外文文献原稿和译文-人力资本会计下的薪酬模式研究——以河北宏远液压机械有限公司为例

外文文献原稿和译文原稿COMPETITIVENESSASARESULTOFHUMANRESOURCESMARKETINGMONICAIZVERCIANU,ALINARADU,SERBANMICLEA,ANDLARISAIVASCUPOLITEHNICAUNIVERSITYOFTIMISOARA,ROMANIAABSTRACTCOMPETITIVENESSISTHENEWMAINGOALOFTHEENTERPRISESALLOVERTHEWORLDTHEWORLDHASBECOMEMORECOMPETITIVEANDAMAJORCOMPONENTOFTHISISSUEISTHEFIELDOFHUMANRESOURCESTHISREVIEWHASTHEPURPOSETOPROVIDEREADERSWITHTHEBASICCONDITIONSTOUNDERSTANDTHEROLETHATMARKETINGCOULDPLAYINHUMANRESOURCESCOMPETITIVENESS,WHICHISVITALFORTHECOMPETITIVENESSOFTHEENTERPRISEKEYWORDSCOMPETITIVENESS,COSTS,HUMANRESOURCESMANAGEMENT,MARKETINGINTRODUCTIONHUMANRESOURCESMARKETINGISACONCEPTTHATHASALREADYSTARTEDTOBEUSEDBYAGREATNUMBEROFTENTERRORIZESTOPMANAGERSSTARTEDTOBEAWAREOFTHEIMPORTANCEOFUSINGMARKETINGPRINCIPLESINHUMANSOURCESMANAGEMENTANDOFCREATINGAPOWERFULBRANDBOTHFORTHEEMPLOYEESANDFORTHEPOSSIBLECANDIDATESANATTRACTIVEENTERPRISEONTHEWORKFORCEMARKETMEANSTHATITISCAPABLEOFATTRACTINGCOMPETITIVEEMPLOYEES,WHICHHASDIRECTEFFECTSONTHEENTIREACTIVITYDEVELOPINGAHUMANRESOURCESSTRATEGYISNOTADIFFICULTTASK,BUTEXPERTSFROMALLTHEDEPARTMENTSSHOULDTAKEPARTINDOINGITATFIRSTTHELEADINGROLEWILLBELONGTOTHEHUMANRESOURCESDEPARTMENT,BUTDEPARTMENTSSUCHASMARKETING,PUBLICRELATIONS,LEGAL,ACCOUNTINGWILLHAVEAVITALROLEINELABORATINGAPRACTICALANDFEASIBLESOLUTION,WHOSEEFFECTISNOTONLYTHEPROFITINCREASEBUTALSORISKMINIMIZINGANDPROFITABILITYINCREASENOMATTERWHETHERTHEENTERPRISERECRUITSORNOT,ITNEEDSTOUSEMARKETINGTOOLSINHUMANRESOURCESMANAGEMENTBECAUSEITHASTORETAINITSCOMPETENTEMPLOYEESHAVINGASTRATEGYISAMATTEROFDISCIPLINEITREQUIRESASTRONGFOCUSONPROFITABILITYRATHERTHANJUSTGROWTH,ANABILITYTODEFINEAUNIQUEVALUEPROPOSITION1THELITERATUREISNOTSTUFFEDWITHMATERIALSINTHEFIELDOFHUMANRESOURCESMARKETINGTHEGREATERMPORTANCEBEINGGIVENTOTHEHUMANRESOURCESMANAGEMENTDESPITETHEIMPORTANCEGIVENTOTHERECRUITING,SELECTION,PLACING,MOTIVATIONANDSELECTIONPROCESSES,FEWRESEARCHERSANALYSEDTHEIMPLICATIONSOFMARKETINGINTHEHUMANRESOURCESMANAGEMENT,ALTHOUGHTHISGENERATEDTHEIDEAOFPRODUCTINHUMANRESOURCESMANAGEMENTHUMANRESOURCESANDMARKETINGTHEGLOBALTENDENCIESSHOWTHATTHEROLEOFTHEHUMANRESOURCESINMARKETINGISNOTANYMOREOFSUPPORT,BUTITALSOHASASTRATEGICONETHEREARETHREEMAINREASONSFORWHICHTHEMARKETINGPRINCIPLESSHOULDBEUSEDINTHEHUMANRESOURCESMANAGEMENTTHEINCREASEDINFLUENCEOFTHEREPUTATIONMANAGEMENTWHICHBRINGSINTOATTENTIONISSUESRELATEDTOPEOPLEMANAGEMENTITISVITAL,INANYFIELDOFACTIVITY,FORTHEORGANIZATIONSTOPAYMOREATTENTIONTOPEOPLEMANAGEMENTINTHEBRANDINGPROCESSTHEINCREASEOFTHEECONOMYBASEDONSERVICESINWHICHTHEPRODUCTSAREDELIVEREDANDDIFFERENTIATEDONLYBYQUALIFIEDANDWELLTRAINEDEMPLOYEESTHEINCREASEINIMPORTANCEOFTHEINTANGIBLEASSETSSUCHASHUMANSANDINTELLECTUALCAPITAL,ASASOURCEOFTHESTRATEGICADVANTAGEINORDERTOHAVEACOMPETITIVEADVANTAGETHEHUMANRESOURCESOFTHEENTERPRISESHOULDBERARE,VALUABLE,IRREPLACEABLEANDHARDTOIMITATEINORDERTOATTRACT,RETAINANDHIREAHUMANCAPITALTHATMAKESAGREATDIFFERENCE,THEENTERPRISESHAVETOOFFERJOBS,CAREEROPPORTUNITIES,BENEFITS,DISCIPLINEANDEXPERIENCETHATMAKETHEDIFFERENCETHEHUMANRESOURCESANDTHEMARKETINGARETIGHTLYCONNECTEDONTWOLEVELSFIRSTOFALLTHEREISACONCERNFORTHEEMPLOYERBRANDANDEMPLOYEESRELATIONSHIPMANAGEMENTTHEMARKETINGTOOLSANDTECHNIQUESCANHELPINTALENTDEVELOPMENT,OFFERINGBENEFITS,CREATINGANEQUILIBRIUMBETWEENPROFESSIONALANDPERSONALLIFEANDUSINGTHEMINATTRACTING,RETAININGANDENTERTAININGTALENTSFURTHERMOREHUMANRESOURCESMANAGEMENTSTARTEDTOHAVEANINCREASEDIMPACTONMARKETINGANDSALESHUMANRESOURCESSTRATEGIESANDTHEIRIMPLEMENTINGCANCREATEANENERGETICWORKFORCEWHICHCANCONFIRMTHEPROMISESMADEBYTHEMANAGERSASINMARKETING,INHUMANRESOURCESMANAGEMENTTHEREISFIRSTLYANEEDOFCREATINGARELATIONSHIPTHISRELATIONSHIPISBASEDONANEFFICIENTSEGMENTATIONOFTHEWORKFORCE,THEHUMANRESOURCESMARKETINGACTIVITIESSHOULDBEORIENTEDTOWARDSACERTAINTARGETACERTAINPROFILEOFTHEEMPLOYEEANDTOPLACETHEORGANIZATIONINTHETOPCHOICESOFTHECANDIDATESASIGNIFICANTROLEINESTABLISHINGTHEWORKRELATIONSBELONGSTOTHEMARKETINGMIXADAPTEDTOTHEHUMANRESOURCESMANAGEMENTTHEEMPLOYEESANDEMPLOYERSEXPECTATIONSCONTRIBUTETOKEEPINGANDDEVELOPINGTHISRELATIONSHIP,WITHTHERESULTOFSATISFIEDANDDEVOTEDEMPLOYEESANDLOWEMPLOYEEFLUCTUATIONINOTHERWORDSWECANSTATETHATTHERESULTOFHUMANRESOURCESMARKETINGISANEMPLOYEEEMPLOYERRELATIONSHIPTHATBRINGSECONOMIC,SOCIALANDPSYCHOLOGICALBENEFITSTOALLTHEPARTIESAPOWERFULEMPLOYERBRANDISMORETHANALABELINORDERTOATTRACTTHEMOSTTALENTEDEMPLOYEESTHEJOBOFFEROFTHEENTERPRISESHOULDBEALIGNEDTOTHEBENEFITS,CULTUREANDAVAILABLEOPPORTUNITIESONLYBYBUILDINGARELATIONSHIPBASEDONTRUSTTHEENTERPRISECANOBTAINTHEDESIREDRESULTSFIRSTOFALLBRANDINGMEANSTRUSTTHECLIENTS,SHAREHOLDERS,PARTNERSANDEMPLOYEESMUSTTRUSTTHEENTERPRISETHEYMUSTBECONVINCEDTHATITCANREACHTHEPROPOSEDOBJECTIVESFORBOTHSHORTANDLONGTERMFORHR,MARKETINGISAIMEDATCREATING,MAINTAININGANDBENEFITINGFROMHIGHVALUERELATIONSHIPSWITHITSCUSTOMERSEMPLOYEESEMPLOYEERELATIONSHIPMANAGEMENTWORKSEXACTLYLIKECUSTOMERRELATIONSHIPMANAGEMENT2THEFIRSTSTEPINTRANSFORMINGHUMANRESOURCESMANAGEMENTINHUMANRESOURCESMARKETINGCONSIDERSTHETRADITIONALMARKETINGACTIVITIESAFIRSTSTARTINGSTEPCOULDBEANSWERINGTHEFOLLOWINGQUESTIONSWHICHMARKETSEGMENTISIMPORTANTFORTHEORGANIZATIONSEGMENTATIONWHATKINDOFPEOPLETHEENTERPRISENEEDSTARGETINGHOWDOESTHEENTERPRISEPRESENTSITSELFPOSITIONING,BRANDVALUES,EMPLOYEEVALUEPROPOSITION,EMPLOYERBRANDAPROFESSIONALCANANSWERTHESEQUESTIONSTHROUGHANEXTERNALANDINTERNALANALYSISOFTHEWORKFORCEMARKETITISIMPORTANTFORTHEHUMANRESOURCESMARKETINGPROFESSIONALTOANALYZEBOTHTHEQUALITYANDTHEQUANTITYOFTHEPOSSIBLEEMPLOYEES,WHATINFLUENCESTHEMINCHOOSINGACERTAINEMPLOYER,WHICHCOMPETITORSTARGETTHESAMECANDIDATESINMOSTOFTHEORGANIZATIONMARKETING,COMMUNICATIONSANDHUMANRESOURCESARESEPARATEDDEPARTMENTS,HAVEDIFFERENTMANAGERSANDTHERERARELYAREMITTTEAMSTHEPURPOSEOFALLTHEMARKETINGACTIVITIESISTOSENDAMESSAGETOTHECLIENTS,PUBLIC,COMPETITION,EMPLOYEESANDPOSSIBLEEMPLOYEESFOREXAMPLEARECRUITINGADVERTISEMENTMAYHAVEAGREATIMPACTONTHEIMAGEOFTHEENTERPRISEANDTHEIMAGEOFTHEENTERPRISEMAYINFLUENCETHESUCCESSOFARECRUITINGCAMPAIGN,ITMAYINFLUENCETHENUMBEROFAPPLICATIONSFORTHEVACANCYHUMANRESOURCESMARKETINGALSOPRESUPPOSEEMPLOYERBRANDING,IEPROMOTIONBYTAKINGPARTINACTIVITIESINUNIVERSITIES,STUDENTSFORUMS,SCHOLARSHIPS,ERASMUSPROGRAMS,PRESENCEINSOCIALMEDIA,TEAMBUILDINGS,ETCFROMTHEPOINTOFVIEWOFMARKETING,JOBMAYBECONSIDEREDPRODUCTSASTHEMARKETINGPROFESSIONALSANALYZETHECONSUMERSNEEDSANDTHEBEHAVIORS,INTHESAMEWAYTHEHUMANRESOURCESPROFESSIONALSANALYZETHEEMPLOYEESMOTIVATIONS,NEEDSANDBEHAVIOURANDTRYTOOFFERSATISFYINGJOBSINORDERTOATTRACTTHEEMPLOYEESWHOMEETTHEEMPLOYMENTCRITERIAANDWHOWILLBELOYALTOTHEENTERPRISEANDWILLHELPITINACHIEVINGITSOBJECTIVESTHEEMPLOYERISTHESUPPLIEROFTHISPRODUCT,ANDTHEEMPLOYEETHECONSUMERBYADOPTINGTHISPOINTOFVIEWTHEHUMANRESOURCESPROFESSIONALSWILLHAVEACCESSTOASTRATEGICFRAMEWORKFORTHEHUMANRESOURCESMANAGEMENTTHEHUMANRESOURCESMARKETINGINVOLVESTHEDESIRETOUNDERSTANDTHENEEDOFTHEEMPLOYEEANDTOSATISFYTHEMTHEBASISMARKETINGPRINCIPLESCANBEUSEDTOESTABLISHHUMANRESOURCESMANAGEMENTPROCEDURESTHEMARKETRESEARCHTECHNIQUESCANBEUSEDTOANALYSETHEEXPECTATIONSANDNEEDSOFTHEWORKFORCEMARKETINGISNOTSELLING,BUTTHEDESIRETOUNDERSTANDTHECONSUMERSNEEDSANDHARDWORKTOSATISFYTHEMUSINGMARKETINGINHUMANRESOURCESMANAGEMENTISNOTATASKFREEOFRISK,BUTTHERESULTSOFUSINGITAREWORTHTHERISKSHUMANRESOURCESMARKETINGANDCOMPETITIVENESSHUMANRESOURCESMANAGEMENTAFFECTSCOMPETITIVEADVANTAGEINANYENTERPRISECOMPETITIVEADVANTAGEISTHEHEARTOFAFIRMSPERFORMANCEINCOMPETITIVEMARKETSANDITCOULDEASILYBEACHIEVEDTHROUGHHUMANRESOURCESMARKETINGHUMANRESOURCESMARKETINGOFFERCOMPETITIVEADVANTAGEINTHEFOLLOWINGAREASCOSTANDDIFFERENTIATION3INTHE21STCENTURYITCOMESTRUE,THATCOMPETITIVENESSOFTHEFIRMISTOACONSIDERABLELEVELINFLUENCEDBYITSPARTICIPATIONINTHECHAINOFSUPPLIERS,CUSTOMERSANDPARTNERSANDBYTHEWAYHOWTHESUBJECTCOOPERATESINTHECHAIN4COSTADVANTAGEISVITALWHENITCOMESTOHUMANRESOURCESTHEMAINSOURCEOFMOTIVATIONFOREMPLOYEESISTHEMONEYMANAGERSRECOGNIZETHEIMPORTANCEOFCOSTANDTHATITISWHYMANYSTRATEGICPLANSINCLUDEOBJECTIVESSUCHAS“COSTREDUCTION”OR“COSTLEADERSHIP”MOSTCOSTSTUDIESADDRESSNARROWISSUESANDTAKEASHORTTERMVIEW,BUTWHENITCOMESTOHUMANRESOURCESCOSTADVANTAGEISONLONGTERMITISIMPORTANTTOREMEMBERTHATASSIGNINGCOSTANDASSETSDOESNOTREQUIRETHEPRECISIONNEEDEDFORFINANCIALREPORTINGPURPOSESAGOODHUMANRESOURCESMARKETINGPLANCANREDUCETHECOSTSRELATEDTOHIRING,MAINTENANCE,DEVELOPMENTANDFLOWIFTHEEMPLOYEEPROFILEISWELLESTABLISHEDTHERECRUITINGPROCESSISSHORTERTHUSREDUCINGCOSTS,ASHORTERRECRUITINGPROCESSALSOMEANSTHATTHENEWEMPLOYEECANSTARTHIS/HERACTIVITYSOONERBRINGINGVALUETOTHEENTERPRISEIFTHERECRUITINGPROCESSWASEFFICIENTTHEEMPLOYEEFLUCTUATIONISREDUCEDIFATTHEENDOFTHERECRUITINGPROCESSTHESELECTEDCANDIDATEISAVALUABLEONE,THENTHEINTEGRATIONOFTHEEMPLOYEEINTHENEWSYSTEMISEASIERANDTHETRAININGCOSTSARESAVEDHUMANRESOURCESMARKETINGISAWAYOFDIFFERENTIATINGTHEENTERPRISEFROMITSCOMPETITORSBYUSINGMARKETINGPRINCIPLESINHUMANRESOURCESMANAGEMENTTHEENTERPRISECANDIFFERENTIATETHROUGHTHEQUALITYOFITSEMPLOYEEREFLECTEDINTHEPRODUCTSITSELLSANDPRODUCTIVITYTHESTOCKOFINTELLECTUALCAPITALINANENTERPRISECOMESFROMITSEMPLOYEESSELECTION,DEVELOPMENTANDUSEOFCOURSEITISVERYIMPORTANTNOTTOFALLINTHEEXTREMEOFBEINGTOODIFFERENTIATEDANENTERPRISE,WHOSEEMPLOYEESARETODIFFERENT,WILLHAVEDIFFICULTIESINCOORDINATINGTHEMANDOFCOURSEINFINDINGTHEMGENERALLYTHECOMPETITIVENESSCANBEINCREASEDTHROUGHATHOROUGHMARKETRESEARCH,MARKETINGMIX,COSTREDUCTIONS,QUALITYANDSTAFFTRAININGIFWEREPORTTHISSTATEMENTTOHUMANRESOURCESWECANSTATETHATBYUSINGHUMANRESOURCESMARKETINGHUMANRESOURCESPROFESSIONALSINCREASETHECOMPETITIVENESSOFTHEENTERPRISETHEYAREWORKINGFORHUMANRESOURCESCOMPETITIVENESSISDEFINEDASAFUNCTIONOFTHREEMAINFACTORS,MASTERY,COSTS,INTERNALFACTORSANDEXTERNALFACTORSINSHORT,MASTERY/PERFECTION/POWERISANEXTERNALMEASUREINDICATINGTHEEMPLOYEESSUCCESSESCOMPAREDTOHIS/HERCOMPETITORSCOLLEAGUES,POTENTIALCOLLEAGUES,ETCINTERMSOFGENERATINGVALUEFORTHEORGANIZATIONANDFORTHEMSELVESAHIGHMASTERYSCOREVISVISCOMPETITORSIMPLIESTHATTHEEMPLOYEEPERFORMEDBETTERANDALSOTHATTHEENTERPRISEREPRESENTEDBYTHEHUMANRESOURCESPROFESSIONALSPERFORMEDGOODINUSINGTHEMARKETINGPROCEDURESHAVINGREALIZEDAGOODLEVELOFMASTERY/PERFECTION/POWER,HOWEVER,MAYNOTALONEBESUFFICIENTTOGUARANTEEIMMEDIATEANDCONTINUOUSSUCCESSINTHESEARCHFORACOMPETITIVEPOSITION,AGAINSTTHECOMPETITORSONTHEWORKFORCEMARKETINOTHERWORDSIFTHEEMPLOYEEASKSFORASALARYHIGHERTHANWHATTHEMARKETOFFERSFORTHESAMEJOBHEWILLEVENTUALLYERODEINTHISRUNTHECOMPETITIVEADVANTAGEISAPRIORITYFORBOTHTHEENTERPRISEANDTHEEMPLOYEE,SOINORDERHAVECOMPETITIVEADVANTAGEDUETOCOSTTHEENTERPRISEMUSTENJOYSOMECOSTSADVANTAGESWITHRESPECTTOITSINPUTS,ANDONEOFTHESECOSTSISRELATEDTOTHEHUMANRESOURCESONTHEOTHERHANDIFANEMPLOYEEASKSFORAHIGHERSALARYTHANTHEMARKETISWILLINGTOPAYHEWILLLOSETHECOSTCOMPETITION,INOTHERWORDSNOMATTERHOWGOODHEORSHEISHEORSHEWILLNOTBEATTRACTIVEONTHEWORKFORCEMARKETTHETHIRDBASICDETERMINANTISTHEEXTERNALENVIRONMENTREPRESENTEDBYTHECOMPETITORS,TECHNOLOGYANDPOLITICALECONOMICENVIRONMENTONESHOULDALWAYSPAYATTENTIONTOTHEPEERSINORDERTOKEEPUPWITHTHEIRDEVELOPMENTANDTOTRYTOASGOODORBETTERTHETECHNOLOGYHASADOUBLEEFFECTONTHEEMPLOYEESCOMPETITIVENESSONONEHANDITCANSIMPLYREPLACETHEEMPLOYEEINTHEWORKPROCESSANDONTHEOTHERHANDIFTHEEMPLOYEEISCAPABLEOFHANDLINGACERTAINTECHNOLOGYHEORSHEWILLHAVEANADVANTAGEOVERTHECOMPETITORSINTHEWORKFORCEMARKETTHEPOLITICALECONOMICENVIRONMENTISCHARACTERIZEDBYINTERESTRATES,TAXES,INFRASTRUCTURE,NATIONALEDUCATIONALSYSTEM,AGREEMENTSBETWEENGOVERNMENTSANDENTERPRISES,COMMUNICATIONNETWORKS,TRADEUNIONSDEMANDS,ETCAFTERESTABLISHINGTHELEVELOFHUMANRESOURCESCOMPETITIVENESSWESHALLNOWBRIEFLYDEFINETHECONCEPTOFPOSITIONASINTHECASEOFINDUSTRIALCOMPETITIVENESS,INTHECASEOFHUMANRESOURCESCOMPETITIVENESS,WECONSIDERTHREETYPESOFCOMPETITIVEPOSITIONSCOMPARATIVE,CURRENTANDPOTENTIALTHECOMPARATIVEPOSITIONISANINDICATOROFTHEEMPLOYEESOPTIMALOUTPUTTHECONCEPTOFCOMPARATIVEPOSITIONISIMPORTANTBECAUSETHECOMPETITIVEENVIRONMENTISIMPORTANTINFORMULATINGCOMPETITIVESTRATEGIESTHEPOTENTIALPOSITIONISOFINTERESTBECAUSEITSHOWSTHEEMPLOYEETHEMAXIMUMOPTIMALOUTPUTTHATHE/SHECOULDHAVEPRODUCEDIFHE/SHEUSEDALLTHERESOURCESFULLYANDMOSTEFFICIENTLY,ANDBECAUSETHEHUMANRESOURCESPROFESSIONALSHOULDKNOWTHEFULLPOTENTIALOFTHEEMPLOYEETHECURRENTPOSITIONISTHEOPTIMALOUTPUTTHATTHEEMPLOYEEISCURRENTLYCAPABLETOPRODUCEAPPLICATIONOFNEWTECHNOLOGIESINALLASPECTSOFBUSINESSREQUIRETHATCOMPANIESANDEMPLOYEESCONTINUOUSLYACQUIRENEWKNOWLEDGEANDSKILLS,WHEREBUILDINGOFALEARNINGORGANIZATIONISTHEKEYOFLONGTERMMARKETSUCCESS5ANDTHATISWHYMARKETINGPLAYSACRUCIALINHUMANRESOURCESCOMPETITIONFORCESALLSUPPLIERSTOBECOMEMOREEFFICIENTANDCOSTEFFECTIVEANDTHATISWHY,INORDERTOINCREASETHEIRCOMPETITIVENESS,ENTERPRISESNEEDTOATTRACTTHEBESTRESOURCES,BASEDONTHEHRPILLARSRECRUITMENTANDSTAFFING,COMPENSATION/PAYROLL,EMPLOYEEBENEFITS,TALENTMANAGEMENT/EMPLOYEERELATIONS,TRAININGANDDEVELOPMENTANDCOMPLIANCE6CONCLUSIONSTHISPAPERUNDERLINESTHEFACTTHATTHELINKBETWEENTHEHUMANRESOURCESDEPARTMENTANDTHEMARKETINGPROFESSIONALSMUSTDEVELOPMOREIFTHEENTERPRISESWANTTOHAVEACCESSACOMPETITIVEHUMANRESOURCETHEEMPLOYEESARENOTTHECLIENTS/PRODUCTSOFTHEENTERPRISEINTHECOMMERCIALMEANINGOFTHESETERMSTHATISWHYTHEREISANEEDOFPAYINGAGREATERATTENTIONINUSINGTHEMARKETINGTOOLSINHUMANRESOURCESMANAGEMENTANDTHEDIFFERENCEBETWEENTHERELATIONBUYERSELLERANDEMPLOYEEEMPLOYERTHECURRENTCOMPETITIONENVIRONMENTENFORCEDTHEPROFESSIONALTOCONSIDERTHEHUMANRESOURCEACLIENTWHOSENEEDS,RECRUITING,COMMUNICATION,ANDINTEGRATIONEXPECTATIONSTHEYHAVETOMEETTHETAG“WORKFORCE”ISALREADYKNOWNANDACKNOWLEDGED,ANDITALREADYWORKSASAREALMARKETINTHESENSEIMPOSEDBYMARKETINGTHECLIENTSOFTHEHUMANRESOURCESDEPARTMENTARENOTONLYTHEEMPLOYEESANDTHEMANAGERSOFTHEENTERPRISE,BUTALSOTHOSEINTERESTEDINBUYINGTHEPRODUCTSOFFEREDBYITORINVESTINGINITITISALSOVERYIMPORTANTFORTHEHUMANRESOURCESPROFESSIONALSTOBEINTOUCHWITHTHEMARKETTENDENCIES,DEMOGRAPHICTRENDS,TECHNOLOGICALDEVELOPMENTANDPOLITICALCHOICESTHATCANAFFECTTHEWELLFUNCTIONINGOFTHEENTERPRISE译文竞争力，人力资源市场营销的结果MONICAIZVERCIANU,ALINARADU,SERBANMICLEA,ANDLARISAIVASCUPOLITEHNICAUNIVERSITYOFTIMISOARA,ROMANIA摘要竞争力是全世界企业的新的目标。现在的世界已经变得更具有竞争力，而这个现象最主要的组成部分是人力资源领域。