involves a wide range, through the display of corporate power, favorable conditions for recruitment of proposed corporate philosophy reflects respect for talent, recruiters and others have demonstrated good quality help establish a good corporate image.(5) Reduce turnover and enhance internal cohesion. Enterprises can choose staffs from a number of candidates who have the common development goals and are willing to co-develop; On the other hand, candidates can learn more about the companies and job, and decide whether to join the enterprise according to their abilities, interests and development goals . (6) Enhance rational flow of human resources and improve the level of human resource potential. Survey shows that, the staff in the same post about eight years, easy to be tired, and the rational flow of employees will accept pressure and challenges of new jobs , and stimulate employees' internal potential(RobertWood,2005).Although the company attaches great importance to recruitment, the theory of recruitment, techniques and methods , but how effective and efficient recruit, and how to recruit the right employees excellently in time, the majority of recruiters, there is still a very challenging task .Based on the above reasons, the enterprise should make use of employee recruitment theory, combined with the concrete practice and ensure recruitment needs through the research and analysis of the problems existing in the bine the different methods of recruitment ,selection and evaluation for different vacancies to select the appropriate recruitment channels.Then forms a standard operational recruitment plan,which causes the enterprise the recruitment employment institutionalization. And won the talent for enterprise development and provide personnel protection, which undoubtedly has great significance on the company,also on the enterprises in our country which are facing with the similar problem.8.ReferenceHong Fan , Weibin Han .构建基于胜任力模型的评价中心[J]．HR Management，2005, PP. 10；110-111．Quanwen Liao . Recruitment and retention [M] .Beijing:中国人民大学出版社，2002：pp.4-6.Quanwen Liao , Yuanxun Li . E面试方法刍议[[J]．Development Technology，2006，pp.55-56．Yuanxun Li .招聘方式之四大趋势[J]．Revolution，2007,11：pp.45-46．Weimin Sun . Recruitment and selection [M] .Shandong:山东人民出版社，2004：pp.40-47，303-424．Zhiming Wu ．招聘与选拔实务手册[M]. Beijing：机械工业出版社, 2006: pp.151-219.Chaoqun Xiong .人才甄选与招聘实务[M]．Guangdong：广东经济出版社，2003：149－152.Zhichao Xu , Boli Zhen . 招贤纳才-现代招聘面谈手册[M] .Chengdu:西南财经大学出版社，1999: pp.1-5.X iaoming Zhen.人才测评实务[M]．Beijing：机械工业出版社, 2005：pp.147-166．Paul J.Taylor, Michael P.O’Driscoll．Structured Employment Interview ［M］．Beijing：中国轻工业出版社，2006: pp.73-88．Robert D.Gatewood, Hubert S.Feird．Human Resource Selection［M］．Beijing：清华大学出版社，pp.520-531．Robert Wood, Tim petency-Based Recruitment and Selection [M]. Guangdong:汕头大学出版社，2005：pp.14-23.。

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人力资源管理英语词汇

人力资源管理英语词汇

人力资源词汇16PF 卡特尔16种人格因素测试360-degree appraisal 360度评估360-degree feedback 360度反馈7S 7S原则/模型New 7S 新7S原则/模型80/20 principle 80/20法则AAR-After Action Review 行动后学习机制Ability Test 能力测试Ability of Manager 管理者的能力Absence Management 缺勤管理Absence rate 缺勤率Absent with leave 因故缺勤（被）许可缺勤Absent without Leave 无故缺勤擅离职守Absenteeism 缺勤Accelerating Premium 累进奖金制Accident Frequency 事故频率Accident Insurance 意外伤害保险Accident Investigation 事故调查Accident Loss 事故损失Accident Prevention 事故预防Accident Proneness 事故（频发）倾向Accident Severity 事故严重程度Accident Severity Rate 事故严重率Accident Work Injury 工伤事故Achievement Need 成就需求Achievement Test 成就测试Action Learning 行动（为）学习法Action Research 行动研究Active Practice 自动实习Adjourning 解散期解散阶段Administer 管理者Administrative Level 管理层次Administrative Line 直线式管理ADR-Alternative Dispute Resolution 建设性争议解决方法Adventure learning 探险学习法Adverse Impact 负面影响Advertisement Recruiting 广告招聘Affective Commitment 情感认同Affiliation Need 归属需求Affirmative Action 反优先雇佣行动Age Composition 年龄结构Age Discrimination 年龄歧视Age Retirement 因龄退休Agreement Content 协议内容ALIEDIM 费茨帕特里克出勤管理模型Allowance 津贴Alternative Ranking Method 交替排序法Amoeba Management 变形虫式管理Analytic Approach 分析法Annual Bonus 年终分红Annual Leave 年假Annuity/Pension 退休金Applicant-Initiated Recruitment 自荐式招聘Application Blank 申请表Appraisal Feedback 考评反馈Appraisal Interview 考评面谈Appraisal Standardization 考评标准化Appraiser Training 考评者培训Apprenticeship Training 学徒式培训Arbitration/Mediation 仲裁Assessment Center 评价中心ATS-Applicant Tracking System 求职跟踪系统Attendance 考勤Attendance Incentive Plan 参与式激励计划Attendance Rate 出勤率Attitude Survey 态度调查Attribution Theory 归因理论Audiovisual Instruction 视听教学Authority 职权Availability Analysis 可获性分析Availability Forecast 供给预测Background Investigation 背景调查Balance-Sheet Approach 决算表平衡法Bargaining Issue 谈判问题BARS-Behaviorally Anchored Rating Scale Method 行为锚定等级法Basic Skill 基础技能Behavior Modeling 行为模拟Behavior Modification 行为矫正疗法Behavioral Description Interview 工作方式介绍面试Behavioral Rating 工作方式考核法BEI-behavior event interview 行为事件访谈法Benchmark Job 基准职位Benchmarking Management 标杆管理Benefit Plan 福利计划Benefit/Welfare 福利BFOQ-Bona Fide Occupational Qualification 实际职业资格Biological Approach 生物型工作设计法Board Interview 会议型面试BOS-Behavior