英文翻译2Word下载.docx

英文翻译2Word下载.docx

《英文翻译2Word下载.docx》由会员分享，可在线阅读，更多相关《英文翻译2Word下载.docx（11页珍藏版）》请在冰豆网上搜索。

职　　称：

教授

2011年12月2日

说明：

要求学生结合毕业设计（论文）课题参阅一篇以上的外文资料，并翻译至少一万印刷符（或译出3千汉字）以上的译文。

译文原则上要求打印（如手写，一律用400字方格稿纸书写），连同学校提供的统一封面及英文原文装订，于毕业设计（论文）工作开始后2周内完成，作为成绩考核的一部分。

-------from

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-laybrilliantplan,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;

buttomanagechangetheymusthavecommittedemployeeswhodotheirjobsasiftheyownthecompanyInthisbookwe'

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.IIRmanagersarealsolikelytoexertimpliedauthority.ThisissobecauselinemanagersknowtheHRmanageroftenhasaccesstotopmanagementinpersonnelareasliketestingandaffirmativeaction.Asaresult,HRmanagers'

"

suggestions"

areoftenviewedas"

ordersfromtopside"

.Thisimpliedauthoritycarriesevenmoreweightwithsupervisorstroubledwithhumanresource/personnelproblems.

Acoordinativefunction.HRmanagersalsofunctionascoordinatorsofpersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.HeretheHRmanageranddepartmentactas"

therightarmofthetopexecutivetoassurehim（orher）thatIIRobjectives,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,thereismuchinteresttodayininstit