人力资源管理专业论文翻译

人力资源管理专业术语中英文对照表人力资源管理(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)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)人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS)招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview).组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD) 培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development,OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM)团队建设:(team building)职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)绩效评价绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)反馈:(-degree feedback)叙述法:(essay method)集中趋势:(central tendency)报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation)非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method) 工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)部门名称1.Personnel Department 人事部2.Human Resource Department 人力资源部3.Sales Department 营销部4.Product Development Department 产品开发部5.Public Relations Department 公关部6.Marketing Department 市场部7.Finance Department 财会部8.Purchasing （Procurement ） Department 采购部9.After-sale Service Department 售后服务部10.Quality Control Department 品管部职位名称1.Chairman of the Board 董事长PS:2.President （Am E.）总裁3.Executive Vice-President 执行副总裁4.Managing Director 行政董事5.Executive Manager ，General Manager 总经理6.Deputy General Manager 副总经理7.Section Manager 部门经理，科长8.Sales Manager 销售部经理9.Assistant Manager 助理经理（副经理）10.Manager 主任11.Sales Representative 销售代表12.Supervisor 总管13.executive 高中级管理人员14.clerk 职员Accounting Assistant 会计助理Accounting Clerk 记帐员Accounting Manager 会计部经理Accounting Stall 会计部职员Accounting Supervisor 会计主管Administration Manager 行政经理Administration Staff 行政人员Administrative Assistant 行政助理Administrative Clerk 行政办事员Advertising Staff 广告工作人员Airlines Sales Representative 航空公司定座员Airlines Staff 航空公司职员Application Engineer 应用工程师Assistant Manager 副经理Bond Analyst 证券分析员Bond Trader 证券交易员Business Controller 业务主任Business Manager 业务经理Buyer 采购员Cashier 出纳员Chemical Engineer 化学工程师Civil Engineer 土木工程师Clerk/Receptionist 职员／接待员Clerk Typist & Secretary 文书打字兼秘书Computer Data Input Operator 计算机资料输入员Computer Engineer 计算机工程师Computer Processing Operator 计算机处理操作员Computer System Manager 计算机系统部经理Copywriter 广告文字撰稿人Deputy General Manager 副总经理Economic Research Assistant 经济研究助理Electrical Engineer 电气工程师Engineering Technician 工程技术员English Instructor/Teacher 英语教师Export Sales Manager 外销部经理Export Sales Staff 外销部职员Financial Controller 财务主任Financial Reporter 财务报告人F.X. (Foreign Exchange) Clerk 外汇部职员F.X. Settlement Clerk 外汇部核算员Fund Manager 财务经理General Auditor 审计长General Manager/President 总经理General Manager Assistant 总经理助理General Manager‘s Secretary 总经理秘书Hardware Engineer （计算机）硬件工程师Import Liaison Staff 进口联络员Import Manager 进口部经理Insurance Actuary 保险公司理赔员International Sales Staff 国际销售员Interpreter 口语翻译Legal Adviser 法律顾问Line Supervisor 生产线主管Maintenance Engineer 维修工程师Management Consultant 管理顾问Manager 经理Manager for Public Relations 公关部经理Manufacturing Engineer 制造工程师Manufacturing Worker 生产员工Market Analyst 市场分析员Market Development Manager 市场开发部经理Marketing Manager 市场销售部经理Marketing Staff 市场销售员Marketing Assistant 销售助理Marketing Executive 销售主管Marketing Representative 销售代表Marketing Representative Manager 市场调研部经理Mechanical Engineer 机械工程师Mining Engineer 采矿工程师Music Teacher 音乐教师Naval Architect 造船工程师Office Assistant 办公室助理Office Clerk 职员Operational Manager 业务经理Package Designer 包装设计师Passenger Reservation Staff 乘客票位预订员Personnel Clerk 人事部职员Personnel Manager 人事部经理Plant/Factory Manager 厂长Postal Clerk 邮政人员Private Secretary 私人秘书Product Manager 生产部经理Production Engineer 产品工程师Professional Staff 专业人员Programmer 电脑程序设计师Project Staff （项目）策划人员Promotional Manager 推销部经理Proof-reader 校对员Purchasing Agent 采购（进货）员Quality Control Engineer 质量管理工程师Real Estate Staff 房地产职员Recruitment Coordinator 招聘协调人Regional Manger 地区经理Research & Development Engineer 研究开发工程师Restaurant Manager 饭店经理Sales and Planning Staff 销售计划员Sales Assistant 销售助理Sales Clerk 店员、售货员Sales Coordinator 销售协调人Sales Engineer 销售工程师Sales Executive 销售主管Sales Manager 销售部经理Salesperson 销售员Seller Representative 销售代表Sales Supervisor 销售监管School Registrar 学校注册主任Secretarial Assistant 秘书助理Secretary 秘书Securities Custody Clerk 保安人员Security Officer 安全人员Senior Accountant 高级会计Senior Consultant/Adviser 高级顾问Senior Employee 高级雇员Senior Secretary 高级秘书ervice Manager 服务部经理Simultaneous Interpreter 同声传译员Software Engineer （计算机）软件工程师Supervisor 监管员Systems Adviser 系统顾问Systems Engineer 系统工程师Systems Operator 系统操作员Technical Editor 技术编辑Technical Translator 技术翻译 Technical Worker 技术工人 TelecommunicationExecutive 电讯（电信）员 Telephonist/Operator 电话接线员、话务员Tourist Guide 导游Trade Finance Executive 贸易财务主管 Trainee Manager 培训部经理Translation Checker 翻译核对员Translator 翻译员Trust Banking Executive 银行高级职员 Typist Word Processing Operator 文字处理操作员打字员人工成本 labor costs 路试员 Road test staff 路试员 Inspector扣分员 Point deduction staff车型综合负责人 Vehicle c omprehensive p erson i n c harge 质量分析工艺员质量审核技术员 Quality audit technician频次检查员 Frequency inspector专业牵头人 Specialized coordination person 夹具调整工 Jig adjuster几何尺寸工艺员 Geometry craft 焊装工艺员 Welding craftAssembly craft 、Painting craft 、Stamping craftAbdication 弃权，辞职标定技术员 Calibration Technician 工艺员 Craft 快速反应技术员 Quick Response Technician 督导工 Supervisory workers 返修确认 repair confirming 公休加班 Closed overtime 假日加班 Holiday Overtime延点加班 Extension point overtimeAbility test 能力测试Ability to work 劳动能力Above normal loss 超正常损失Absence without leave 旷工Absentee 旷工者Abstention from labor 怠工Abundance of labor 劳动力过剩Abusive dismissal 滥用权力解雇Accession rate 职工增加率Accident and health insurance 事故和健康保险Accident and sick benefit 事故与疾病津贴Accident beyond control 不可抗力灾害Accident death insurance 事故死亡保险Accident insurance 事故保险Accident prevention 事故预防Accidental death benefit 事故死亡补助费Accountability 责任、职责、负有责任Accrued vacation time 累积假期Accrued wage 应计工资Accumulated leave 积存假期、存休Accumulated operational time 累积工作时间Accumulation fund 公积金Across-the-board p ay i ncrease /decrease 普调薪，普降薪Action group 行动小组Action learning 行动学习Action of rescision 解除合同诉讼Action skill 行动技能Action trainingActive employee 现有雇员Activity authority structure 业务职权结构Activity classification 操作分类Activity cost 活动成本Activity duration 活动持续时间Activity line 作业线Activity list 作业工序Actual hour 实际工时Actual hour work 实际工作Actual performance 实际绩效Adaptability 适应能力Adaptability test 适应能力测试Adaptation of s upply to demand 供求一致Additional allowance 额为津贴Additional budget 追加预算Additional labor costs 附加人工成本Additional wage 附加工资Administration authority 管理职权Administration control / expensesAdministrative bureau for industry and commerce 工商行政管理局Administrative cost 管理成本Administrative decision 管理决策Administrative employee 管理人员Administrative engineer 管理工程师Administrative guidance 管理指导Administrative standard 管理标准Administrative service 后勤服务Advance on wage /advance wages /salary 预付工资Advanced human capital 高级人力资本Adverse minimum point 最小成本点Affirmative action 肯定行动，希望行动Afternoon shift 下午班、中班Age composition 年龄组成Age distribution 年龄分布Age pattern analysis 年龄格局Age of retirement 退休年龄Age-sex composition of the labor force 劳动力的年龄性别组成Aggregate manpower budget 总体人力预算Aggregate output/production 总产量Aggregate plan 总体计划Aggregate production planning 总体生产计划Aggregate production rate 总体生产率Aggressiveness 进取心，积极性Aging population 人口老化Agreed holiday 公休Aided recall 帮助记忆法All levels o f management 各级管理Allocate 配置分配Allocation model 分配模型Allocation of charges/expenses 费用分配Allocation of labor 劳动力分配Allocation of resources 资源分配Allocation system 分配制度Allowance for overtime work 加班费，加班津贴Allowance in kind 实物津贴All-round worker 熟练工Alternate 预备工人、接替者Amount of salary 薪金额Amount of wages 工资额Analysis of l abor cost 人工成本分析Analysis of expenditure 费用分析Analysis of unpaid wages 未付工资分析Analysis of wage variance 工资差异分析Analytic work evaluation 分析工作评价Anchor job 关键工作Annual output 年产量Annual overall plan 年度综合计划Annual pay /salary /wage 年薪Annual pension 年养老金Annual premium 年保险费Annual production 年产量Annual revenue 年收入Annual wage audit 年度工资审计Annual working program 年度工作计划Annuity 年金、年金享受权、养老金Antecedent 前事、经历Anthropogenic factor 人为因素Antiunion agreement 反工会合同Antiunion practices 反工会手段。

