1、本科毕业论文（设计）外文翻译题目A公司员工福利现状、问题及对策研究专业人力资源管理外文题目DESIGNINGEMPLOYEEWELFAREPROVISION外文出处PERSONNELREVIEW2006P3335外文作者ANNDAVISLUCYGIBSON原文DESIGNINGEMPLOYEEWELFAREPROVISIONANNDAVISLUCYGIBSONDESCRIBESAPROCESSTHROUGHWHICHORGANIZATIONSMIGHTSEEKTOIMPLEMENTINTERVENTIONSRELATINGTOEMPLOYEEWELLBEINGEMPHASIZESTHEIMPO
2、RTANCEOFACOMPREHENSIVENEEDSASSESSMENTBOTHINOBTAININGTHEBREADTHOFINFORMATIONNEEDEDTODESIGNAPPROPRIATEINTERVENTIONSANDALSOINPROVIDINGBASELINEINFORMATIONAGAINSTWHICHTOEVALUATEPROGRAMSEFFECTIVENESSDISCUSSESFACTORSWHICHINFLUENCETHETYPEOFINTERVENTIONAPPROPRIATEFORAPARTICULARSITUATIONANDHIGHLIGHTSTHEIRDESI
3、GNIMPLICATIONSFINALLY,PROVIDESGUIDANCEONPROGRAMSIMPLEMENTATIONANDEVALUATION,ANDDISCUSSESSOMEOFTHEADVANTAGESANDDISADVANTAGESOFDIFFERENTAPPROACHESTOTERTIARYHAVINGWEIGHEDUPTHEMOSTIMPORTANTDESIGNCONSIDERATIONS,ITISTHENNECESSARYTOSELECTTHEMOSTAPPROPRIATEPROGRAMSMODELTHEREAREALARGENUMBEROFOPTIONSWHICHMAYB
4、ECHOSEN,BUTWHATISMOSTIMPORTANTISTHATTHEPROGRAMFORMATISTAILOREDCAREFULLYTOTHEPARTICULARORGANIZATIONHUMANRESOURCEMANAGEMENTMOREANDMOREDRIVESVALUEUNDERTHESYSTEMTHATECONOMYDEVELOPMENTMATURE,HUMANRESOURCEMANAGEMENTHAVETOMATCHWITHFIGHTFORTHEBESTRESOURCESPERFORMANCE,IFOUTOFCHARACTEROFTHEMANPOWERFORMCOUPLES
5、OUTOFCHARACTEROFPOST,THERESOURCESPERFORMANCEBENOTONLYWHOLEHAVENO,ORMAYHAVEALREADYEXHAUSTTHEMODERNECONOMYSTRESSBALANCEANDMATCH,PROMOTEMANAGEMENTEFFECTANDQUALITYVEGETABLE,WILLHUMANRESOURCEMATCHWITHMAKEBALANCE,THEINSIDECONTENTSESTABLISHHUMANRESOURCESTRUCTUREFRAME,USEMOSTINKEEPINGWITHOFTHEPERSONDOMOSTIN
6、KEEPINGWITHOFWORKESTABLISHMENTHUMANRESOURCETERRACEISACOMMUNICATIONANDCOLLECTIONINFORMATIONWAY,EVERYONESOPINIONCOMPREHENSIVE,GIVEUPSHORTTAKELONG,WITHPROCESSINGSALARY,WELFAREETCAFFAIRHUMANRESOURCEMOSTTHEIMPORTANCEBEATRAININGANDDEVELOPMENT,HUMANRESOURCEDEVELOPMENTHAVETOINVESTMENTATTRAININGASPECT,WITHEX
7、ERTIVEEACHSTRATUMOFHUMANRESOURCEPOTENTIALGENERALLYSAY,THEACADEMICCIRCLESDEVELOPMENTOFHUMANRESOURCEEXPERIENCEPERSONALMANAGEMENT,HUMANRESOURCEMANAGEMENTBERECENTLYTILLNOWRISEOFMANPOWERCAPITALMANAGEMENTTHEMAINDISSIMILARITYNAMELYLAYINTHEPRINCIPLETHATCOMPANYANDBUSINESSENTERPRISETREATANEMPLOYEEOFVARIETYAND
