人力资源管理毕业论文文献翻译.docx
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人力资源管理毕业论文文献翻译
文献翻译
院(系)名称
专业名称
学生姓名
指导教师
2012年3月30日
HumanResourceManagement
Humanresourcesincorporategovernance,notonlyhasthehumanresourcesplanningandstrategicleaderintheimplementationofcorporatestrategicplanningandoveralldevelopmentobjectivesofthecoursealsohasavitalroleinthis.Atpresent,anincreasingnumberofSMEsinthedevelopmentofhumanresourcesplanningistherearealotofconfusionandhelplessness.
Conditionsintheknowledge-basedeconomy,humanresourcesofsmallandmediumenterpriseshaveavitalroleindevelopment.Moreandmoresmallandmedium-sizedowners,corporategovernancehasbecomeaccustomedtothelevelofhumanresourcesmanagementontheimportanceofenterprisedevelopment,butforthedevelopmentofhumanresourcesplanningisalwaystherearealotofconfusionandhelplessness.
"Humanresourceplanningisverysimple,notthatmorerecruitment,remuneration,suchascontent,andsometimescombinedwithsometrainingthings.","CEOsarestillrackingtheirbrainssetstrategy,howcanImakeaplanning","humanresourceplanninghasnotdoneverymuchsense,doesnotchangeplansquickly,theendofthedaycanbehonoredonly20%-30%."HRismorethanmanysmallandmediumenterprisesaretheviewsofhumanresourcesplanning.So,howsmallandmediumenterpriseshavenoneedforhumanresourceplanning?
Howcanweworkoutascientifichumanresourceplanning?
Firstofall,letustakealookattheimplementationofsmallandmedium-sizedeffectofhumanresourceplanningisnotidealbecause:
Humanresourceplanningisnotfullyfamiliarwith
Doagoodjobinhumanresourcesmanagementarethetrilogy:
aclearstrategicplanning-humanresourcesplanning-humanresourcesmanagementsystemandspecificimplementationplan.Corporatestrategicobjectivesoftheoveralldevelopmentofhumanresourcesplanningdeterminesthecontent,andthesecontentsfortheestablishmentofhumanresourcesmanagementsystem,developspecificplanstoaddstaff,theuseofplans,personnelandpromotionplantosucceed,educationandtrainingplan,assessmentandincentiveplan,laborrelations,retirementplanterminationtoprovidethedirectionandinaccordancewiththeguidelines.Abroadsenseofhumanresourceplanningincludesallofthesespecificcontent,andnotmerely"justmoreofrecruitment,remuneration,suchascontent,sometimescoupledwiththetrainingpointofthings."
Humanresourceplanningisthedevelopmentofstrategicplanninganimportantcomponentoftheenterprisebutalsothehumanresourcesmanagementofthefoundationandbasis.Andthemanagementofsmallandmedium-sizedandHRarenotfullyawareofpreciselythispoint,sothatthespecificprocessoftheformulationandimplementationofalackofsufficientattention,atalllevelsofdepartmentheadsandlinemanagerscannoteffectivelycopewith.
Thestrategicobjectivesofthecompanyisnotclear
HumanResourcesDepartmentmustbecombinedwiththeimplementationofcorporatestrategytohumanresourcessupportandguarantees.Inhumanresourcesdevelopmentandgovernanceactivities,strategicobjectivesshouldbetothestrategicguidanceofhumanresourcespoliciestoensuretheaccuracyandeffectiveness.Therefore,humanresourceplanningisaprerequisiteforenterprisedevelopmentandcorporatestrategyclearfirst,andthencanbedecomposedintohumanresources,thendemandwillhaveplans,recruitmentplans,payrollandotherwelfareplanwithmatching.Andsmallandmedium-sizedgenerallackofacleardevelopmentstrategy,particularlyintherapidexpansionphase,isofteninvolvedindifferentbusinessareas,includinginmanyemergingindustries.ThesenewindustriesinR&D,marketing,management,andserviceallaspectsoftheexperiencedoesnotmatureforreference,especiallytoopenupsomenewprojects,settingaquotaofworkpostsandnotasmatureastraditionalbusiness.Therefore,inhumanresourcesmanagementcannothaveaclearplan,canonlygoonestepfurtherandlookforward.
Changesintheexternalenvironmentcompanytoofast,notplanning
Changesinthedevelopmentofthemarketveryquickly,andwiththemarketdespitechangesintheindustrytomakeplans,toreacharateofyear-endtargetof20%-30%,however.IfanITcompanyisaregionalassociationinoneofthemajoragents.Inthebeginningoftheyear,thecompany'sHumanResourcesDepartmentinaccordancewiththecompany'sannualdevelopmentstrategythisyeartodevelopthecompany'shumanresourcesplanning.ButintheNewYearbeganlessthanthreemonths,theLenovoGroup'sownstrategy,andthesignificantchangesinorganizationalstructure.SothesupplychainasapartoftheITcompaniesneedtobeadjustedthroughoutthecompany'shumanresourcesplanning,inaccordancewiththerequirementsofanewcompanysetupwiththeestablishment,re-enactaseriesofrelatedtrainingprograms.Infact,theexternalpolitical,economic,legal,technical,culturalandotherfactorshasbeenaseriesofdynamicchanges,willcauseacorrespondingstrategicobjectivesoftheenterpriseconstantlychanging,whichinturnmayleadtosubsequentchangesinhumanresourceplanning.
