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1、本科毕业设计（论文）外文参考文献译文及原文 学 院 经济管理学院 专 业 工商管理 年级班别 学 号 学生姓名 指导教师 年 月 日目 录1 外文文献译文 .12外文文献原文 .7人力资源管理1.什么是人力资源管理为了理解什么是人力资源管理首先我们不妨回顾一下管理者都在做些什么，大多数管理专家认为：任何管理者都要执行五大基本职能即：计划、组织、人事、领导和控制。总之，这些职能代表了管理过程。而且，每一种管理职能中都包含一些特定的活动：计划：确定目标和标准：制定规则和程序；拟定计划以及预I测预测或设想某些将来的事情。组织：给每一位下属分配一项特定的任务：设立工作部门。授权给下属：建立权力的信息沟
2、通渠道；协调下属之间的工作。人事：确定雇佣什么样的人才；招募员工；甄选员工；确定工作绩效标准；给雇员支付报酬；评价工作绩效；指导员工；对员工进行培训和开发。领导：督促其他人完成他们的工作；保持员工士气激励下属。控制：制定像销售定额、质量标准或生产水平一类的标准：根据上述的标准检查实际的工作绩效，在必要时采取适当的行动。2.人的基本需要人们发现婴儿的行为是最简单的。当他们感到饥饿、口渴或不舒服的时候，他们就哭；当他们高兴的时候，他们就微笑或者咯咯地笑。婴儿的行为比成年人的行为简单多了。当饥饿和口渴时成年人是很少哭的，但至少人们在高兴时会笑，在困乏时会睡觉。因此，尽管满足人类的基本需要的方式越来越
3、复杂，但是这种需要必须得到满足。只有这样，人类才会生存下来。为了生存，人需要足够的空气、水、食物及抵御自然威胁的保护措施等等。很显然，婴儿需要依赖他人来满足其生存的需要，他们能做的就是当饥饿、口渴或不舒服时，发出某些信号。人们是通过一种非常普遍的方法来满足他们的生存需要的。即便婴儿长大了，也是通过非常相似的方法来满足他们的生存需要。也许口味和偏好有所不同，但生存的基本要素是一样的。3.激励与沟通激励理论应该成为管理研究和实践应用的一个关键性问题。有组织的工作-即通过他人或与他人一起来完成工作需要大大地激励互助性的工作，而不是自相抵消的工作。在这一点上的共识是管理研究历史中的首要课题、因而组织工
4、作的早期观察家之一亨利法约尔认为，激励是管理的核心，而这也是当代的观点。人们对激励的理解已经发生了重大变化。在两次世界大战后的时期里，人们在描绘和影响激励状况方面，不断取得突破，近几年的发展可能将带来更令人震惊的成果正式的定义“激励在概念上往往没有确切的定义。它的内在和外在含意通常也有所不同。但是这个概念至少包括这层意思：“激励指的是一个群体为实现某个特定目标的愿意程度，其中包括对决定愿意程度的因素的定性和定位。在这里我们必须强调将所有这些因素放在一起考虑的必要性，尤其因为人们总是重视有确定方向的激励行为.4.人事工作的定义人事工作的管理职能被认为是补充并不断补充组织机构中的职位。这就要确定劳
5、动力的需求，储备招聘到的人员，招聘和挑选人员，安置、提升、考评，对业务做出计划、定报酬，以及培训或培养在岗和待聘职工，使他们有效地完成任务。显然，人事工作必须与组织工作紧密相联。很多编写管理理论的学者把人事工作作为组织工作的一个方面加以论述。但本文基于下述理由将人事工作作为一种独立的管理职能。第一，人事工作的组织作用包括实际管理人员通常认识不到的知识和方法。实际管理人员常常认为，组织工作仅仅是设立一个能各司其职的机构，而很少注意到怎样去充实这些职位第二，把人事工作作为一种独立的职能将使我们在挑选、考评、业务计划制订，以及培养管理人员方面更注重人的因素。第三，在人事工作领域中已经积累了重要的知识
6、和经验。把人事工作看作一种独立的管理职能的第四条理由是：管理人员常常忽视人事工作是他们的，不是人事部门的职责这一事实。当然，人事部门应提供有价值的帮助，但为组织补充空缺并使它们都配以合格的人选，应是管理人员的工作.5.人力资源计划过程虽然有这样或那样的因素影响一个人力资源计划的具体内容但是所有有效的人力资源计划都有一个共同的特征，那就是它一般由四个不同的阶段或过程组成。形势分析和环境研究人力资源需求预测人力资源供给分析制定实施计划形势分析和环境研究人力资源计划的第一个阶段主要是考察人力资源计划和战略规划之间的相互影响和和相互作用。战略规划必须适应周围的环境，而人力资源管理正是组织在适应变化环境
7、过程中所使用的基本职能之一。例如，快速的技术变化环境可能迫使组织尽快甄别和雇佣拥有新技术的员工，而在以前公司并不需要这些人。在组织中如果没有一个有效的人力资源计划来支持招聘和选择过程的话，那么它不可能对快速变化的环境迅速做出反应，因而它不能保持竞争优势。由于环境变化而产生的新问题现在比以前要多得多，因此现代企业的成功更依赖于它的“全球思维”能力。实际上，“全球思维”被认为是90年代的管理者必备技能之一。6什么是人类绩效技术要定义人类绩效技术，必须先定义人类绩效技术中的每一个词人类、绩效和技术。人类一词放在绩效技术之前，是由于人类绩效技术人员处理的是在面向结果的系统中从事有关人的绩效的事实。他们
8、关注的是如何通过着眼于特定环境中的组织、过程和个人来提高个人绩效。在人类绩效技术背景下，绩效被定义为个人工作所在组织和系统对其工作的结果和成就的评价。人类绩效技术人员所关注的就是这些成就。7为什么要进行绩效评价进行绩效评价有以下几个原因：第一，晋职和薪金决策需要绩效评价获得的信息；第二，绩效评价为管理人员及其下属提供了一个一起审查下属人员工作表现的机会。这又会使这些人员可以制订计划来改正评价当中发现的所有问题，同时强化了下属人员的正确行为。最后，你公司的职业规划过程应当以绩效评价为中心，因为绩效评价提供了一个根据员工表现出来的优点和缺点审查其职业规划的好机会。主管人员常常进行实际的评价工作。因
9、而，他们必须熟悉基本的评价方法，理解并避免可能降低评价效果的问题，使评价工作能公平地进行。人力资源部起着制定政策和参谋的作用。例如，一项调查表明，大约有80的公司声明人力资源部提供了有关如何使用评价工具方面的建议和帮助，但是却把评价程序的最终决策权留给了业务部门的领导，而其余那些公司的人事部门制定了详细的表格和评价程序，并要所有部门都得使用。人力资源部也负责培训管理者以提高他们的评价技能。最后，人力资源部还要负责监督评价系统的运用，尤其要确保所评价的形式和标准符合EEO法律规定.8管理人员开发的性质和目的管理人员开发是指一切通过传授知识、转变观念或提高技能来改善目前或未来管理人员工作绩效的活动
10、，它包括企业内部教学计划，如授课、辅导和工作轮换；专业教学计划，如美国管理协会研修班，大学开设的经营管理人员MBA教学计划。据估计，美国每年有100多万管理人员参加管理人员开发计划活动，而这一年要花掉美国企业几十亿美元。当然，这些开发活动的项目的是提高组织未来的工作绩效。因此，一般的管理人员开发过程由以下几步组成：(1)评估本企业的需要，比如，填充管理职位空缺，或使企业应变能力更强。 (2)评价管理人员的工作绩效。（3）开发这些管理人 长期以来，群体中每位成员的地位取决于他们对群体的贡献，群体成员的早期地位经常与每位群体成员在群体之外拥有的地位相关联。例如，在一家公司的建立用以研究如何奖励成绩
11、突出者的任务攻坚队中，一个年长的副总经理得到的尊重要多于一个人事部助理，尽管这个人事部助理可能知道更多关于各种奖励低.但是，群体成员根据什么外部特征来划分地位却总是不明显的。一些人认为的高地位特征，在其他人的眼里可能完全不是这样的，尤其是当某个特征看起来与群体目标没有关联的时候。例如刚刚提到的研究奖励系统的任务攻坚队中，年长的副总经理可能比人事部助理的等级高。但是，如果在一个决定需要如何改变工时的群体中，由于这个人事部助理具有相关规定和程序的知识，再加之她是奖励系统任务攻坚队的成员，所在这样的群体中她地位可能很高。同样，如果一个群体的成员由于坠机而身处沙漠之中，一个法官尽管其外部地位高，但由于
12、他或她的生存技能相对较差，在这个群体中，他不被别人尊重，但是一个技工在这种情况下就可能得到较高的地位，尽管她或他在其他环境中可能被看成是地位低的。一个组织包括各种各样的职位，这些职位上必须适当地安排人员。工作分析就是这样一种方法，通过其来确定这些职位的责任以及具有何种特点的人适于从事某个职位的工作。这种工作分析提供关于工作要求的信息，用以编制工作说明书（工作要求的内客是什么）和工作.培训就是给新雇员或现有雇员传授其完成本职工作所必需的基本技能的过程。因此，培训可以是给一个机械工演示如何操作他的新机器，也可以是向一个推销员示范怎样卖出公司产品、或者是向一个新的主管讲授如何和员工面谈、如何评价员工
