外文翻译人力资源管理的战略作用.docx

1、外文翻译人力资源管理的战略作用毕业设计(论文)外文资料翻译外文出处: 附 件： A.外文翻译 -原文部分 B.外文翻译 -译文部分 指导教师评语： 签名： 年 月 日附录A.外文翻译 -原文部分The Strategic Role of Human Resource ManagementTyson,S出处：1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first review what

2、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 goal

3、s and standards; developing rules and procedures; developing plans and forecastingpredicting or projecting some future occurrence.Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication;

4、 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: Gettin

5、g 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

6、to focus on one of these functions: the staffing, personnel management, or (as its 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

7、:Conducting job analyses (determining the nature of each employees 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

8、 HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhaps its easier to answer this by listing some of the personnel mistakes you dont want to make while managing. For example, you dont want:To hire the wrong person for the jobTo experience high

9、 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 ar

10、e unfair and inequitable relative to others in the organizationTo allow a lack of training to undermine your departments 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 throu

11、gh 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

12、).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 develo

13、ping 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 dont t

14、hink this any longer holds true. I think its the work force and the companys inability to recruit and maintain a good work force that does constitute the bottleneck for production. I dont know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cas

15、h. I do know of industries whose growth has been partly stopped or hampered because they cant 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 well see in a moment,

16、 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 the

17、ir jobs as if they own the company. In this book well 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

18、, 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? Lets

19、answer this question, starling with a short definition of line versus staff authority.Line 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

20、are authorized to direct the work of subordinates theyre always someones boss. In addition, line managers are in charge of accomplishing the organizations basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility f

21、or accomplishing the organizations 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 respons

22、ible 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 managers res

23、ponsibility, 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 organizati

24、on (orientation)Training employees for jobs that are new to themImproving the job performance of each personGaining creative cooperation and developing smooth working relationshipsInterpreting the company s policies and proceduresControlling labor costsDeveloping the abilities of each personCreating

25、 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 sta

26、ff.Human Resource Departments 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

27、 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

28、 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/personnel problems.A coordinative function. HR managers also function a

29、s 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 ha

30、ve 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 managers job. For example, HR assists in the hiring, training, evaluating, rewarding, counseling, promoting, and firing of

31、 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

32、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 pro