经济 工商管理 外文翻译 外文文献 英文文献 现代企业人力资源管理

经济 工商管理 外文翻译 外文文献 英文文献 现代企业人力资源管理 Modern Human Resources Management 1. The general situation of human resource management Modern human resources management of enterprise roughly can divide into three levels, tactics plan, and carry out plan. Three levels represent human resources management advance, can embody the transition from traditional personnel management to modern human resources management. We will welcome E era in the 21st century. In the face of the brand-new challenge, enterprises to obtain the competition advantage, human resources development and management can't be ignored. Through adapt to E era violent change and new challenge can promote enterprises’ organization system development, procedure recombination and management transformation. To promote latent energy of human resources become enterprise human resources management department’s chief duty. Among the course of enterprise management developing, it is not difficult to find that enterprise management have gone through production period and market period ,then enter the human resources leading period. We can say, at E era human resources will become direction of enterprises management. As we know, production period have kept quite a long stage, then we paid attention to products. Ford Motor was a vivid case of that period: Do you need the automobile which other colors? We only produce the black. Market leading is the trend of recent ten years domestic enterprises also pay attention to it. Its character is to pay attention to market trend, market require, and customer satisfaction. Products quality and service are the foundation of customer satisfaction. Product quality and service promoted, enterprise could keep the occupation rate of market. Enterprise will adopt human resources to E era main characters globalization, world net and knowledge. Enterprises must know the function of human resources in the development. First of all, knowledge and technology have changed the measure of enterprise’s wealth and competition rule. Knowledge is strategic assets of enterprise, enterprise is the organization which can combine, create, transmit and use knowledge. So whether enterprises have innovative knowledge, or heterogeneity technology be not coded, will promote enterprises to boost productivity in succession, promote and create the advantage in competition. As knowledge and technology’s medium (human resources) on behalf of special knowledge, technology and ability. Though science and technology and knowledge of enterprise invisible, knowledge, technology and ability’s medium (human resources) is realistic, and can manage, train and develop. So, human resources of enterprises become the key factor of enterprise’s market value. For instance speaking, the market value of Microsoft goes beyond GE. In era of knowledge-driven economy, the fundamental change takes place in enterprises’ competition. E-era is knowledge-driven economy era, the competition based on key ability of enterprise. According to McKinsey advisory company’s view so-called key ability mean organization’s a series of complementary technical ability and knowledge, it have made one or many aspects of business reach competition field first-class level. The cultivation of enterprise’s key ability will be based on information management. As to abroad position CEO, CIO, CKO (Chief Knowledge Officer), Chinese should be called chief knowledge officer or knowledge inspector. The responsibility is to promote staff knowledge and technical