卢雨晨-电商2班-毕设中期检查材料

1、毕业设计（论文）期中工作材料学生姓名： 卢雨晨 学 号： 20082110110224学院（系）：软件学院专 业：08软件工程+电子商务设计（论文）题目:基于ssh框架的人力资源管理系统的设计与实现谢剑猛材料目录序号名称数量备注1毕业设计（论文）选题、审题表（不需要写）12毕业设计（论文）任务书13毕业设计（论文）开题报告1含文献综述）14毕业设计（论文）外文资料翻译（含原文）15毕业设计（论文）指导记录表（不需要写）1注：毕业设计（论文）期屮检查工作结束后，请将该封面与ei录屮各材料合订成册，并统一存放在学生“毕业设计（论文）资料袋”中（打印件一律用街纸型，最后与初稿合订。填表说明1、毕业设

2、计（论文）期中工作材料封面、本科生毕业设计（论文）选题、审题表. «毕业设计（论文）外文资料 翻译 封面及论文初稿单独装订。2. 华东交通大学毕业设计（论文）任务书、华东交通大学毕业设计（论文）开题报告书附录a.外文翻译- 原文部分、附录b.外文翻译-译文部分期中检查不 用打印，直接汇入终稿并按教务处要求排版.打印。3、学院由教学秘书组织填写华东交通大学毕业设计（论文）期中教学学院自査表、华东交通大学毕业设计（论文） 期中抽查表,检查完后统一由教学秘书归档。所有表格形成一个电子文件，由教研室在毕业设计完成后 统一刻录。5、指导记录表汇入论文终稿。学院（系）出 题 教 师姓名专业专业技

3、术 职务中报课题名称课题性质abcd课题來源xyz课题简介设计（论文） 要求（包括应具备的条件）课题预计 工作量大小大适中小课题预计 难易程度难般易设计 地点所在专业委员会审定意见：审查合格（是口，否口）负责人（签名）：2011年12月9日注：本课题由同学选定，学号：注：1该表作为毕业设计（论文）课题|报时专用，由选题教师填写，负责人签名后牛效；2.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。在表中相应栏内打“7”；3. 课题被学生选定，此表须存入该生“毕业设计（论文）资料袋”中存档（每

4、人一份）。4. 设计地点请详细到实验室名称或具体单位，以便考勤，若有修改，必须到教学秘书处登记。姓名卢雨晨学号毕业届别 2012专业软件工程+电子商务2008-2毕业设计（论文）题目 基于ssh框架的人力资源管理系统的设计与实现指导教师谢剑猛学历木科/工程硕丄职称讲师1、要求（作为评分标准）：（1）基本要求:对人力资源管理系统的需求进行调研，依据需求设计系统各个功能模块；熟悉ssh （struts、 spring、hibernate）框架的相关技术；熟悉eclipse开发环境；温习java；研究三层体系架构、b/s 模式等；绘制体系功能框图、e-r图，设计数据库逻辑机构表，开发完成所各个功能模

5、块（允许使 用开源代码）。严格按照华东交通大学毕业设计（论文）管理规范，不舞弊，不抄袭，按照规定时间内完成。 独立完成毕业论文。（2）创新性要求：a. 界面友好，使用方便，系统构架先进，安全稳定，使用标准接口技术；b. 采用t新技术，如ajax2、进度安排：第1、2周：了解毕业设计任务；调研系统需求；与指导老师沟通确定详细计划。第3、4、5周：收集相关资料、借阅图书；熟悉ssh框架开发相关技术和开发工具；熟悉web 服务器和数据库服务器的配置；完成开发环境和web服务器的配置；完成系统设计。第6、7、8、9周：系统设计、系统实现；测试运行。第10、11周：修改、调试代码，测试系统。第12、13

6、周：写论文、修改论文。第14周：准备答辩指导教师签字： 2011 年 12 月 9 口题目发出h期2011.12.9设计（论文）起止时间2012.02. 13-2012. 05. 18学院意见：同意发布题目毕业设计领导小纽组长签章：课题名称基于ssh框架的人力资源管理系统课题来源c课题类型y导师谢剑猛学生姓名卢雨晨学号20082110110224专业软件工程+电子商 务一、开题报告内容：1、文献综述 1.1选题意义木系统针对企业传统人力资源管理方式落后于企业信息化的发展趋势设计开发。传统人力资 源管理方式存在有成本高、效率低、保密性差等缺点，无法适应企业快速高效发展。推动企业劳 动人力资源管理

