HRM and Remuneration Systems

HRM中英文对照表一．人力资源管理人力资源管理: Human Resource Management ,HRM人力资源经理: Human Resource Manager人力资源管理职责：Duties of HRM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人力资源政策：Human Resource Policy企业认同感：Organizational Commitment正式组织：Formal Organization非正式组织：Informal Organization组织文化：Organization Culture价值观：Values态度：Attitudes激励：Motivation需要层次理论：Hierarchy of Needs Theory期望理论：Expectancy Theory公平理论：Equity Theory强化理论：Reinforcement Theory公平就业机会：Equal Employment Opportunity劳动力市场：Labor Force Market社会责任：Social Responsibility二、人力资源战略与规划人力资源：Human Resource人力资源管理: Human Resources Management ,HRM人力资源战略: Human Resources Planning人力资源规划: Human Resources Strategy Planning人力资源业务规划: human resources business planning战略人力资源管理: Strategic Human Resources Management , SHRM人力资源管理外包: Outsourcing Of Human Resource Management雇主品牌: Employer Branding企业战略: Enterprise Strategy竞争优势: Competitive Advantage企业生命周期: Enterprise Life cycle战略合作伙伴: Strategic Parter人力资源环境: HR Environment人力资源宏观环境: HR Macro –Environment人力资源中观环境: HR Middle-View- Environment人力资源微观环境: HR Micro- Environment人力资源需求预测: HR Demand Forecast人力资源供给预测: HR Supply Forecast关键绩效指标：Key Performance Indicator，KPI人力资源数量规划：Human Resource Quantity Planning人力资源结构规划: Human Resource Structure Planning人力资源政策规划: Human Resource Policy Planning人力资源素质规划: Human Resource Quality Planning定岗定编: Job And Staff Design费用预算: Cost Budgeting人力资源战略目标: Human Resource Strategic-Objectives人力资源招聘配置规划: Human Resource Recruitment And Staff Planning人力资源培训规划: Human Resource Training Planning人力资源流动规划: Human Resource Flow Planning人力资源薪酬福利规划: Human Resource Compensation And Benefit Planning 人力资源缩减规划: Human Resource Reduction Planning企业对职工的职业生涯规划: Organization Career Planning Employees 实施: Implementation控制: Control评价: Appraisal调整: Adjustment国际化人力资源战略: International Human Source Strategy人力资源开发：Human Source Development人力资源管理制度: Human Resource Management Rules人力资源管理现代化: Modernization Of Human Source Management本土化人力资源战略: Local Human Source Strategy战略措施: Strategy Measures稳定性战略: Stability Strategy收缩型战略: Contraction Strategy增长型战略: Expansion Strategy竞争战略: Competitive Strategy成本领先战略: Cost-Leadership Strategy差异化战略: Differentiation Strategy集中战略: Focus On Strategy创新战略: Innovation Strategy质量领先战略: Quality-Leadership Strategy三、人力资源招聘与配置招聘：Recruitment招聘来源：Recruitment Sources外部招聘环境：External Recruitment Environment 内部招聘环境：Internal Recruitment Environment 招聘方法：Recruitment Methods招聘备择方案：Optional Program Of Recruitment 核心人员：Core Personnel应急人员：Contingency Personnel广告招聘：Advertisement Recruiting校园招聘：Campus Recruiting特殊事件：Special Events实习招聘：Internship职业介绍所：Employment Agency员工推荐：Employee Referrals求职者自荐式招聘：Applicant--Initiated Recruiters 简历数据库：Resume Inventory内部提升：Promotion From Within ，PFW主管推荐：Manager Referrals工作公告和工作投标：Job Posting & Job Bidding 职业生涯开发系统：Career Development Systems 员工选拔：Personnel Selection选拔等级：Selection Grade决策速度：Decisions Speed选拔率：Selection Ratio试用期：Probation Date拒绝求职者：Refusing Applicants选拔决策：Selection Decision光环与触角反应：Halo Effect & Horn Effect体验：Physical Ability Inspections录用：Enrollment简历：Resume申请表：Application Blank求职面试: Employment Interview面试目标：Interview Objectives面试内容：Interview Content非结构化面试：Unstructured Interview结构化面试：structured Interview情景面试：Situational Interview基于能力面试：Competence--Based Interview，CBI 系列化面试：Serialized Or Sequential Interview小组面试：Group Interview压力面试：Stress Interview实际岗位演习：Realistic Job Preview，RJP个人证明材料检查：Reference Checks背景调查：Background Investigation证明人：Witness标准化：Standardization客观性与规范：Objectivity &Norm测试信度：Tests Reliability测试效度：Tests Validity标准关联有效性：Criterion--Related Validity录取分数线：Cutoff Score认知能力测试：Cognitive Aptitude Tests人格投射测试：Projective Personality tests个性测试：Personality tests兴趣测试：Interest Tests业务知识测试：Job Knowledge Tests工作样本测试：Work--Sample Tests管理评价中心: Management Assessment Center测谎测试：Polygraph Test笔迹分析测试：Handwriting Analysis工作轮换：job rotating委任制: Appointment System聘任制: Engagement System聘书: Agreement of employment定位: orientation实习: internship雇员上岗引导: Employee orientation人事调配图: Personnel replacement charts四、培训与开发技能多样性：Skill Variety协作：Collaborating沟通：Communication技术技能：Technical Skills价值观：Values人员培训：Employee Training人员测评：Employee Assessment正规培训项目：Formal Education Programs员工定位：Employee Orientation培训：Training任务分析：Task Analysis绩效分析：Performance Analysis在职培训：On-the-job Training工作指导培训：Job Instruction