《人力资源管理专业英语》教学大纲
(Specialized English for HRM,11207100)
人力资源管理专业外语是人力资源管理管理专业课程的有机组成部分，学院专业选修课。本课程教学是在人力资源管理管理各学科背景下，以英语语言知识与应用技能、学习策略和跨文化专业交际为主要内容，兼顾专业课程和外语教学方法和手段的教学体系。
人力资源管理管理专业英语课程的教学目的旨在培养学生用英语进行相关专业阅读理解及口头、书面交流的能力，并帮助学生进一步过渡到适应英语环境里从事专业工作。同时，由于人力资源管理管理各专业大量使用西方尤其是美国的教材及专著，训练学生直接用英文进行专业阅读和思考的能力能显著提高其学习精度和效率并能使学生更快捷地了解西方人力资源管理理论与实务的最新动态。
1）听力理解能力：能够基本听懂来自英语国家人士有关专业的谈话和讲座及相关广播电视节目，能掌握相关术语、概念，并能抓住其中心大意、要点。能听懂专业环境下的相关英语交流。
2）口语表达能力：能够在相关专业环境下和来自英语国家的人士进行基本会话，较好地掌握会话策略，能从专业角度基本表达和陈述事实、事件、理由等。
3）阅读理解能力：能够基本读懂自己专业方面的综述性文献，并能正确理解中心大意，抓住主要事实和有关细节。能基本阅读英语国家报刊杂志的专业性题材的文章，能够读懂相关环境下的办公及管理文档，能就阅读材料进行略读或寻读。
4）表达能力：能写日常应用文，能写自己专业论文的英语摘要，能借助参考资料写出与专业相关、结构基本清晰、内容较为丰富的报告和论文，能描写各种图表，能就一定的话题在半小时内写出160词的短文，内容完整，条理清楚，文理通顺。
5）翻译能力： 能借助词典及所学中文版专业知识摘译所学专业的英语文章，论文摘要等。英汉译速为每小时350英语单词，汉英译速为300个汉字。译文基本通顺、达意，无重大语言错误。
5、要求先修课程：大学英语，人力资源管理管理相关专业课程
Chapter one an overview of human resource management
How an organization can be effective?
In 5, we shall choose one to discuss: human resource, because human creative is the only one factor you can not copy or imitate. Nowadays if companies manage to meet the challenges of 21th century, they need more effciency, more creative, which can be provided only if they can mange human well.
Evolution of Human resource management
The inception of human resource management
In the beginning of human resource, the pay level, hiring, firing, training were made by individual supervisors. In the mean time, the functioning organization comparing simple and required only physical work, thus management can obtain efficiency though direct instructions. As a result, creative is away from the concern of HRM. Focus shifted of human management: before 1900, improving the working life of individuals.
As industry grew larger, many management functions were divided from the owner to specialists. And Human management also appeared as a single department in companies. Also the law relating labor force passed as the supporting basis of work unions.
Newly appeared changes due to growing bargaining prower of work union in 1940s and 1950s:
Keeping payroll and retirement records
Arranging stockholder wisits
Managing school relations
Organizing company picnics
Thus HR department was found as the staff function to support operational departments.
In about 1970s, the main concern of HR is the legal branch and became more professional. In 1980s, HR focuses on how to help company reduce cost.
Activities of HR departments
Determining human resource needs (HR planning)
Attracting potential employees (recruiting)
Choosing employees (selection)
Teaching employees how to perform their job and preparing them for the future (training and development)
Rewarding employees (compensation)
Evaluating their performance management and creating a positive work environment (employee relations).
Outplacement，即再就业辅导，职业过渡（Career Transition），又称职业过渡服务，职业转型，或者转职服务，由美国兴起的新兴服务之一，属于人力资源类服务范畴。
有专业的咨询公司提供职业顾问，或者职业教练，向因为各种公司变动，比如合并、重组、办事处迁址，而导致裁员或者某些职位取消的员工提供辅导。
被影响的员工可以在顾问公司处接受一对一的辅导和培训等职业规划、求职服务，能确立个人职业导向，加快度过职业过渡期。 此服务领域中知名的咨询公司有Lee Hecht Harrison (LHH), DBM等。
目前在中国，乃至亚洲，职业过渡服务属于人力资源服务领域的前沿。面向的对象有公司因职位取消或调整而被影响的员工，或者因为员工转职导致配偶变动，为员工配偶提供的职业过渡支持。
HR department should include activities for the legal reason:
compliance[英][kəmˈplaɪəns] [美][kəmˈplaɪəns]
Unemployment compensation
As the company became larger, more branch in the company became “operating oriented”, that is to say, some administration branches have become into supporting part, in which HR is included. And with the fast growth of technology, the administration work also experienced efficiency. Also the outsourcing HR appears in these days. Company outsource their HR department with a third party or a service provider to get professional service.
Recurring themes in human resource management
Strategic approach
company competitive factors:
organizational advantages
The last includes experience, skill, training, and commitment of employees. Company shows competitive advantage though all these factors combined.