ability constantly, to guarantee organization’s competitiveness at high level. Secondly, networked development change traditional space-time conception, create one no demarcation and global working environment and vision. So, the development at full speed of the new technology, not only improved production efficiency, reduced the trade expenses greatly, but also made an impact to enterprise’s management. For example, application of computer and network technology, redistribute the power of enterprises. The development of communication means and network technology enable customer and staff getting more relevant information, improving reaction speed and flexibility. The development of technology will redefine working time and working model constantly. The development of information technology, make enterprises realize the important function of technology creator. More and more enterprises will improve the human resources management to quite important extent. Moreover, globalization has already changed the border of the competition. Enterprises will face unprecedented challenge. Global economy integration under trade liberalization will make multinational enterprises become important strength in international market competition. To obtain competition advantage under globalization background, enterprises’ administrators and human resources department must take human resources to program. They will set up new mode and procedure, train global sensitive sense and key ability. A lot of trans-corporation adhere “thinking globalization, take action locality” principle. It is the challenge that globalization bring to enterprises. The promotion of international competition must promote enterprises to dispose resources in the whole world, including human resources disposition in world wide. Management including problems as follows: the difficulty training, conflict of different culture and managing cross-culturally will become important problems of enterprise’s human resources management. 2. E era: Deep change of human resources management E era, knowledge and technology, network and globalization are the main character. New market, new product and new concept contain new thinking of enterprise’s key ability and management style. Human resources management in enterprise will take deep change: In the face of knowledge economy society, it demanding knowledge and information shared. Network make institutional framework do away with hierarchical system. On one hand, network tissue group replace regular working office or position. Inside enterprises, the group and the other group are independent and complementary, the comprehensive result of the sum greater than the part wholly. In this case, group depends on members’ ability (not post) and tusk. Performance of group is the standard to get reward. On the other 1 hand, network made middle management information sharing loser. So, high positions reducing in the enterprise, it made the traditional promotion way reduce. In adapt to the development of enterprise human resources system. The work is not a position but a task and the task changing constantly. In future, the steady, machinery, repeated work will be replaced by the machine. There only left mental work, creative work. The “knowledge worker” will utilize his knowledge and innovation ability, offer products and additional value of service. People no longer regard pursuing the senior managerial position as the main goal of job development. What they need are bigger autonomy and working elasticity, in order to