Training，JIT程序化培训: Programmed Learning新员工或模拟培训: Vestibule or Simulated Training管理开发: Management Development继承计划: Succession Planning工作轮岗: Job Rotation行动学习；Action Learning案例分析法: Case Study Method管理游戏: Management Game角色扮演:Role Playing行为模型: Behavior Modeling室内发展中心：In-house Development Center控制实验: Controlled Experimentation脱产培训: Off-the-job Training未来需求分析: Future Needs Analysis学徒培训: Apprenticeship Training教练/实习法: Coaching/Understudy Approach企业外研修会: Outside Seminar指导性设计: Instructional Design评估与跟进：Evaluation And Follow-up工作指导清单: Job Instruction Sheet文字培训技术: Literacy Training Techniques多样化培训：Diversity Training顾客服务培训：Customer Service Training终生式学习: Life-long Learning专业训练职业训练: Career Training终身雇佣制: Career-Long Employment案例研究培训法: Case Study Training Method以计算机为载体的培训: CBT-Computer Based Training 居中趋势: Central Tendency培训评估模式: Evaluation,Output Evaluation CIR关键事件技术: CIT-Critical Incident Technique分类法: Classification Method课堂培训: Classroom Training闭门企业: Closed Shop电脑管理指导: CMI-Computer-managed Instruction 辅导教练Coaching五、绩效管理叙述法: Essay Method作业标准法：Work Standards Method图解式考评：Graphic Rating Scale Method，GRS强制分布法:Forced Distribution Method排序考评法：Ranking Method交替排序法：Alternative Ranking Method行为观察量表：Behavior Observation Scale ，BOS配对比较法：Paired Comparison Method集中趋势: Central Tendency行为锚定等级考核法: Behaviorally Anchored Rating Scale , BARS 关键绩效指标：Key Performance Measure绩效考评: Performance Appraisal , PA绩效考评的目的：Performance Appraisal Objective考评的限制因素：Limitation Factors of PA考评期：Performance Appraisal Period上级考评：Superordinate Appraisal同事考评：Colleague Appraisal自我考评：Self--Appraisal下级考评：Subordinate Appraisal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 , FDM晕圈错误: Halo Error宽松: Leniency严格: Strictness360度反馈: 360-Degree Feedback绩效工资：Merit Pay绩效加薪：Merit Raise目标管理法：Management By Objectives , MBO管理竞赛：Management Game管理方格训练：Management Grid管理过程：Management Process强制谈判项目：Mandatory Bargaining调解：Mediation晕轮效应：Halo Effect个人偏见：Bias近因性错误：Recency Error居中趋势：Central Tendency考评标准化：Appraisal Standardization考评反馈：Appraisal Feedback考评者培训：Appraiser Training考评面谈：Interview Appraisal评价中心：Assessment Center六、薪酬管理员工报酬：Employee Compensation直接和间接经济报酬：Direct & Indirect Financial非经济报酬：Nonfinancial Compensation报酬公平：Pay Equity外部公平：External Equity内部公平: Internal Equity员工公平: Employee Equity团队公平: Team Equity报酬政策: Compensation Policy薪资调查：Salary Survey基准工作：Benchmark Job生活费用：Cost of Living豁免员工：Exempt Employees工作评价：Job Evaluation报酬因素: Compensable Factors排序法: Ranking Method分类法:Classification Method计点法:Point Method因素比较法:Factor Comparison Method工资等级：Pay Grade工资幅度：Pay Range计时工资制：Hour-work Plan计件工资制：Piecework Plan标准工时制：Standard Hour Plan技能工资制：Skill--Based Pay市场定价工资制：Market Pricing Plan专业人员报酬制度：Professional Pay System可比价值：Comparable Worth工资保密：Pay Secrecy压缩工资：Pay Compression年终分红：Annual Bonus分红制：Profit Sharing资本积累方案：Capital Accumulation Programs利润分享计划：Profit--Sharing Plan员工持股计划：Employee Stock Ownership Plan，ESOP 收益分享计划：Gain--Sharing Plan奖金：Incentive Compensation佣金计划：Commission Plan福利：Benefits补充性工资福利：Supplement Pay Benefits社会保障：Social Security失业保险：Unemployment Insurance病假：Sick Leave解雇补贴：Severance Pay补充失业保险: Supplemental Unemployment Benefits 工伤补偿：Work's Compensation养老金计划：Pension Plan固定缴款制: Defined Contribution Plan额外酬劳: Premium Pay员工服务：Employee Services员工咨询服务：Employee Consultation Services儿童/老年照顾：Child /Elder Care教育津贴：Education Subsidy工作环境：Job Surrounding弹性工作时间：Flextime修订的退休制度：Modified Retirement七、员工关系管理工会: 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劳工协议条款: Labor Clause劳动条件: Labor Condition劳动合同: Labor Contract劳动合同续签: Labor Contract Renewal劳动成本: Labor Cost劳动力需求预测: Labor Demand Forecast劳动纪律:Labor Discipline劳动纠纷：Labor Dispute职业介绍所：Labor Exchange劳动手册：Labor Handbook人工工时：Labor Hour劳保：Labor Insurance劳动法：Labor Laws劳动关系法：Labor Management Relations Act劳动保护:Labor Protection工资率差异:Labor Rate Variance劳动力过剩:Labor Redundance劳动关系:Labor Relation劳工关系顾问:Labor Relation Consultant劳工关系进程:Labor Relations Process劳动力储备:Labor Reserve劳动力短缺：Labor Shortage人力稳定指数：Labor Stability Index人力耗损指数：Labor Wastage Index劳动合同的签订：Sign The Contract工作调动：Job Transferred职级晋升：Promotion工作评估：Working Evaluation离职：Resignation试用期内雇员的辞职：Resignation During Probation正式聘用雇员的辞职：Resignation After Probation残疾人就业保障基金：Disabled Person Employment Security Fund Supplementary 补充住房公房基金：Housing Fund住房公基金：Housing Fund生育保险：Maternity Insurance工伤保险: Work—related Insurance。

