华东交通大学毕业设计（论文）开题报告书.doc

华东交通大学毕业设计（论文）开题报告书课题名称企业人力资源管理系统课题来源课题类型导 师李广丽学生姓名郭婷学 号20050610040403专 业计算机科学与技术一、开题报告内容： 1、 文献综述1.1 人力资源管理简介21 世纪组织将面临锐不可当的经济全球化趋势。飞速发展的技术变革和创新，以及迅速变化的差异化顾客需求等新竞争环境，组织掌握新的技术或是进入新的市场领域获得的竞争优势成为一种短期效应，越来越多的组织通过构筑自身的人力资源竞争力，维持生存并促进持续发展。人力资源作为知识的承载体成为组织依靠的对象，在以人为本的观念的熏陶下，人力资源管理在组织中的作用日益突出。但人的复杂性和组织的特有性决定了人力资源管理不是简单的技术性的拷贝，真正的理解人力资源管理的内涵和实施与组织相匹配的结构形式和管理模式是创造竞争优势的关键。人力资源管理，就是指运用现代化的科学方法，对与一定物力相结合的人力进行合理的培训、组织和调配，使人力、物力经常保持最佳比例，同时对人的思想、心理和行为进行恰当的诱导、控制和协调，充分发挥人的主观能动性，使人尽其才，事得其人，人事相宜，以实现组织目标。1.2 人力资源管理的任务人力资源管理工作的主要任务有： 进行人力资源的规划和分析 贯彻平等就业机会原则 聘任员工 从事人力资源开发 确定报酬和福利 处理员工与劳资关系人力资源规划和分析包括几方面的任务。在进行人力资源规划的过程中，经理人员将预计未来影响劳动力供求的有关因素。人力资源分析要求具备各种有关的信息资料、通信系统和评价体系，它们是从事协调人力资源工作所不可或缺的部分。政府在遵从平等就业机会法规方面的要求，无疑将对所有其他人力资源管理工作产生重大影响。例如企业在进行战略性人力资源规划时，为贯彻在雇用少数民族成员和妇女方面的赞助性行动的要求，就必须为雇用各种各样的雇员留有充分的余地。另外当招聘、选拔和培训人员时，所有经理人员都必须遵守平等就业机会法规的要求。聘任员工指选择适合标准要求的相应数量的人员，来填补企业的岗位空缺。职务分析是聘任工作的基础。根据职务分析所得结论，就可以准备工作说明书和职务要求细则，这两项都是在招聘中所需使用的材料。在人员选拔过程中，应特别注重选择最符合要求的员工来填补企业的岗位空缺。员工培训与人力资源开发工作包括向新雇员介绍企业的各种情况、对现有员工进行职业技能培训、鼓励和帮助员工在多方面提高和发展等内容。在职务不断演化和改变的环境下，为了适应技术的变化，企业就必须对员工进行培训和再培训。此外，为迎接未来的挑战，还必须鼓励各级负责人、管理者和所有员工不断有所发展和提高。为此企业一般制定了员工职业发展计划，这种计划的目的，是为那些在企业内寻求自我发展的员工设计出发展的路径，并安排为此所需要的有关活动。为了提高员工的工作成效，企业还应对员工的工作表现进行考核，以确定员工的本职工作究竟做得怎么样。报酬就是通过薪金、奖励和福利等方式来报答为企业工作的员工。企业必须认真设计和不断完善基本工资和薪水制度。除了工薪以外，越来越多的企业还制定了某些奖励计划，例如利润分享和工作奖励等。但是另一方面，快速增长的福利费用，特别是扶摇直上的医疗保健费用，仍将继续是一个值得思考和认真对待的重大问题。如果员工和企业双方都想联手共创繁荣，那么管理者和员工就必须卓有成效地处理双方的关系。不论员工是否由工会来代表，企业都必须重视与员工健康、人身安全和财物保障有关的各项工作。为促成企业与员工的良好关系，企业还必须保障员工的各种权利。另外，为了使员工如同管理者那样准确地了解企业对员工的期望，企业还必须制订、传达和不断更新人力资源政策和规则。在有工会的企业中，企业还应重视和处理好资方和工会的关系。1.3系统需求产生背景1.3.1 计算机技术的发展随着计算机和通信技术的的发展，相应的数据库技术，局域网组网技术以及各种系统开发工具和系统开发理论也日益成熟，互联网和计算机应用已深入人心，为本系统的开发提供了很好的技术支持和应用基础。1.3.2 办公设备和环境的改善现代企业由于业务的发展，很多都能上网，计算机设备和办公环境有了极大的提高。很多组建了内部的局域网。然而，大多数的企业对以有的计算机硬件及软件设备没有很好的利用起来，使许多设备处于闲置浪费状态。企业在已有的设备环境下，进一步提高设备的利用率。从而带动办公自动化水平的提高和人员微机操作水平的提高，现在企业管理方面的无纸化。1.3.3 业务发展本身的需求在人力资源管理信息征收的过程中，涉及到大量的单据，需各部门人员提交。在人力资源管理过程中需处理大量的数据来进行决策支持，如由手工整理，则需要大量的工作人员的时间。在人力资源部信息发布中也需人工完成，由工作人员向每个部门发出通知。整个过程浪费了大量的人力、时间，且不能实现数据的及时、准确。为了给现代人力资源管理带来了先进、完善的管理模式及规范的操作方法，减少不必要的人力劳动，有必要开发人力资源管理系统，把以往人工实现的过程使用计算机管理。利用计算机处理准确、高速、可靠的特性，以及数据库系统强大的管理功能，把以往繁琐的手工操作交给计算机来完成，以简化业务流程，提高工作效率和可靠性。人力资源管理系统用了企业的人力资源管理，安装于企业的人力资源部和相关部门。实现人力资源部的办公自动化。可与企业中其他部门进行有关数据的交流，实现无纸化。1.4 人力资源管理系统的作用人力资源管理系统是基于先进的软件和高速、大容量的硬件基础上的新的人力资源管理模式，通过集中式的信息库、自动处理信息、员工自助服务、外协以及服务共享，达到降低成本、提高效率、改进员工服务模式的目的。它通过与企业现有的网络技术相联系，保证人力资源与日新月异的技术环境同步发展。一般来说，可以分四个部分来理解人力资源管理系统：(1)管理人员角色和目标的改变传统的人力资源管理中，管理人员的大部分精力将耗费在繁琐的日常行政事务处理上，而作为企业管理层的参谋角色应该作的咨询和策略制订的工作相对缺乏。