8、DEVELOPMENTATTHEPERSONALMANAGEMENTSTAGE,THEWORKOFTHEPERSONNELMANAGERSISAMANAGEMENTOFFICERSANDWORKERSWELFARE,ANDWITHTHELEGALPROCEDUREOFLABORUNIONTHEUPPERLEVELMANAGEMENTOFTHECOMPANYSECTIONSEESVARIOUSACTIVITYANDOFFICECLERKOFPERSONNELSECTIONALLMAKEACOMPANYOFTHEBIGPENBEPUREEXPENDITURE,BUTPOSSIBLYOFREDUCT
9、IONTHISPARTOFEXPENDITURETHECOMPANYMAINTAININACTIVESUPPORTATTITUDETOTHEACTIVITYOFPERSONNELDEPARTMENTATTHEMANAGEMENTSTAGEOFHUMANRESOURCE,BUSINESSENTERPRISETHEEMPLOYEEISSEENINTOABUSINESSENTERPRISEOFCANINCREASEINVALUEOFPROPERTYBUTDISHEVELEDHAIREXHIBITIONWITHPERIODFULLMAKEUSEOFPOTENTIALHUMANRESOURCESECTI
10、ONISFULLEXPLOITATIONPOSTANALYSIS,WORKANALYSIS,THEPOSTALLSAY,PERSONNELCHOICEANDJOBADVERTISEMENT,EMPLOYEETRAININGANDSOONACTIVITYCOMETORAISETHEBUSINESSENTERPRISEEMPLOYEESEFFICIENCY,THUSINCREMENTBUSINESSENTERPRISEOFMANAGEMENTANDLUCKCAMPMOREVALIDWHENACOMPANYPRACTICEHUMANRESOURCEMANAGEMENTSTRATEGYOFTIME,H
11、UMANRESOURCESECTIONWILLBEBRINGINTOACOMPANYSTRATEGYPLANOFANIMPORTANCECONSTITUTEPARTWHENACOMPANYPRACTICEHUMANRESOURCEMANAGEMENTSTRATEGYOFTIME,HUMANRESOURCESECTIONWILLBEBRINGINTOACOMPANYSTRATEGYPLANOFANIMPORTANCECONSTITUTEPARTTHEFUTUREDEVELOPMENTOFCOMPANY,THEMARKETEXPAND,NEWPRODUCTDEVELOPMENTTHEETCALLW
12、ANTTOLEADLONGTOPULLAHUMANRESOURCESECTIONOFSUPPORT,MODERATEANDCOOPERATIONHUMANRESOURCEDRIVEISANEXALTATIONCOMPANYTHESTRATEGYOFTHECOMPETITIONABILITYMEANSBUTDRIVEVALUEINADDITION,HUMANRESOURCEMANAGEMENTBEHELPTHECOMPANYENCOURAGEEMPLOYEE,THROUGHSOMESATISFYOFMATERIALANDSOMEFINANCEREWARD,THUSINCREMENTEMPLOYE
13、EOFTOCOMPANYOWNERSHIPFEELING,INCREMENTEMPLOYEEMORALEWITHTURNDOWNTOWORKOFDISAFFECTIONETCATTHEMANAGEMENTSTAGEOFTHEMANPOWERCAPITAL,THEBASICJOBOFMANPOWERSECTIONSTILLWITHHUMANRESOURCEMANAGEMENTPERIODLIKENESS,BUTBUSINESSENTERPRISETHEEMPLOYEEBENOLONGERSEEMAKETHEPROPERTYWHICHHAVEDEVELOPMENTPOTENTIAL,BUTCOMP
14、ANYCANMAKEUSEOFCAPITALTHEEACHITEMACTIVITYOFHUMANRESOURCESECTIONISTURNBYTHEQUANTITYWITHTHEPROFITMARGINOFTHECOMPANYHOOK,ANDTHISBEALSOTHEMAINMEANSWHICHMEASUREWHETHEROFFICERSANDWORKERSANDEACHSECTIONISVALIDWORKORNOTHUMANRESOURCEMANAGEMENTHRMISSEENBYPRACTITIONERSINTHEFIELDASAMOREINNOVATIVEVIEWOFWORKPLACEM