人力资源各专业的缩写人力资源（Human Resources，简称HR）是指一个组织或企业中负责管理和开发人力资源的部门或职能。

在人力资源管理领域，有许多不同的专业和领域，每个专业都有其独特的职责和职能。

本文将介绍几个常见的人力资源专业及其缩写。

1. 人力资源管理（Human Resource Management，简称HRM）人力资源管理是指通过招聘、培训、绩效管理等手段来管理和开发组织中的人力资源。

HRM将人力资源视为组织最重要的资产，通过合理的管理和利用，提高员工的工作效率和组织绩效。

HRM的目标是实现组织和员工的共同发展。

2. 人力资源开发（Human Resource Development，简称HRD）人力资源开发是指通过培训、教育和发展计划来提高员工的技能和能力。

HRD致力于提供各种培训和发展机会，帮助员工不断学习和成长，以适应组织发展的需求。

通过人力资源开发，组织可以提高员工的专业素质和竞争力。

3. 组织行为学（Organizational Behavior，简称OB）组织行为学是研究人在组织中的行为和互动的学科。

它关注员工的态度、动机、团队合作等方面的问题，以及组织结构、文化和领导方面的影响。

通过研究组织行为学，可以了解员工的行为模式和组织的运行机制，有助于提高组织绩效。

4. 劳动关系（Labor Relations，简称LR）劳动关系是指雇主和员工之间的关系和互动。

劳动关系包括劳动合同、薪酬福利、劳动法律等方面的问题。

通过建立良好的劳动关系，可以促进员工的满意度和忠诚度，减少劳资纠纷，提高工作效率。

5. 工资福利管理（Compensation and Benefits Management，简称CBM）工资福利管理是指制定和管理员工工资和福利政策的过程。

它包括确定工资水平、福利计划、绩效奖金等方面的工作。

通过合理的工资福利管理，可以激励员工的工作积极性，提高员工的工作满意度。

致亲爱的老张：写的各种错…靠你啦！语法和单词用的太多或者不合适的直接改，读不顺畅的句子可以整句改，意思差不多就行。

总之就是随便改，这是一部分先交的，还有两篇长的没写，写完发给你。

Yours陈New Challenges for International Human ResourceManagementIntroductionDue to the development of economic globalization, human resources management becomes more and more important part for all business. Throughout this text I have emphasized the significant challenges of globalization on the nature of jobs, employment conditions and workplace structures. This thesis attempts to identify the impacts of these irrevocable forces, in particular, their effects on the further development of strategic international human resource management.Due to the fluctuating economy as well as local and global advancements, there are many changes occurring quickly that affect human resource in a wide range of issues. In the Survey of Global HRM Challenges: Yesterday, Today and Tomorrow, conducted byPricewaterhouseCoopers on behalf of the World Federation of Personnel Management Associations (WFPMA), several challenges for human resource management were revealed. This survey, which concluded that "despite national and regional differences, there was remarkable unanimity," exposed the following top three new international human resource management challenges:The first priority is environmental changes. Many factors such as economic recessions, entrepreneurial collapses, persistent mergers and acquisitions, and the increasing internationalism of business have led to an unstable industrial environment for global business. An author Wiesner (2003) categorizes the major global ‘drivers’ of future industrial change as:●The globalization of markets and the internationalization of business ●Major political and social issues and trends●Advances in technology●Changing laws and regulations●Organizational growth and development●Fluctuations in business cycles.1Another view supported by Anon (2000), the specific global issues confronting organization in the future include increasing globalization;international ‘megamergers’, the rise of regionalism (e.g. NAFTA, ASEAN) with the associated economic interdependence of member nations, further ‘privatization’of government entities, the ‘Asian rebound’from crisis, and especially the resurgence of China, India and South Korea.2The implications of these factors for human resource management are enormous, especially human resource development, recruitment and selection, remuneration and career development strategies.The second challenge is about social factors. Social developments had big impact on business organizations during the 20th century. Such as the post-Second World War ‘baby room,’changing migration patterns, significant increases in education standards and associated employee expectation for job satisfaction, career development and more remuneration systems severe influenced human resource management practices and processes. Other continuing developments include further of human resource management responsibilities in many public, branch or line management levels. These have significant implications for human resource managers and their activities. One observer summarizes the implications of these developments for the employer-employee relationship:The decline in collective responses such as strikes to injustices in theemployment relationship diverts attention to individualized responses tounbalanced exchanges with the employer. In this case, employees areredressing the balance in the relationship through reducing theircommitment and their willingness to engage in organizational citizenshipbehaviors, which have been highlighted as important factors in anorganization’s survival and wellbeing.3The final point is about future workplace. Schmidt (1999) suggests that future workplaces will be larger and more complex, but with many activities conducted through internal or external ‘alliances, joint ventures and networks’; that they will need to be continuously responsive to ‘dynamic consumer preferences and increasing product specialization’; and that ‘overseas revenues will overtake domestic sales.’4Another author Kemske (1998) summaries the possible effects on workplaces of the future as:●Global business: global marketplaces, international workforces andcross-cultural competencies●Workforce flexibility: ‘collaborative’ cultures, creative employmentcontracts, a focus on performance not hours, employee choice and communication by intranet●Workforce development: lifelong learning (organizational andindividual), multiskilling, team projects, JIT training●Job definition: pay linked to the value of the person (not the job) andorganizational outcomes, versatility, challenges and a task focusWork and society: work-family interface, dual career couples, ‘cocooning’ (through teleworking)5All these possible changes will become a number of new challenges for human resource management.In this essay I have summarizes the three different new challenges for International human resource management and the causes of the formation of them. Through the survey of Global HRM Challenges, we found that the environmental changes, social factors and the future workplace become the biggest threats to stability of HRM development. Specifically, some force majeure factors such as economic recessions, entrepreneurial collapses, increasing globalization, international ‘megamergers’ and increasingly complex workplaces among others. They will cause a series of influence to remuneration systems, employer-employee relationship, career development, etc. Overall, these have become enormous challenges for further development of strategic international human resource management.1Dawson P. 2003. ‘Company change and human resources’: In pursuit of flexibility?,’ in R. Wiensner, B. Millett, Human resource management: Challenges and future directions, Brisbane, Wiley & Sons, P. 3062Anon. 2000. ‘Enter the brave new world,’ Workforce Online, 79(4), April, p.763Coyle-Shapiro J., Kessler I. 2000, cited in Dawson P. 2003. ‘Company change and humanresources: In pursuit of flexibility?,’ in Wiesner R., Millett B. 2003. op. cit., p.3124Schmidt J. 1999. ‘Corporate excellence in the new millennium,’ Journal of Business Strategy, November-December, 20(6), p. 40.5Kemske F. 1998. ’60 HR predictions for 2008,’ Workforce, 77(1), pp. 50-4.。