Observation Scale 行为观察量表Borter-Lawler's theory of Expectency 波特—劳勒期望激励理论Bottom-Line Concept 底线概念Boundaryless Organizational Structure 无疆界组织结构Bounded Rationality 有限理性Brainstorm Ideas 头脑风暴法Broadbanding Pay Structure 扁平薪资结构BSC-balanced scorecard 平衡计分卡Burnout 精力耗尽Business Necessity 经营上的必要性Cafeteria-Style Benefit 自助式福利CAI-Computer-assisted Instruction 电脑辅助指导Campus Recruiting 校园招聘Candidate-Order Error 侯选人次序错误Career Anchors 职业锚/职业动机Career Counseling 职业咨询Career Curve 职业曲线Career Cycle 职业周期Career Development Method 职业发展方法Career Path 职业途径Career Path Information 职业途径信息Career Planning 职业规划career plateau 职业高原Career Stage 职业阶段Career Training 专业训练职业训练Career-Long Employment 终身雇佣制Case Studay Training Method 案例研究培训法CBT-Computer Based Training 以计算机为载体的培训Central Tendency 居中趋势CIPP-Context,Input,Process,Product CIPP 评估模型CIRO-Context Evaluation,Input Valuation,Reaction Evaluation,Output Evaluation CIRO 培训评估模式CIT-Critical Incident Technique 关键事件技术Classification Method 分类法Classroom Training 课堂培训Closed Shop 闭门企业CMI-Computer-managed Instruction 电脑管理指导Coaching 辅导教练Co-Determination 共同决策制Coercive Power 强制权力Cognitive Aptitude Test 认知能力测试Cohesiveness 凝聚力Colleague Appraisal 同事考评Collective Bargaining 劳资谈判Comparable Worth 可比价值Comparative Appraisal Method 比较评估法Compensable Factor 报酬要素Compensation & Benefit 薪酬福利Compensation Committee 报酬委员会Compensatory Time Off 补假Competence-Based Interview 基于能力的面试Competency Assessment 能力评估Competency 胜任特征Competency Model 胜任特征模型Competency-Based Education and Training 能力本位教育与训练Competency-Based Pay/Skill-Based Pay 技能工资Complex 情结Compressed Workweek 压缩工作周Compulsory Binding Arbitration 强制性仲裁Computerized Career Progression System 电脑化职业生涯行进系统Computerized Forecast 电脑化预测Conceptual Skill 概念性技能Conciliation 调解Concurrent Validity 同期正当性Conference Method 会议方法Conflict 冲突Conflict Management 冲突管理Construct Validity 结构效度Constructive Discharge 事实上的解雇Content Validity 内容效度Contractual Right 契约性权利Contrast Error 比较性错误Contributory Plan 须付费的退休金计划Coordination Training 合作培训Copayment 共同付费Core Competency 核心竞争力Core Value 核心价值观Core Worker 核心员工Core Workforce 核心工作团队Corporate Culture 企业文化Corporate Identity 企业识别Corporate Image 企业形象Correlation Analysis 相关分析Cost Per Hire 单位招聘成本Criterion-Related Validity 标准关联效度Critical Job Dimension 关键性工作因子Cross-Functional Training 跨功能训练Cross-Training 岗位轮换培训Culture Shock 文化冲突Cumulative Trauma Disorder 累积性工伤Cutoff Score 录用分数线Cyclical Variation 循环变动Decertification 取消认可Defined Benefit Plan 固定收益制Delphi Analysis 德尔菲分析Deutero Learning 再学习Differential Piece Rate 差额计件工资Dimission 离职Dimission Interview 离职面谈Dimission Rate 离职率Disciplinary Action 纪律处分Discriminant Analysis 判别分析dismissal reason 解雇理由disparate impact 差别性影响disparate treatment 差别性对待distribute bonus/profit sharing 分红distributive bargaining 分配式谈判distributive justice 分配公正diversity management 多样性管理diversity training 多样化培训division structure 事业部结构Double-Loop Learning 双环学习Downsizing 裁员DTL-Decision Tree Induction 决策树归纳法Dual Career Path 双重职业途径dust hazard 粉尘危害EAP-Employee Assistance Program 员工帮助计划Early Retirement 提前退休Early Retirement Factor 提前退休因素Early Retirement Window 提前退休窗口Earnings 薪资Economic Strike 经济罢工Education 学历Education Subsidy 教育津贴EEO-Equal Employment Opportunity 公平就业机会EEOC-Equal Employment Opportunity Commission 公平就业机会委员会Effect Factors of Career Planning 职业规划影响因素Effect Factors of Development 开发影响因素Effective Coaching Technique 有效的训练方法Effective Working Hour 有效工时Efficiency of Labor 劳动效率Efficiency Wage 效率工资Ego-Involvement 自我投入E-Learning 网络化学习Election Campaign 选举活动Electronic Meeting 电子会议Emotional Appeal 感召力Employee Attitude Surveys 员工态度调查Employee Career Management 员工职业生涯管理Employee Consultation Services 员工咨询服务Employee Equity 员工公平Employee Leasing 员工租借Employee Involvement 员工参与Employee Manual 员工手册Employee Orientation 员工向导Employee Ownership 员工所有制Employee Polygraph Protection Act 《雇员测谎保护法案》[美] Employee Potential 员工潜能Employee Referral 在职员工推荐Employee Retirement Income Security Act 《职工退休收入保障法》[美] Employee Safety and Health 员工安全和健康Employee Security 员工安全Employee Security Measures 员工安全措施Employee Self-Service 员工自助服务Employee Services Benefits 员工服务福利Employee Skill 员工技能Employee Stock Ownership Trust 企业员工持股信托Employee Surplus 员工过剩Employee Survey 员工测评Employee Training Method 员工培训方法Employee Turnover 员工流动Employee Turnover Rate 员工流动率Employee Under Training 受训员工Employee-Centered Job Redesign 以员工为中心的工作再设计Employees Bonus 雇员红利Employer Unfair Labor Practices 雇主不当劳动行为Employment 雇用Employment Agency 职业介绍所Employment Application Form 应聘申请表Employment at will 自由就业Employment Consultant 招聘顾问Employment Contract Renewal 雇用合同续签Employment Diseases 职业病Employment History 工作经历Employment Objective 应聘职位Employment Offer/Enrollment 录用Employment Relationship 员工关系Employment Separation Certificate 离职证明书Empowerment 激励自主Entitlement 授权法EQ-Emotional Quotient 情感智商EPA-Equal Pay Act 《平等工资法案》Equal Pay For Equal Work 同工同酬Equity Theory 公平理论E-Recruit 网络招聘ERG theory ERG 理论ERM-Employee Relationship Management 员工关系管理ERP-Enterprise Resource Planning 企业资源计划ESOP-Employee Stock Ownership Plan 员工持股计划Essay Method 叙述法ETS-Environmental Tobacco Smoke 工作场所吸烟问题E-Survey 电子调查Evaluation Criterion 评价标准Excellent Leader 