15、ANAGEMENTTHANTHETRADITIONALAPPROACHITSTECHNIQUESFORCETHEMANAGERSOFANENTERPRISETOEXPRESSTHEIRGOALSWITHSPECIFICITYSOTHATTHEYCANBEUNDERSTOODANDUNDERTAKENBYTHEWORKFORCEANDTOPROVIDETHERESOURCESNEEDEDFORTHEMTOSUCCESSFULLYACCOMPLISHTHEIRASSIGNMENTSASSUCH,HRMTECHNIQUES,WHENPROPERLYPRACTICED,AREEXPRESSIVEOFT
16、HEGOALSANDOPERATINGPRACTICESOFTHEENTERPRISEOVERALLHRMISALSOSEENBYMANYTOHAVEAKEYROLEINRISKREDUCTIONWITHINORGANIZATIONSHUMANRESOURCEMANAGEMENTISFORTHESAKEOFCOMPLETIONTHEMANAGEMENTINVOLVEPERSONORPERSONNELINTHEWORKOFTHEMISSIONCARRYONOFMANAGEMENTWORKTHEHUMANRESOURCEMANAGEMENTWORKINCLUDEWORKANALYSISESTABL
17、ISHMENTMANPOWERREQUIREMENTTHEPLANANDPERSONNELENLISTTRAININGANDDEVELOPMENTSALARYANDTHEWELFAREMANAGEMENT,PERFORMANCEEVALUATIONLABORRELATIONMANAGEMENTETCTHEMAINWORKINGTALENTOFHUMANRESOURCEMANAGEMENTINCLUDETHEPERSONNELENLISTTRAININGANDDEVELOPMENTSALARYANDWELFAREMANAGEMENTTHERESULTSINVESTIGATETHERELATION
18、OFTHEEMPLOYEECORPORATECULTURETHISSIXHUMANRESOURCEWORKINGTALENTISACCORDINGTOTHEWESTOFHUMANRESOURCEMANAGEMENTPRACTICEINDUCEOFWORKINGTALENT,FORBIGPARTINSMALLSCALEDBUSINESSENTERPRISEBUTSPEECHALREADYENOUGH,THELARGEGROUPBUSINESSENTERPRISEUSUALLYALSOWILLINCLUDEHUMANRESOURCEINFORMATIONBASED,STAFFMANAGEMENTE
19、TCCONCRETEARRIVECHINAOFMANAGEMENTPRACTICEMEDIUM,RETURNHAVETRADITIONOFPERSONNELFILE,TITLENATURALINTELLIGENCEMANAGEMENTETCHAVECHINASPECIALFEATURESOFMOLDPIECETHEPERSONNELENLISTSANDISCALLEDAPERSONNELAJOBADVERTISEMENTMAINISACCORDINGTOORGANIZATIONCOMPANY,GOVERNMENT,NONEARNINGSORGANIZATIONETCOFINTHENEARFUT
20、UREANDLONGTERMOFBUSINESSDEMAND,ESTABLISHMENTPERSONNELNEEDOFPLAN,ANDPASSVARIOUSJOBADVERTISEMENTMEANSTOCOMPLETIONORGANIZATIONOFPERSONNELSNEEDTHERECRUITMENTOFKEYSTAFFPERSONNELINVOLVEDINTHEPLANNING,RESUMECOLLECTION,SELECTION,RECRUITMENTANDSTAFFINDUCTIONTRAININGTRAININGANDDEVELOPMENTISMAINLYDONETHROUGHTR
21、AININGANDDEVELOPMENTOFTECHNOLOGYANDMEANSTOIMPROVESTAFFSKILLSTOMEETTHECOMPANYSBUSINESSENVIRONMENTINWHICHTHESKILLSANDKNOWLEDGECHANGESTHEMAINTECHNOLOGYANDTOOLSINCLUDETRAINING,JOBTRAINING,JOBROTATION,STAFFCONTINUINGEDUCATIONPROGRAMS,COUNSELING,DISCIPLINEANHRMSTRATEGYPERTAINSTOTHEMEANSASTOHOWTOIMPLEMENTT