（人力资源管理）HRM人力资源管理专业核心单词整合(中英文)第壹章Incentive激励Benefit福利Performance绩效Turnover职工流动率Changeagent变革催化剂managementprocess管理过程humanresourcemanagement人力资源管理authority职权linemanager直线管理者staffmanager职能管理者lineauthority直线职权impliedauthority暗示职权functionalcontrol职能控制employeeadvocacy雇员利益保护strategy战略globalization全球化humancapital人力资本strategichuman战略性人力资源管理resourcesmanagement valuechainanalysis价值链分析outsourcing外包commitment承诺第三章Recruitment招聘Placement人员配置Jobanalysis工作分析Jobdescription职务说明Jobspecifications工作说明书Workactivities工作活动Jobcontext工作环境Humanrequirements人力需求JobIdentification工作识别JobSummary工作综述Selection甄选PerformanceAppraisal工作绩效评价JobEvaluation职位评价Compensation薪水Appraisal评估Training培训Organizationchart组织架构Processchart流程图Supervisor监督者Resistancetochange变革阻力Participantdiary/logs参和者日记Quantitativetechniques定量技巧Positionanalysisquestionnaire（PAQ）职位分析问卷DepartmentofLaborjobanalysis劳工部工作分析法Authorityofincumbent职位权力Workingconditions工作环境Questionnaires问卷Interviews面谈、面试Observation观察Sensoryskills感知能力Motivation动机第四章employmentorpersonnelplanningtrendanalysis就业或人事规划的趋势分析ratioanalysis比率分析computerizedforecast计算机化预测qualificationsinventories资格数据库personnelreplacementcharts人事调配图positionreplacementcards职位调配卡recruitingyieldpyramid招募金字塔alternativestaffing员工交替工作制applicationform申请表poolofcandidates候选人才库Projected预计turnover人事变动率Scatterplot散点图volumeofproduction生产量substitute替代backfire逆火inbreeding近亲繁殖Jobposting招聘信息Successionplanning继任计划EmploymentAgencies就业服务机构thescreeningtools筛选工具ExecutiveRecruiters执行招聘privilegedinformation特权信息Onsitevisits工作现场访问Internships实习Re f erralsandwalk-ins随机求职者cullcandidates拣选候选人intrusive侵扰第五章retestestimate复测评估;equivalentformestimate复本评估EmployeeTestingandSelection雇员测试和选拔HowtoValidateaTest： 1.Analyzejob&writedescription工作分析或描述2.Choosethetests选择测试3.Administertests实施测试4.Relatescores&criteria关联分数&标准5.Cross-validate交叉验证&revalidate重复验证testbattery成套测试Backgroundinvestigations背景调查Referencechecking参照核对Concurrentvalidation且行验证Predictivevalidation预测有效化negligenthiring随意雇佣testvalidity测试效度criterionvalidity效标效度contentvalidity内容效度reliability信度expectancychart期望图表interestinventory兴趣量表worksamples工作样本worksamplingtechnique工作样本技术managementassessmentcenter管理评估中心MAC 第六章nondirectiveinterview不定向面试directiveinterview定向面试situationalinterview情景面试behavioralinterviews行为面试job-relatedinterview和工作关联的面谈stressinterview压力面试unstructuredsequentialinterview非结构式序列面试structuredsequentialinterview结构式序列面试panelinterview小组面试massinterview集体面试candidate-ordererror候选人顺序错误Selectioninterviews选拔面试Appraisalinterviews评价面试exitinterviews离职面谈InterviewAdministration面试管理ComputerizedInterviews计算机辅助面试Nonverbalbehaviormanagement非语言行为管理JobAnalysis工作分析RatetheJobDuties评价工作职责CreateBenchmark基准AnswersAppointPanel&ConductInterviews任命面试委员会Ratingscales评价量表Knowledgeandexperience知识经验因素Motivation动机因素Intellect智力因素Personality个性因素StreamliningInterviews提高效率简洁的面试精简访谈第七章Thetrainingprocess培训过程Electronictraining电子培训Employeeorientation雇员上岗引导Needsanalysis需求分析Instructionaldesign教学设计Validation批准、确认Implement实施、执行Evaluation评价follow-up采取进壹步行动、跟进Trainees学员Taskanalysis任务分析performanceanalysis工作绩效分析On-the-jobtraining于职培训Apprenticeshiptraining学徒式培训Informallearning非正式学习Jobinstructiontraining（JIT）工作指导培训Lectures讲座Programmedlearning(依循序渐进课程自学的教育方式) Audiovisualtools视听工具Simulatedtraining模拟训练Tryout试用ElectronicPerformanceSupportSystems电子绩效辅助系统ManagerialDevelopment/managementdevelopment管理发展ManagerialOn-the-jobTraining管理上的于职训练Jobrotation工作轮换Coachingapproach教练模式Actionlearning行动学习Off-the-jobTraining脱产培训Seminars讨论会Roleplaying角色扮演Inhousedevelopment（企业大学或企业内部开发中心）negligenttraining疏忽（不成功）的培训jobaid工作辅助electronicperformancesupportsystems(EPSS)电子绩效支援系统lifelonglearning终身学习successionplanning接班计划casestudymethod案例研究法managementgame管理对策behaviormodeling行为模拟in-housedevelopmentcenter企业内部开发中心controlledexperimentation控制下的实验第九章Appraising评价评估Appraisinginterview评价面试Appraisalperformance绩效评估Appraisalmethods评估方法Appraisalprocess评估过程Feedback反馈Graphicratingscale图形等级量表法Alternationranking交替排序法Pairedcomparison配对比较法Forceddistribution强制公布法CriticalIncident关键事件法Narrativeforms描述表格法Behaviorallyanchoredratingscales行为锚定等级评价法MBO目标管理法Computerizedandweb-basedperformanceappraisal基于计算机和网络的绩效评估Mixingthemethods综合使用法Unclearstandards不明确标准Haloeffect晕轮效应Centraltendency居中趋势Leniency仁慈Strictness严格Bias偏心偏向Remedy弥补补救补偿Reinforce补充加强第十壹章pointmethod计点法FactorComparison要素比较法FactorComparison职位评价的计算机化Payranges薪资区间Perks额外津贴Basepay基础工资guaranteedbonus固定奖金employeecompensation职工薪酬directfinancialpayments直接财政报酬indirectfinancialpayments非直接财政报酬Davis-BaconAct戴维斯―佩根法案(略作DBA)Walsh-HealeyPublicContractsAct沃尔什-希利公共合同法案TitleVIIofthe1964CivilRightsAct1964年民权法第七章FairLaborStandardsAct公平劳工标准法EqualPayActof1963EmployeeRetirementIncomeSecurityact(ERISA) 1963年雇员退休收入安全行动同工同酬法案salarycompression薪资压缩salarysurvey薪资调查broadbanding减级增距制度chiefexecutiveofficers首席执行官prestige声誉,威望endowment捐助benchmarkjob基准职位payscale工资标准jobevaluation工作评价systematiccomparison系统比较compensablefactor报酬因素rankingmethod等级法classification(orgrading)分类法，分组法jobgrades等级（职称）gradedefinition等级（职称）定义pointmethod计点法factorcomparisonmethod因素比较法overallnumericalrate统壹的数字比率Paygrade报酬等级approximately近似的wagecurve资薪曲线payranges支付范围broadbanding减级增距制度comparableworth可比价值（同工同酬）exemptjob豁免职位（不能获加班费）non-exemptjobs非豁免职位（能够获得加班费）minimumwage最低工资overtimeprovisions.加班补偿jobholder'sperformance员工表现jobspecifications工作规范Legalconsiderations法律考虑Unioninfluences工会影响Corporatepolicies公司政策competitivestrategy.竞争策略grouping归纳薪资等级Pricepaygrade为每壹个薪资等级定价SalarySurvey资薪调查prevailingwagerates普遍资薪程度.payscale工资报酬fundamentalelements基础部分Intuitive直觉的，直观法Workconditions工作环境JobClassification工作分类法Ratescategories分类评估jobsintogroups职位群Groupscalledclasses职级Calledgrades职等Quantitative定量的第十三章Payfortimenotworked带薪非工作时间福利Insurancebenefits保险类福利计划Retirementbenefits退休福利计划Employeeservices雇员服务福利计划Flexiblebenefitsprogram弹性福利计划supplementalpaybenefits补充性薪资福利unemploymentinsurance失业保险Paidtimeoff(PTO)带薪休假sickleave病假lifeinsurancecompanies人寿保险公司casualtyinsurancecompanies意外伤害保险公司Workers’compensation工伤保险Hospitalization,health,anddisability住院保险、健康保险、伤残保险casualtyinsurance意外事故保险Survivorbenefits遗属津贴Disabilitypayments残废救济金survivors’/deathbenefits遗属或死亡险dependent家属Pension养老金predeterminedretirementage预定退休年龄Creditunions信用互助会Counselingservices咨询服务Employeeassistanceprograms（EAP）员工援助方案Alcoholism酗酒Gambling赌博childcare儿童保育in-housefacility内部设施Eldercare老人见护Transportation交通补助Foodservices餐补Educationsubsidies教育津贴Recreationactivities娱乐活动Familyfriendlybenefits利家福利计划executivewashroom行政洗手间Cafeteriaapproach自助式福利ProsandCons利和弊Administrativecosts行政费用Computerizationhelps电算化费用onlinesystems联机系统healthmaintenanceorganization保健保险组织preferredproviderorganization优先提供者组织grouplifeinsurance集体人寿保险defined comtributionpensionplan约定退休金给付办法definedcontributionplan界定供款计划deferredprofit-sharingplans延期利润分享方案employeestockownershipplan(ESOP)员工持股计划EmployeeRetirementIncomeSecurityAct(ERISA)雇员退休收入保障法案Vesting(雇工)保留退休金的权利/特别保护权PensionBenefitsGuaranteeCorporation(PBGC)退休金福利担保公司EarlyRetirementWindow提前退休窗口cashbalancepensionplan现金余额养老金计划。

