人力资源管理专业英语中文版.doc

商务专业英语系列丛书人力资源管理专业英语Human Resource ManagementEnglish Reader王关富 张海森 总主编付美榕 宋颖 贾宁 主 编U n i t 1An Over view of Human ResourceManagement一个人力资源概况管理Organizations require a number of things to be effective: physical resources,financial resources, marketing capability and human resources . Whileall these are important to organizational effectiveness, the factor that is mostlikely to provide potential competitive advantage is human resources and howthese resources are managed . The production technology, financing, and customerconnections (marketing) can all be copied . The basics of managing peoplealso can be copied , but the most effective organizations find unique ways toattract, retain and motivate employees a strategy that is harder to imitate .组织需要一些事情是有效的：物理资源，金融资源，市场营销能力和人力资源。虽然这些都是非常重要的组织效能，最的因素可能提供潜在的竞争优势是人力资源，以及如何这些资源的管理。生产技术，资金和客户连接（销售）都可以被复制。人民的基本管理也可以被复制，但最有效的组织找到独特的方法吸引，挽留和激励员工-一种策略，是很难模仿。In a superb article, Competitive Advantage through People, Jeffrey Pfeffergave Southwest Airlines as an example .Consider . . . Southwest Airlines, whose stock had the best return from1972 to early 1992 . It certainly did not achieve that success from economiesof scale . In 1992 , Southwest had revenues of 1 .31 billion and a mere 2 .6percent of the U .S . passenger market . . . Southwest ( has not ) succeededbecause it has had more access to lower-cost capital indeed, it is one ofthe least leveraged airlines in the United States .Southwests planes, Boeing737s, are obviously available to all its competitors . It isnt a member of anyof the big computerized reservation systems; it uses no unique process technologyand sells essentially a commodity product low-cost, low-f rills airlineservice at prices its competitors have difficulty matching .Most of Southwests cost advantage comes from its very productive,very motivated, and by the way, unionized workforce . Compared to theU .S . airline industry, according to 1991 statistics, Southwest has feweremployees per aircraft ( 79 versus 131 ) , and f lies more passengers per employee( 1, 891, 082 versus 1, 339, 995 ) . It turns around some 80 percent ofits flights in 15 minutes or less, while other airlines on average need 45 minutes,giving it an enormous productivity advantage in terms of equipmentutilization . It also provides an exceptional level of passenger service .Southwest has won the airlinesso-called triple crown ( best on-time performance,fewest lost bags, and fewest passenger complaints in the samemonth) nine times . No competitor has achieved that even once .The illustration of Southwest Airlines proves a vivid example of the rolethat people human resources play in determining the competitiveness andeffectiveness of organizations in meeting the challenges of the 21st century . Thesuccess of Southwest Airlines comes f rom managing people effectively, a combinationof a number of important but less visible aspects of operations . From thisexample it在一个极好的文章中，通过人的竞争优势，杰弗里菲弗作为一个例子给西南航空公司。考虑。 。 。西南航空公司，其股票已经从最好的回报1972年至1992年初。这当然没有实现，从经济的成功规模。 1992年，西南航空的310亿锛收入，仅有2 .6百分之的U。S。客运市场。 。 。西南（没有）成功是因为他们有更多机会成本较低的资本鈥的确，它是一种在美国。西南魥嘲s架，波音航空公司至少杠杆波音737飞机，显然是提供给所有的竞争对手。它不是魥嘲T的任何成员电脑化的大预订系统，它不使用独特的加工工艺本质上是一种商品，销售产品鈥低成本，低f小溪航空公司其竞争对手的价格服务难以匹配。西南魥嘲大部分的成本优势来自其本身的生产力来了，很有上进心，对了，工会的员工队伍。相对于。S。