人力资源管理英语作文Title: Effective Human Resource Management in the Modern Workplace。

Human resource management (HRM) plays a crucial role in ensuring the success and sustainability of any organization in today's dynamic business environment. Effective HRM practices contribute to employee satisfaction, productivity, and overall organizational performance. In this essay, we will explore key aspects of HRM and how they impact the modern workplace.Firstly, recruitment and selection are fundamental components of HRM. A strategic approach to recruitment involves identifying the right talent that aligns with the organization's goals and culture. Utilizing varioussourcing channels, such as job boards, social media, and employee referrals, enables HR professionals to attract a diverse pool of candidates. Additionally, employing robust selection methods, including interviews, assessments, andreference checks, ensures that only the most suitable candidates are hired.Once employees are onboard, effective onboarding and training programs are essential for their integration and development within the organization. Onboarding goes beyond administrative tasks and includes introducing new hires to the company's mission, values, and expectations. Providing comprehensive training programs equips employees with the necessary skills and knowledge to perform their roles effectively. Moreover, ongoing training and development opportunities demonstrate a commitment to employee growth and retention.Employee engagement and retention are critical HRM objectives in today's competitive labor market. Engaged employees are more productive, innovative, and committed to organizational success. HR strategies aimed at fostering engagement may include regular communication, recognition programs, and opportunities for feedback and collaboration. Moreover, implementing work-life balance initiatives and offering competitive compensation and benefits packages canenhance employee satisfaction and retention rates.Performance management is another key aspect of HRM that contributes to organizational effectiveness. Establishing clear performance expectations, providing regular feedback, and conducting performance evaluations enable employees to understand their roles and responsibilities better. Furthermore, performance management systems help identify high performers, address performance issues, and facilitate career development conversations.Effective HRM also involves managing diversity and inclusion in the workplace. Embracing diversity not only enhances organizational culture but also drives innovation and creativity. HR policies and practices should promote equality and fairness, prevent discrimination and harassment, and create a supportive environment where all employees feel valued and respected.Lastly, HRM plays a crucial role in change management within organizations. In today's fast-paced businessenvironment, organizations must adapt to technological advancements, market trends, and regulatory changes. HR professionals facilitate change by communicating effectively with employees, addressing concerns, and providing the necessary support and resources to navigate transitions successfully.In conclusion, effective human resource management is essential for the success and sustainability of organizations in the modern workplace. By focusing on recruitment and selection, onboarding and training, employee engagement and retention, performance management, diversity and inclusion, and change management, HR professionals can create a positive work environment where employees thrive and contribute to organizational success.。

