外文翻译人力资源管理的战略作用Word格式文档下载.docx

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TheStrategicRoleofHumanResourceManagement

Tyson,S

出处：

1.HumanResourceManagementatWork

WhatIsHumanResourceManagement

Tounderstandwhathumanresourcemanagementis,weshouldfirstreviewwhatmanagersdo.Mostexpertsagreethattherearefivebasicfunctionsallmanagersperform'

planning,organizing,staffing,leading,andcontrolling.Intotal,thesefunctionsrepresentthemanagementprocess.Someofthespecificactivitiesinvolvedineachfunctioninclude:

Planning:

Establishinggoalsandstandards;

developingrulesandprocedures;

developingplansandforecasting—predictingorprojectingsomefutureoccurrence.

Organizing:

Givingeachsubordinateaspecifictask;

establishingdepartments;

delegatingauthoritytosubordinates;

establishingchannelsofauthorityandcommunication;

coordinatingtheworkofsubordinates.

Staffing:

Decidingwhattypeofpeopleshouldbehired;

recruitingprospectiveemployees;

selectingemployees;

settingperformancestandards;

compensatingemployees;

evaluatingperformance;

counselingemployees;

traininganddevelopingemployees.

Leading:

Gettingotherstogetthejobdone;

maintainingmorale;

motivatingsubordinates.

Controlling:

Settingstandardssuchassalesquotas,qualitystandards,orproductionlevels;

checkingtoseehowactualperformancecompareswiththesestandards;

takingcorrectiveactionasneeded.

Inthisbook,wearegoingtofocusononeofthesefunctions:

thestaffing,personnelmanagement,or（asit'

susuallycalledtoday）humanresource（HR）managementfunction.Humanresourcemanagementreferstothepracticesandpoliciesyouneedtocarryoutthepeopleorpersonnelaspectsofyourmanagementjob.Theseinclude:

Conductingjobanalyses（determiningthenatureofeachemployee'

sjob）

Planninglaborneedsandrecruitingjobcandidates

Selectingjobcandidates

Orientingandtrainingnewemployees

ManagingWagesandSalaries（howtocompensateemployees）

Providingincentivesandbenefits

Appraisingperformance

WhyIsHRManagementImportanttoAllManagers

Whyaretheseconceptsandtechniquesimportanttoallmanagers?

Perhapsit'

seasiertoanswerthisbylistingsomeofthepersonnelmistakesyoudon'

twanttomakewhilemanaging.Forexample,youdon'

twant:

Tohirethewrongpersonforthejob

Toexperiencehighturnover

Tofindyourpeoplenotdoingtheirbest

Towastetimewithuselessinterviews

Tohaveyourcompanytakentocourtbecauseofyourdiscriminatoryactions

Tohaveyourcompanycitedunderfederaloccupationalsafetylawsforunsafepractices

Tohavesomeofyouremployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganization

Toallowalackoftrainingtoundermineyourdepartment'

seffectiveness

Tocommitanyunfairlaborpractices

Carefullystudyingthisbookcanhelpyouavoidmistakeslikethese.Moreimportant,itcanhelpensurethatyougetresults—throughothers.Rememberthatyoucoulddoeverythingelserightasamanager—laybrilliantplans,drawclearorganizationcharts,setupmodernassemblylines,andusesophisticatedaccountingcontrols—butstillfailasamanagerbyhiringthewrongpeopleorbynotmotivatingsubordinates,forinstance）.Ontheotherhand,manymanagers-whetherpresidents,generals,governors,orsupervisors-havebeensuccessfulevenwithinadequateplans,organization,orcontrols.Theyweresuccessfulbecausetheyhadtheknackforhiringtherightpeoplefortherightjobsandmotivating,appraising,anddevelopingthem.

Rememberasyoureadthisbookthatgettingresultsisthebottomlineofmanagingandthat,asamanager,youwillhavetogettheseresultsthroughpeopleAsonecompanypresidentsummedup:

"

Formanyyearsithasbeensaidthatcapitalisthebottleneckforadevelopingindustry.Idon'

tthinkthisanylongerholdstrue.Ithinkit'

stheworkforceandthecompany'

sinabilitytorecruitandmaintainagoodworkforcethatdoesconstitutethebottleneckforproduction.Idon'

tknowofanymajorprojectbackedbygoodideas,vigor,andenthusiasmthathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausetheycan'

tmaintainanefficientandenthusiasticlaborforce,andIthinkthiswillholdtrueevenmoreinthefuture---"

Atnotimeinourhistoryhasthatstatementbeentruerthanitistoday.Aswe'

llseeinamoment,intensifiedglobalcompetition,deregulation,andtechnicaladvanceshavetriggeredanavalancheofchange,onethatmanyfirmshavenotsurvived.Inthisenvironment,thefuturebelongstothosemanagerswhocanbestmanagechange;

buttomanagechangetheymusthavecommittedemployeeswhodotheirjobsasiftheyownthecompany.Inthisbookwe'

llseethathumanresourcemanagementpracticesandpoliciescanplayacrucialroleinfosteringsuchemployeecommitmentandinenablingthefirmtobetterrespondtochange.