收集的HRM英文词汇人力资源规划、招聘与人员配置、绩效管理、薪酬管理、培训与开发、劳动关系管理1.人力资源管理:(HumanResourceManagement,HRM)人力资源经理:(humanresourcemanager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operativeemployees)operator专家:(specialist)人力资源认证协会:(theHumanResourceCertificationInstitute,HRCI) 2.外部环境:(externalenvironment)内部环境:(internalenvironment)政策:(policy)企业文化:(corporateculture)目标:(mission)objective股东:(shareholders)非正式组织:(informalorganization)跨国公司:(multinationalcorporation,MNC)管理多样性:(managingdiversity)3.工作:(job)职位:(posting)工作分析:(jobanalysis)工作说明:(jobdescription)工作规范:(jobspecification)工作分析计划表:(jobanalysisschedule,JAS)职位分析问卷调查法:(ManagementPositionDescriptionQuestionnaire,MPDQ) 行政秘书:(executivesecretary)地区服务经理助理:(assistantdistrictservicemanager)4.人力资源计划:(HumanResourcePlanning,HRP)战略规划:(strategicplanning)长期趋势:(longtermtrend)要求预测:(requirementforecast)供给预测:(availabilityforecast)管理人力储备:(managementinventory)裁减:(downsizing)人力资源信息系统:(HumanResourceInformationSystem,HRIS) 5.招聘:(recruitment)培训training薪资福利compensationbenefits员工关系employeerelation保险insurance员工申请表:(employeerequisition)招聘方法:(recruitmentmethods)内部提升:(PromotionFromWithin,PFW)工作公告:(jobposting)广告:(advertising)职业介绍所:(employmentagency)特殊事件:(specialevents)实习:(internship)6.选择:(selection)选择率:(selectionrate)简历:(resume)关键业绩指标KeyPerformanceIndicators 标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoffscore)准确度:(aiming)业务知识测试:(jobknowledgetests)求职面试:(employmentinterview)非结构化面试:(unstructuredinterview) 结构化面试:(structuredinterview)小组面试:(groupinterview)职业兴趣测试:(vocationalinteresttests) 会议型面试:(boardinterview)7.组织变化与人力资源开发人力资源开发:(HumanResourceDevelopment,HRD) 培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(businessgames)案例研究:(casestudy)会议方法:(conferencemethod)角色扮演:(roleplaying)工作轮换:(jobrotating)在职培训:(on-the-jobtraining,OJT)媒介:(media)8.企业文化与组织发展企业文化:(corporateculture)组织发展:(organizationdevelopment,OD)调查反馈:(surveyfeedback)质量圈:(qualitycircles)目标管理:(managementbyobjective,MBO)全面质量管理:(TotalQualityManagement,TQM)团队建设:(teambuilding)9.职业计划与发展职业:(career)职业计划:(careerplanning)职业道路:(careerpath)职业发展:(careerdevelopment)自我评价:(self-assessment)职业动机:(careeranchors)10.绩效评价绩效评价:(PerformanceAppraisal,PA) 小组评价:(groupappraisal)业绩评定表:(ratingscalesmethod)关键事件法:(criticalincidentmethod)排列法:(rankingmethod)平行比较法:(pairedcomparison)硬性分布法:(forceddistributionmethod) 晕圈错误:(haloerror)宽松:(leniency)严格:(strictness)3600反馈:(360-degreefeedback)叙述法:(essaymethod)集中趋势:(centraltendency)11.