13、等等。然而不管是何种培训，它的目的就是为员工提供胜任其目前从事工作所必需的技能。而员工和管理人员开发则是一种长期的培训。其目的就是开发现有和未来的员工以胜任将来出现的工作，或者是解决有关组织的问题，例如部门间信息交流不畅问题。培训和开发所使用的方法通常是相同的，但二者之间还是有一定程度区别的。实际上，现在培训的目的比过去要广泛得多。在过去，大多数公司习惯于强调生产过程的培训，主要是传授给员工从事工作的必要的专门技能，比如，培训装配工焊接线路或培训教师制定课程计划。然而，在20世纪80年代和90年代，培训和开发的程序及其目的都发生了变化。现在的管理者不得不适应快速的技术变革，不得不提高产品质量和
14、服务质量和提高生产效率以保持竞争力。然而提高质量常需补习式的教育培训，质量改善计划要求员工具有重要的思考关键问题的技能、绘制图表和分析资料的能力。同时员工也必须会运用或能获得团队建设、决策以及沟通方面的技能。同样，由于企业不断地进行技术改进，这就需要企业员工接受相关技术和计算机技能方面的培训.The Strategic Role of Human Resource Management1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource man
15、agement is, we should first review what managers do. Most experts agree that there are five basic functions all managers per-form planning, organizing, staffing, leading, and control-ling. In total, these functions represent the management process. Some of the specific activities involved in each fu
16、nction include:Planning: Establishing goals and standards; developingrules and procedures; developing plans and forecastingpredicting or projecting some future occurrence. Organizing: Giving each subordinate a specific task;es-tablishing departments; delegating authority to subordi-nates; establishi
17、ng channels of authority and communica-tion; coordinating the work of subordinates. Staffing:Deciding what type of people should be hired;recruiting prospective employees;selecting employees;settingperformancestandards; compensating employees;evaluatingperformance; counseling employees;training and
18、developing employees. Leading: Getting others to get the job done; maintainingmorale; motivating subordinates. Control: Fixed the sales quantity, quality specification or a production level kind of stander like formulation. According to standard inspection actual work achievements, when necessity ta
19、kes the suitable action.2 Survival NeedsThe most uncomplicated behavior is found in infants. When they are hungry, thirsty, or uncomfortable, they cry; when they are happy, they smile or giggle; and when they are sleepy, they sleep. The infants behavior is much less complicated than the adults. Not
20、many adults cry when hungry or thirsty. But at least people still smile and laugh when they are happy and some people even go to sleep when they are sleepy. Although people tend to complicate the ways of meeting basic human needs, the needs must still be met; survival depends on it.In order to survi
21、ve, one must have enough air water, food, protection from physical dangers, and so forth. The infant obviously is dependent upon others to have survival needs met; what it can do is give some signals of hunger, thirst, or discomfort. Survival needs can be met in fairly universal ways. Even as they g
22、row and mature, people develop fairly similar methods of meeting these needs. Tastes and preferences are different ,but the survival needs are basis and necessary.3Motivation and CommunicationMotivation must be at the heart of concern in the study and the practice of management. Organized effort-tha
23、t is getting work done through and with others requires motivating promotively interdependent effort, as opposed to effort that is self-cancelling. Agreement on this point is a dominant theme in the history of the study of management. Thus Henri Fayol, one of the early observers of organized effort,
24、 shares the contemporary opinion that motivation is the core of management.Dramatic changes have occurred in our understanding of motivation. The periods following the two world wars saw cumulative breakthroughs in describing and influencing motivational states, and advances of the last few years pr