本科毕业论文（设计）外文翻译外文题目HR Metrics and Analytics: Use and Impact 外文出处 Human Resource Planning外文作者Edward wler,Alec Levenson,John W. Boudreau原文：HR Metrics and Analytics:Use and Impact HR functions often collect data on their efficiency, but not on the business impact of their programs and practices. This is a crucial point because HR organizations that collect effectiveness data are more likely to be strategic partners. If HR wants to play a strategic role in organizations it needs to develop its ability to measure how human capital decisions affect the business and how business decisions affect human capital.Many recent articles, books, and studies argue that HR needs to become a strategic partner (e.g., Jamrog & Overholt, 2004). Recent research suggests, however, that HR is not making much progress toward becoming a strategic partner despite the belief by HR professionals that it should (Lawler & Mohrman, 2003a; 2003b).Because of the growing importance of human capital in determining organizational effectiveness, HR can play a key role in developing and implementing corporate strategy and become a high-value-added part of organizations (Lawler, 2003). If HR can make a strong case for being an important part of strategy development and implementation because of the importance of human capital, why does HR often fall short of being a strategic partner? At least one possibility is because HR lacks the type of analytic and data-based decision-making capability needed to influence business strategy. One of the reasons for this may well be because it lacks the right metrics and analytic models. In comparison to Finance and Marketing, for example, HR often falls short when it comes to providing metrics that assess HR processes and practices from a strategic perspective. It also lacks analytic models that show the relationship between HR practices and the effectiveness of the organization.A strong case can be made that HR needs to develop belter metrics and analytics if it is ever to become a true strategic partner in most organizations. Lawler and Mohrman (2003b) identify the use of metrics as one of four characteristics that lead HR to become a strategic partner. Boudreau and Ramstad (2003) distinguish betweenproviding more HR measures (not a strategic contribution) and providing better logic and analytics for making decisions about talent (a strategic contribution). Organizations can collect three different kinds of metrics in order to better understand and evaluate the impact of HR activities and to influence business strategy and business performance. They are efficiency, effectiveness, and impact (Boudreau & Ramstad, 2003).The first kind of metric and in many respects the easiest to collect concerns the efficiency of the HR function—in particular, how well the HR function performs its basic administrative tasks. The metrics that can be collected in order to assess HR efficiency include productivity and cost metrics for the HR function such as lime to fill open positions, HR headcount ratios, and administrative cost per employee. A comprehensive set of metrics can be produced to evaluate HR's administrative activities that in effect evaluates it as a stand-alone business.A key issue in evaluating the data gathered with respect to HR administration concerns normative data. Multi-company databases now exist that make it possible for organizations to compare their metrics data with those of other companies. Organizations with good metrics and normative data can make a good assessment of the performance of their HR function as an administrative unit.Organizations vary in terms of the cost per employee for HR administration, but typically the cost ranges from $1,200 to $1,600 (Fitz-enz.2000). This is a large enough cost so that it certainly is worth measuring not just how much is spent but how well it Is spent in terms of the quality and impact of the services provided. Most efficiency-focused metrics are limited in that they do not address the issues of service quality and the impact of HR services on organizational effectiveness.The second kind of HR metrics focuses on effectiveness: whether HR programs and practices have the intended effect on the people or talent pools toward which they are directed. In the case of training and development, for example, true effectiveness metrics should offer information on whether employees build needed skills not just on participation in training programs but also on employee and management satisfaction with the training provided. Measuring only participation in HR programs offers noinsight into program effectiveness. While satisfaction surveys can be a useful tool for gauging the alignment between HR services and the opinions of HR's customers, they fall short of providing the needed insights into the real impact of HR programs and practices.A potentially meaningful set of effectiveness metrics for the HR function concerns talent and talent management. In most corporations, HR has the lead responsibility for acquiring, developing, and helping to deploy talent. In order to assess how well organizations are carrying out this responsibility, measures of talent quality, talent development, and talent deployment are needed. Typical metrics in this area include measures of the strategic skills and core competences embodied in the work force, as well as metrics that classify how well pivotal jobs are filled and the type of development activities that are taking place for critical talent. A strong case can be made that talent metrics need to be updated regularly so that organizations have ongoing data with respect to the condition of their human capital.Human capital metrics potentially can and often should influence the development and implementation of business strategies. Business strategies that make incorrect assumptions about the ability of an organization to staff critical jobs and develop new areas of expertise that support the strategy are obviously doomed to fail. Similarly, organizations that are not staffed with the right talent will have great difficulty implementing new strategies and organizational changes.Finally, metrics having to do with developing and optimizing the capabilities and the core competencies of the organization can be collected in order to measure the impact of HR programs and practices (Lawler. 2003). Impact in this case means demonstrating a link between what HR does and tangible effects on the organization's ability to gain and sustain competitive advantage. Operational effectiveness impact metrics might focus on changes in the performance of business processes (e.g., reduced defects, increased speed, more frequent innovations) that occur when the quality of talent is improved or when new HR practices are introduced.Although the development of organizational capabilities and core competencies is typically not the sole responsibility of HR, HR needs to and usually is expected toplay a key role in shaping and developing them. Both are highly talent-dependent for their development and both involve the development of organizational social capital and individual skills and knowledge. These are clearly areas where HR has a potential role to play and where it can actively influence how quickly and effectively an organization develops its capabilities and competences.The use of analytics in order to understand the impact of HR practices and policies on organizational performance is a powerful way for HR functions to add value to their organizations. Statistical techniques and experimental approaches can be used to tease out the causal relationship between particular HR practices and such performance metrics as customer satisfaction, sales per employee, and of course, the profitability of particular business activities. In many respects the "Holy Grail" for HR functions is the ability to show the bottom-line impact of their activities. This is a powerful way to increase HR's influence on company business decisions and future business strategies.Several things are required in order to perform the kind of analytics that show a relationship between HR practices and business outcomes. First, the right HR metrics are required. But metrics by themselves are not enough: Good analytic models and valid measures of company performance are required. HR needs to be able to bring data and data analysis to the strategy table that show how human capital management decisions affect organizational performance. It needs to go far beyond simply showing that HR can reduce the cost of HR administration and improve the quality of service. Doing this is not a high-value-added function in most corporations. Providing data about the strategic readiness of an organization to execute a strategy is high-value-added, as is identifying what an organization needs to do to implement a strategy.A number of studies have investigated the potential for HR practices to be strategically important. For example, Becker and Huselid (1998) found a relationship between HR practices and firm performance. Lawler and Mohrman (2003b) have shown how various features of the HR function relate to HR's role as a strategic partner. An enormous amount of normative writings concern the role HR should play.There is no question that HR executives feel HR should play a key strategic role in organizations: however, there is less clarity about how metrics are currently being used by HR functions and about how strong a relationship there is between the use of metrics and the degree to which HR is a strategic partner.In this study, we first look at the kinds of HR metrics that are used by organizations. Second, we examine the degree to which analytics are used to capture the impact of HR on the business. Finally, we assess whether those HR organizations that have more metrics and make greater use of analytics are more likely to be strategic partners.The StudySurveys were mailed to medium and large corporations that are corporate sponsors of the Center for Effective Organizations at the University of Southern California or were known by the authors to have an interest in HR measurement. HR executives who have positions with corporate-wide visibility of the HR function completed the surveys. Of the surveys returned. 37 were usable, for a response rate of 38 percent. Most survey responses came from large U.S.