7、方式走向科学化、规范化、信息化是企业发展的必然趋势。随着计算机在企业管理屮应川的普及。利川计算机实现企业人事管理势在必行。合理的利川 有助于企业发展的管理系统是企业改革的一种优越的体现。不仅保证了核算准确度，还成倍的提 高了工作效率.而口便于查询。建立人力资源管理系统，能够为管理人员提供充足的信息和快捷 的查询手段，有效提高信息处理的速度和准确性，为人力资源管理提高效率、降低成木、并实现 人事管理的优化，也以减轻人事管理人员和操作人员的工作负担。对人力资源进行电子化管理， 很好的解决了管理效率低，决策依据少的等传统人力资源管理缺点。1. 2课题研究现状与发展趋势国外人力资源管理系统起步较早，完

8、整性和成熟度高，开发出了适用于不同行业的解决方案， 对于基于互联网技术的研究和支持也是不遗余力的。国外虽然有着较为成熟的产品，在成熟度、 先进性上都要优于大多数的国内产品，但在我国大多数公司人力资源管理制度并不规范，这就导 致了国外的产品实用性、有效性大打折扣，而且其价格过于昂贵，让国内企业难以接受。我国正处在由传统管理方式向人力资源管理过渡的转型吋期，企业中的管理方法从思想到行 动都发牛着巨大的变化，处于摸索中的人力资源管理随时都可能发牛这样那样的变革，对人力资 源管理软件提出了挑战，必须要开发能够适应企业发展变化的人力资源管理软件。随着internet技术的不断发展，应用系统的体系结构从c

9、/s结构向更加灵活的b/s体系结构 转变。在原來的c/s结构当中，几乎所有的应用逻辑都在客八端实现，使得应用程序的维护、移植 和互操作变得相当的复杂和困难。b/s模式中，开发、维护等几乎所有工作都集中在服务器端，当 企业对网络应川进行升级时，只需要更新服务器端的软件即可，这样减轻了系统维护与升级的成 木。b/s结构利用不断成熟和普及的浏览器技术实现原来盂要复杂专用软件才能实现的强大功能, 且开发维护成本更低，更适于开发人力资源管理系统。1. 3应用技术介绍木文所阐述的人力资源管理系统是采川b/s模式，运用myeclipse开发平台，struts, spring, hibernate框架,mvc

10、开发模式和java, jsp等相关技术开发的。木系统依据实际需求设计数据库 结构，并实现了人力资源管理系统的基本功能，如职工档案信息，薪资信息等数据的查询,添加等 功能，从而提升了企业的效率和竞争力，满足了现代企业管理的需求。stmts+spring+hibemate集成框架，是目前较流行的一种web应用程序开源框架。集成ssh 框架的系统从职责上分为四层：表示层、业务逻辑层、数据持久层和域模块层，以帮助开发人员 在短期内搭建结构淸晰、对复用性好、维护方便的web应用程序。其中使用struts作为系统的整 体基础架构，负责mvc的分离，在struts框架的模型部分，利用hibernate框架对

11、持久层提供支 持，业务层jlj spring支持。具体做法是：川面向对象的分析方法根据需求提出一些模型，将这些 模型实现为基本的java刈豫，然后编写基本的dao接口，并给出hibernate的dao实现，采用 hibernate架构实现的dao类來实现java类与数据库之间的转换和访问，最后山spring完成业务 逻辑。采用这种开发模型，不仅实现了视图、控制器与模型的彻底分离，而且还实现了业务逻辑层与持久层的分离。这样无论前端如何变化，模型层只需很少的改动，并h.数据库的变化也不会对 前端有所影响，大大提高了系统的可复用性。而且由于不同层z间耦合度小，有利于团队成员并 行工作，大大提高了开发

12、效率。2、参考文献1 .孙卫琴.精通struts:基于mvc的java web设计与开发m.北京：电子工业出版社,2004.2 林信良.spring 2.0技术手册m.北京：电子工业出版社,2007.3 .李刚.著.struts2权威指南北京：电子工业出版社,2007.4 .刑素萍.java办公自动化项目方案精解.北京：航空工业出版社,2006.5 .埃克尔著,陈吴鹏译,ja阳编程思想（第4版）m,机械工业出版社,2007, 66 ,霍斯特曼等著，陈昊鹏等译.java核心技术卷ii :高级特ftm.2008.12 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