22、HESPECIFICFUNCTIONSOFHRMANORGANIZATIONSHRFUNCTIONMAYPOSSESSRECRUITMENTANDSELECTIONPOLICIES,DISCIPLINARYPROCEDURES,REWARD/RECOGNITIONPOLICIES,ANHRPLAN,ORLEARNINGANDDEVELOPMENTPOLICIESHOWEVERALLOFTHESEFUNCTIONALAREASOFHRMNEEDTOBEALIGNEDANDCORRELATED,INORDERTOCORRESPONDWITHTHEOVERALLBUSINESSSTRATEGYANH
23、RMSTRATEGYTHUSISANOVERALLPLAN,CONCERNINGTHEIMPLEMENTATIONOFSPECIFICHRMFUNCTIONALAREAS“BESTFIT“AND“BESTPRACTICE“MEANINGTHATTHEREISCORRELATIONBETWEENTHEHRMSTRATEGYANDTHEOVERALLCORPORATESTRATEGYASHRMASAFIELDSEEKSTOMANAGEHUMANRESOURCESINORDERTOACHIEVEPROPERLYORGANIZATIONALGOALS,ANORGANIZATIONSHRMSTRATEG
24、YSEEKSTOACCOMPLISHSUCHMANAGEMENTBYAPPLYINGAFIRMSPERSONNELNEEDSWITHTHEGOALS/OBJECTIVESOFTHEORGANIZATIONASANEXAMPLE,AFIRMSELLINGCARSCOULDHAVEACORPORATESTRATEGYOFINCREASINGCARSALESBY10OVERAFIVEYEARPERIODACCORDINGLY,THEHRMSTRATEGYWOULDSEEKTOFACILITATEHOWEXACTLYTOMANAGEPERSONNELINORDERTOACHIEVETHE10FIGUR
25、ESPECIFICHRMFUNCTIONS,SUCHASRECRUITMENTANDSELECTION,REWARD/RECOGNITION,ANHRPLAN,ORLEARNINGANDDEVELOPMENTPOLICIES,WOULDBETAILOREDTOACHIEVETHECORPORATEOBJECTIVESCLOSECOOPERATIONATLEASTINTHEORYBETWEENHRANDTHETOP/SENIORMANAGEMENT,INTHEDEVELOPMENTOFTHECORPORATESTRATEGYTHEORETICALLY,ASENIORHRREPRESENTATIV
26、ESHOULDBEPRESENTWHENANORGANIZATIONSCORPORATEOBJECTIVESAREDEVISEDTHISISSO,SINCEITISAFIRMSPERSONNELWHOACTUALLYCONSTRUCTAGOOD,ORPROVIDEASERVICETHEPERSONNELSPROPERMANAGEMENTISVITALINTHEFIRMBEINGSUCCESSFUL,OREVENEXISTINGASAGOINGCONCERNTHUS,HRCANBESEENASONEOFTHECRITICALDEPARTMENTSWITHINTHEFUNCTIONALAREAOF
27、ANORGANIZATIONTHEIMPLEMENTATIONOFANHRSTRATEGYISNOTALWAYSREQUIRED,ANDMAYDEPENDONANUMBEROFFACTORS,NAMELYTHESIZEOFTHEFIRM,THEORGANIZATIONALCULTUREWITHINTHEFIRMORTHEINDUSTRYTHATTHEFIRMOPERATESINANDALSOTHEPEOPLEINTHEFIRMANHRMSTRATEGYCANBEDIVIDED,INGENERAL,INTOTWOFACETSTHEPEOPLESTRATEGYANDTHEHRFUNCTIONALS
28、TRATEGYTHEPEOPLESTRATEGYPERTAINSTOTHEPOINTLISTEDINTHEFIRSTPARAGRAPH,NAMELYTHECAREFULCORRELATIONOFHRMPOLICIES/ACTIONSTOATTAINTHEGOALSLAIDDOWNINTHECORPORATESTRATEGYTHEHRFUNCTIONALSTRATEGYRELATESTOTHEPOLICIESEMPLOYEDWITHINTHEHRFUNCTIONALAREAITSELF,REGARDINGTHEMANAGEMENTOFPERSONSINTERNALTOIT,TOENSUREITS