-based firms on the Fortune 500 list. The survey covered six areas:1. The company's current and future HR strategy;2. The HR data the organization collects in order to influence decisions;3. The overall effectiveness of the measurement and analysis system of the organization;4. The type of metrics and analytics collected by the organization;5. How the organization uses the analytics and metrics to assess and understand the impact of its HR programs;6. The degree to which the HR function is a strategic partner.How HR OperatesThe key elements of how HR organizations operate with respect to business strategy are presented in Exhibit 1. It shows that a minority report they are already very involved in strategic issues. Less than 25 percent of them are very involved in change management, partnering to develop business strategies, having integrated business and HR strategies, and providing analytic support for business decision making. Surprisingly, only 15 percent report extensive involvement in a data-based talent strategy.Exhibit 1 also presents data on how these HR functions see their role in the future. It clearly shows that these HR functions intend to be a major player in business strategy. Two-thirds or more report they plan to focus on providing analytics and metrics that are relevant to business performance and strategy. For example, 66 percent say that an important future focus for them is to partner with the line in developing business strategy. A similar percentage say they want metrics that provide support for business decisions. Eighty-two percent say they plan to have an integrated human capital and business strategy. Overall, the HR organizations studied, undoubtedly like many others in large corporations, are clearly committed to becoming strategic business partners.Presence of HR MeasuresA series of questions asked whether the organizations had particular HR measures. Exhibit 2 presents the responses to these questions. It shows a wide variation in the types of metrics. Most organizations have an HRIS system and have benchmark data available on the operations side of their HR function. Two-thirds have cost-efficiency data and over half have cost-of-service data; however, the numbers are much lower when it comes to analytic information and measures with respect to the business impact of HR policies and HR practices and a dashboard or score card for HR activities. Overall, the results suggest that efficiency measures are most prevalent; effectiveness measures exist, but are far less prevalent; and measures of impact are rare.Effectiveness of HR Metrics and AnalyticsExhibit 3 presents data on the effectiveness of organizations in using metrics and analytics to address critical business and HR issues. Among possible impact areas is awide range of effectiveness levels. The least effective are assessing new business strategies and possible HR programs. The most effective is identifying high-impact talent. When we interviewed several survey respondents, they said that while they did specify which talent might have a high impact on the business (e.g., leaders, salespeople) they often did not have a model or metrics to determine why some talent pools are chosen as high-impact and others are not.Exhibit 4 shows the degree to which organizations have the skills and data needed to address important operational and strategic issues. Interestingly, in the case of both skills and data, organizations are much more optimistic that they have the skills than that they have the data-providing more evidence that HR often lacks the data necessary to become a business partner. The interesting paradox is that the survey respondents we interviewed often said that the necessary data did exist, but was not connected to the HR data. They noted that the right logic and analytics for connecting HR data and business or strategy measures are an essential element of success but generally did not have them.Impact of MetricsExhibit 5 presents data showing the relationship between HR as a strategic partner and the presence of a variety of metrics. The presence of two metrics shows a clear relationship to the role of HR as strategic partner:1. Organizations with data that shows the business impact of HR practices report they are much more likely to be a strategic partner than those organizations that do not have such data,2. Organizations with measures of the effectiveness of HR practices targeted toward the workforce show a significant difference in comparison to those who do not. Those organizations that can measure the impact and effectiveness of their HR practices on the workforce are more likely to be strategic partners than are those that cannot.A number of items in Exhibit 5 show differences in the strategic role of HR in companies that have measures and those that do not, but the differences do not have statistical significance. For example, the companies that use efficiency metrics such as benchmarks, cost-of-services measures, and outsourced services tend to be more of a strategic partner than those that do not, but the differences are not statistically significant. Apparently, strategic partners have HR data that address key business issues such us the condition of the workforce and the business impact of HR practices and policies. The ability to run an effective HR organization and having efficiency measures for the HR organization, although perhaps helpful in making HK a credible strategic partner, do not make the difference that business impact data do, despite the fact that such efficiency measures are the most prevalent metrics used by HR today.Exhibit 6 supports the argument that HR organizations must provide strategic analysis in order to be a strategic partner. It shows the correlations between the degree to which an organization is a strategic partner and the current condition of HR metrics and analytics. There are a number of significant relationships in the exhibit. As expected. HR strategic partners have measures related to business decisions. Perhaps the most interesting relationships are the ones that are not significant. Specifically, having metrics that relate to outsourced HR transactions and having a low cost of HR services are not related to being a strategic partner. What are related are items concerned with the impact of HR on business decisions.HR as a Strategic PartnerThe results of the study support the model developed by Lawler and Mohrman (2003b) determining when HR will be a strategic partner. That model hypothesizes that an important contributor to a strategic partnership relationship for HR is having the right metrics and data. The results of the study strongly support that hypothesis. HR organizations able to perform strategic analytics are the ones most likely to be positioned as strategic partners.The results suggest that not all data are equally powerful when it comes to making HR a strategic partner. Having analytic data about strategy is a powerful way to gain a seat at the strategy table, while having data about the operation of the HRfunction is not. Thus it appears that "all" HR has to do to become a strategic partner like Finance and Marketing is to develop better HR metrics and analytics with respect to organizational effectiveness and strategy. This of course raises the question of what the results indicate about the degree to which HR currently has the right metrics.The results suggest that, in the firms studied, there is considerable room for improvement when it comes to their ability to gather and analyze the types of metrics data needed in order for HR to be a strategic partner. They seem to have good efficiency data about HR operations so that they are in a strong position when it comes to improving HR administration and to controlling its cost. But efficiency data about HR operations is not the kind of data that is associated with HR being a strategic partner.What is needed are measures that indicate whether HR programs and practices actually make a difference in the organizational effectiveness areas towards which they are directed. In addition it is important to measure whether and how improving talent areas actually affects business processes, resources, and, ultimately, strategic success. These two elements clearly tire the weakest in the companies studied. Many of them need to develop better metrics with respect to talent, organizational capabilities, and core competencies. They also need to develop analytic capabilities in order to assess the degree to which such HR practices as talent management have an impact on organizational performance, and the degree to which organizational capabilities have an impact on organizational performance.Because the companies studied do not represent a random sample of all companies, there is a good chance our results do not accurately reflect the condition of most companies when it comes to metrics and analytics. Indeed, there is a good chance that the companies in our sample are well above average when it comes to using metrics and analytics. They are in the sample because they were already active or wanted to be active in these areas. Thus, a study covering a random sample of companies is likely to find a much lower average level of activity and effectiveness with respect to metrics and analytics.HR in the FutureWill HR develop its metrics and analytics capability? There are a number of reasons to believe it will despite the belief HR's current capabilities in those areas are low. HR managers clearly want to address key -Strategic business issues. They also arc aware that their HR metrics and analytics capabilities fall short of what is needed to address most key business decisions and business strategy issues. Thus they meet the first condition for change: There is a felt need.The growing use of information technology is a clear positive with respect to the ability lo change. Because most organizations now have an HRIS system, enormous data warehouses are being created. Having data warehouses containing valid measures of important HR practices and outcomes creates a great opportunity for organizations to answer key business issues with quantitative data. Eighty-percent of the organizations responding to our survey have an enterprise-wide HR information system that could be linked to business data, yet far fewer reported using metrics and analytics to connect HR investments to business outcomes.In general, the results are encouraging with respect to the future ability of these organizations to relate HR metrics to operational outcomes. Most of these organizations are developing the kind of skills and data needed to assess effectively the link between HR policies and practices and organizational performance; however, it remains to be seen whether these organizations will ultimately develop the needed skills and data.In order for HR metrics to drive change, the right analyses need to be performed. The wrong analyses can mislead, such as when leaders assume that just because one thing is associated with another (such as satisfaction is correlated with performance), it means that one thing causes the other. Many organizations do not have skills in analysis, research design, and data interpretation within the HR function. Even when these skills exist, they are applied only to specific areas such as attitude surveys or test validation. Where can HR go for such skills if not within its own function? Organizational areas that depend on data analysis {such as R&D. market analysis, operations management, financial audit) often have skilled analysts whose expertise can be brought to bear on the data and logic of how people and their talents connect tobusiness success. HR organizations can forge partnerships with these areas in order to obtain analytic skills. In the long run, analytic skills need to reside within the HR organization itself, and should become an important HR competency.There is a good possibility that as part of the overall changes taking place in the HR function there will be considerably more analytic and metrics work done and it will help HR take on a more strategic role in corporations. It may be an overstatement to say that metrics represent a kind of holy grail that will help HR become a true strategic partner. But it is not an overstatement to suggest that a growing focus on metrics and analytics can help HR functions become more of a player in the game of corporate business decisions and strategies.Source: Edward wler, Alec Levenson, John W. Boudreau. HR Metrics and Analytics: Use and Impact [J]. Human Resource Planning, 2004, 27(4):27-35.译文：人力资源度量和分析：使用和影响人力资源职能的效率往往在于数据的收集，而非企业的执行方案对业务的影响。