13、题；y模拟课题；z虚拟课题（1）、（2）均要填，如ay、bx等。此部分可以附页华东交通大学毕业设计（论文）开题报告书（续）二、方法及预期目的：1、拟采用的研究方法（手段）首先对企业人力资源管理系统进行简单的分析介绍，对其进行市场分析、技术可行性分析、 客户需求分析以及功能模块如何搭建的详细分析。收集资料，调查有关文献及技术参数，收集 有关数据，并对这些资料和数据进行归纳和分析。其次对系统结构进行设计，包括逻辑上的设计、数据库的设计、功能模块的划分等。根据 设计，逐步完成各个功能模块的制作及程序的编写。最后当程序初步设计完成后，应进行上机调试，在应川过程屮逐步修改，完善系统功能， 以期达到最好效

14、果。2、本课题要研究或解决的问题及预期目的 研究内容：1. 对企业人力资源管理工作迓行深入调研，全而进行需求分析，找出现有管理系统的突 出问题。2. 研究实现企业人力资源的新需求，如招聘信息的网络化、信息化实现，员工培训信息的 建立与维护等，实现人力资源管理系统功能及安全性升级与完善。预期目标：1该系统应良好实现企业人力资源管理的相关需求，应完成以下儿人功能：(1)(2)(3)(4)(5)(6)女全管理 系统管理 档案管理 培训管理 考勤管理 薪酬管理包括女全賢录，密码修改，女全退出。对不同的用户进行权限管理，可以根据不同的职位分配不同权限。 对公司员工的一些基本的信息进行管理。完成新员工的岗

15、前培训、在职培训信息，建立维护培训档案等工作。 系统支持请假、出差、加班、补休、调班、停工等考勤业务管理。 对每个员工薪酬信息进行增加、删除、编辑操作；可以按不同关键词述行员工薪酬信息查询；企业町在网站上发布招聘信息，实时发布各类招聘职位。2、进度表第 1、2周：了解毕业设计任务；调研系统需求； 与指导老师沟通确定详细计划。第 3、 4、 5周：收集相关资料、借阅图书；熟悉ssh框架开发相关技术和开发工具; 熟悉web服务器和数据库服务粘的配置; 完成开发环境和web服务器的配置； 完成系统设计。招聘管理:(7)第6、7、8、9周：系统设计、系统实现；测试运行。 第 10、11周：修改、调试代

16、码，测试系统。第 12、13周：撰写论文、修改论文。第 14 周：准备答辩三、指导老师意见同意开题指导教师签名:日期:2012. 3. 15毕业设 计卷文片卜丈资料觀译外文出处： human systems management 28 (2009) 47 - 56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：年刀日附录a外文翻译-原文部分iluman systems management 28 (2009) 47 - 56doi 10.3233/hsm-2009-0692 ios pressinvestigating the use of strategic hum

17、an resource management in french small and medium-sized enterprises: longitudinal studyauthor:abdelwahab ait razouk and mohamed bayadintroductionthere is broad agreement that strategic human re-source management (shrm) has made great strides for a few years 10, 30, 56. several factors as eco-nomic,

18、technological and demographic changes con-tributed to it while pushing companies to reconsider the place of hr, as well as to carry out a change of their mode of management and especially of their hrm practices 10, 35. weakening institutional con-straints also contributed to the development of hr fl

19、ex-ible practices 36.traditionally, hrm function was in charge of pri-mariy administrative management of human re-sources, control 1ing them to minimise their costs 36. partisans of shrm disagree with this vision 10, 11, 23. they consider that human capital is a resource in which it is necessary to

20、invest by mobilizing a set of strategic practices. these practices contribute to at-tract, to develop and to retain the competences that improve firm performance 11, 52, 71. however, if the shrm seems confirmed by the researchers in north america and valid for large companies 32, 39, is it the case

21、for european firms and more specifically french ones? what is the place of shrm practices in small and medium-sized enterprises (smes) in france?wonder ing about these quest i ons leads us to meet the n eed to understand shrm in an other con text than the usa one 32. in their article, henema n et al

22、. 32 note that very lit tie attention has been paid to smes' human resource management practices studies in countries outside the usa these authors affirm that: uother countries could be a source of information to fill our gaps in knowledge in the u.s. in taking an international perspective, car