29、OWNDEPARTMENTALGOALSAREMETTHEHUMANRESOURCESMANAGEMENTHRMFUNCTIONINCLUDESAVARIETYOFACTIVITIES,ANDKEYAMONGTHEMISDECIDINGWHATSTAFFINGNEEDSYOUHAVEANDWHETHERTOUSEINDEPENDENTCONTRACTORSORHIREEMPLOYEESTOFILLTHESENEEDS,RECRUITINGANDTRAININGTHEBESTEMPLOYEES,ENSURINGTHEYAREHIGHPERFORMERS,DEALINGWITHPERFORMANC
30、EISSUES,ANDENSURINGYOURPERSONNELANDMANAGEMENTPRACTICESCONFORMTOVARIOUSREGULATIONSACTIVITIESALSOINCLUDEMANAGINGYOURAPPROACHTOEMPLOYEEBENEFITSANDCOMPENSATION,EMPLOYEERECORDSANDPERSONNELPOLICIESUSUALLYSMALLBUSINESSESFORPROFITORNONPROFITHAVETOCARRYOUTTHESEACTIVITIESTHEMSELVESBECAUSETHEYCANTYETAFFORDPART
31、ORFULLTIMEHELPHOWEVER,THEYSHOULDALWAYSENSURETHATEMPLOYEESHAVEANDAREAWAREOFPERSONNELPOLICIESWHICHCONFORMTOCURRENTREGULATIONSTHESEPOLICIESAREOFTENINTHEFORMOFEMPLOYEEMANUALS,WHICHALLEMPLOYEESHAVENOTETHATSOMEPEOPLEDISTINGUISHADIFFERENCEBETWEENHRMAMAJORMANAGEMENTACTIVITYANDHRDHUMANRESOURCEDEVELOPMENT,APR
32、OFESSIONTHOSEPEOPLEMIGHTINCLUDEHRMINHRD,EXPLAININGTHATHRDINCLUDESTHEBROADERRANGEOFACTIVITIESTODEVELOPPERSONNELINSIDEOFORGANIZATIONS,INCLUDING,EG,CAREERDEVELOPMENT,TRAINING,ORGANIZATIONDEVELOPMENT,ETCTHEREISALONGSTANDINGARGUMENTABOUTWHEREHRRELATEDFUNCTIONSSHOULDBEORGANIZEDINTOLARGEORGANIZATIONS,EG,“S
33、HOULDHRBEINTHEORGANIZATIONDEVELOPMENTDEPARTMENTORTHEOTHERWAYAROUND“THEHRMFUNCTIONANDHRDPROFESSIONHAVEUNDERGONETREMENDOUSCHANGEOVERTHEPAST2030YEARSMANYYEARSAGO,LARGEORGANIZATIONSLOOKEDTOTHE“PERSONNELDEPARTMENT,“MOSTLYTOMANAGETHEPAPERWORKAROUNDHIRINGANDPAYINGPEOPLEMORERECENTLY,ORGANIZATIONSCONSIDERTHE
34、“HRDEPARTMENT“ASPLAYINGAMAJORROLEINSTAFFING,TRAININGANDHELPINGTOMANAGEPEOPLESOTHATPEOPLEANDTHEORGANIZATIONAREPERFORMINGATMAXIMUMCAPABILITYINAHIGHLYFULFILLINGMANNERHOWEVER,MANYHRFUNCTIONSTHESEDAYSSTRUGGLETOGETBEYONDTHEROLESOFADMINISTRATIONANDEMPLOYEECHAMPION,ANDARESEENRATHERMOREREACTIVETHANSTRATEGICA
35、LLYPROACTIVEPARTNERSFORTHETOPMANAGEMENTINADDITION,HRORGANIZATIONSALSOHAVETHEDIFFICULTYINPROVINGHOWTHEIRACTIVITIESANDPROCESSESADDVALUETOTHECOMPANYONLYINTHERECENTYEARSHRSCHOLARSANDHRPROFESSIONALSAREFOCUSINGTODEVELOPMODELSTHATCANMEASUREIFHRADDSVALUEHUMANRESOURCESMANAGEMENTCOMPRISESSEVERALPROCESSESTOGET
36、HERTHEYARESUPPOSEDTOACHIEVETHEABOVEMENTIONEDGOALTHESEPROCESSESCANBEPERFORMEDINANHRDEPARTMENT,BUTSOMETASKSCANALSOBEOUTSOURCEDORPERFORMEDBYLINEMANAGERSOROTHERDEPARTMENTSWHENEFFECTIVELYINTEGRATEDTHEYPROVIDESIGNIFICANTECONOMICBENEFITTOTHECOMPANYHUMANRESOURCEMANAGEMENTHRMISSEENBYPRACTITIONERSINTHEFIELDAS
37、AMOREINNOVATIVEVIEWOFWORKPLACEMANAGEMENTTHANTHETRADITIONALAPPROACHITSTECHNIQUESFORCETHEMANAGERSOFANENTERPRISETOEXPRESSTHEIRGOALSWITHSPECIFICITYSOTHATTHEYCANBEUNDERSTOODANDUNDERTAKENBYTHEWORKFORCEANDTOPROVIDETHERESOURCESNEEDEDFORTHEMTOSUCCESSFULLYACCOMPLISHTHEIRASSIGNMENTSASSUCH,HRMTECHNIQUES,WHENPRO
38、PERLYPRACTICED,AREEXPRESSIVEOFTHEGOALSANDOPERATINGPRACTICESOFTHEENTERPRISEOVERALLHRMISALSOSEENBYMANYTOHAVEAKEYROLEINRISKREDUCTIONWITHINORGANIZATIONSSYNONYMSSUCHASPERSONNELMANAGEMENTAREOFTENUSEDINAMORERESTRICTEDSENSETODESCRIBEACTIVITIESTHATARENECESSARYINTHERECRUITINGOFAWORKFORCE,PROVIDINGITSMEMBERSWI
39、THPAYROLLANDBENEFITS,ANDADMINISTRATINGTHEIRWORKLIFENEEDSSOIFWEMOVETOACTUALDEFINITIONS,TORRINGTONANDHALL1987DEFINEPERSONNELMANAGEMENTASBEINGTHEGOALOFHUMANRESOURCEMANAGEMENTISTOHELPANORGANIZATIONTOMEETSTRATEGICGOALSBYATTRACTING,ANDMAINTAININGEMPLOYEESANDALSOTOMANAGETHEMEFFECTIVELYGIVENTHISCAVEAT,EMPLO
40、YERSHAVECONSIDERABLESCOPEFORENABLINGEMPLOYEESTODEALBETTERWITHTHEDIFFICULTIESTHEYFACETHEEAPAPPROACHOFFERINGACONFIDENTIAL,PROFESSIONALLYSTAFFEDINDIVIDUALSERVICECANFACILITATEPUTTINGDEPRESSED,IMMOBILIZEDORINEFFECTIVESTAFFBACKTOWORKFORSOMESTAFF,ATIMELYINTERVENTIONMAYHALTTHEDEVELOPMENTOFMOREDESTRUCTIVE,CH
41、RONICORINTRACTABLERESPONSES,WITHCONSEQUENTCOSTSBOTHTOTHEINDIVIDUALANDTHEORGANIZATIONFORWHICHTHEYWORKLACKOFMONEYTENDSTOBETHEBIGGESTARGUMENTAGAINSTTHEDEVELOPMENTOFEAP,OROTHERINTERVENTIONS,YETTHEASSOCIATEDCOSTSNEEDNOTBEPROHIBITIVEORGANIZATIONSMAYALREADYPOSSESSMANYOFTHESERVICESORSKILLSINCLUDEDINANEAP,BU
42、THAVENOTBROUGHTTHEMTOGETHERINACOCOORDINATEDANDSTRUCTUREDPROGRAMINCONJUNCTIONWITHEXISTINGSERVICES,HEALTHPROMOTIONANDPRIMARYWORKPLACEINTERVENTIONS,EAPANDSIMILARSERVICESCANOFFERACOSTEFFECTIVECONTRIBUTIONTOOVERALLORGANIZATIONALEFFECTIVENESS译文员工福利设计ANNDAVISLUCYGIBSON通过这一过程，描述了一个组织可能会去实施有关员工的福利。各种渠道信息的获取，