外⽂翻译01中国酒店⼈⼒资源管理China Hotel Industry Human Resource Management One of China's hotel industry, human resources management, the status quo as the market economy matures and the knowledge economy getting better, knowledge on economic growth and economic development will contribute more than capital, land and other traditional elements of human capital as deciding the survival and development of The most important capital. However, from the current situation of China's current restaurant business, most of the existence of talent shortages, or I can not find suitable talent, or unable to retain good talent, lack of human resources has become a bottleneck for sustainable development of enterprises. So, how to strengthen the human resource management, to create adequate and talented team, will be our hotel of human resources management an important issue.To attract and retain talent, the key is to create a favorable environment for the growth of talent, people only useless, and can be rewarded. To achieve this goal, we must first establish a correct concept of human resource management. Because the concept of decision behavior, ideas, decided way.The main problems existing in the loss of a number of national hotel staff are usually very small and staff entered into a formal employment contract, most employees are temporary, which led directly to the high rate of staff turnover in hotels. A higher rate of staff turnover has been a problem in China's hotel industry headache. Hotel operations and management staff turnover will bring a range of negative effects of staff turnover to the hotel is a great loss, but some losses are often neglected.(1) Recruitment advertising - newspapers and other advertising costs.(2) recruiting costs - staff and office expenses, departmental managers and the recruitment of the time spent searching for information and medical costs.(3) Training costs - training materials, fees, management costs.(4) Production of losses - a result of new expatriates learn business due to losses; that of other employees to lead or guide new employees due to the loss; As the new employee's service level is not high and the loss of the loss of customers; from the decision to dismiss to the last dismissal brought about between the loss of productive.(5) vessel damage losses - due to a lack of technology, new employees, caused by loss of utensils and equipment damage.(6) Accident damage - technical employees of customs posts, but the accident rate, thus directly or indirectly, to increase worker insurance costs.(7) of the overall losses - due to the overall positive nature of the staff to weaken and reduce the efficiency of the enterprise caused the decline.(8) guests have to accept poor service is not ready, leading to customer dissatisfaction. It is difficult to calculate losses.(9) during the training new staff, low labor productivity and higher waste.In short, a huge loss to the hotel staff to bring a "decline in service quality, management more difficult, training, reduced efficiency" and other serious losses and impact.Staff Management loopholes in the cost of absence has not only caused the loss of hotel and restaurant culture of destruction. If the tourist season, the workload is several times than the low season for tourism, a waiter consecutive dry days, tired, and often absent from work. In this way, the other attendant may have to bear left by the sudden absence of all the work. The attendant will naturally think: "Tomorrow I do not work, let him taste the taste of commitment to the workload of two people." This would create a vicious cycle of employee absenteeism rotation.Staff members lack an effective incentive mechanism for management is an art, staff motivation is theart of art, the staff is the soul. Designing effective employee incentive mechanism in order to increase employee motivation. So that it can be in a different culture, different organizational structures and different business environment to play their maximum potential in order to achieve organization's desired goals. However, some of China's hotel industry has yet to form an effective incentive mechanism. Therefore, in these areas, attention should be paid. Three major issues in human resources management, the corresponding measures to reduce employee turnover.(1)Method analyzing the problem. Currently the hotel industry's distribution system to implement posts wages, but wages have not done enough layer, there is no real level of the implementation of the wage distribution management. And to stabilize the workforce, we must implement the real level of the wage distribution management. Such as the Shangri-La In China, the wage level, there are 13 levels, although both managers, there are five different levels, senior managers, you can get the Deputy Director of the treatment, and each year Jian Zhang, this is called taking a small step, non-stop, every yearthere is hope, the development of future, more than a few years can be a higher level.(2) to improve the soft environment. Staff salaries, development opportunities, may not ask for much, but the work environment will have higher requirements . This requires that managers should pay attention to the improvement of the soft environment for hotel, creating an atmosphere of freedom and relaxed.(3) the implementation of technical level assessment and management examination. Level of operational level staff appraisal, title examination of the management personnel to more stability in the human factor of two, two enhancing human mechanism.(4) to improve the staff structure. Comparing the age structure of the hotel is now a single, all young people, particularly in the operational level. This is the main reason for the movement of hotel employees. Hotel industry to build a rational age structure, such as: "old, middle, green combined with the old with new, old and new to promote." In fact, the hotel that good a squad leader, usually take a long time to accumulate experience, just as Chinese medicine takes a long time, like the accumulation of clinical experience.(5) stable management personnel and technical backbone. Many restaurants with high treatment, creating the opportunity to develop other means to solve the housing stability of its management personnel and technical backbone. According to the survey, any better operating efficiency, external reputation is good, the hotel staff more stable, are as much as possible to resolve the management personnel and technical backbone of the housing. Such as Beijing's Kunlun, Great Wall, Nanjing din, Guangzhou White Swan, etc..(6) output management. Hotel industry managers, owners, look not just on managing a hotel, if conditional, it is best able to manage other hotels. In this way, not only increase product, but also expand the market to stabilize and improve the workforce is also very helpful. Because you need to re-organize a new leadership, which promoted the original hotel in the staff and could not have created opportunities for development. Hotel industry has become increasingly developed, the owners are increasingly willing to pass others to operate hotels, restaurants, the separation of ownership and management has gained ground, broadening the ways of hotel management.(7) The shareholders of workers. There are so many hotels are engaged in joint-stock system, the formation of a listed company. Listed companies also for the enterprise to solve the following problems. ① to solve a funding problem for the hotel, with a very good means of financing. ② conversion mechanism. The financial statements publicly, once the listing, each every day, every second, there are people in your advertising, but also stop the free advertising. Such as Guangzhou Oriental Hotel, shareholders everyone knows. ③ issue employee shares. Employees to purchase employee stock truly become masters of the hotel. Is to take a lot more insider stock approach. West travel agency, such as Chengdu, Shanghai Spring Travel Agency are an early adopter of the shareholders of the travel agency workers, their staff are also relatively stable.The lack of exploration and reduce employee absenteeism rate of approach has resulted in the situation tend to have the following: ① overtime in a row, after receiving overtime pay; ② holidays and festivals took place in a few days after; ③ in the event of bad weather days ; ④ severe overcrowding of public transport, interruption; ⑤ after the start of the tourist season a few days.The following method, in reducing absenteeism rate more efficient.(1) to master the laws of absence from work generated in advance to make proper arrangements, such as to remind the staff may be absent from work, or arrangements for the reserve employees.(2) severely punished. Absence from work one day, may deduct a few days wages.(3) the use of unqualified staff absenteeism staff actively adjust staff turnover has also restaurant offers a similar opportunity. We can use the absence or mobile employees the opportunity provided by the selection of attitudes, knowledge and technology in a better staff to replace these three areas to poor people. At the same time, but also take this opportunity to break the informal organization. These informal organizations may standardize the management of the hotel has great destructive effects can also be competent to work but with a lower wage claims of employees to replace the need to pay employees higher wages, thus saving labor cost. Staff to create an effective method of stimulating material incentives .Refers to material incentives is the way of material incentives and encourage workers to work. It is mainly manifested in the form of positive incentives, such as wages, bonuses, allowances, benefits, etc.; negative incentives, such as fines. Material needs of humanity's first need is that people engage in all social activities, the basic reason, therefore, material incentives is to stimulate the main mode is also present, China is very common within the enterprise to use an incentive model. Encourage the spirit of the American Management scientist Peter once pointed out that "rich reward will bring side-effects, because of the high prize money to each other the news would affect the normal work, the whole atmosphere of the community would be unjust." Therefore, business units may not be able to use material incentives play a role, so an incentiveto produce another way - the spirit of motivation. On this incentive can be divided into the following; target incentives, competition, incentives and other incentives and participation.(1) The target excitation method. Goal is the organization of individual hotel as a psychological gravity. The so-called goal is to inspire through the identification of appropriate target-induced human motives and behavior, to arouse people's enthusiasm purposes. Goal as a lure, and there is cause-oriented and incentive role. One has only been inspired by the pursuit of high goals in order to launch the driving force to make progress. Motivated decision to act, behavior to the target. Objectives of the motives and behavior reaction force, there is traction and encouraging role. In order to better play goal of stimulating motivation and behavior, the hotel management must do the following negative work:① goal-setting to be scientific. Mainly reflected in the amount of the workload of the target whether the extent of the challenge can stimulate employee motivation, there is the hotel staff to honor the commitments made by target degrees, and thus look at the needs of the employees have been met, to do work, they should prepare a fair performance feedback, so that restaurants objectives of acceptability.② targets highly efficient. Mainly manifested as enforceability, to the attention of the staff transferred from the multi-objective up to a single target. There is to increase the degree of collaboration with the staff, pay attention to the staff in various departments to communicate effectively in order to ensure the integrity of the entire hotel goals and unity.③ on the target completion of the evaluation should be corrected.For example: in a restaurant in a set of such inspection system; self-examination, the staff of mutual inspection, foreman checks, in charge of inspections and white-glove inspection. A fair and effective assessment of performance. Incentives in the target process, we must correctly handle the big goals and small goals, individual goals and organizational goals, ideals and reality, the relationship between principle and flexibility, assessment and evaluation of the target should be in accordance with morality, ability, diligence, and achievements of the standards for personnel to conduct a comprehensive and integrated study, qualitative, quantitative, grading done "rigid" standard, penalties and rewards.Competitive pressure excitation method. Competition is to stimulate employee motivation is one effective way to introduce competition mechanism, inter-departmental staff to carry out the competition, competitions, so that employees feel the external pressures and a sense of crisis within the department might become more unity among the members of the Some differences will be set aside, through competition can also be learned from the successful experience of its competitors or failures. Then turn pressure into motivation, turn hostility into friendship, to a higher target to launch the strongest sprint. In the use of the following points when you should pay attention to: ① competition must be fair; ② a good grasp of the intensity of competitive pressures; ③ grasp the intensity of application of scientific methods.Participation in excitation method. Refers to the manager through a set of systems and forms to allow employees to participate in the decision-making plans. For some things, and on some issues dealing with the discussion and management. Let us look at a case study: Wal-Mart is the world's largest private employer in the medium-term operations pointed out the "employee second, leading third; portal development for staff participation in management; away from the post or the customer" slogans. The slogan was embodied in three complementary plans: profit-sharing plans, employee stock purchase plan and loss of incentive plans. In modern hotel management in the common form are: the children design, profit sharing, staff conferences. Through participation can improve the staff's sense of identity, responsibility, and achievement, thus promoting the hotel the desired organizational objectives.Conclusion employee satisfaction is related to all aspects of hotel human resources management, and create employee satisfaction is a systematic project. The values of human resources management from the original material factors of psychological factors to staff changes in the objective needs of hotel human resources management to establish a "people-oriented" management philosophy. Increased investment in staff, to establish a hotel employee satisfaction as the core human resources management system that allows the management of the increasingly standardized, so that management performance and management of the increasingly standardized, so that management performance and management level has been increasing.。