优秀领导Executive Ability 执行力Executive Compensation 管理层薪资水平Executive Development Program 主管发展计划Executive Director 执行董事Executive Management 行政管理Executive Marketing Director 市场执行总监Executive Recruiters 高级猎头公司Executive Salaries 管理层工资Exempt Employee 豁免员工Exit Interview 离职面谈Expectancy Theory 期望理论Expectation 期望值Expected Salary 期望薪水Experimental Method 实验法Experimental Research 试验调查Expiry of Employment 雇用期满Exploit of HR 人力资源开发External Costs 外部成本External Employment 外部招聘External Environment of HR 人力资源外部环境External Equity 外部公平External Labor Supply 外部劳力供应External Recruiting Sources 外部招聘来源External Recruitment Environment 外部招聘环境Extra Work 加班Extrinsic Rewards 外部奖励Face Validity 表面效度Factor Comparison Method因素比较法Fair Labor Standards Act 《公平劳动标准法案》Family and Medical Leave Act 《家庭和医疗假期条例》[美] Fiedler Contingency Model 费德勒的权变模型First Impression Effect 初次印象效应Five-Day Workweek 每周五天工作制Fixed Term Appointment 固定期聘用Fixed Term Contract 固定任期合同Fixed Term Staff 固定期合同工FJA-Functional Job Analysis 功能性工作分析法Flat Organizational Structure 扁平化组织结构Flex Place 弹性工作地点Flex Plan 弹性工作计划flex time 弹性工作时间Flexible Benefits Program 弹性福利计划Forced Distribution Method 强制分配法Forced-Choice Method 强迫性选择法Formal Organization 正式组织Front-Line Manager 基层管理人员Full-Time 全职Function 职能Function of HRM 人力资源管理职能Functional Conflict Theory 冲突功能理论Functional Department 职能部门Funeral Leave 丧假Fundamental Attribution Error 基本归因误差Gain-Sharing Plan 收益分享计划Gang Boss 领班/小组长Gantt Charts 甘特图GATB-General Aptitude Test Battery 普通能力倾向成套测验General Union 总工会Given Role Playing 角色定位演示法Glass Ceiling 玻璃天花板Goal Conflict 目标冲突GOJA-Guidelines Oriented Job Analysis 指导性工作分析Golden Handshake 黄金握别Golden Parachute 黄金降落伞Graphic Rating Scale 图尺度评价法Grievance Mediation 抱怨调解Grievance Procedure 抱怨程序Gross Pay/Total Payroll 工资总额Group Appraisal 小组评价Group/Team Bonus 团体/小组奖金Group Congeniality/Cohesiveness 群体凝集力Group Life Insurance 团体人寿保险Group Pension Plan 团体退休金计划Group Piece Work 集体计件制Guaranteed Employment Offer 雇用信H·C·Gantt Premium System 甘特奖励工资制H·Emerson Premium System 艾末生奖励工资制Halo Effect 晕轮效应Halseys Premium System 哈尔赛奖励工资制Handwriting Analysis 笔迹分析法Headhunting 猎头Health Insurance 健康保险H-Form/Holding Company H 型结构Hierarchy of Needs Theory 需要层次理论High Performance Organization 高绩效组织High-Performance Work System 高绩效工作系统HMO-Health Maintenance Organization 健康维护组织Holiday Pay 假日薪水Home/Family Leave 探亲假Horizontal Career Path 横向职业途径Hot Stove Rule 热炉规则Housing/Rental Allowance 住房补贴HR Generalist 人力资源通才HR Information System 人力资源信息系统HR Manager 人力资源经理HR Officer 人力资源主任HR Policy 人力资源政策HRCI-Human Resource Certification Institute 人力资源认证机构HRD Appraisal 人力资源开发评价HRD Intermediary 人力资源开发媒介HRD Process 人力资源开发过程HRD-Human Resource Development 人力资源开发HRM-Human Resource Management 人力资源管理HRP-Human Resource Planning 人力资源规划Human Relations Movement 人际关系运动Hygiene Factor 保健因素Hypnosis 催眠Ill-Health Retirement 病退In-Basket Training 篮中训练Incentive Compensation/Reward Payment/Premium 奖金Incentive Plan 激励计划Incentive-Suggestion System 奖励建议制度Incident Process 事件处理法Independent Contractor 合同工Indirect Financial Compensation 间接经济报酬Individual Incentive Plan 个人奖金方案Individual Income Tax 个人所得税Individual Interview 个别谈话Individual Retirement Account 个人退休账户Industrial Injury Compensation 工伤补偿Industrial Union 产业工会Informal Communication 非正式沟通Informal Organization 非正式组织In-House Training 在公司内的培训Initial Interview 初试Insurance Benefit 保险福利Internal Environment of HR 人力资源内部环境Internal Equity 内部公平Internal Growth Strategy 内部成长战略Internal Job Posting 内部职位公开招聘Internal Recruitment 内部招聘Internal Recruitment Environment 内部招聘环境Interpersonal Skill 人际交往能力Interview Appraisal 面谈考评Interview Content 面试内容Interview Method 访谈法Interview Objective 面试目标Interview Planning List 面试计划表Intrinsic Reward 内在奖励Jack Welch's Management 韦尔奇式管理JAS-Job Analysis Schedule 工作分析计划表Job 工作、职业Job Account 工作统计Job Action 变相罢工(如怠工、放慢速度等) Job Aid 工作辅助Job Assignment 工作分配Job Analysis 工作分析Job Analysis Formula 工作分析公式Job Analysis Methods 工作分析方法Job Analysis Information 工作分析信息Job Analysis Process 工作分析流程JAP-Job Analysis Program 工作分析程序法Job Attitude 工作态度Job Bidding 竞争上岗Job Card 工作单Job Characteristic 工作因素Job Characteristics Model 工作特性模式Job Classification 职位分类Job Clinic 职业问题咨询所Job Code 工作编号，职位编号Job Context 工作背景Job Description 职位描述，工作说明Job Design 工作设计Job Enlargement 工作扩大化Job Enrichment 工作丰富化Job Evaluation 工作评估Job-Family 工作群Job Identification 工作识别Job Involvement 工作投入Job Inventory 工作测量表Job Knowledge Test 业务知识测试Job Morale 工作情绪Job Performance 工作表现Job Plan 工作计划Job Posting 公开招聘Job Pricing 工作定价Job Qualification and Restriction 工作任职条件和资格Job Redesign 工作再设计Job Rotation 工作轮换Job Satisfaction 工作满意度Job Security 工作安全感Job Scope 工作范围Job Sharing 临时性工作分担Job Specialization 工作专业化Job Specification 工作要求细则Job Standard 工作标准Job Stress 工作压力Job Surrounding 工作环境Job Time Card 工作时间卡Job Vacancy 职业空缺，岗位空缺Job-hop 跳槽频繁者Job-posting system 工作告示系统JTPA-Job Training Partnership Act 《职业培训协作法》J·S·Adams Equity Theory 亚当斯的公平理论Junior Board 初级董事会Johari Window 约哈瑞窗户Just Cause 正当理由Karoshi 过劳死Keogh Plan 基欧计划KPI-key Process Indication 企业关键业绩指标Kirkpatrick's Four-level Model of Evaluation 四阶层评估模型Knowledge Database 知识数据库Knowledge Management 知识管理KSA－knowledge ,skill, attitude 知识，技能，态度Labor Clause 劳工协议条款Labor Condition 劳动条件Labor Contract 劳动合同，雇佣合同Labor Contract Renewal 劳动合同续签Labor Cost 劳动成本Labor Demand Forecast 劳动力需求预测Labor Discipline 劳动纪律Labor Dispute 劳动纠纷Labor Exchange/Employment Agency 职业介绍所Labor Handbook 劳动手册Labor Insurance 劳保Labor Laws 劳动法Labor Management Relations Act 《劳动关系法》Labor Market 劳动力市场Labor Protection 劳动保护Labor Rate Variance 工资率差异Labor Redundance 劳动力过剩Labor Relation 劳动关系Labor Relation Consultant 劳工关系顾问Labor Relations Process 劳工关系进程Labor Reserve 劳动力储备Labor Shortage 劳动力短缺Labor Stability Index 人力稳定指数Labor Wastage Index 人力耗损指数Labor/Trade Union 工会Labor/Working Hour 人工工时Labor-Management 劳动管理Lateral Communication 横向沟通Lateral Thinking 横向思维Layoff 临时解雇Layoff Process 临时解雇程序Leader Attach Training 领导者匹配训练Leaderless Group Discussion 无领导小组讨论法Leader-Member Exchange Theory 领导者-成员交换理论Leader-Member Relation 上下级关系Leader-Participation Model 领导参与模式Leadership 领导能力Learning Curve 学习曲线Learning Organization 学习型组织Learning Performance Test 学习绩效测试Legitimate Power 合法权力Level-to-Level Administration 分级管理Life Cycle Theory of Leadership 领导生命周期理论Life Insurance 人寿保险Likes and Dislikes Survey 好恶调查表Limitation Factors of PA 考评的限制因素Line Manager 直线经理Line Authority 直线职权Line-Staff Relationship 直线参谋关系Line Structure 直线结构Loaned Personnel 借调人员Lockout 停工闭厂Locus of Control 内外控倾向Long Term Trend 长期趋势Long-Distance Education 远程教育Long-Range Strategy 长期策略Long-Term Contract 长期合同Lower Management 基层管理Lower-Order Need 低层次需求Lump Sum Bonus/Pay Incentive 绩效奖金Lump-Sum Merit Program 一次性总付绩效报酬计划Managed Care 有控制的医疗保健Management As Porpoise 海豚式管理Management Assessment Center 管理评价中心Management by Walking About 走动管理Management Development 管理层开发Management Development of IBM IBM 的管理层开发Management of Human Resource Development 人力资源开发管理Management Psychology 管理心理学Management Right 管理权Management Risk 管理风险Management Tool 管理工具Management Training 管理培训Managerial Art 管理艺术Managerial Authority 管理权威Managerial Function 管理职能Managerial Grid Theory 管理方格理论Mandated Benefit 强制性福利Mandatory Bargaining Issue 强制性谈判项目Marital Status 婚姻状况Market Price 市场工资Markov Analysis 马尔可夫分析过程Marriage Leave 婚假Massed Practice 集中练习集中学习Matrix Structure 矩阵结构MBO-Management By Objective 目标管理MBTI-Myers-Briggs Type Indicator 迈尔斯—布里格个性类型测量表Mc-Clelland's Theory of Needs 麦克里兰需要理论McDonnell-Douglas Test 麦当纳道格拉斯法Mechanistic Approach 机械型工作设计法Mediator/Negotiator 调解人Medical Insurance 医疗保险Medical/Physical Ability Inspection/Physical Ability Test 体检Membership Group 实属群体Mental Ability Test 逻辑思维测试Mentor 指导者Mentoring 辅导制Mentoring Function 指导功能Merit Pay 绩效工资Merit Raise 绩效加薪Metrics-Driven Staffing Model 标准驱动招聘模式Mid-Career Crisis Sub Stage 中期职业危机阶段Minimum Wage 最低工资Mission Installation Allowance 出差津贴Mixed-Standard Scale Method 多重标准尺度法Motivation 激励Motivational Approach 激励型工作设计法Motivational Factor 激励因素Motivational Pattern 激励方式Motivation-hygiene Theory 激励保健论MPS-Motivating Potential Score 激励潜能分数Multidivisional Structure M 型结构Multimedia Technology 多媒体技术Multiple Cutoff Model 多切点模式Multiple Hurdle Model 跨栏模式National Culture 民族文化National Union (国家)总工会Needs Assessment 需求评估Negligent Hiring 随意雇佣Nepotism 裙带关系Network Career Path 网状职业途径Networking 网络化（组织）NGT-Nominal Group Technique 群体决策法No Financial Compensation 非经济报酬Noncontributory Plan 非付费退休金计划Nondirective Interview 非定向面试Nondiscrimination Rule 非歧视性原则Nonexempt Employee 非豁免的员工Nonverbal Communication 非言语沟通No-Pay Study Leave 无薪进修假期Normal Retirement 正常退休Normative Analysis 规范分析法No-Smoking Rule 禁烟规定object teaching 实物教学,直观教学observation method 观察法occupational choice 职业选择occupational disease 职业病occupational environment 职业环境occupational guidance 职业指导,就业指导Occupational Health &Safety Training 职业安全与卫生培训occupational market condition 职业市场状况occupational mobility 职业流动性occupational outlook handbook 职业展望手册offer letter 录用通知书off-the-job training 脱产培训Ombudsperson 督察专员OMS-Occupational Measurement System 职业测定系统on boarding training 入职培训on-the-job training 在职培训open-door policy 门户开放政策opinion survey 意见调查organization 组织organization change and development 组织变革与发展organization character 组织特征organization design 组织设计organization development appraisal 组织发展评价organization development method 组织发展方法organization environment 组织环境organization goal 组织目标organization renewal 组织革新organization size 组织规模organization structure 组织结构organizational analysis 组织分析organizational authority 组织职权organizational career planning 组织职业规划organizational citizenship behavior 组织公民行为organizational climate 组织气候organizational commitment 组织认同感organizational diagnosis 组织诊断organizational function 组织职能organizational level 组织层次organizational merger 组织合并organizational orientation 组织定位organizational/job stress 组织/工作压力organization-centered career planning 以企业为中心的职业计划organized administration 组织管理orientation 岗前培训orientation objective 岗前培训目标orientation period 岗前培训阶段OSHA standard 美国职业安全与健康局/职业安全与健康法案标准out placement 岗外安置oversea assignment 海外工作overtime hour 加班工时overtime wage 加班工资overtime work 加班paired comparison method 配对比较法panel/group interview 小组面试PA-Performance Analysis 绩效分析Parkinson's Law 帕金森定律participant diary 现场工人日记participative management 参与式管理part-time job 兼职PAS-Performance Appraisal 绩效评估体系pattern bargaining 