43、在一定的基础上，强调建立一支全面的需求评估体系，用以评估方案的生成，而这需要设计适当的干预措施和获取信息的全面性。讨论了特定情况下的影响因素和强调了其设计的特定类型。最后，提供有关方案的执行和评估指导，并且讨论了有关高等教育的优势和劣势的一些不同看法。在权衡了最重要的设计因素之后，它需要选择最合适的方案。其中有很多可供选择的方案，但最重要的是专为特定组织量身设计并提供大量规范的方案。人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源
44、配合以作平衡，其中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集信息管道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。发展简史一般说来，人力资源在学术界的发展经历了人事管理，人力资源管理，到现在新近兴起的人力资本管理。其主要不同即在于公司和企业对待职员的理念的变化和发展。在人力资源管理阶段，企业员工被看成企业可以增值的资产并且可以被发展，充分利用其潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从
45、而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人
46、力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。人力资源管理（HRM）与传统的管理模式相比较，被认为是一个更具创新的管理模式。技术力量的特异性，以及企业的管理者表达自己的目标，使他们能够理解和发展劳动力，并为他们提供圆满完成任务所需的资源。因此，正确实施人力资源管理方法，是表达企业目标和企业经营的整体理念。在减少许多风险中，人力资源管理也起到很大的作用。人力资源管理是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。人力资源管理工作包括工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。人力资源
47、管理的主要职能包括人员招募；培训及开发；薪酬及福利管理；绩效考核；员工关系；企业文化。这六项人力资源职能是依据西方的人力资源管理实践所归纳的职能，对于大部分中小型企业而言已经足够，大型集团企业往往还会包括人力资源信息化、干部管理等；具体到中国的管理实践中，还有传统的人事档案、职称资质管理等有中国特色的模块。人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处
48、经营环境中的技术及知识的变化。主要的技术及手段有培训、在岗培训、轮岗、员工继续教育计划、辅导、训导。一个人力资源管理战略，涉及到如何实施人力资源管理的具体职能手段。一个组织的人力资源功能可能具有招聘和选拔政策，纪律处分程序，奖励/承认政策，人力资源计划或学习和发展的政策，但这些人力资源管理的职能领域都需要加以调整和相关，为了以符合整体业务战略。因此，有关人力资源管理职能领域的具体实施，涉及人力资源管理战略的总体规划。“最佳”和“最佳做法”是人力资源管理战略和总体战略的关系。像人力资源管理的目的，是外在的人力资源管理，以实现组织的正确目标。一个组织的人力资源管理战略，旨在通过应用实现企业的人员，
49、如管理需要的目标/组织的目标。作为一个例子，一家公司汽车销售业绩要增长10，这是五年内公司销售汽车的战略。因此，人力资源管理战略，将努力找到最佳管理员工的方案，不断激励员工，以实现10的数字。具体的人力资源管理职能，如招聘和选拔，奖励/认知，人力资源计划，或学习和发展政策，将按照实现企业目标。在企业战略发展中，要紧密合作（至少在理论上）人力资源之间的高层/高层管理人员的理论上。一个高级人力资源代表应当参加一个组织的整体目标的设计。只有这样，它才能构建一个良好的人力资源环境和提供更为优越的服务。人员的适当管理是公司获得成功至关重要的因素，现在甚至作为一个持续关注的因素。因此，在一个组织中，人力资源可以被看作是重要的部门之一。一项人力资源战略的实施并不总是取决于公司经营规模的大小，可能取决于若干因素，即公司内的组织文化或行业中的企业等等。一个人力资源管理策略一般分为两个方面人员战略和人力资源职能战略。人员战略涉及第一款所列的问题，即人力资源管理政策，审慎性/行动，以达到规定的企业战略制定的目标。人力资源职能战略涉及内部人力资源职能领域本身所采用的政策，有关人员给它的内部管理，以确保自己部门的目标得以实现。人力资源管理（HRM）包含了各种活动，而其中的关键是确定需要哪些人员。你是否具有使用独立的承包商或雇用员工的能力，以填补企业的需求。通过招募和培训的优秀员
