关于现代企业管理理论中的人力资源开发的探析中英文对照.doc

// 关于现代企业管理理论中的人力资源开发的探析中英文对照On the analysis of human resources development in the theory of modern enterprise management. In both Chinese and English一、现代企业人力资源概述One, the modern enterprise human resources overview 随着全球经济贸易的融合发展以及我国经济脚步的快速前进，当今的企业面临着前所未有的发展商机。如何抓住机遇，从众多企业中脱颖而出是每个企业面临的重要问题，而解决这一问题的关键又表现在企业管理上。在如今这个竞争的时代，企业想要快速发展就必须抓住一切资源，以提高自身的核心竞争能力。而在众多资源中，人力资源无疑已成为现代企业生存与发展的重要保证。进入20世纪60年代以来，传统的劳动人事管理已逐步被摒弃，取而代之的是更具科学性、人本化的现代人力资源管理理论。目前，这种新形式的管理方式已成功走进企业内部，成为一种主流的企业管理模式。As the mix of global economic and trade development steps as well as our country economy fast forward, todays enterprise is facing unprecedented development opportunities. How to seize the opportunity to stand out from many enterprises is one of the important problems, each enterprise is facing and the key to solve this problem and performance in enterprise management. In this competitive era, the enterprise want to rapid development it is necessary to seize all resources, in order to improve their core competitive ability. In the numerous resources, human resources has become a modern enterprise survival and the development important guarantee. Since the 1960 s, the traditional labor personnel management has gradually abandoned, instead it is more scientific and humanistic theory of modern human resources management. At present, this new form of management mode has been successfully entered the enterprise internal, to become a mainstream mode of enterprises management. 1、企业人力资源开发的意义1, the significance of enterprise human resources development 从本质上看，企业人力资源开发是以发掘、培养、利用和发展人力资源为主要内容的一系列有计划的活动和过程。它以人力资本投资为前提，包括人力资源的教育、培训以及人才的发现、培养、使用与调剂等诸多管理活动，是一个复杂的社会系统工程。可以说，人力资源的开发不仅是提高企业劳动生产率的内在动力，也是企业其他管理活动的前提，所以，做好企业内部的人力资源开发工作具有着重要的现实意义。In essence, the enterprise human resources development is excavated, cultivation, utilization and development of human resources as the main content of a series of planned activities and processes. It on the premise of human capital investment, including education, training of human resources and talents of the discovery, development, use and regulate, and many other management activities, is a complex social system engineering. Can say, human resources development not only is the inner motive power of improve enterprise productivity, also is the premise of other management activities, therefore, completes the enterprise internal human resources development has the important practical significance. 2、现代企业人力资源管理理念2, the modern enterprise human resources management concept 现代企业人力资源管理是为了实现组织既定的目标，采用计划、组织、指挥、监督、激励、协调、控制等有效措施和手段，充分开发和利用组织系统中的人力资源所进行的一系列活动。在这一管理过程当中，企业将主要以人力资源为中心，研究如何实现企业资源的合理配置。这种管理方式冲破了原有的人事管理约束，不再把人看成是一种“技术要素”，而是把人当作一种使组织在激烈的竞争中生存、发展，始终充满生机和活力的特殊资源来刻意地发掘。这种基于全新的管理哲学和管理理念的管理方式即为现代企业人力资源管理理论。Modern enterprise human resource management is established in order to achieve the organization goals, plan, organize, command, supervision, motivation, coordination, control, and other effective measures and means, full development and utilization of human resources in the organization system of a series of activities. In the management process, enterprises will be mainly to human resources as the center, research how to realize the reasonable configuration enterprise resources. This management mode broke through the original personnel management constraints, no longer regard people as a kind of elements, but the men as a group in the fierce competition in the survival and development, always full of vigor and vitality of the special resources to deliberately. This concept based on brand-new management philosophy and management style of management is the modern enterprise human resources management theory. 