报酬与福利报酬:(compensation)benefit C&B直接经济报酬:(directfinancialcompensation)间接经济报酬:(indirectfinancialcompensation)非经济报酬:(nofinancialcompensation)公平:(equity)外部公平:(externalequity)内部公平:(internalequity)员工公平:(employeeequity)小组公平:(teamequity)工资水平领先者:(payleaders)现行工资率:(goingrate)工资水平居后者:(payfollowers)劳动力市场:(labormarket)工作评价:(jobevaluation)排列法:(rankingmethod)分类法:(classificationmethod)因素比较法:(factorcomparisonmethod)评分法:(pointmethod)海氏指示图表个人能力分析法:(HayGuideChart-profileMethod) 工作定价:(jobpricing)工资等级:(paygrade)工资曲线:(wagecurve)工资幅度:(payrange)12.福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employeestockownershipplan,ESOP) 值班津贴:(shiftdifferential)奖金:(incentivecompensation)分红制:(profitsharing)13.安全与健康的工作环境安全:(safety)健康:(health)频率:(frequencyrate)紧张:(stress)角色冲突:(roleconflict)催眠法:(hypnosis)酗酒:(alcoholism)14.员工和劳动关系工会:(union)地方工会:(localunion)行业工会:(craftunion)产业工会:(industrialunion)全国工会:(nationalunion)谈判组:(bargainingunion)劳资谈判:(collectivebargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internalemployeerelations)纪律:(discipline)纪律处分:(disciplinaryaction)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)Laborlaw劳动法laborrelation劳动关系socialinsuranceprotectionandwelfare社会保险和福利labordiscipline劳动纪律professionalethics职业道德. tradeunions工会collectivecontract集体合同theconclusionandrevisionoflaborcontract订立和变更劳动合同invalidlaborcontracts无效劳动合同termofthelaborcontract劳动合同期限remuneration劳动报酬terminatethelaborcontract终止劳动合同responsibilitiesforviolatingthelaborcontract.违反劳动合同的责任trialexecution/theperiodoftrialuse试用期contractuallaborrelationship劳动合同关系dissolvealaborcontract解除劳动合同economiccompensation经济补偿occupationaldiseases职业病jobinjuries工伤extendtheworkinghours延长工作时间statutoryholidays法定假日minimumwage最低工资maternityleave产假vocationaltraining职业培训thesocialinsurance社会保险labordisputes劳动争议legitimaterightsandinterests法定权益thelabordisputesarbitration劳动争议仲裁Annualbonus：年终分红Businesssecrets商业秘密Collectivebargaining：集体谈判CompensationLiability:赔偿责任Confidentialclauses:保密条款Day-to-daycollectivebargaining：日常集体谈判Definedbenefit：固定福利Discipline：纪律Dismissal：解雇；开除Downsizing：精简Employeestockownershipplan：雇员持股计划Economiccompensations经济补偿Exitinterviews：离职面谈Flexiblebenefitsprograms：弹性福利计划Individualretirementaccount：个人退休账户JointLiability:连带责任Laborprotectionbenefit:劳动保障待遇On-the-jobtraining(OJT)：在职培训Paygrade：工资等级Pensionbenefits：退休金福利Pensionplans：退休金计划PerformanceAppraisal:工作绩效评价Pregnancydiscrimination：怀孕歧视Retirementbenefits：退休福利Retirementcounseling：退休前咨询Specialawards：特殊奖励Standardhourplan：标准工时工资Supplementalunemploymentbenefits：补充失业福利Severancepay：离职金Sickleave：病假Termination：解雇；终止Terminationatwill：随意终止Trainingexpenses:培训费用Unemploymentinsurance：失业保险Variablecompensation：可变报酬Voluntarytimeoff：自愿减少时间Worksamples：工作样本Worker'sbenefits：雇员福利。