25、omise far more striking results.Formal Definition.Motivation often receives no precise conceptual designation; and implicit and explicit meanings of the term commonly differ. The concept,however, covers at least this area of meaning: Motivation refers to the degree of readiness of an organism to pur
26、sue some designated goal, and implies the determination of the nature and locus of the forces inducing the degree of readiness.The necessity of considering all of these factors together must be underscored, particularly since the common emphasis has been upon motivating behavior with a specific dire
27、ction.4StaffingThe managerial function of staffing is defined as filling, and keep-ing filled, positions in the organization structure. This is done by identifying work-force requirements, inventorying the people avail-able, and recruiting, selecting, placing, promoting, appraising, planning the car
28、eers of, compensating, and training or otherwise de-veloping both candidates and current jobholders so that they can ac-complish their tasks effectively and efficiently. It is clear that staffing must be closely linked to organizing, that is, to the setting up of intentional structures of roles and
29、positions.Many writers on management theory discuss staffing as a phase of organizing. In this book, however, staffing is identified as a sep-arate managerial function for several reasons. First, the staffing of organizational roles includes knowledge and approaches not usually recognized by practic
30、ing managers, who often think of organizing as just setting up a structure of roles and give little attention to filling these roles. Second, making staffing a separate function facilitates placing an even greater emphasis on the human element in selection, appraisal, career planning, and manager de
31、velopment. Third, an important body of knowledge and experience has been developed in the area of staffing. The fourth reason for separating staffing is that managers often overlook the fact that staffing is their responsibility - not that of the personnel department. To be sure, this depart-ment pr
32、ovides valuable assistance, but it is the job of managers to fill the positions in their organization and keep them filled with qualified people.5Human Resource Planning and RecruitingWhile these and other factors influence the specifics of an HR plan, all effective HR planning shares certain fea-tu
33、res. It is generally agreed that HS planning involves four distinct phases or stages. Situation analysis or environmental scanning Forecasting demand for human resources Analysis of the supply of human resources Development of plans for action Situation Analysis and Environmental ScanningThe first s
34、tage of HR planning is the point at which HRM and strategic planning initially interact. The strategic plan must adapt to environmental circumstances, and HRM is one of the primary mechanisms that an organization can use during the adaptation process. For example, rapid tech-nological changes in the
35、 environment can force an organiza-tion to quickly identify and hire employees with new skills that previously werent needed by the organization. With-out an effective HR plan to support the recruitment and se-lection functions in the organization, it would be impossible to move fast enough to stay
36、competitive.The problems associated with changing environments are greater today than ever before because success now depends on an ability to be a “global scanner”. Global scanning is, in fact, considered one of the essential sill.6The Concept of Human Performance TechnologyTo define Human Performa