23、e would need to be taken to ensure that what works in one culture applies to another culture" . the french context can be an interesting counterexample in this field because it is marked by the 1 egal constraints and the institutions, in particular unions, in spite of their weakening during the

24、 last decade 14,15,28.by this study, we will try to enrich our knowledge in shrm in smes. research on shrm in smes remains little developed in general 34 and particularly in france 1,12,44,58. our interest to study french smes can be also just ifi ed by thei r capacity for adapt ing and creat ing we

25、alth 24. in addition, although for a long time hrm practices in smes were given a minor place, recent studies supported the smes' tendency to in vest more and more in hr and invited to intensify research on hrm practices in smes 4, 68.this paper is organized as follows. in section 2, we will dev

26、elop the origins of shrm, its def ini t ion and its position in the literature of smes. secti on 3 will relate to research methodology. finally, the results will be exposed in section 4 and discussed in section 5 with tracks for future researchrelationship between hrm and strategy: what and why?theo

27、rists and practitioners always wan ted to make hrm a vector of the strategy, carrying it from opera-tional level to strategic level. according to ulrich and brockbank 65, this way hrm gains in credibility.authors such as drucker estincited, from the 1970s, that this integration of human resources to

28、 the field of strategy has become necessary because it is not enough any more “to make things well" , by improving efficiency (or productivity) but it is also necessary "to make the good things” , i.e. to increase effectivenessthe relationship between hrm and strategy is built also by the

29、means of a change in the strategic paradigm as well as in the role of human capital.strategic paradigm changetraditionally, strategy was dominated by external approach of strategy, defined as the set of decision cri-teria chosen by the company managers to direct, in a determining way and towards the

30、 duration， firm ' s ac-tivities and configuration 40,51, 53. this approach, primarily inspired by contingency theory 16, 18, 40, 51, is associated today with internal approach of strat-egy 6, 50. the new strategic vision supports that both internal and external approaches of strategy are indis-s

31、ociable and complementary. in this way, the defini-tion of strategy must integrate firm' s internal resources which determine its formulation and i ts implementa-tion 6,50. shrm emerged through thi s change of strategic vision 11, 22.in iirm 1 i teratme, relati on ships between hrm and strategy

32、are con cei ved according to this now visi on of strateg y baird and mcshoulam 5 have def in ed, for example, the relati on ship betwee n hrh and strat-egy as the comb in at i on of vertical fit and horiz on tai f i t , which expl ains how hrm could contribute to the achievemcnt of strategic objecti

33、ves vertical fit is de-fended by several important strategic models. among the models most quoted in the literature in shrm, let us note those elaborate by porter 53, 54 and by m订es and snow 46, 47. accordingly to porter, for example, three strategic positioning can be considered as com-pet it ive a

34、dva nt age. these are strategies of di f fere nt i 且一 tion , of costsand of focus. porter thinks that a company which pursues a strategy of costs minimization will of-fer produets and quality services while betting espe-cially on technological innovation, economies of scale and the control of produc

35、tion costs. to adopt a hrm system, it should be taken into account, as liouville and baya cl 44 have specified it, job design, training linked with productivity increase, performance evalua-tion, compensation related to internal equity, etc. con-versely, a company which chooses differentiation wil 1

36、 be 1 ed to offer new products and serv ices by in ten sify-ing innovation in t his field. tn this objec ti ve, hrm wi 11 be considered as proactive and flexible. tt can rest on broad autonomy, management of competences, com-pensation related to individual objectives, etc. lastly, the company which

37、pursues a strategy of focus will adopt a n in termediate model which mixes the assets of the two preceding strategies this type of compa ny will be inclined to favor, as proposed by wai to n 67, a sys-tem of “hybrid" hrm which draws from both hrm systems carried by companies whose strategy is b

38、ased on differentiation or lowers costs.human resource determining strategyauthors like 10, 35, 56 estimate that hrm practices are not only the result of firm's strategic orientations since they can also partly deter-mine them hrm practices in particular are assets be-hind the development of spe

39、cific competencies which, consequently, contribute to the def in ition of firm strat-eg y. this allusion to firms' internal competences indi-cates the evolution of various strategy research trends, thanks to the contribution of the resources based viewtheory 6, 8. these reflections were finally

40、reinforced by the works carried out into "core compe tencies” 31 a nd into the “best practices” of huma n resource, des-ig nated as sources of competitive advantage 1,29, 49, 52. for ten years, the evolution of the strategy field thus has showed the progressive switch from an ex-ternal represen