英语单词hrm的中文是什么意思英语单词hrm的中文是什么意思hrm这一单词很多人都不知道，跟别说会知道它的中文意思是了。

为此店铺告诉大家英语单词hrm的中文意思。

英语单词hrm的中文意思全称是human resource management;指人力资源管理;HRM=Human Resource Manager.人力资源经理。

是近几年在企业中出现的新兴热门职位。

也就是cho(人力执行官)的初级阶段。

HR-Human Resource人力资源,目标是让企业HR更好地进行人力资源的发展和规划。

系统重点是实现人力资源部门在员工素质管理、薪资管理、绩效考核等方面的需求。

英语单词hrm的双语例句1. Not only the performance management is significant to the HRM, but also it is unsubstantial to private corporations.绩效管理是人力资源管理的重点和难点，也是民营企业最薄弱的管理环节。

2. Many of the research in recent years on merger only started by psychology. Here start by a on-hand merger in 1999, the merger between Walls Co. Ltd. and Watsons Guangzhou Co. Ltd. In details we will describe, analyze, and conclude the focus and the way of HRM in every phases when a merger happens, hoping that experts in different fields would arouse their attention on this topic, and offer some unique ideas about merger management for companies of China.本文通过对1999年亲历的和路雪有限公司并购广州屈臣氏冷饮有限公司一案例中人力资源管理具体活动的描述，分析、总结人力资源管理在企业并购过程中各阶段的工作重心及其工作方式，希望引起专家学者对此领域的重视，抛砖引玉，力求为我国企业界的并购管理活动提供新的思路。

HRM在企业中的作用和发展趋势Human Resource Management (HRM) plays a crucial role in the success and growth of any organization. With the increasing focus on people-centered management and the recognition of employees as valuable assets, the importance of HRM has been growing steadily. In this article, we will explore the key functions of HRM and the evolving trends in the field.Attracting and Retaining TalentOne of the primary roles of HRM is to attract and retain talented individuals within an organization. In today's highly competitive job market, companies need to devise strategies that enable them to attract the best talent. HR professionals play a critical role in developing employer brand and ensuring effective recruitment and selection processes. They also focus on creating an engaging work environment and implementing retention strategies, such as offering competitive compensation and benefits packages, providing growth opportunities, and fostering a positive company culture.Employee Development and TrainingHRM is responsible for ensuring the professional growth and development of employees. This includes designing training programs, organizing workshops, and identifying learning needs within the organization. By investing in employee development, HRM contributes to building a highly skilled and motivated workforce. Continuous training and development opportunities not only enhance employees' skills and knowledge but also improve their overall job satisfaction and commitment to the organization.Performance Management and AppraisalHRM plays a crucial role in designing and implementing performance management systems. These systems include goal-setting, performance evaluations, feedback mechanisms, and recognition programs. By setting clear expectations and providing regular feedback, HRM enables employees to understand their performance standardsand areas for improvement. Effective performance management systems help in identifying high performers, providing them with appropriate rewards and recognition, and addressing any performance issues in a fair and timely manner.Employee Engagement and Well-beingHRM also focuses on fostering employee engagement and well-being. Engaged employees are more committed to their work and contribute to the success of the organization. HR professionals work towards creating a positive work environment, promoting work-life balance, and organizing employee engagement activities. They also provide support systems and resources for employees' physical and mental well-being. By prioritizing these aspects, HRM contributes to higher employee satisfaction, lower turnover rates, and increased productivity.Technology IntegrationAs technology continues to evolve, HRM has also embraced digital transformation. Automation and digital HR systems have streamlined administrative tasks, allowing HR professionals to focus on strategic initiatives. HRM utilizes various technological tools for recruitment and selection, performance management, employee data management, and employee engagement. Technology integration has not only improved efficiency but also provides valuable insights through data analytics, enabling evidence-based decision-making in HRM practices.Diversity and InclusionIn recent years, there has been a growing emphasis on diversity and inclusion within organizations. HRM plays a key role in promoting a diverse workforce through effective recruitment strategies and ensuring equal opportunities for all employees. By creating an inclusive work environment where employees feel valued and respected, HRM fosters creativity, innovation, and collaboration among individuals with different backgrounds, perspectives, and experiences.ConclusionHRM has evolved from being a primarily administrative function to becoming a strategic partner in organizations. It plays a crucial role in attracting and retaining talent, employee development, performance management, employee engagement, and well-being. The integration of technology and the focus on diversity and inclusion have further expanded the horizons of HRM. As organizations continue to acknowledge the significance of their human capital, the role of HRM will continue to evolve and adapt to meet the changing needs and demands of the workforce.。