通过人力资源管理，系统管理人员可以将绝大部分精力放在为管理层提供咨询、建议上，而在行政事务上的工作可以由电子化系统完成，只须占用HR人员极少的精力和时间。(2)提供更好的服务人力资源管理系统可以迅速、有效地收集各种信息，加强内部的信息沟通。各种用户可以直接从系统中获得自己所需的各种信息，并根据相关的信息做出决策和相应的行动方案。(3)降低成本人力资源管理系统通过减少人力资源管理工作的操作成本、降低员工流动率、减少通信费用等达到降低企业运作成本的目的。(4)革新管理理念人力资源管理系统的最终目的是达到革新企业的管理理念而不仅是改进管理方式，优化人力资源管理。先进技术应用于人力资源管理不仅仅是为了将现有的人力资源工作做得更好，更重要的是，做些对于企业来讲更有效率的事情，成为管理层的决策支持者，为决策提供信息和解决方案。1.5 开发工具简介本系统所采用的开发工具主要有：前台为可视化编程工具Microsoft Visual C# 2005，数据库Microsoft SQL SERVER。1.5.1 C#和Microsoft Visual Studio 2005简介C#是一种简单、现代以及面向对象和类型安全的编程语言，是可用于创建要运行在.NET CLR上的应用程序语言之一，它从C和C+语言演化而来，是Microsoft专门为.NET平台而创建的。其目标在于把Visual Basic的高生产力和C+本身的能力结合起来。作为一种可视化编程环境，Visual Studio 2005为程序开发人员提供了快速应用程序开发(RAD, Rapid Application Development)的理念，它使用了Microsoft Windows图形用户界面的许多先进特性和设计思想，大大提高了程序开发人员的编程效率。使VS成为.NET开发首选工具的主要优势有： VS可以自动执行编译源代码的步骤，同时可以完全控制重写它们时应使用的任何选项。 VS文本编辑器可以配合VS支持的语言（包括C#），智能检测错误，在输入代码时给出合适的推荐代码。 VS包括Windows Forms和Web Forms设计器，允许UI元素的简单拖放设计。 在C#中，许多类型的项目都可以用已有的“模板”代码来创建，不需要从头开始。对于新的“初学者工具包”项目类型来说尤其如此，该项目类型可以以功能全面的应用程序为基础进行开发。一些“初学者工具包”项目类型包含在VS安装程序中，还可以在线使用更多的项目类型。 VS包括几个可自动执行常用任务的向导，它们可以在已有的文件中添加合适的代码，而不需要考虑（在某些情况下）语法的正确性。 VS包含许多强大的工具，可以显示和导航项目中的元素，这些元素可以是C#源文件代码，也可以是其他资源，例如位图或声音文件。 除了在VS中编写应用程序比较简单外，还可以创建部署项目，以易于为客户提供代码，并方便地安装该项目。 在开发项目时，VS可以使用高级调试技巧，例如能一次调试一行指令，设置断点，并且见监视应用程序的状态等。1.5.2 数据库和SQL SERVER简介数据库是数据管理的最新技术，是计算机科学的重要分支。今天，信息资源已成为各个部门的重要财富和资源。建立一个满足各级部门信息处理要求的行之有效的信息系统也成为一个企业或组织生存和发展的重要条件。因此，作为信息系统核心和基础的数据库技术得到越来越广泛的应用，从小型单项事务处理系统到大型信息系统，从联机事务处理(On-Line Transaction Processing,OLTP)到联机分析处理(On-Line Analysis Processing,OLAP)，从一般企业管理到计算机辅助设计与制作(CAD/CAM)、计算机集成制造系统(CIMS)、电子政务(e-Commerce)、电子商务(e-Business)、地理信息系统(GIS)等，越来越多新的应用领域采用数据库技术来存储和处理信息资源。SQL(Structured Query Language)，即结构化查询语言，是关系数据库的标准语言，SQL是一个通用的、功能极强的关系数据库语言。其功能并不仅仅是查询。当前，几乎所有的关系数据库管理系统软件都支持SQL，许多软件厂商对SQL基本命令集还进行了不同程度的扩充和修改。SQL之所以能够为用户和业界所接受，并成为国际标准，是因为它是一个综合的、功能极强同时又简洁易学的语言。SQL集数据查询(Data Manipulation)、数据定义(Data Definition)和数据控制(Data Control)功能于一体，主要特点包括：综合统一、高度非过程化、面向集合的操作方式、以同一种语法结构提供多种使用方式、语言简洁和易学易用。Microsoft Sql Server是一个高性能,客户/服务器方式的关系型数据库管理系统(RDBMS)。它经过精心设计，既支持大吞吐量的事务处理，也能在Microsoft Windows NT Server网络环境下管理数据存储，开发决策支持应用程序。SQL Server可在Windows NT支持的任何硬件结构环境中运行。这些硬件结构包括：Intel、DEC、Alpha、AXP、MIPS R4000和基于Motorola PowerPC的计算机系统。对于所有这些硬件平台，SQL Server同时提供了相应的版本，并且这些版本都有相同的源码基线（baseline）。所有版本都由同样的CD-ROM提供。SQL Server也为Microsoft Windows95,Windows 3.1和MSDos操作系统提供许多客户工具和网络界面。由于SQL Server是开放式的结构，其他系统（如基于UNIX的系统）可以与它进行完好的互操作。2、 参考文献1.王小帅.企业人力资源管理信息系统分析与设计.集团经济研究.2007-1上半月刊(总第 217 期).2. 龙江，张行涛.