3、现代人力资源管理与传统人事管理的区别3, the difference between the modern human resources management and the traditional personnel management 这一新型的管理理念与传统人事管理的一个重要区别在于：第一次提出了“员工发展与企业发展同等重要”的命题。以往传统的人事管理着重落脚于“管理”一词上，人只是被管理的对象，企业即使组织员工培训、进修也仅仅是为了服务于组织财富的创造；而如今现代人力资源管理重在“开发”，人既是管理的主体也是被开发的对象，强调在为组织创造财富的同时自我发展，具有更强的自主性。The new management concept with the traditional personnel management is an important difference is that: first proposed the staff development and enterprise development are equally important proposition. Past the traditional personnel management mainly locate in the word management, people just is management of the object, the enterprise even organization staff training, further education is just to serve the organization the creation of wealth; Now the modern human resource management focuses on development, the person is both the main body of management and the development object, emphasize in creating wealth for the organization of self-development at the same time, with greater autonomy. 其次，传统的人事管理似乎只是一个企业人力资源管理这一个部门的工作，其他部门管理者只要管理好本部门工作上的事物即可，不具有识人、用人、发展人才的使命，不同部门间不存在人事问题上交集。而今天，有时为了发现不同的人在不同工作中的潜力，企业往往会选择让员工在不同岗位上实习这一方式，最终把不同的人放在最适合他们的岗位上，因此今天人事管理已不再是某一职能部门单独使用的工具，它更需要每一个部门管理者都参与进来，部门间相互协调、配合，共同为企业选择最优秀的员工。Second, the traditional personnel management seems to be a enterprise human resources management that the work of one department, other department manager as long as the good work of the department of things, do not have knowledge people, employing, developing talented persons mission, intersection does not exist between different departments and personnel issues. Today, sometimes in order to discover the potential of the different people in different jobs, companies tend to choose let staff on different post internship this way, finally put the different people in the most suitable for their posts, so today is no longer a personnel management department a separate use of tools, it is more need to each department managers involved, coordination, and collaboration between government departments, for enterprises to choose the best employees. 最后，在管理的主导思想上，传统人事管理还停留在“经济人”的人性假设上，对员工多采用物质激励加制度约束的方式，而不重视员工的精神、社会需求，高压之下才会出现当年某企业员工不断跳楼的事件，这也许就是今天有些企业即使高薪也无法招到所需求的人才这一现象的根源。相反，现代人力资源管理就秉持“自我实现的人”这一人性假设，考虑人的情感、自尊与价值，利用诸如员工生日、带薪旅游等方式让员工对企业产生归属感，从而抓住了人的“心”，才能赢得人的“才”，为企业更好的服务。Finally, under the guidance of management thought, the traditional personnel management still stays in the humanity hypothesis of economic man, for employees to adopt the way of material incentive and institutional constraints, without the spirit of the staff, attention to the needs of society, can only be seen under high pressure when an enterprise employees constantly jump off a building events, perhaps this is today some companies even well-paid cannot recruit requirements by the people at the root of this phenomenon. Modern human resources management, by contrast, grasps the self-realization the human nature assumption, and take into account peoples emotions, self-esteem and value, using such as employee birthday, paid tourist way let employees belonging to the enterprise, so as to seize the mans heart, to win peoples only, better service for the enterprise. 二、目前企业中人力资源开发利用存在的问题Second, in the enterprise human resources development and utilization of existing problems 当今，许多中小型企业都有自己的人力资源部门，然而其中不乏一些管理者认为建立了这一部门就是实施了人力资源的管理，这样的想法显然没有认清人力资源管理的本质，虽然不可否认他们是有自己的人力资源管理方式，但是其理念仍然是传统的以事为中心的人事管理。如果仅仅如此，那问题显而易见。首先，企业的用人机制不够合理。最常见的用人机制包括外部招募与内部提升两种。但外部招募存在着过于重视学历，忽视能力，产生高分低能，不能快速适应企业工作需求的缺陷；而对于内部提升，虽然企业对于员工的能力、技术水平都已经有一定的了解，但依然不可避免地出现因恶性竞争、迁就照顾、人际关系等而产生的人才流失与浪费现象。这些问题导致了人力资源不能得到充分重视、全面开发与应用的弊端。