give play to their higher production capacity. Thus, as the administrator, must be good at communicating and building the relaxed working atmosphere. With engineering level developing constantly, staff will be more and more important among enterprise. To meet staff working and life requests become E era one key goal of human resources management. The staff need get the fair and reasonable pay, get development self chance and condition. He need job security. In other words, enterprises will realize what the staff need is not work, but the vocation. As to above-mentioned changes, organization system redesigned should on background of human resources management of E era. E era, organization system will change produce, market, sale and research, development and financial departments. But implement a hierarchical system and network framework. In traditional pyramid institutional framework, it was ordering and control that emphasized, emphasis describing the staff’s task clearly, so the expectation to the staff of the organization is clear. To promote staff vertical means increase, improvement and high remuneration of status and responsibility. All information of human resources management concentrated on the supreme administration and supervision authorities. By contrast, in flat institutional framework, emphasize the mandate of the staff, and make up work group on commission. The organization encourages the staff to expand one’s own working content, improve the staff's common ability and flexibility. Train system and remuneration system support the promotion of competence. In networked organization, company will make up various kinds of work groups according to special ability to finish the specific task. The work group usually includes expert. In networked organization, emphasize the management of staff participation, construct the border of organization again. Over the past 5-10 years, industrial economy era occupy specializing in ordering with control decision and resource allocation to arrange status concentrate on management that make way for flexible organization system already. GE’s CEO Jack Welch said, “Guarantee and organize successful, the key is to let suitable persons to solve the most important business question. Whether he enterprises which grade and which position in organization.” It is the vivid portrayal of this mechanism. In practice, the most important thing is to let the staff step functional departments and work together, and guarantee they have the power of decision and information needed. Look from trend, human resources management emphasize staff individual and work group’s responsibility. Achievement of work group become the core, to encourage staff individual will become history. 2 As the wide application of Internet technology, the competition and development will under the background “E-Business” times. It is obvious, management reconstruction and procedure recombination will become important means to break traditional rule and to t to the growth obtain new competitive power. The rule of industrial economy can’t adap and development of E-era. Human Resource Department is layman or servant of technology no longer, information technology will be got application in human resources management widely. The manpower resources management of enterprises will set up on enterprise’s network framework, and break through the limitation of the enterprise border. Research, exchange and communication inside and outside enterprises will be swifter. In human resources, employee’s relation, job vacancy, expert searches, employees training and support, and study remote will use Internet effectively. Internet technology can help enterprises organize and realize fictitiously management. Internet technology will help enterprises to set up the administrative system of knowledge, set up studying type organization, help enterprises to win competitiveness of long-term development. One organization must have ability on “how to study”, study ability will become competition advantage than rival. 