模式谈判patterned behavior description interview 模式化行为描述面试pay calculation 工资结算pay card 工资卡pay cheque/employee paycheck 工资支票pay compression 压缩工资Pay day 发薪日pay equity 报酬公平pay freeze 工资冻结pay grade 工资等级pay period 工资结算周期pay range 工资幅度pay rate 工资率pay rate adjustment 工资率调整pay secrecy 工资保密pay slip/envelop 工资单pay survey 薪酬调查pay/salary rate standard 工资率标准payroll system 工资管理系统Payroll tax 工资所得税payroll/wage analysis 工资分析payroll/wage form 工资形式payroll/wage fund 工资基金pension plan 退休金计划pension/retirement benefit 退休福利people-first value " 以人为本"的价值观perceptual-motor approach 知觉运动型工作设计法performance appraisal 绩效评估performance appraisal interview 绩效评估面谈performance appraisal objective 绩效评估目标performance appraisal period 考评期performance appraisal principle 绩效评估原则performance feedback 绩效反馈performance management system 绩效管理制度performance standard 绩效标准performance-reward relationship 绩效与报酬关系periodic salary adjustment 定期薪资调整permissive management 放任式管理personal character 个人性格,个性personal grievance 个人抱怨personal information record 人事档案personal leave 事假personality test 个性测试Personality-Job Fit Theory 性格与工作搭配理论personnel selection 选拔personnel test 人格测验品格测验Peter M. Senge's Theory of Learning Organization 彼德·圣吉的学习型组织理论physiological need 生理需要piece-rate system 计件工资制pink slip 解雇通知point method 因素计点法polygraph test 测谎测试position analysis questionnaire 职位分析问卷法position description 职位描述position vacant 招聘职位positional level 职位层次positional title 职称post wage system 岗位工资制power distance 权力距离practice 实习predictive validity 预测效度premium plan/incentive system/reward system 奖金制pre-natal/maternity leave 产假prescribed group 正式群体primary welfare 基本福利privacy right 隐私权prize contest 奖励竞争probationary term/probation period 试用期problem-solving team 问题解决团队procedural justice 过程正义process benchmarking 流程标杆管理professional certificate 职业资格证书professional competence/capacity 专业能力professional ethics 职业道德professional examination 专业考试professional liability insurance 职业责任保险professional manager 职业经理人profit-sharing plan 利润分享计划programmed instruction 程序教学projective personality test 人格投射测试promote/demote 晋升/降职protected group 受保护群体psychic reward 精神奖励psychoanalysis 心理分析psychological characteristic/feature 心理特征psychological contract 心理/精神契约psychological factor 心理因素psychological goal 心理目标psychological phenomenon 心理现象psychological test/psychometry 心理测验心理测试psychomotor abilities test 运动神经能力测试quality circles 质量圈quantity of applicant 侯选人数量questionnaire method 问卷调查法quit rate 离职率Race Discrimination 种族歧视Ranking Method 排序法Rater Bias 评估偏差Rating Certificate 等级证书Ratio Analysis 比率分析法Realistic Job Preview 实际岗位演习Reality Shock 现实冲击Reallocate 重新安排重新分配Recommend 员工推荐Recreation Leave Allowance 休假津贴Recreation/Sabbatical Leave 休假Recruiter 招聘人员Recruitment 招聘Recruitment Ditch 招聘渠道Recruitment Examination 招聘考试Recruitment Method 招聘方法Recruitment Optional Program 招聘备择方案Recruitment Task Guide 招募工作指导Red-Circled Employee 红圈员工Reducing Accident 减少事故Reducing Burnout 减少衰竭Reengineering the Corporation 企业再造Reference Check 个人证明材料检查Refusing Applicant 拒绝求职者Regency Effect 近因性错误Regression Analysis 回归分析Regular Earning/Pay/Wage 固定工资Regular Incentive 常规奖励Rehiring 回聘Reinforcement Theory 强化理论Reliability Evaluation 信度评估Renege 违约Replacement Cost 重置成本Requirement Identification 需求识别Requisite Task Attributes Theory 必要任务属性理论Resignation 辞职Resume 简历Resume Inventory 简历数据库Resumption from Leave 销假Retiree System 退休制度Retirement 退休Retirement Age 退休年龄Retirement Fund 退休基金Return of Talent 人才回流Rewarding by Merit/Pay According to Work 业绩报酬Right to Rest and Leisure 休息权Risk Pay Planning 风险工资计划Rokeach Values Survey 罗克奇价值观调查表Role Ambiguity 角色模糊Role Behavior 角色行为Role Conflict 角色冲突Role Playing 角色扮演Roles of HRM 人力资源管理角色Roll-Down Training 自上而下分级培训法Safety Director 安全负责人Safety Inspection 安全检验Safety Measure 安全措施Safety Program 安全方案Safety Training 安全培训Salary Administration 薪水管理Salary Band/Range 薪水范围Salary Survey 薪资调查Satisficing Decision Model 满意决策模型Scanlon Plan 斯坎伦计划Scatter Plot 散点分析Selection 选拔Selection Criteria 选拔准则Selection Decision 选拔决策Self-Actualization Need 自我实现需要Self-Assessment 自我评价Self-Assessment Tool 自我评估工具Self-Efficacy 自我效能Self-Managed Work Team 自我管理工作团队Self-Perception Theory 自我知觉理论Self-Serving Bias 自我服务偏差Seniority 资历Sensitivity Training 人际敏感性训练Serialized /Sequential Interview 系列式面试Severance Pay 告别费Sexual Discrimination 性别歧视Sexual Harassment 性骚扰Shift Differential 值班津贴Short-Term Contract 短期合同Silver Handshake 银色握手Simulation Exercise 模拟练习Single-Loop Learning 单环学习Situational Interview 情景面试Situational Leadership Theory 情境领导理论Skill Inventory 技能量表Skip-Level Interview 越级谈话SMART SMART 分析法Social Security 社会保障Special Purpose Team 特殊目的团队Special Training 特别训练Specialized Course 专门课程Spot Bonus 即时奖金Stabilization Sub Stage 稳定阶段Staff Authority 参谋职权Standard Labor Cost 标准人工成本Standard Wage Rate 标准工资率Statutory Holidays 法定假期Statutory Right 法定权利Stock Option 持股权Straight Piece-Rate System 直接计件工资制Strategic HRD 战略性人力资源开发Strategic HRM 战略性人力资源管理Strength/Weakness Balance Sheet 强/弱平衡表Stress 压力Stress Interview 压力面试Stress Source 压力来源Strictness/Leniency Tendency 偏松或偏紧倾向Strike 罢工Structure Employment 结构性就业Structured Interview 结构化面试Subculture 亚文化Subordinate Appraisal 下级考评Succession