人力资源专业绩效考核管理方面英文文献及中文翻译Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to implement and achieve the better management results, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly andappropriately assess the performance, and do a good job in management.1.Performance appraisals - purpose and how to make it easierPerformance appraisals are essential for the effective managementand evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization.Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establishindividual training needs and enable organizational training needs analysis and planning.Performance appraisals also typically feed into organizationalannual pay and grading reviews, which commonly also coincide with the business planning for the next trading year.Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole.Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, andfostering positive relationships between management and staff.Performance appraisals provide a formal, recorded, regular review ofan individual's performance, and a plan for future development.Job performance appraisals - in whatever form they take - aretherefore vital for managing the performance of people and organizations.Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-onediscussion. No wonder then that appraisals are stressful - which then defeats the whole purpose.Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year.Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty.Put off discussions and of course they loom very large. So don'twait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this.If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other.So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too.2.Appraisals, social responsibility and whole-person developmentThere is increasingly a need for performance appraisals of staff and especiallymanagers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate social responsibility (CSR);Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then naturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the directors’ job descriptions section.Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must address “whole person”development - not just job skills or the skills required for thenext promotion.Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing andmanaging people, unless proper 'objective justification' can be proven. See the Age Diversity information.When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognize that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively andeffectively in any sort of organization.Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in whichall employers compete to attract the best recruits, andto retain the best staff.Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognized this over fifty years ago.If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exitinterview prior to joining a better employer who cares about the people, not just the work.Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be.3 .Are performance appraisals still beneficial and appropriateIt is sometimes fashionable in the 'modern age' to dismisstraditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well.It's a common human response to want to jettison something that onefinds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons.Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example:(1)performance measurement - transparent, short, medium and longterm(2)clarifying, defining, redefining priorities and objectives(3)motivation through agreeing helpful aims and targets(4)motivation though achievement and feedback(5)training needs and learning desires - assessment and agreement(6)identification of personal strengths and direction - including unused hidden strengths(7)career and succession planning - personal and organizational(8)team roles clarification and team building(9)organizational training needs assessment and analysis(10)appraise and manager mutual awareness, understanding and relationship(11)resolving confusions and misunderstandings(12)reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc(13)delegation, additional responsibilities, employee growth and development(14)counseling and feedback(15)manager development - all good managers should be able to conduct appraisals well - it's a fundamental process(16)the list goes onPeople have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and costeffective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a well-run performance appraisals system is naturally designed to achieve.There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper.In fact performance appraisals of all types are effective if theyare conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved.Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers and appraises alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraises at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation.Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because theyare uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy.All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and is a waste of everyone's time.Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraise and managers improve and develop, and thereby also the organizations for whom they work.Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted.4. Effective performance appraisalsAside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment.The formal annual performance appraisal is generally the over-riding instrument, which gathers together and reviews all other performance data for the previous year.Performance appraisals should be positive experiences. Theappraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('blocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.5. Types of performance and aptitude assessments(1)Formal annual performance appraisals(2)Probationary reviews(3)Informal one-to-one review discussions(4)Counseling meetings(5) Observation post(6) Skills or career-related tests(7) Assignment or task to follow the review, including the secondment(8)Assessment Centre, including the observation group exercises, presentations and other tests(9)Communicate with people who investigate the views of others(10) Acts of psychological tests and other assessment(11)Handwriting analysis绩效考核探究摘要在人力资源管理方面，绩效考核的方法多种多样，到底应该采用哪一种绩效考核方法更为合理，绩效考核又应该通过什么样的途径更易于实现并取得更好的管理成效，是一个值得深思的问题。