3. E era: Existence of the human resources manager In E era competitive environment changing fast, it makes the managers face the change of human resources management field, play a role in transformation. More and more enterprises realize that set up competition advantage, the key is to make human resources management effective. The administrator on the senior level of enterprises places much hope on this. Enterprise’s human resources manager would meet the challenge of E era. First of all, enterprise's human resources administrator's duty will be liberated from homework, administrative affairs gradually, will engage in strategic human resources management more. So, enterprise manpower resources by the original non-mainstream functional department gradually become administrative department and strategic partner of business management. Among the 1994, American human resources management association meeting, council chairman Gale Parker point out, “Enterprise rebuild, structure recombination, scale simply require human resources managers to become CEO's strategic partners, help to plan, implement the organization transformation. The human resources managers participate in enterprise’s plan to organize the operational activity more and more. They lead enterprises improvement, set up competition advantage, propagate function technology and act as the role propagator and promoter, and will responsible for staff's performance and productivity etc.. Many foreign enterprises’ human resources directed by a vice president. It can improve human resources strategic value. As we know that traditional human resources management of enterprise can roughly be divided into two respects, one from homework, another strategic. So-called homework project mean attendance, personnel file administration, performance check and rate, wage and welfare administration and general affairs. And strategic project include manpower resources formulation, execution of policy, help on the middle and senior level selection of 3 executive, education, training, career of staff plan, organization development plan and retain staff for business development. Some non-central, traditional personnel management would be put out. It can promote competitiveness, because of the added value of homework is very low, and human resources manager divert his attention and be deviated from the important strategic affairs. Staff affairs should be managed by other “affairs department”. So, Enterprise’s human resources manager will be from that kind of administration of the past gradually. Role of general affairs and welfare committee would be changed. And become learning type organization, training pusher, senior advisor agent, strategic business partner, administration’s expert and improvement advocator. Secondly, manpower resources manager need to possess the corresponding global human resources management skill, he can understand and grasp the suitable professional knowledge. He required speak the same “language” to the business segments. Human resources