41、tation of the competitive advantage to-wards an inlerrml analysis of ski 1 is, capacities and more generally of resources not easily substitutable and im-itable 9shrm practices: what is it?shrm is mainly defined as a set of coherent practices, in tended for the reach of the best long-term performanc

42、e 20, 71. this approach of hr strat-egy emerges like a consensual vision among the re-searchers in spi te of the exi stence of other positions. indeed, the 1iterature is shared between authors who study shrm through the hr department 60, others who focuses on firm， s human capital (employees col-lec

43、tive knowledge, skills and abilities) 32,43,48,57,72 and, finally, those who define hrm as individual practices 62,70 orbundies 20, 29 concerning hr department, for example, we can quote the contribu-tions of ulrich 63, 64 and tyson and fell 61. tyson and fell drew up a kind of typology of the vario

44、us hr professionals, according to the dominant tasks they set up for this function in the firm the authors identify three great types of hr professionals: the executant, the administrator of contracts, the architect this first typology is deepened and enriched by the works of ui-rich 63, 64, and ulr

45、ich and brockbank 65 who iden-tified the principal roles those hr professionals must play to be able to be gradually commi tied to the strate-gic level: lawyer of the employees, developer of human capital, functional expert, strategic partner hr loaderhowcver, the vision of shrm in terms of practice

46、s is most dominant in the 1 iterature. shrm is often de-signed by high-involvement management practices3, high-commitment practices 67, high-performanee numagement practices10, 52. shrm supposes the construction of a coherent system of mobilizing hr practices which ensures the co-operation of employ

47、ees through a higher implication level (in opposition to em-ployees' control), in order to in crease firm，s econo mic and social performance 26, 68, 69. shrm practices such as autonomy, training, information sharing，participation in the decisions and compensstion seek to make employees a source

48、of competitive advantage while acting on commitment and involvement 10, 52 in our study, we have chosen this last definition of shrm which we will try to analyze in the french con-text, in opposition to traditional hrmshrm in small and medium-sized enterprisesthe first works on iirm in smes claimed

49、for a long time that these last invest less in human capital and that their iirm practices remain informal 45. however, recent research note that hr practices in smes are rather sophisticated for example, desh-pandc and golhar 21 raised in their research the similari ties between hrm practices of ma

50、nufacluring smes and those of large firms moreover, mays on and barrett 45, quot ing the study of baco n and hoque 4,consider smes which adopt hrm practices are likely to be influenced by coercive networks rather than ad-visory networks in another study on 446 us firms with less than 100 employees,

51、way 68 notes the pres-enee of practices raising high-performanee work sys-tems (hpws) moreover, these practices improve the productivity and the turnoverin franee, several researchers support adoption of shrm to face with the 21st century' s challenges 12 - 14. however, the little study which ex

52、ists in this field does not answer all the questions concerning the po-sition of shrm practices in small and medium-sized enterprises. among the existing studies, we can quote research of som and cerdin 58 and liouville and bayad 44. in a study concerning 28 french organiza-tions (large and smes fir

53、ms), som and cerdin 58 an-alyzed siirm practices evolution like role and struc"ture of iir department, recruitment, :retraining and redeployment, performance apprai sal, compensation,and rightsizing. these authors affirm a tendency to-wards shrm in the studied companies and notice that these pr

54、actices have positive effects on their perfor-mance. in another research, liouvilie and bayad 44 analyzed the link between shrm practices such as ed-ucation and training, empowerment, communication, employee participation, promoting personal and man-aging careers, improving working conditions, and t

55、he performance in 300 smes manufactures. the first re-sult of this study is that the shrm is well established compared to technical hrm in smes. the second resuit is that siirm practices contribute to increase firms' performanee.however, although of the last studies point out the presenee of shr

56、m practices, their objective was espe一cially to analyze the impact of shrm on performance these studies did not analyze the position of shrm di-rectly. in addition, their character cross-sectional does only allow a photograph of the events. moreover, som and cerdin have worked on a mixed sample (lar

57、ge and smes firms), what is not the case for the research of liouville and bayad which studied smes. tn this con-text, our study wi11 attempt to improve these method-ological weaknesses and provide us complernentary el-ements necessary to our comprehension of the hrm in the smal1 and medium-sized firms. if it appears that hrm evolves to a more strategic dimension of prac-tices, what is the place of strategic hrm in the french smes? is this true that administ