航空业，据1991年统计，西南有少每架飞机的员工（79比131），每名雇员和F在于更多的乘客（1，891，082比1，339，995）。一些原来的百分之八十左右在15分钟以内的航班，而在平均需要45分钟，其他航空公司，使它在设备方面的巨大的生产力优势利用。它还提供了一个特殊的客运服务水平。西南航空公司赢得了魥嘲所谓的三冠王（最佳服务的及时性，最少丢失的行李，和最少的乘客在同一鈥投诉月）的九倍。没有竞争对手，即使取得了一次。西南航空公司的例子证明了一个生动的例子中的作用人们鈥人力资源决定竞争力的发挥和鈥效力于迎接21世纪挑战的组织。该西南航空公司的成功来自f ROM的人有效地管理，组合一个重要作战，但不太明显的一些方面。从这个EVOLUTION OF HR MANAGEMENTWhat traditionally were called“personnel departments”now are usuallytermed“human resource departments .”But more than the name has changed .The focus of such departments has shifted, and their responsibilities have expanded. Figure 1 highlights the major shifts that have occurred in the f ield .Before 1900, improving the working life of individuals was a major concernof reformers . Some employees attempted to start unions or strike for improvedconditions . As far back as 1786, the Philadelphia cordwainers ( shoemakers)went on strike to obtain a 6 per week minimum wage .人力资源管理的演变传统上被称为什么“人事部门“现在通常被称为“人力资源的部门。“但比名称已更改。在本部门的重点已经转移，他们的责任已经扩大。图1中具有突出的F ield发生的重大变化。1900年以前，提高个人工作寿命是一个主要问题改革者。有些员工试图启动改进工会或罢工条件。早在1786年，费城cordwainers（修鞋匠）罢工得到每周6美元的最低工资。初始的人力资源管理人力资源The Inception of HRMHR management as a specialized function in organizations began its formalemergence shortly before 1900 . Before that time, most hiring, firing, training,and pay-adjustment decisions were made by individual supervisors .Some organizationsadopted programs to benefit some employees, such as American Expresswhich established a pension plan in 1875 . Also, the scientific management studiesconducted by Frederick W . Taylor and others, beginning in 1885 , helpedmanagement identify ways to make work more eff icient and less fatiguing, thusincreasing worker productivity .As organizations grew larger, many managerial functions such as purchasingand personnel began to be performed by specialists . The growth of organizationsalso led to the establishment of the first personnel departments in 1910 .Work by individuals such as Frank and Lillian Gilbreth dealt with task designand eff iciency . The Hawthorne Studies, conducted by Elton Mayo in the mid-1920s, revealed the impact of work groups on individual workers . Ultimately,初始的人力资源管理人力资源作为组织的专门职能管理的正式开始前不久，1900年出现。在此之前，大多数雇用，解雇，培训，和薪酬调整的决定是由个别监事。一些组织通过方案，帮助，如美国运通一些雇员，于1875年建立了一个养老金计划。此外，科学管理研究弗雷德里克进行瓦特。泰勒和其他人，于1885年开始，帮助识别方法，使管理工作更加EFF的icient，少疲劳，因此提高工人的生产力。随着组织成长，例如购买大，许多管理功能和人员开始受到专家的执行。该组织的发展也导致了各个部门的人员在1910年成立。如弗兰克和莉莲吉尔布雷斯个人的工作任务设计处理和EFF的iciency。霍桑研究，由Elton梅奥进行中期1920年，揭示了个别工人的工作群体的影响。最终，industry .In the 1930s, the passage of several major labor laws, such as the NationalLabor Relations Act of 1935, led to the growth of unions . The importance ofcollective bargaining and union/ management relations following the laborunionsrise to power in the 1940s and 1950s expanded the responsibilities of thepersonnel area in many organizations, especially those in manufacturing, utilities,and transportation . Such work as keeping payroll and retirement records,arranging stockholder visits, managing school relations, and organizing companypicnics were often the major tasks of personnel departments . The role of theHR department in the organization as a staff function to support operational( line) departments expanded during this period, and line/ staff issues grew toinf luence HR departments in the following decades .In