外文翻译人力资源管理的战略作用.docx

外文翻译人力资源管理的战略作用.docx

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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

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附录A.外文翻译-原文部分

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