37、nce Technology, we must begin by defining each word-human, performance, and technology - within the HPT context:Human precedes performance technology due to the fact that the HP technologists deal with the performance of people operating within results-oriented systems. The HP technologist is focuse
38、d on how to enhance individual human performance by looking at the organization, the process and the individual in the defined setting.Performance in the HPT context is defined as the outcomes and accomplishments valued by the organization or system that one works in. These accomplishments are what
39、technology man attendion.8.Why Should You Appraise PerformanceThere are several reasons to appraise performance. First, appraisals provide information upon which promotion and salary decisions can be made. Second, they provide an opportunity for you and your subordinate to review the subordinates wo
40、rk-related behavior This m turn lets both of you develop a plan for correcting any deficiencies the ap-praisal might have unearthed, and reinforce the things the subordinate does right. Finally, the appraisal should be cen-tral to your firms career-planning process because it pro-vides a good opport
41、unity to review the persons career plans in light of his or her exhibited strengths and weak-nesses. The supervisor usually does the actual appraising. Therefore, he or she must be familiar with basic appraisal techniques, understand and avoid problems that can cripple an appraisal, and conduct the
42、appraisal fairly.The HR department serves a policymaking and advisory rote. In one survey, for example, about 80% of the firms responding said the HR department provides advice and as-sistance regarding the appraisal tool to use but leaves final decisions on appraisal procedures to operating divisio
43、n heads; in the rest of the firms the personnel office prepares detailed forms and procedures and insists that all depart-ments use them. HR is responsible as well for training su-pervisors to improve their appraisal skills. Finally, HR is also responsible for monitoring the appraisal systems use, a
44、nd reach the CEO standard.9 Nature and Purpose of Management De-velopmentManagement development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills. It thus includes in-house pro-grams like courses, coaching, and rotational assignments; p
45、rofessional programs like American Management Associa-tion Seminars; and university programs like executive MBA programs. It is estimated that well over I million U.S. managers participate in management development programs yearly for a cost to industry of several billion dollars a year.The ultimate
46、 aim of such development programs is, of course, to enhance the future performance of the organiza-tion itself. For this reason, the general management devel-opment process consists of (1) assessing the companys needs (for instance, to fill future executive openings, or to make the firm more respons
47、ive), (2) appraising the man-agers performance, and then (3) developing the managers themselves.While over the long run each members status in a group will be based on the members contribution to the group, early status in a group is usually related to the status of each group member outside the gro
48、up. In a company task force set up to investigate ways of awarding bonuses to outstanding performers in the group, for example, a se-nior vice president will usually be given more respect at first than a personnel department assistant, despite the possibil-ity that the personnel assistant may indeed know more about alternative bonus systems and their consequences. The higher the background factor of external status