administration is very important in the chain of enterprises day by day. It includes not only outside customer but also departments of enterprise. Human resource department should move towards “the service center” from the status “power center”. Human resources manager must possess a brand-new mode of thinking. And know customer’s need and how to offer these services. Finally, human resources manager should locate a new role. Michigan University Reich professor said, as helper of enterprise to get competitiveness, human resources management should pay attention to output of work. According to strategic policy, administration’s efficiency, the staff’s contribution and changing, these four kinds outputs of human resources management, Reich sum up 4 basic roles of human resources management. They are strategic human resources, mechanism structure, of staff management contribution, management transition and change. In order to realize the above-mentioned roles, enterprise’s human resources manager need master four major key technical skills. First, they should master the business procedure. Human resources employee becomes a part of core managing and management. They participate in the basic operational activity, have strategic business directions. Second, they grasp the manpower resources. It means that human resources management should guarantee basic managements and coordinate each other, and should bear the responsibility the executive function. Third, personal reputation It means that human resources employee should possess good interpersonal influence, conquest ability and innovation ability. Fourth, grasp transformation It requires human resources manager to understand how to lead enterprises’ improvement and recombination. 4 现代企业人力资源管理 一、现代企业人力资源管理概况 现代企业的人力资源管理大致可分为三个层次，及策略规划、 制度 关于办公室下班关闭电源制度矿山事故隐患举报和奖励制度制度下载人事管理制度doc盘点制度下载 规划和作业执行。这三个层次其实也代 表 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf 了人力资源管理的不同发展阶段，可以体现出从传统的人事管理到现代人力资源管理的过渡。二十一世纪我们全面迎来了E时代。面对全新挑战，企业要获取竞争优势，人力资源开发与管理不可忽视。通过适应E时代剧烈的企业变化和动荡的新挑战，促进企业组织开发、流程重组和管理变革，发挥并提升人力资源的潜能，成为企业人力资源管理工作者当仁不让的职责。 从近一个世纪企业经营的发展过程中，我们不难发现企业经营历经了从生产导向到市场导向的演进过程，目前正在进入人力资源导向时代。可以说，在E时代，人力资源导向将成为企业获取成功的基本导向。 众所周知，生产导向的阶段维持了相当久，当时重视的是产品。福特汽车就曾是那个时代一个生动的典型:你们需要其他颜色的汽车吗,我们只生产黑色。 市场导向是近十几年来的趋势，国内企业也相当重视。其特点是重视市场趋势、市场要求、以及顾客满意度;尤其，以产品或服务的品质、质量，作为顾客满意度的基础。只有提升产品与服务的质量与品质，才能享有市场占有率。而"品质、质量"的贡献者、达成者、实现者是谁呢, 企业采用人力资源导向是由知识化、网络化及全球化的E时代根本特征和企业竞争格局所决定的。企业须以全新的视角来认识人力资源在企业发展中的作用。 首先，知识化改变了衡量企业财富的标准和竞争规则。知识是企业的战略资产，企业是一种知识整合系统或是创造、传递和运用知识的组织。所以企业是否拥有创新知识，或异质性未编码知识，就成为连续推动企业提高生产率，提升并创造连续竞争优势的源泉。作为知识和技能“承载者”的人力资源，代表了企业所拥有的专门知识、技能和能力的总和，是企业创造独占性的异质知识和垄断技术优势的基础。虽然企业的科技和知识是无形的，但代表企业知识、技能和能力水平的人力资源却是真实存在，并能加以管理、培训和开发的。至此，企业的人力资源就成为决定企业市场价值的关键因素。如从一定程度上讲，Microsoft的市场价值是超出GE的。 5 知识经济时代，企业竞争方式发生根本性变革。E时代是知识经济的时代，企业的竞争将基于核心能力的竞争。根据麦肯锡(McKinsey)咨询公司的观点，所谓核心能力是指某一组织内部一系列互补的技能和知识的结合，它具有使一项或多项业务达到竞争领域一流水平的能力。企业核心能力的培育将基于知识管理。在国外出现一个类似CEO、CIO职位的CKO(Chief Knowledge Officer)职位，中文应该称为首席知识官或知识总监，其责任是促进员工知识与技能水平的不断提升，确保组织在高科技时代的竞争力。 其次，网络化的发展改变了传统的时空观念，创造了一个不受地理边界限制与束缚的全球工作环境和视野。因此，新技术的飞速发展，不仅提高了企业的经营生产效率，大大降低了交易费用，而且对企业管理方式产生巨大冲击。例如，计算机网络和技术的运用，客观上重新分配了企业的内部权力;通讯手段和网络技术的发展，使顾客和员工能在获得更多相关信息基础上，提高反应速度和灵活性，创造更多的机会。技术的发展将不断地重新定义工作时间和工作的方式。信息技术的飞速发展，使得企业越发认识到能够创造技术的人才的重要作用。越来越多的企业将会把人力资源管理工作提高到相当重要的程度。 再次，全球化已彻底改变了竞争的边界，使企业面临前所未有的强度挑战。经济全球化与贸易自由化带动下的全球经济一体化，将使多国企业成为国际市场竞争中的重要力量。为在全球化背景下获取竞争优势，企业各部门的管理者和人力资源从业人士，必须以一种新的全球思维方式重新思考企业人力资源的角色与价值增值问 题 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 ，建立新的模式和流程来培养全球性的灵敏嗅觉、核心能力。如许多跨国公司坚持的"思维全球化，行动当地化"原则就是全球化给企业带来的挑战。国际竞争的深化必然推动企业在全球内配置资源，更包括人力资源的全球配置。