Planning System 接班人规划系统Suggestion System 建议制度Superordinate Appraisal 上级考评Supplement Pay 补充报酬Supplemental Unemployment Benefit 补充性失业福利Survey Feedback 调查反馈Survival Rate 留任率SWOT SWOT 分析法Sympathy Strike 同情罢工Synectics 综摄法分合法System Structure 系统结构Systematic Training Model 分类训练模式Systemic Thinking 系统性思考Talent 人才TA-Transactional Analysis 人际关系心理分析（交互作用分析）TAT-Thematic Apperception Test 主题统觉测试Tax Equalization Plan 税负平衡计划Teaching 讲授法Team Building 团队建设Team Spirit 协作精神Team/Group Incentive Plan 团队激励计划Telecommuting Job 远距离工作Termination at Will 随意解雇Test Reliability 测试信度Test Validity 测试效度The Allport-Vernon-Lindzey Study of Values 奥波特-凡农-林德赛的价值观研究The Trade Union Law of the People's Republic of China 《中华人民共和国工会法》Theory X X 理论Theory Y Y 理论Time Management 时间管理Timework Work 计时工作TM-Transcendental Meditation 超自然冥想Traditional Career Path 传统职业途径Trainer 培训师Training 培训Training &Development Manager 培训经理Training Administration 培训管理Training Design 培训设计Training Function 培训职能Training Item 培训项目Training Needs Analysis 培训需求分析Training Outcome 培训结果Training Plan 培训计划Training Specialist 培训专员Transfer 调动Travel Allowance 旅行津贴Traveling Expenses Standard 差旅费标准Treatment 待遇Trend Analysis 趋势分析Turnover 人事变动Unclear PA Standard 不明确的绩效评估标准Undue Hardship 过度重负Unemployment 失业Unemployment Compensation 失业津贴Unemployment Insurance 失业保险Unemployment Rate 失业率Union Authorization Card 工会授权卡Union Steward/Delegate 工会代表Union-Free Policy 无工会政策Unit Labor Cost 单位劳动成本Unitary Structure U 型结构（一元结构）Unregistered Employment 隐性就业Unsafe act 不安全行为Unsafe Condition 不安全条件Unstructured Interview 非结构化面试Vacation 假期Value-Based Hiring 价值观为基础的雇佣Variable Compensation 可变报酬Vestibule Training 新员工培训技工学校培训Vesting 既定享受退休金权利Violence in the Workplace 工作场所暴力Virtual Organization 虚拟组织Virtual Team 虚拟团队Voluntary Pay Cut 自愿减少工资方案Voluntary Protection Program 自愿保护项目VPT-Vocational Preference Test 职业性向测试Wage Accounting 工资核算Wage Audit 工资审计Wage by Seniority System/Wage-by-Age System 工龄工资制Wage Control 工资控制Wage Curve 工资曲线Wage Deduction 工资扣除额Wage in Cash 现金工资Wage in Kind 实物工资Wage in Sliding Scale 浮动工资Wage Index 工资指数Wage Level 工资水平Wage Plan 工资计划Wage Policy 工资政策Wage Rate Per Hour 计时工资Wage Standard 工资标准Wage Structure 工资结构Wage System 工资制度Wage-Incentive Plan 奖励工资制Warren G．Bennis's Theory of Group development 沃伦·本尼斯的组织发展理论WBS-Work Breakdown Structure 工作分解结构Web Based Training 网络培训Welfare Management 福利管理Welfare Staff 福利工作人员Wellness Program 平安计划Well-Pay 平安费William Ouchi Theory Z 威廉．大内的Z 理论Work & Life Balance 工作生活平衡Work Age 工龄Work Attitude 工作态度Work Behavior 工作行为Work Demand 工作要求Work Efficiency 工作效率Work Out 合力促进Work Pressure 工作压力Work Sample 工作样本Work Sampling Technique 工作样本技术Work Schedule 工作进度表Worker Involvement 雇员参与Workplace Learning 工作场所学习Work-Related Injury Leave 工伤假Work-Sample Test 工作样本测试Written Examination 笔试Wrongful Discharge 不当解雇Xerox Program 施乐方案Yellow-Dog Contract 黄狗合同Zero-Base Forecast 零基预测A1.Acceptability可接受性2.Achievement tests成就测试3.Action plan 行动计划4.Action steps 行动步骤5.Adventure learning 探险学习法6.Adverse impact 负面影响7.Alternative dispute resolution(ADR) 建设性争议解决方法8.Analytic approach 分析法9.Appraisal politics 评价政治学10.apprenticeship 学徒制11.Arbitrary 仲裁12.Assessment 评价13.Assessment center 评价中心C22.Career 职业23.Career counseling 职业咨询24.Career curves (maturity curves)职业曲线（成熟曲线）25.Career management system职业管理系统26.Career support 职业支持27.Centralization 集权化munity of practice 演练小组pa-ratio 比较比率pensable factors 报酬要素petency assessment 能力评估petitive advantage 竞争优势33.Concentration strategy 集中战略34.Concurrent validation 同时效度35.Consumer price index,CPI 消费者价格指数36.Core competencies 核心竞争力37.Criterion-related validity效标关联效度38.Critical incident 关键事件39.Critical incident method关键事件法40.Cross-cultural preparation跨文化准备B14.Basic skills 基本技能15.Behavior-based program行为改变计划16.Behavior modeling 行为模拟17.Benchmarks 标杆18.Benchmarking 评判19.Benefits 收益20.Bonus 奖金21.Boycott 联合抵制D45.Data flow diagram 数据流程图46.Database 数据库47.Decentralization 分散化48.Delayering 扁平化49.Depression 沮丧50.Development planning system开发规划系统51.Differential piece rate差额计件工资52.Direct costs 直接成本53.Discipline 纪律54.Disparate impact 差别性影响55.Disparate treatment 差别性对待56.Diversity training 多元化培训57.Downsizing 精简58.Downward move 降级41.Cross-training 交叉培训42.Cultural environment 文化环境43.Cultural shock 文化冲击44.Customer appraisal 顾客评估E59.Efficiency wage theory效率工资理论60.Electronic performance support system(EPSS)电子绩效支持系统61.Employee empowerment 员工授权62.Employee leasing 员工租借63.Ethics 道德64.Expatriate 外派雇员65.Expert systems 专家系统66.External analysis 外部分析67.External growth strategy外部成长战略68.External labor market 外部劳动力市场G75.Gain sharing plans 收益分享计划76.Globalization 全球化77.Goals 目标78.Goals and timetables 目标和时间表79.Graphic rating-scale method图示评估法80.Group-building methods团队建设法81.Group mentoring program群体指导计划I90.Indirect costs 间接成本91.Individualism/collectivism个人主义/集体主义92.Input 投入93.Instructional design process指导性设计过程94.Internal analysis 内部分析95.Internal growth strategy内部成长战略96.Internship programs 实习计划97.Interview 面试98.Intraorganizational bargaining组织内谈判K115.Key jobs 关键工作Lbor market 劳动力市场bor relations process劳动关系进程118.Leaderless group discussion无领导小组讨论法119.Learning organization学习型组织120.Long-term-short-team