英语人力资源作文范文English:Human Resources (HR) is a crucial function in any organization, responsible for managing and developing the most important asset of a company - its people. The role of HR involves recruiting and selecting the right candidates for specific job roles, training and developing employees, implementing performance management systems, and ensuring compliance with employment laws and regulations. HR professionals also play a key role in fostering a positive work culture and employee engagement through various programs and initiatives. Additionally, HR departments are responsible for handling employee relations, resolving conflicts, and maintaining a safe and healthy work environment. Overall, the effectiveness of an organization's HR department directly impacts its success and profitability.Chinese:人力资源是任何组织中至关重要的职能，负责管理和发展公司最重要的资产- 其人员。

人力资源管理英文翻译怎么写引言随着全球化的加速发展，越来越多的企业需要处理与国外合作伙伴的业务往来。

在这种情况下，准确翻译人力资源管理相关术语和文件变得非常重要。

本文将介绍人力资源管理英文翻译的常见问题和方法。

1. 术语翻译在进行人力资源管理英文翻译时，首先要对常用的人力资源管理术语进行准确翻译。

以下是一些常见术语的例子： - 人力资源管理 - Human Resource Management - 员工招聘 - Employee Recruitment - 培训与发展 - Training and Development - 绩效评估 - Performance Appraisal - 薪酬管理 - Compensation Management2. 文件翻译在进行人力资源文件翻译时，需注意保持原文的准确性和完整性。

以下是一些常见文件的翻译要点： ### 职位描述 - Job Description 在翻译职位描述时，应注意：- 保持主要职责的准确表述 - 确保对所需技能和资格的描述准确无误 - 适当调整词汇和语法，以确保流畅的英文表达员工手册 - Employee Handbook在翻译员工手册时，应注意： - 尊重本土文化差异，避免盲目的直译 - 确保对公司政策、规定和程序的准确表述 - 使用易于理解的英文句式和词汇，以便员工理解和遵守员工合同 - Employment Contract在翻译员工合同时，应注意： - 确保法律术语的准确翻译 - 保留本地法律和法规要求 - 避免使用歧义和含糊的语言，以确保明确的合同条款3. 文化适应性在进行人力资源管理英文翻译时，文化适应性是非常重要的。

以下是一些建议：- 了解目标读者的文化背景，以便使用符合其文化习惯和价值观的词语和表达方式- 避免直译，而是采用相应文化中常见的表述方式 - 适当调整表达方式，以确保信息传达的准确性和成效结论人力资源管理英文翻译的准确性和完整性对于国际合作和跨文化沟通至关重要。