管理人力资源的难度、培训的难度、不同文化的冲突、跨文化管理，都将成为企业人力资源管理的重要问题。 二、E时代:人力资源管理的深刻变化 在知识化、网络化与全球化的E时代，新市场、新产品、新观念，也蕴含着对企业核心能力和经营方式的新思考。对于企业的人力资源管理，也会形成深刻的变化: 面对E时代的知识经济社会，知识化要求知识与信息共享，网络化使组织结构扁平化成为可能。一方面，网络状分布的组织团队代替了固定的工作部门或职位，出现 6 了跨职能、跨部门的团队。在企业内部，团队与团队之间是独立的，又是互补的，从而产生整体大于部分之和的综合效果。在这种情况下，团队是由成员依其专长(而非职务)和任务的需要而自主构成，团队的绩效可以由其任务的完成状况获得评价后得到相应的报酬。另一方面，网络使主要承担上下之间信息沟通的中间管理层失去应用的作用而遭到精简。结果，企业中的较高职位减少了，使得传统的升迁途径减少了，导致职业发展中沿着组织层级向上攀升的机会也大大减少了。在适应未来发展的企业人力资源发展系统中，工作并非职位而是任务，同时任务又是在不断变化的。 未来，稳定的、机械性的、重复性的工作，基本上被机器所取代，或者将被“外包”，最终只剩下脑力的、创造性的工作。“知识工作者”利用自己的知识和创新能力，提供产品和服务的附加价值。人们不再把追求高级管理职位作为职业发展的主要目标，他们需要的是较大的自主权和工作弹性，以便发挥他们较高的生产能力。从而，作为管理者，必须擅长于沟通和营造轻松的工作氛围。随着技术水平的不断提高，员工在企业中的地位越来越重要，满足员工工作生活质量的要求将成为E时代人力资源管理的核心目标之一。员工不仅要得到公平合理的充足报酬，不仅要得到发展自我的机会和条件，而且还要得到职业安全保障。换言之，企业终将意识到员工需要的不是工作，而是职业。 基于上述变化，组织的重新设计将成为E时代人力资源管理重要的制度背景。E时代的组织设计将改变传统的依据功能来组织生产、市场与销售、研究与开发、财务等业务部门的做法，而是实行组织结构方面的扁平化和网络化。在传统的金字塔式组织结构中，强调的是命令与控制，重视清晰地描述员工的任务，因此组织对员工的期望是明确的;员工的晋升路线也是垂直晋升，晋升意味着责任的增大、地位的提高与更高的报酬;人力资源管理的全部信息都集中在组织的最高管理层。相比之下，在扁平式组织结构中，强调对员工的授权，并把被授权的员工组成工作小组;组织鼓励员工扩大自己的工作内容，提高员工的通用性和灵活性;培训系统和报酬系统都支持水平的晋升。在网络化组织中，多个公司根据各自员工的专长组成各种工作小组，完成特定的任务，这种工作小组通常包括各个方面的专家。在网络化组织中，一般更加强调员工的参与管理，重新构造组织的边界。在过去的5,10年中，工业经济时代占据支配地位的以命令和控制为主的决策和资源分配集中制的管理方式已经让位给更加 7 灵活的组织机制。GE的CEO杰克.韦尔奇所谓的:“确保组织在未来的成功关键在于有合适的人去解决最重要的业务问题，无论他处在企业的哪一个等级和组织的何种职 就是这一机制的生动写照。在实践中，最重位，也无论他处在世界上的任何角落。” 要的是让员工跨职能部门一起工作，并确保他们能够获得所需要的信息和拥有做出决策的权力。从趋势上看，人力资源管理将更加强调员工个人与工作小组在员工前程发展中的责任，工作小组的业绩将成为关注的核心，那种单纯强调员工个人激励的策略将成为历史。 随着Internet技术的广泛应用，企业将在“电子商务”时代背景下竞争与发展。可见，管理再造和流程重组将成为企业打破传统规则，获取新竞争能力的重要手段。工业经济时代的商业规则“科层制”管理模式已不适应E时代企业的成长与发展，甚至成为企业生存与发展的严重桎梏。而且，人力资源部门不再是技术的门外汉或奴仆，信息技术将更加广泛地在人力资源工作领域中得到应用。企业的人力资源管理充分建立在企业网络化的组织结构之上，并突破企业边界的局限。企业内外的研究与交流、沟通等将更加快捷。在人力资源和雇员关系中，职位空缺公布、专家搜寻、雇员培训与支持、远距离学习等，将有效应用互联网。 运用Internet技术帮助企业建立虚拟组织并实现虚拟化管理，以有效利用整个社会一切可利用的资源。运用Internet技术帮助企业建立知识管理系统，建立学习型组织，以帮助企业获得长期发展的竞争力。一个组织必须拥有“如何去学习”的能力，并且比对手学得更快的能力成为企业唯一持久的竞争优势。 三、E时代:人力资源经理人的生存 不适应，则死亡。E时代的快速变化的竞争环境，使得企业人力资源经理人必须正视人力资源管理领域的变革，积极地进行职能转变与角色定位。已经有越来越多的企业在认识到建立自身的竞争优势关键是如何去建立并运行有效的人力资源管理，企业高层管理者对此寄予很大希望。企业人力资源经理人只有全面迎接E时代的挑战，才能在企业发展中发挥应有的作用。 首先，企业人力资源管理者的职责将逐渐从作业性、行政性事务中解放出来，更多地从事战略性人力资源管理工作。因此，企业人力资源管理部门已逐渐由原来的非主流的功能性部门，转而成为企业经营业务部门的战略伙伴。在1994年美国人力资 8 源管理协会会议中，理事会主席Gale Parker指出:企业再造、结构重组、规模精简的变革大潮都要求人力资源经理成为首席执行官的战略伙伴，帮助 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 、实施组织变革。人力资源经理人越来越多地参与企业战略、组织业务活动，领导企业变革，建立竞争优势，传播职能技术并担当起员工宣传者和倡议者的角色，并对员工绩效和生产率负责等。许多国外企业，由一位副总直接负责人力资源管理，以此提高人力资源在公司中的战略价值，保证公司的人力资源政策与公司的发展战略匹配。 我们都知道传统的企业人力资源管理工作大致可分为两方面，一种是作业性的，另一种是战略性的。所谓作业性项目指的是考勤、人事档案管理、绩效考评、薪资福利等行政性和总务性的工作。而战略性项目包括人力资源政策的制定、执行，帮助中高层主管的甄选，员工的教育、培训、生涯规划，组织发展规划和为业务发展开发、留住人才等等，具有相当的前瞻性。把一些非核心的、过于细节化的传统性人事管理业务外包出去，也将成为企业提升人力资源竞争力的选择，因为这种作业附加值很低，使人分心并偏离重要的战略性事务，不利于提升人力资源管理的形象和重要性。把这些传统事务分离出去，由其他部门或“员工事务部”之类的机构去管理，而人力资源部专注于系统性全局性的战略事务。 因此，企业人力资源经理人将逐渐从过去那种行政、总务、福利委员会角色转变成为学习型组织、教育的推动者、高层主管的咨询顾问、战略业务伙伴、管理职能专家和变革的倡导者等。 其次，人力资源经理人需要具备相应的全球人力资源管理技能，能了解并掌握相当的业务知识，更要求能与业务部门说一样的“语言”。人力资源管理已日益突显其在企业价值链中的重要作用，这种作用就在于能为“顾客”，既包括企业外部顾客，又包括企业内各个部门提供附加价值。这种内部提供不仅可以实现为业务部门的定制服务，而且可以突显人力资源管理的价值、巩固人力资源部门的地位。人力资源部门应该从“权力中心(Power Center)”的地位走向“服务中心(Service Center)”。人力资源经理人必须具备一套全新的思维方式，去考虑“顾客”需要什么样的人力资源服务并怎样提供这些服务，籍此创造在企业中的权威。 最后，人力资源经理人应进行人力资源管理角色的再定位。密歇根大学的沃尔里奇(Ulrich)教授认为，作为企业获取竞争力的帮手，人力资源管理应更注重工作的 9 产出，而不仅仅是把工作做好。根据人力资源管理的战略决策、行政效率、员工的贡献和变化能力这四种产出，沃尔里奇归纳了人力资源管理的四个基本角色。它们分别是战略性人力资源、管理组织的机制结构、管理员工的贡献程度、管理转型和变化。 为实现上述角色再定位，企业人力资源经理人需要掌握的四大核心技能: 1、掌握业务 要求人力资源从业人员成为企业核心经营、管理层的一部分，了解并参与基本的业务活动，具有强烈的战略业务导向。 2、掌握人力资源 是指人力资源管理要确保基本的管理和实践相互协调，并担当起行政职能。 3、个人信誉 是指人力资源从业人员应具备良好的人际影响能力、问题解决能力和创新能力。 4、掌握变革 要求人力资源管理懂得如何领导企业变革与重组。 10