Today, many small and medium enterprises have their own hr department, but there is no lack of among them some managers think that set up the department is the implementation of human resources management, the idea obviously didnt recognize the nature of human resource management, although admittedly they have their own way to human resource management, but the idea is still the traditional things as the center of the personnel management. If only so, the problem is obvious. First of all, enterprise personnel mechanism is not reasonable. The most common mechanism of choose and employ persons include external recruitment and internal promotion. But external recruiting there too much emphasis on education, ignore the ability, produce high score low-energy, defects can not quickly adapt to job requirements enterprise; For the internal promotion, although enterprise for employees ability, technology level have a certain understanding, but still appear inevitably because of vicious competition, compromise care, relationships and the brain drain and waste phenomenon. These problems led to the human resources cant get full attention, comprehensive development and application. 其次，一些企业依然认为解雇与重新聘用是解决一切问题的方式，“官本位”、论资排辈现象严重，员工缺乏合理的晋升机制和表达想法的权利，且对于人力资源的开发不够重视，开发内容与方法也极其落后，这从根本上阻碍了员工的个人提高，从而进一步滞后了企业的发展。Second, some enterprises still think fired and rehired is the way to solve the problem of all, ranking of officials, seniority is serious, employees lack of reasonable promotion mechanism and the right to communicate ideas, and they did not attach enough importance to human resources development, the development content and the method is extremely backward, and ultimately hindered the employees personal enhancement, thus further lags behind the development of the enterprise. 最后，部分私营小企业吝啬于人力资本投入。“谁投资，谁收益”这是市场经济的规则。但是，由于人力资本是一种无形资本，它潜在于人体之中，只有通过对其载体人进行投资方可获得。因此，企业担心自己的人力、物力投资依然不能挽回人才的流失，获得少于投入。且这类企业多半仅仅注重短期效应，忽视企业的长期发展与人力资源的关系，故而并不愿产生人力开发成本。对于今天这个资源竞争的时代来说，这些目光短浅的企业注定会被淘汰。Finally, some private small businesses skimp on human capital investment. Whoever invests, benefits this is the rules of market economy. However, because human capital is a kind of intangible capital, and its potential in the body, only by the carrier to invest - people can receive. Companies worry about their own, therefore, the loss of manpower and material resources investment still cannot save people, get less than the input. And most of such companies only focus on short-term effects, ignoring the long-term development of the enterprise and the relations of human resources, so do not want to produce human development costs. For today is the era of competition for resources, these short-sighted enterprise is doomed to be eliminated. 三、现代企业用人机制的改革方式Third, the reform of modern enterprise mechanism of choose and employ persons 面对以上各种人力资源开发问题，笔者认为企业应从配置、评估、培训以及资本投入几方面综合进行人力资源的开发。Facing the above all kinds of human resource development issues, the author thinks that enterprises should allocation, assessment, training and capital investment aspects comprehensive human resources development. 首先，人力资源管理的根本任务就是合理配置使用人力资源，提高人力资源投入产出比率。而要合理使用人力资源，就要对人力资源的构成和特点有详细的了解。所以，企业在招募到新员工后，应着重发现不同员工的技能特长，遵循能为对应原理，将员工放置到最适合的岗位上去，使得人尽其才、各尽所能。First, the basic task of human resource management is reasonable configuration to use human resources, improve the input-output ratio of human resources. And the rational use of human resources, the composition and characteristics of human resources has a detailed understanding. So, the enterprise after the recruit new employees, employees should focus on find different skill expertise, can follow the correspondence principle, place the employees to the most appropriate post, makes the person, from each according to his ability. 其次，人力资源的根本目标是使