2.LineandStaffAspectsofHRM

Allmanagersare,inasense,HRmanagers,sincetheyallgetinvolvedinactivitieslikerecruiting,interviewing,selecting,andtraining.Yetmostfirmsalsohaveahumanresourcedepartmentwithitsownhumanresourcemanager.HowdothedutiesofthisHRmanagerandhisorherstaffrelateto"

line"

managers'

humanresourceduties?

Let’sanswerthisquestion,starlingwithashortdefinitionoflineversusstaffauthority.

LineversusStaffAuthority

Authorityistherighttomakedecisions,todirecttheworkofothers,andtogiveorders.Inmanagement,weusuallydistinguishbetweenlineauthorityandstaffauthority.

Linemanagersareauthorizedtodirecttheworkofsubordinates—they'

realwayssomeone'

sboss.Inaddition,linemanagersareinchargeofaccomplishingtheorganization'

sbasicgoals（Hotelmanagersandthemanagersforproductionandsalesaregenerallylinemanagers,forexample.Theyhavedirectresponsibilityforaccomplishingtheorganization'

sbasicgoals.Theyalsohavetheauthoritytodirecttheworkoftheirsubordinates.）Staffmanagers,ontheotherhand,areauthorizedtoassistandadviselinemanagersinaccomplishingthesebasicgoals.HRmanagersaregenerallystaffmanagers.Theyareresponsibleforadvisinglinemanagers（likethoseforproductionandsales）inareaslikerecruiting,hiring,andcompensation.

LineManagers'

HumanResourceManagementResponsibilities

Accordingtooneexpert,'

Thedirecthandlingofpeopleis,andalwayshasbeen,anintegralpartofeverylinemanager'

sresponsibility,frompresidentdowntothelowest-levelsupervisor.

Forexample,onemajorcompanyoutlinesitslinesupervisors'

responsibilitiesforeffectivehumanresourcemanagementunderthefollowinggeneralheadings:

Placingtherightpersonontherightjob

Startingnewemployeesintheorganization（orientation）

Trainingemployeesforjobsthatarenewtothem

Improvingthejobperformanceofeachperson

Gainingcreativecooperationanddevelopingsmoothworkingrelationships

Interpretingthecompanyspoliciesandprocedures

Controllinglaborcosts

Developingtheabilitiesofeachperson

Creatingandmaintainingdepartmentalmorale

Protectingemployees'

healthandphysicalcondition

Insmallorganizations,linemanagersmaycarryoutallthesepersonneldutiesunassisted.Butastheorganizationgrows,theyneedtheassistance,specializedknowledge,andadviceofaseparatehumanresourcestaff.

HumanResourceDepartment'

sHRManagementResponsibilities

Thehumanresourcedepartmentprovidesthisspecializedassistance.Indoingso,theHRmanagercarriesoutthreedistinctfunctions:

Alinefunction.First,theHRmanagerperformsalinefunctionbydirectingtheactivitiesofthepeopleinhisorherowndepartmentandinserviceareas（liketheplantcafeteria）.Inotherwords,heorsheexertslineauthoritywithinthepersonneldepartment.HRmanagersarealsolikelytoexertimpliedauthority.ThisissobecauselinemanagersknowtheHRmanageroftenhasaccesstotopmanagementinpersonnelareasliketestingandaffirmativeaction.Asaresult,HRmanagers'

"

suggestions"

areoftenviewedas"

ordersfromtopside"

.Thisimpliedauthoritycarriesevenmoreweightwithsupervisorstroubledwithhumanresource/personnelproblems.

Acoordinativefunction.HRmanagersalsofunctionascoordinatorsofpersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.HeretheHRmanageranddepartmentactas"

therightarmofthetopexecutivetoassurehim（orher）thatHRobjectives,policies,andprocedures（concerning,forexample,occupationalsafetyandhealth）whichhavebeenapprovedandadoptedarebeingconsistentlycarriedoutbylinemanagers.

Staff（service）functions.Servingandassistinglinemanagersisthe"

breadandbutter"

oftheHRmanager'

sjob.Forexample,HRassistsinthehiring,training,evaluating,rewarding,counseling,promoting,andfiringofemployees.Italsoadministersthevariousbenefitprograms（healthandaccidentinsurance,retirement,vacation,andsoon）.Itassistslinemanagersintheirattemptstocomplywithequalemploymentandoccupationalsafetylaws.Anditplaysanimportantrolewithrespecttogrievancesandlaborrelations.Aspartoftheseserviceactivities,theHRmanagerslanddepartment）alsocarryoutan"

innovator"

rolebyproviding'

uptodateinformationoncurrenttrendsandnewmethodsofsolvingproblems.Forexample,thereismuchinteresttodayininstitutingreengineeringprogramsandinprovidingcareerplanningforemployees.HRmanagersstayontopofsuchtrendsandhelptheirorganizationsimplementtherequiredpro