Lackofhumanresourcesplanningandpersonnelexpertise
Atpresent,althoughmanysmallandmedium-sizedsetupaHumanResourcesDepartment,butthefunctionsofthedepartmentsresponsibleintheexercise,theprevalenceofsomeproblems,mainlyreflectedin:
first,theoverallqualityisnothigh,veryfewprofessionals,lackofexpertisereserves,lackofprofessionalskills;Second,thelackofvocationaltrainingsystem;third,whowasbornandraisedanumberofhumanresourceswork,donothavegoodtraining,noformalinfluenceoflargecorporations,lowvision.Humanresourcesareaveryuniquework;personalqualitiesunderstandtherequirementsandhaveahighlearningability.Ofthesefactors,therearemanyratherthanthroughtheprocessofformaleducationavailable.Anoutstandingworkofhumanresourcesdoesnotdependoncertificationbythetheoryofcultureisnot,andneedistheworkofitsdeepexperienceandakeeninsightintothecommunity.Otherwise,continuetorelysolelyontheprincipleofdataprocessingtechnologyorthetrainingofhumanresourcestocreateworksinthesamepaper.Inviewofhumanresourcedevelopmentandgovernancearetopenetratetherealitiesofsmallandmedium-sized,withthevariousenterprisesarefamiliarwiththeworkofhumanresourcesandincreasingpractice,humanresourceplanningwillbeinthedevelopmentofenterprisesplayapowerfulroleinpromoting.
Humanresourcesplanningaretoorganizetheprotectionofsustainabledevelopment,theimportanceofseekingdevelopmentandgrowth,particularlyinthesmallandmediumenterprises.Andwhetherthedevelopmentandeffectiveimplementationofhumanresourcesplanningdoesnotdependonthesizeofthecompany,themostcriticalisbasedonthecompany'sdevelopmentstrategyandoperatingcharacteristicsofthedevelopmentofsuitablemanagementpolicies.Mostofthecurrentcharacteristicsandtheoperationoftheseenterprisesarefacingtheproblemofwork,weproposethefollowingrecommendations:
Clearcoreofhumanresources
Thestartingpointforhumanresourcesplanningistoclearlydefinethecompany'scorecompetitiveadvantages,thatis,thebusinessenvironmentintheenterprise,heisthesurvivalvalue?
Hisresourcestomaintainacompetitiveadvantageforthat?
Takeinordertomaintainitscompetitiveedgetofindtherealcoreofhumanresources.Thecoreofhumanresourcesistodeterminethesurvivalanddevelopmentofenterprisekeyfactors,theneedforincentives,educationandtraining,designanappropriatecareerplan,andcontinuouslytoensurethattherecruitmentofthecoregroupofhumanresourcescapacityexpansion,qualityimprovement,andlong-termpresenceintheenterprise.
Flexibilitytodevelopforward-lookinghumanresourcesplanning
Theso-calledflexibilityofhumanresourceplanning,isbasedonthecorecompetitivenessofenterprises,re-evaluationandplanningofhumanresourcesinenterprises,andformageneralcombinationofhumanresourcesinordertoensurethattheneedsofenterprise'scorecompetitiveadvantageoftheconditionstomeetthedemandsarisingfromtheexternalbusinessenvironmentcausedbytemporarychangesinhumanneeds.Inparticular,intheassessmentoftheexistingstockofhumanresourcesanddefinetheircorehumanresourcesonthebasisofpreparatorysupportthedevelopmentofmanpowerplanningandtrainingprogramsaccordingly,anditsgoalistheproductionorserviceenterprisesarefacingcapacityexpansionofopportunities,assoonaspossible,withmiddle-levelofficersatthecoresupportstafftoenhancetheorganizationsabilitytorespond.
Withtheadventoftheeraofknowledgeeconomy,Seesarefacingagrowingbusinessenvironmentcannotguess,isfilledwithvariablesandbusinessopportunities.Humanresourcesplanningmustadapttotheneedsofenterprisegovernance,maintainingacertaindegreeofflexibilityinordertoavoidthetransferofthebusinessstrategyofhumanresourceswhenrigid,dysfunctionalandhinderthedevelopmentofenterprises.Atthesametimetofurtherstrengthenthehumanresourceplanninghumanresourcemanagementactivitiesoftheforward-looking,functionaldirectionandpredictability.
Theestablishmentofthree-dimensionalmodelofhumanresourcemanagement
Practicalhumanresourcesplanningmustbebasedoninternalcommunication,thebasisofmutualcooperation.Accordingtohumanresourcesmanagementofsmallandmedium-sizedfeatures,thecreationofalayer