外文翻译《人力资源管理的战略作用》.doc

The Strategic Role of Human Resource ManagementTyson,S1. Human Resource Management at WorkWhat Is Human Resource Management?To understand what human resource management is, we should first review what 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 goals 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; 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: Getting 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.Why Is HR Management Important to All Managers?Why 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 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 are unfair and inequitable relative to others in the organizationTo allow a lack of training to undermine your departments effectivenessTo commit any unfair labor practicesRemember 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).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 developing them. 2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, 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 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 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 for 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 responsible 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 responsibility, 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 organization (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 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 staff.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 his or her own department and in service areas (like the plant cafeteria). A coordinative function. HR managers also function as coordinators of personnel activities, a duty often referred to as functional control. 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 employees. It also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on).4. Tomorrows HRTrends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the playing field on which firms must compete. In particular, they have dramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technological change.In the companies that have successfully responded to these challenges, new modes of organizing and managing have emerged.The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications.At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say todays organization should put the customer on top and emphasize that every move the company makes should be toward satisfying the customers needs. Management must therefore empower its front-line employees.In other words, employees need the authority to respond quickly to the customers needs. The bases of power are changing. In the new organization, says management theorist Rosabeth Moss Kanter, position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, on figuring out whose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power.Managers today must build commitment Building adaptive, customer-responsive organizations means that eliciting employees commitment and self-control is more important than it has ever been. GEs Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited about their jobs. You cant afford to have anyone walk through a gate of a factory or into an office who is not giving 120%.人力资源管理的战略作用泰森，S1. 人力资源管理工作 什么是人力资源管理？了解人力资源管理，首先要审查管理人员。大多数专家一致认为，有五个基本职能的所有管理人员执行的规划、组织、人员配备、领导和控制。总之，这些职能描绘了管理的步骤。一些参与了每个功能的具体活动包括： 规划：确定目标和标准；发展中国家的规则和程序；发展计划和预报预测或预测未来的一些情况。组织：给每个下属的具体任务；建立部门；给下属权力；建立权威和交流的渠道；协调下属的工作。人员编制：决定什么类型的人应该雇用；招募潜在雇员；选择雇员；制定的性能标准；补偿雇员；评价性能；辅导员工；培训和发展员工。 领导：让别人来完成任务；保持士气；激励下属。 控制：设置标准，如销售定额、质量标准或生产水平；查看实际的执行情况是否符合这些标准；需要时采取纠正行为。为什么人力资源管理的重要是面向所有管理人员？为什么这些概念和技术对所有管理人员来说是重要的？通过列举一些管理时你不想出现的人为错误也许就能很容易回答这个问题。例如，你不希望： 为这份工作聘请了错误的人体验高营业额 发现您的员工没有尽全力浪费时间与无用会见因为你的歧视性行动而将您的公司送上法庭根据职业安全法对您的公司指出不安全做法让一些员工认为，相对其他公司来说他们的工资是不公平的允许训练的缺乏而破坏你部门的效率 出现不公平的劳动记住，你可以使用一切作为一名管理者的权利来制定辉煌的计划，制定明确的组织结构图，设立现代化的生产流水线，并使用复杂的财务管理但作为管理者仍不能雇用错误的人或者不去激励下属（举例来说）。另一方面，许多管理人员，无论总裁、经理、主管人员或管理者，即使使用了不充分的计划、组织或管理也获得了成功。他们成功了，是因为他们有给合适的人提供合适的就业机会的诀窍，并能激励、评价和发展他们。2. 人力资源管理的项目管理和职员管理方面所有管理人员，从某种意义上说，人力资源管理人员，都要参与诸如招聘、面试、选拔和培训的活动。然而，多数企业也有人力资源部和自己的人力资源管理人员。人力资源管理者和他或她的工作人员涉及到“项目”管理人员的人力资源职责时怎样执行这份职责？让我们来回答这个问题，通过一个简短的相对职员管理人员的项目管理人员的权威的定义。 相对职员管理人员的项目管理人员的权威权威就是作出决定、引导他人的工作、并下达命令的权利。在管理方面，我们通常要区分各级管理的权力和工作人员的权力。 项目管理人员有权直接管理下属的工作，他们一直是某些人的老板。此外，项目管理人员负责完成本组织的基本目标（例如，酒店管理人员和生产销售管理人员是一般管理人员。他们为实现该组织的基本目标负有直接责任。他们还有权直接管理其下属的工作。）另一方面，职员管理人员被授权在实现这些基本目标时给项目管理人员提供协助和意见。人力资源管理人员是一般的职员管理人员。他们负责在招聘、雇用和赔偿领域给项目管理人员提供意见（例如为生产、销售提供的那些）。项目管理人员的人力资源管理职责据一位专家说，对人员的直接管理是，并且一直都是，每个项目管理人员的职责的主要组成部分，从总裁到最低一级的主管。例如，一个大公司将其项目管理者进行有效的人力资源管理的职责概述如下：向合适的人提供合适的工作在组织中培养新的员工（有方向性的）为那些对他们来说是崭新的工作来培训员工提高每个人的工作业绩为顺利的工作关系获得创造性的合作和发展解读S公司的政策和程序劳动力成本控制每个人发展