这个调查的目的是给读者提供基本理论来理解市场营销在人力资源竞争力中起到怎样的作用，这而个人力资源竞争力是企业竞争力的关键。关键词竞争力，成本，人力资源管理，市场营销引言人力资源营销是一个已经开始被经常使用的一个概念。高层管理者开始意识到人力资源营销的重要性，并开始对员工和对潜在的员工建立一个强大的品牌的使用原则。一个有吸引力的企业在劳动力市场上意味着它有能力吸引有竞争力的可以直接影响整个公司运营的员工。建立人力资源的策略并不是一个难题，但从所有部门的专家应该一起来参与。起初，领导者应该属于人力资源部门，但像市场营销部门，公关部门，法律部门和会计部门将在阐述一个实际可行的方案中起着重要的作用，其作用不仅是利润增长也还有风险的最小化和利润的提高。不管是否企业招聘与否，它都需要在人力资源管理中使用营销工具，因为它不得不要保留住现在的员工。有一个策略是纪律性的问题，它需要非常注重盈利能力，而不是只注重是增长。尽管招募，选拔，配售，动机和选择过程很重要，尽管其产生了人力资源管理理论思想，但很少的研究者分析认为在人力资源管理中的市场营销会产生的影响。人力资源和市场营销全球趋势表明，人力资源在市场营销中的作用是并不是没有任何更多的支持，而它也存在战略性因素。主要有三个原因，其中的营销原则应该在人力资源管理中使用；声誉管理的影响力增加会带来人力管理问题它是至关重要的，在活动的任何领域让组织机构在品牌化流程中注重人力管理；在经济增长的基础是商品的服务和专业素质强的员工；所增加的无形资产，如人类和智力资本成为优势战略的源泉。具有竞争优势的企业的人力资源应该是罕见的，宝贵的，不可替代的和难以模仿的。为了吸引留住和雇用一个人力资本，企业要和别人不同，企业要提供岗位，就业机会，福利，纪律和经验来使自己不同。人力资源和市场营销是紧密相连的两部分。首先是对雇主品牌和员工关系管理关注的问题。市场营销工具和技术可以帮助人才开发，提供福利，创造职业和个人生活之间的平衡，并利用他们吸引保留和娱乐性人才。此外人力资源管理开始对营销和销售的影响增加。人力资源战略及其实施可以创造一个充满活力的员工队伍，可以由经理人做出的承诺。正如市场销售，人力资源管理的存在首先需要创建一个关系。这种关系是基于劳动力的有效分割，人力资源市场营销活动应该面向特定目标（员工有一定的配置文件），并把该组织放在最佳选择位置上。建立工作关系中的一个显著作用属于营销组合的人力资源管理。雇员和雇主的期望有助于保持和发展这种关系，以满意和忠诚的员工和员工低波动作为结果。换句话来说，人力资源市场营销的结果是雇员和雇主之间的关系所带来的经济，社会和心理各方面的利益。一个强大的雇主品牌不仅仅是一个标签，为了吸引最有才华的员工，公司提供的工作应能够和公司利益，文化和发展机会连在一起。企业只有通过建立在信任基础上的关系才可以得到理想的效果。首先，品牌意味着信任。客户，股东，合作伙伴和员工必须信任企业，他们必须确认它可以达到短期与长期的建议目标。对于人力资源，市场营销的目标是建立维护并受益于它的“客户”（员工）高价值的关系。人力资源市场营销转变人力资源的第一步是传统的营销活动。第一个其实步骤可以回答以下问题对企业组织来说哪些市场部分是重要的企业需要哪些员工公司怎样介绍自己一个专业的人员可以通过劳动力市场的外部和内部分析回答这些问题。这些对人力资源市场营销专业人员去分析质量和潜在员工的质量非常重要。在大多数组织营销中，通讯和人力资源是分开的部门，有不同的管理人员和很少的成套的队伍。所有的营销活动的目的是为了将消息发到客户端，大众，竞争，员工和潜在的员工。例如，一个招聘广告可能对企业的形象有很大的影响而企业的形象可能影响到招聘活动的成功，它可能会影响到招聘人员的数量。人力资源市场也可通过参加活动在高校提前雇主品牌，即宣传，学生论坛，奖学金，拉斯谟计划，存在于社会化媒体，团队建设等。但从市场角度来看，工作可以被认为产品。营销专业人士分析消费者的需求和行为，以同样的方式对人力资源专业人士分析员工的动机，需求和行为，并尝试提供满意的工作，以吸引谁符合录用条件的员工，谁就会忠于企业，将帮助它实现其目标。雇主是这个产品的供应商和雇员的消费者。通过采用这种观点的人力资源专业人士将有机会获得人力资源管理的战略框架。人力资源营销涉及到了解员工的需要的欲望并满足他们。依据市场原理可以用来建立人力资源管理程序。市场研究技术可以用来分析员工的期望的需求。营销不是卖，而是要了解消费者的需求，并努力地去满足他们的愿望。在人力资源管理使用的营销使用的营销是不免费的风险任务，但使用它的结果是值得的风险。人力资源市场和竞争力人力资源管理在任何公司都影响其竞争优势。竞争优势是在竞争性市场中企业绩效的心脏，它可以很容易的通过人力资源市