Human is the operator of all the business process of company. All the company process should include human concern in the planning stage. And by human orientation concept, study showed that company preformed better in both the short and long term in the financial aspect. Nowadays the Human Resources consideration is the combination of recruiting, performance evaluation, rewarding, and maintaining human, which needs more effort to meet the new challenge of all these factors above.
International human resource management
The global economy integration became the new a major force in business, which arose new challenge in Human resource management.
Different countries present a variety of human resource concepts. These leads different orientations of job design, HR planning, selection and compensation.
Maintaining Ethical Policies and Behavior
Also an other shifted focus of business is that the manager no longer solely for the owner but a set of stockholders, thus their behavior are required to be responsible for all of them, whom included employees.
Respecting persons and not using them solely as means to one’s own end.
Treating people fairly and without discrimination
Not depriving people of basic right, such as the right to free speech and association
Instituting careful health and safety practices, informing employees of potentially hazardous working conditions, and taking responsibility for occupational disease and stress-related illnesses traceable to working condition
Being truthful in recruiting
Avoiding the use of invalid and discriminatory selection, appraisal, and advancement system
Providing equal pay for work of comparable worth
In the middle of organization and employee, HR professions work to ensure all the factors above is applied in the HRM. In the same time, they are also required to protect the organization from the bad behaved employee to harm the organization such as steal, take bribes, demand kickbacks, violate the law, or work under the influence of drugs.
Benchmarking, measuring, and evaluation human resource results
To evaluate an organization’s HR performance, the compare of its own and among the industry, or between competitors is crucial.
单词
2. Commodity:n.商品；日用品；有价值之物
Frill:n.1.衣饰上的绉边；褶皱2.(复数）frills: 虚饰;装腔作势. vt.加褶边于
4.versus prep.介词 对抗;与…相对(略作v.或vs.)
5. Fatiguing adj.使人劳累的 fatigue的分词形式
Fatigue：n.疲劳；疲乏；劳务杂役 v.（使）疲劳 adj.疲劳的
6.ramification.n.衍生物，结果；分叉，分支；支流
Cordwainer statue on Watling street, in the Cordwainer ward of theCity of London.
A cordwainer (or cordovan) is ashoemaker/cobblerwho makes fine softleathershoesand other luxury footwear articles. The word is derived from "cordwain", or "cordovan", the leather produced inCórdoba, Spain. The term cordwainer was used as early as 1100 in England.[1]Historically, there was a distinction between a cordwainer, who made luxury shoes and boots out of the finest leathers, and a cobbler, who repaired them. This distinction gradually weakened, particularly during the twentieth century, when there was a predominance of shoe retailers who neither made nor repaired shoes.
In London, the occupation of cordwainers was historically controlled by theguildof theWorshipful Company of Cordwainers. There is aCordwainerward of theCity of London, which is historically where most cordwainers lived and worked.[1]
Until 2000, there had been a Cordwainer's Technical College in London. For over a hundred years the college has been recognised as one of the world's leading colleges for training cobblers and leather workers. The college produced some of the worlds' leadingfashion designers, such asJimmy ChooandPatrick Cox. Cordwainer's College was absorbed into theLondon College of Fashionin 2000. The shoe design and accessories departments are still titled "Cordwainer's at London College of Fashion".
Chapter two strategic human resource management
The reasons of growing attention on HRM in nowadays:
High levels of uncertainty about basic business conditions
Rapid technological change
More limited supplies of highly trained labor
Rapidly changing government legislation and regulations
Increased globalization of industry
In the strategic view of HRM, the functional duties as hiring, training, and providing pay and benefits to employees are very important. But more important, strategic plan all the processes being the key to survive. All the resources within an organization should be integrated to achieve the goal of the organization. SHRM means to cooperate the goal of the organization when the HR department performs hiring, training or rewarding. In the view of newly developed HRM point, HR is the helper of the management of getting the most of the existing resources within the institution.
And therefore the company should be more innovative and creative to cope with these new challenges. They should provide new technologies, new products and new services on the increased demanding of customers. So firms are required be able to identify the qualified employees, explored the potential of existing staff.
From HRM to SHRM
The traditional HR is required as:
Establishing performance review systems
Wage, salary and beninfits administration
Thus to say, the HRM was mainly in the supporting role within an organization rather than be in the profit-making process. In the strategic view of HRM, the functional duties as hiring, training, and providing pay and benefits to employees are very important. But more important, strategic plan all the processes being the key to survive. All the resources within an organization should be integrated to achieve the goal of the organization. SHRM means to cooperate the goal of the organization when the HR department performs hiring, training or rewarding. In the view of newly developed HRM point, HR is the helper of the management of getting the most of the existing resources within the institution.