企业人力资源管理信息系统应用研究.合作经济与科技.2003-10.3. 申刚正.人力资源管理信息系统剖析.计算机世界.2001-5.4. 左葆瑜.透视人力资源管理系统(HRMS). IT经理世界.2001-6.5. 纪红.人事管理系统的设计与实施.计算机与现代化.2000-3.6. 王辉，张大治.Visual C#程序设计使用教程.清华大学出版社.2007-3.7. 王珊，萨师煊.数据库系统概论.高等教育出版社.2006.8. 李晓哲,张晓辉,李祥胜.SQL Server 2000管理及应用系统开发.人民邮电出版社. 2005.课题类型：（1）A工程设计；B技术开发；C软件工程；D理论研究； （2）X真实课题；Y模拟课题；Z虚拟课题 （1）、（2）均要填，如AY、BX等。 此部分可以附页 二、方法及预期目的：1、 拟采用的研究方法（手段）基于现有的企业人力资源管理系统，通过调研了解客户需求写出需求分析、构划软件的模块。查阅Visual C#、SQL的相关资料，通过使用Visual C#这种面向对象的可视化编程工具与后端的SQL Server数据库相结合，在老师的指导及同组同学的相互协助下完成设计，并利用黑盒与白盒测试法对整个系统进行验证测试。本系统应具备以下几方面的要求：1. 实现企业人力资源管理系统的各项基本功能。2. 采用Microsoft Visual C# 2005开发，充分利用该开发程序的优势，提高工作效率。3. 从设计到实现均遵循模块化，使用一致的接口进行信息的传递与模块调用。模块的划分应尽量符合实际业务的划分，以保证以后新模块的加入尽可能少的影响现有功能模块的运行。4. 本系统所具有的特性：（1）通用性：用户可根据本单位的需求灵活设置人员类别及其数据库结构，可满足不同层次，不同性质，不同业务工作的需求；（2）标准化：提供了丰富完善的人才资源管理内容，为各级人才资源部门之间的数据共享及数据交换奠定了良好的基础；（3）先进性：采用面向对象技术开发，适应计算机网络技术发展趋势，运行在Windows环境下，界面友好操作方便。2、 本课题要研究或解决的问题及预期目的2.1 需研究和解决的问题对现有的企业人力资源管理系统进行初步调查，归纳出现有系统中存在的主要问题，这就是本课题需要研究和解决的问题。问题如下所述:1. 单机单用户系统，随着网络的发展，同时人才资源管理系统中信息的使用者大大增加，原有的单机单用户系统已远远不能满足需要。同时，原有的数据库也不支持多用户的网络运行环境。2. 系统独立性差，原有系统一般都是使用数据库提供的开发工具编写的程序，因此受数据库的制约比较大，编写出来的程序性能也不好，无法支持如SQL 2000, MS SQL Server等新的数据库。3. 模块性差，由于不是一个完整的编程语言，故无法做到代码的模块化，给功能的扩展带来了巨大的不便。2.2 预期目的本人力资源管理系统应功能全面、操作简单，可以存放企业员工的基本信息、分配和管理企业员工工作任务、实现对企业员工的考勤管理，能够方便快捷地掌握员工的个人信息、工作进度和工作状态等。具体目标如下：1. 对企业人力资源管理的基本信息进行管理；2. 管理企业的员工信息；3. 实现企业的应聘信息的管理；4. 实现企业员工培训的一系列相关信息管理；5. 员工薪酬信息管理；6. 系统用户信息的管理。3、 进度表时 间设 计 任 务1-2周收集资料，了解开发工具，熟悉项目背景知识及撰写开题报告3-5周熟悉项目的背景知识，需求分析6-8周系统建模及软件设计9-11周程序代码编写及测试12-14周系统完善及性能评测，论文初稿撰写15-16周完成软件说明和论文终稿，并准备答辩三、指导老师意见同意开题 指导教师签名： 日期：毕业设计(论文)外文资料翻译外文出处: /PDFweb/215.htm附 件： A.外文翻译 -原文部分 B.外文翻译 -译文部分 指导教师评语： 签名： 年 月 日附录A.外文翻译 -原文部分The Strategic Role of Human Resource ManagementTyson,S出处：/PDFweb/215.htm1. Human Resource Management at WorkWhat Is Human Resource ManagementTo 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.In this book, we are going to focus on one of these functions: the staffing, personnel management, or (as its usually called today) human resource (HR) management function. Human resource management refers to the practices and policies you need to carry out the people or personnel aspects of your management job. These include:Conducting job analyses (determining the nature of each employees job)Planning labor needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees )Providing incentives and benefitsAppraising performanceWhy Is HR Management Important to All ManagersWhy 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 practicesCarefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results through others. Remember 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.Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:For many years it has been said that capital is the bottleneck for a developing industry. I dont think this any longer holds true. I think its the work force and the companys inability to recruit and maintain a good work force that does constitute the bottleneck for production. I dont know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they cant maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future-At no time in our history has that statement been truer than it is today. As well see in a moment, intensified global competition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In this environment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book well see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.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). In other words, he or she exerts line authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has access to top management in personnel areas like testing and affirmative action. As a result, HR managers suggestions are often viewed as orders from topside. This implied authority carries even more weight with supervisors troubled with human resource/personnel problems.A coordinative function. HR managers also function as coordinators of personnel activities, a duty often referred to as functional control. Here the HR manager and department act as the right arm of the top executive to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers.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). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an important role with respect to grievances and labor relations. As part of these service activities, the HR managers land department) also carry out an innovator role by providing up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs.Cooperative Line and Staff Human Resource Management:An ExampleExactly which HR management activities are carried out by line managers and staff managers? Theres no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilities of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety.For example, in the area of recruiting and hiring its the line managers responsibility to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants.In summary, HR management is an integral part of eve