orientation长期－短期导向M121.Maintenance of membership会员资格维持122.Management by objectives,MBO目标管理123.Management forecasts 管理预测124.Management prerogatives 管理特权125.Manager and/or supervisor appraisal经理和/或上司评估126.Managing diversity 管理多元化127.Markov analysis 马克夫分析法128.Mediation 调解F69.Factor comparison system因素比较法70.Feedback 反馈71.Forecasting（劳动力供求）预测72.Formal education programs正规教育计划73.Frame of reference 参照系74.Functional job analysis,FJA职能工作分析H82.Hay profile method 海氏剖析法83.High-leverage training高层次培训84.High-performance work systems高绩效工作系统85.Hourly work 计时工资制86.Human capital 人力资本87.Human resource information system(HRIS)人力资源信息系统88.Human resource management人力资源管理89.Human resources planning,HRP人力资源计划J99.Job analysis 工作分析100.Job classification system工作分类法101.Job description 工作描述102.Job design 工作设计103.Job enlargement 工作扩大化104.Job enrichment 工作丰富化105.Job evaluation 工作评价106.Job experiences 工作经验107.Job involvement 工作认同108.Job posting and bidding工作张贴和申请109.Job progressions 工作提升110.Job ranking system工作重要性排序法111.Job rotation 工作轮换112.Job satisfaction 工作满意度113.Job specification 工作规范114.Job structure 工作结构。

vbse人力资源部岗位流程

vbse人力资源部岗位流程

vbse人力资源部岗位流程英文版VBSE Human Resources Department Position ProcessThe VBSE Human Resources Department is responsible for managing the human capital of the organization, ensuring that it has the right people in the right positions to achieve its strategic goals. The department oversees the recruitment, selection, training, performance management, and compensation of employees. Here is an overview of the position process within the VBSE Human Resources Department: Job Analysis: The department begins by analyzing the job requirements for each position within the organization. This involves understanding the skills, qualifications, and experience needed to perform the job effectively.Job Posting and Advertisement: Once the job requirements are determined, the department creates a job posting and advertisement to attract qualified candidates. This is typicallydone through online job boards, social media, and the organization's website.Resume Review and Screening: The Human Resources Department reviews and screens resumes received from interested candidates. They identify those who meet the minimum qualifications and invite them to participate in the next step of the process.Interview and Assessment: Candidates who pass the resume screening are invited to participate in an interview and assessment process. This typically involves a series of interviews with different stakeholders within the organization, as well as assessments such as skill tests or personality questionnaires.Selection and Offer: Based on the results of the interview and assessment process, the Human Resources Department selects the most qualified candidate for the position. They then negotiate and finalize the terms of employment, including salary and other compensation packages, and extend an offer to the selected candidate.Orientation and Training: Once the candidate accepts the offer, they undergo a period of orientation and training. This involves familiarizing themselves with the organization's culture, policies, and procedures, as well as developing the necessary skills and knowledge to perform their job effectively.Performance Management: Once the employee begins performing their job, the Human Resources Department oversees their performance management. This includes regular reviews and feedback, setting performance goals, and addressing any issues or concerns that arise.Compensation and Benefits: The department also manages the compensation and benefits of employees, ensuring that they are compensated fairly and receive the appropriate benefits and perks based on their position and performance.Termination and Exit: If an employee leaves the organization, the Human Resources Department oversees the termination and exit process. This involves ensuring that all necessary paperwork is completed, handling any severance payments orbenefits, and maintaining the confidentiality of sensitive information.In summary, the VBSE Human Resources Department position process involves job analysis, posting and advertisement, resume review and screening, interview and assessment, selection and offer, orientation and training, performance management, compensation and benefits, and termination and exit. This comprehensive process ensures that the organization has the right people in the right positions to achieve its strategic goals.中文版VBSE人力资源部岗位流程VBSE人力资源部负责管理组织的人力资本，确保在各个岗位上都有合适的人才来实现其战略目标。

hr常用英语

hr常用英语

hr常用英语作为人力资源部门的一员，掌握一些常用的英语表达对于与外籍员工交流以及处理跨国公司业务是非常重要的。

本文将介绍一些在人力资源工作中常用的英语表达和词汇，帮助您提升与外籍员工的沟通能力和跨国公司业务处理能力。