毕业设计(论文)外文资料翻译外文出处: /PDFweb/215.htm 附件： A.外文翻译 -原文部分B.外文翻译 -译文部分附录A.外文翻译 -原文部分The Strategic Role of Human Resource ManagementTyson,S出处：/PDFweb/215.htm1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform' planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include:Planning: Establishing goals and standards; developing rules and procedures; developing plans and forecasting—predicting or projecting some future occurrence. Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.Staffing: Deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.Leading: Getting others to get the job done; maintaining morale; motivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.In this book, we are going to focus on one of these functions: the staffing, personnel management, or (as it's usually called today) human resource (HR) management function. Human resource management refers to the practices and policies you need to carry out the people or personnel aspects of your management job. These include: Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees )Providing incentives and benefitsAppraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhaps it's easier to answer this by listing some of the personnel mistakes you don't want to make while managing. For example, you don't want:To hire the wrong person for the jobTo experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have your company taken to court because of your discriminatory actionsTo have your company cited under federal occupational safety laws for unsafe practicesTo have some of your employees think their salaries are unfair and inequitable relative to others in the organizationTo allow a lack of training to undermine your department's effectivenessTo commit any unfair labor practicesCarefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results —through others. Remember that you could do everything else right as a manager —lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls — but still fail as a manager by hiring the wrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them. Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:"For many years it has been said that capital is the bottleneck for a developing industry. I don't think this any longer holds true. I think it's the work force and the company's inability to recruit and maintain a good work force that does constitute the bottleneck for production. I don't know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can't maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future---"At no time in our history has that statement been truer than it is today. As we'll see in a moment, intensified global competition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In this environment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to "line" managers' human resource duties? Let’s answer this question, starling with a short definition of line versus staffLine versus Staff AuthorityAuthority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between line authority and staff authority.Line managers are authorized to direct the work of subordinates —they're always someone's boss. In addition, line managers are in charge of accomplishing the organization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They also have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation.Line Managers' Human Resource Management ResponsibilitiesAccording to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.For example, one major company outlines its line supervisors' responsibilities for effective human resource management under the following general headings: Placing the right person on the right jobStarting new employees in the organization (orientation)Training employees for jobs that are new to themImproving the job performance of each personGaining creative cooperation and developing smooth working relationships Interpreting the company s policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff.Human Resource Department's HR Management ResponsibilitiesThe human resource department provides this specialized assistance. In doing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function by directing the activities of the people in his or her own department and in service areas (like the plant cafeteria). In other words, he or she exerts line authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has access to top management in personnel areas like testing and affirmative action. As a result, HR managers' "suggestions" are often viewed as "orders from topside". This implied authority carries even more weight with supervisors troubled with human resource/personnelA coordinative function. HR managers also function as coordinators of personnel activities, a duty often referred to as functional control. Here the HR manager and department act as "the right arm of the top executive to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers.Staff (service) functions. Serving and assisting line managers is the "bread and butter" of the HR manager's job. For example, HR assists in the hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an important role with respect to grievances and labor relations. As part of these service activities, the HR managers land department) also carry out an "innovator" role by providing 'up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs.Cooperative Line and Staff Human Resource Management:An ExampleExactly which HR management activities are carried out by line managers and staff managers? There's no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilities of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety.For example, in the area of recruiting and hiring it's the line manager’s responsibility to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants.In summary, HR management is an integral part of every manager's job. Whether you're a first-line supervisor, middle manager, or president, whether you're a production manager, sales manager, office manager, hospital administrator, county manager (or HR manager), getting results through people is the name of the game. And to do this, you'll need a good working knowledge of the human resource/personnel concepts and techniques in this book.4. Tomorrow's HRTrends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the playing field on which firms must compete. In particular, they havedramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technological change.In the companies that have successfully responded to these challenges, new modes of organizing and managing have emerged.For example:The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications.There is a corresponding de-emphasis on "sticking to the chain of command" to get decisions made. At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today's organization should put the customer on top and emphasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower its front-line employees—the front desk clerks at the hotel, the cabin attendants on the Delta plane, and the assemblers at Saturn. In other words, employees need the authority to respond quickly to the customer's needs. The main purpose of managers in this "upside down" organization is to serve the front-line employees, to see that they have what they need to do their jobs — and thus to serve the customers.Flatter organizations are the norm. Instead of the pyramid-shaped organization with its seven to ten or more layers of management, flat organizations with just three or four levels will prevail. Many companies (including AT&T and General Electric) have already cut the management layers from a dozen to six or fewer. As the remaining managers have more people reporting to them, they will be less able to meddle in the work of their subordinates.Work itself—on the factory floor, in the office, even in the hotel —is increasingly organized around teams and processes rather than specialized functions. On the plant floor, a worker will not just have the job of installing the same door handle over and over again. He or she will belong to a multifunction team, one that manages its own budget and controls the quality of own work.The bases of power are changing. "In the new organization, " says management theorist Rosabeth Moss Kanter, "position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, on figuring out whose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power."Managers will not "manage". Yesterday's manager knew that the president and owners of the firm gave him or her authority to command and control subordinates. Today most managers realize that reliance on formal authority is increasingly a thing of the past. Peter Drucker says that managers have to learn to manage ip situations where they do not have command authority, where " you are neither controlled norcontrolling".Yesterday's manager thinks of himself or herself as a "manager" or "boss"; the new manager increasingly thinks of himself or herself as a "sponsor", "team leader", or "internal consultant".Managers today must build commitment Building adaptive, customer-responsive organizations means that eliciting employee’s commitment and self-control is more important than it has ever been. GE's Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited about their jobs. You can't afford to have anyone walk through a gate of a factory or into an office who is not giving 120%".附录B. 外文翻译 -译文部分人力资源管理的战略作用泰森，S1. 人力资源管理工作什么是人力资源管理了解人力资源管理，首先要审查管理人员。

关于人力资源总监英语作文范文英文回答：Human Resource Director.Human resource directors (HRDs) play a critical role in organizations by managing the workforce and ensuring compliance with labor laws and regulations. They are responsible for a wide range of functions, including:Recruitment and selection: HRDs develop and implement strategies to attract and hire qualified candidates. They may also conduct interviews and background checks.Compensation and benefits: HRDs design and administer compensation and benefits packages that meet the needs of employees and the organization.Training and development: HRDs provide opportunitiesfor employees to learn new skills and develop their careers.They may develop training programs or partner with outside providers.Employee relations: HRDs handle employee grievances and conflicts. They may also negotiate with unions and represent the organization in legal proceedings.HR analytics: HRDs collect and analyze data on HR practices to improve decision-making. They may use data to track employee turnover, identify performance gaps, and develop strategies to improve employee engagement.HRDs typically hold a bachelor's or master's degree in human resources or a related field. They may also have certification from the Society for Human Resource Management (SHRM) or other professional organizations.中文回答：人力资源总监。

介绍人力资源管理专业的英语作文英文回答：Human resource management (HRM) is the process of managing people in an organization. HR managers are responsible for a wide range of tasks, including recruiting and hiring new employees, training and developing existing employees, and managing employee benefits and compensation. HR managers also play a key role in developing and implementing company policies and procedures.HRM is a critical function in any organization. Effective HR management can help organizations attract and retain top talent, improve employee productivity, and reduce turnover. In today's competitive business environment, it is more important than ever for organizations to have a strong HR department.There are many different aspects to HRM. Some of the most important include:Recruiting and hiring: HR managers are responsible for finding and hiring new employees. This process involves developing job descriptions, advertising job openings, and screening candidates. HR managers must also ensure that all hiring decisions are made in a fair and equitable manner.Training and development: HR managers are responsible for providing training and development opportunities for employees. This helps employees improve their skills and knowledge, and it can also help them advance in their careers.Employee benefits and compensation: HR managers are responsible for managing employee benefits and compensation. This includes developing and implementing benefit plans,and ensuring that employees are paid fairly.Company policies and procedures: HR managers play akey role in developing and implementing company policiesand procedures. These policies and procedures help toensure that the organization runs smoothly and that allemployees are treated fairly.HRM is a complex and challenging field, but it is alsoa very rewarding one. HR managers have the opportunity to make a real difference in the lives of employees and organizations.中文回答：人力资源管理（HRM）是管理组织中人员的过程。