人力资源管理专业英语中文版

1、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unit 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: physicalresources,financial resources, marketing capability and human resources whileall these are important

2、 to organizational effectiveness, the factorthat is mostlikely to provide potential competitive advantage is humanresources and how these resources are managed . the production technology,financing, and customerconnections (marketing) can all be copied the basics of managingpeoplealso can be copied

3、, but the most effective organizations findunique ways toattract, retain and motivate employees a strategy that is harderto 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，最的因索 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

4、 superb article, competitive advantage through people, jeffreypfeffergave 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 fromeconomiesof scale . in 1992 , southwest had revenues of $ 1

5、 .31 billion and a mere2.6percent of the u .s passenger market southwest ( has not)succeededbecause it has had more access to lower-cost capital indeed, it is one of the least leveraged airlines in the united states southwest s planes, boeing737s, are obviously available to all its competitors 11 is

6、n t a member of anyof the big computerized reservation systems; it uses no unique process technologyand sells essentially a commodity product 一 low-cost, low-f rills airlineservice at prices its competitors have difficulty matching most of southwest s cost advantage comes from its very productive, v

7、ery motivated, and by the way, unionized workforce . compared to the u s . airline industry, according to 1991 statistics, southwest has fewer employees per aircraft ( 79 versus 131 ), and flies more passengers per employee(1,891,082 versus 1,339, 995 ) .it turns around some 80 percent of its flight

8、s in 15 minutes or less, while other airlines on average need 45 minutes,giving it an enormous productivity advantage in terms of equipment utilization .it also provides an exceptional level of passenger service southwest has won the airlines so-called triple crown ( best on-time performance,fewest

9、lost bags, and fewest passenger complaints 一 in the same month） nine times no competitor has achieved that even once .the illustration of southwest airlines proves a vivid example of the rolethat people 一 human resources 一 play in determining the competitiveness andeffectiveness of organizations in

10、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 this example it在一个极好的文章屮，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冋报 1972年至1992年初。这当然没有实现，从经济的

11、成功 规模。1992年，西南航空的310亿锈收入，仅冇2 .6 百分z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欽的确，它是一种 在美国。西南蹶嘲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。它不是缴嘲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，销售产品欽低成本，低f小溪航空公司 其竞争对手的价格服务难以匹配。西南贼嘲大部分的成木优势來口其木身的生产力來了，很有上进心，对了，工会的员工队伍。相对于uo so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, 8

12、91, 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叙嘲所谓的三冠王（最佳服务的及时性， 最少丢失的行李，和最少的乘客在同一欽投诉 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欽人力资源决定竞争力的发挥和欽效力于迎接21世纪挑战的组织。该西南航空公司的成功來口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 managementwh

13、at traditionally were called "personnel departments v now are usually termed u 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 iel

14、d .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

15、部门“现在通常被称为“人力资源的部门。“但比名称已更改。在木部门的重点已经转移，他们的责任已经扩大o图1屮具有突出的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 befor

16、e that time, most hiring, firing, training,and pay-adjustment decisions were made by individualsupervisors some organizationsadopted programs to benefit some employees, such as american express which established a pension plan in 1875 also, the scientific management studiesconducted by frederick w .

17、 taylor and others, beginning in 1885 , helped management 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 orga

18、nizationsalso 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 .u

19、ltimately,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止式开始前不久，1900年岀现。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-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iciencyo霍桑研

20、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 thenationallabor relations act of 1935, led to the growth of unions . theimportance ofcollective bargaining and union/ management relations following thelaborunions rise to power in the 194

21、0s 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 organizingcompany picnics 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 increas