1. 面试和招聘（Interview and Recruitment）- Job posting（职位发布）: We are currently looking for a qualified candidate for the position of...- Resume/CV（简历）: Could you please send me your updated resume/CV?- Cover letter（求职信）: A cover letter is required along with your resume.- Shortlist（入围名单）: After reviewing all the applications, we have shortlisted a few candidates for the next round of interviews.- Interview（面试）: The interview will be conducted via video conference.- Reference check（背景调查）: We will be conducting reference checks for the shortlisted candidates.- Offer letter（录用通知）: Congratulations! We would like to offer you the position of...- Onboarding（入职）: Our onboarding process includes orientation, training, and getting you acquainted with the company's policies.2. 培训和发展（Training and Development）- Training needs analysis（培训需求分析）: We need to conduct a training needs analysis to identify the skill gaps in the team.- Training program（培训计划）: We have designed a comprehensive training program to enhance your skills.- Performance appraisal（绩效评估）: The performance appraisal will be conducted at the end of the year.- Feedback（反馈）: We appreciate your feedback on the training program.- Skill development（技能发展）: We encourage employees to engage in continuous skill development.- Career advancement（职业发展）: We provide various opportunities for career advancement within the company.- Mentoring（导师制）: We have a mentoring program to support employees in their professional growth.3. 员工福利（Employee Benefits）- Health insurance（健康保险）: We provide comprehensive health insurance coverage for all employees.- Paid leave（带薪休假）: Employees are entitled to paid annual leave and sick leave.- Retirement plan（退休计划）: We offer a competitive retirement plan to help employees save for their future.- Employee assistance program（员工援助计划）: We have an employee assistance program to support employees with personal or work-related issues.- Flexible working hours（弹性工作时间）: We offer flexible working hours to promote work-life balance.- Performance bonus（绩效奖金）: Employees who meet their performance targets will receive a performance bonus.- Employee recognition（员工表彰）: We have an employee recognition program to acknowledge and appreciate outstanding contributions.4. 劳动法和雇佣合同（Labor Law and Employment Contracts）- Employment contract（雇佣合同）: Please review the employment contract carefully before signing.- Probation period（试用期）: The probation period for this position is three months.- Termination（终止雇佣）: The company has the right to terminate your employment if there is a breach of contract.- Severance package（离职补偿）: In the event of termination, you will be entitled to a severance package as per company policy.- Non-disclosure agreement（保密协议）: As an employee, you will be required to sign a non-disclosure agreement to protect confidential information.- Overtime pay（加班工资）: Overtime work will be compensated as per the company's overtime pay policy.- Maternity/paternity leave（产假/陪产假）: We provide maternity and paternity leave as per the labor law regulations.以上是人力资源工作中常用的英语表达和词汇，希望能对您在与外籍员工交流和处理跨国公司业务时有所帮助。

人力资源学生英文求职信

人力资源学生英文求职信

Dear Hiring Manager,I am writing to express my interest in the Human Resources position at your esteemed organization. As a recent graduate with a Bachelor's degree in Human Resources Management, I am eager to apply my knowledge and skills in a dynamic work environment.Throughout my academic journey, I have gained a comprehensive understanding of the various aspects of human resources management. My coursework included subjects such as employee relations, compensation and benefits, training and development, and strategic human resources management. I have also had the opportunity to participate ininternships and projects that have allowed me to gain practical experience in the field.During my internships, I have had the chance to work closely with experienced HR professionals and gain hands-on experience in various HR functions. I have developed strong skills in recruitment, employee onboarding, and performance management. I am confident in my ability to effectively communicate with employees, resolve conflicts, and ensure compliance with labor laws and regulations.In addition to my academic and practical experience, I possess strong interpersonal and organizational skills. I am able to work well in a team environment and am comfortable handling multiple tasks simultaneously. I am also proficient in Microsoft Office Suite and have experience using HR information systems.I am particularly drawn to your organization because of its reputation for excellence and commitment to employee development. I am eager to contribute to a team that values innovation and continuous improvement.I am excited about the opportunity to work for a company that recognizes the importance of human resources in driving organizational success.I believe that my passion for human resources, combined with my education and experience, make me a strong candidate for the position at your company. I am confident that I can make a valuable contribution to your team and help shape the future of your organization.Thank you for considering my application. I would welcome the opportunity to discuss how my skills and qualifications align with the needs of your company. I have attached my resume for your review, and I look forward to the possibility of meeting with you to further discuss my interest in the position.Sincerely,[Your Name]。