SHRM: some theoretical perspective
Many models have been dedicated in HR field to show how an organization can be effective with the help of HR.
universalistic approach:Delery and Harold noted that HR manager should persuaded the management of a company to adopted some universalistic approaches in order to achieve better performance of the company. They found that some very important HR practices can solely be the results of better financial performance of the organization:
A system of internal career opportunities
Well-developed performance-appraisal measures
High levels of employment security
Voice and grievance mechanisms
Strategic-fit perspective:firm performance will be enhanced to the degree that firms adopt human resource management practices that complement and support both other HR policies and practices and the other elements of the organization’s strategic plan. How to explain this view we should refer to both internal and external fit.Internal fit:consistency among various HR practices within a firm. The HR policy should be consistent with all its aims, supporting and ends.External fit:the degree to which HR practices are consistent with the firm’s overall business competitive standing relative to other firms in its industry by becoming highly “customer focused”. That is to say, a HR of an organization is the basic part of its business. Only HR can provide the right kind of employees that the company can carry on its business on the solid ground.
Internal service provider:in the orientation, the multi-units within an organization is the customer of the HR department. The manager of HR department is to help other functional departments to solve their business whenever relates to employees.
Configurational approach:the reasonable strategy of HRM should be carried out by a bundle of strategies rather than a single “cure-all” strategy. In this approach, study showed that the well-carried HRM resulted in better performance of an organization regardless of its business natures.
Resource/ competency based model:in the arena, this model argues that the resources within a company is limited, while the HR manager should learn how to integrate all these rare resources: 1, HR practice should enhance the ability to be supportive for the fast-change business of a company. 2, HR practice should learn how to identify high qualified person both outside and inside of the company for certain business. 3, HR should help the organization develops the transformational competencies. 4, HR should promote the organization culture.
Collectively, all these models can be considered as including the factors:
1. internally transforming HR staff and structure
2. enhancing administrative efficiency
3. integrating HR into the strategic planning process
4. liking HR practices to business strategy and to one another
5. developing a partnership with line management
6. focusing on the bottom-line impact of HR and measurement of that impact
transforming HR staff and structure
transforming HR prople
the first task to apply SHRM, is to transform the role of existing HR staff into the new perspective of HR.
| |
| |
A good policy and procedure writer | |
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| Speak the language of business |
Management hierarchy focus | Customer focused, good customer relation skills |
Few financial or marketing skills | Understanding of these aspects of the business |
| |
Focused on the internal organization | Focused on the internal organization and the broader society |
| |
| |
And further in the study showed that the management of an organization requires the HR department develop the ability:
Share responsibility for performance and profitability
Be customer driven and a business partner with a broad focus
Focus on solutions not activities
Be creative and strategic
Initiate, lead, and facilitate change
Help develop global manager
Transforming HR structure
In the mean time of transforming the HR people, the same work should also be done is to transform the structure of HR department.
背景知识：
Decentralized of centralized:
Centralized HR department can gain cost efficiency in the provision of basic company-wide activities such as compensation, professional recruiting, and HRIS databases.
The choosing should be made based on the nature of the business, the size of the firm, and its overall business strategy. Centralized structure can ensure quality of HR products and gain economies of scale in their development and delivery. In other firms, highly decentralized HR units may be efficiency.
单词：
1. Herald:[‘herəld] V 1. 传达,通告；2. 预告,预示...的到来；3. 欢呼
N 1. 通报者;使者;先驱,预兆；2. (旧时的)传令官；3. (英国中世纪司宗谱纹章的)纹章官
2.Imitable:adj.1. 可模仿的;值得模仿的
3.Articulate:adj.1. 明了的,明白的;发音清晰的,音节分明的
· Hisvoicewasshrill,butveryclearandarticulate.
他嗓音尖锐,但是嘹亮而清晰。
2. 有关节的;有节的;接合起来的3. 能说话的,口齿伶俐的,长于表达的,表达能力很强的
Raoprovedto be ahandsome,dark-skinned,articulateandfast-speakingyoungman,stillinhistwenties.
拉奥是个皮肤黝黑的英俊青年,只有二十几岁,口齿伶俐,讲话很快。
v. 1. 说,说出,说出口来;发出,表达,清楚地表达
"Wearesuchfriends…"Bazarovarticulatedin achokedvoice.
“我们很谈得来…”巴扎洛夫声音有点儿沙哑地说。
2. 发音清晰地说,清晰认真地发音3. 【语言学】形成(声音) 4. 表现(思想)
4. Acquisition:n.1. 取得,获得;习得2. 【无线】探测 3. 取得物,获得物[人]
6. demographics de▪mo▪graph▪ic
n. 人口特征； 人口统计学的（ demographic的名词复数 ）
1. ADJ 人口（学）的;人口统计（学）的 Demographic means relating to or concerning demography.
2. N-PLURAL 复数名词,(某个地方或社会的)人口特征，人口统计数据 The demographics of a place or society are the statistics relating to the people who live there.
3. N-SING 单数名词,(尤指特定年龄段的)人群 In business, a demographic is a group of people in a society, especially people in a particular age group.
7. gizmo giz▪mo n. 小发明 复数：gizmos
小玩意儿；小装置 A gizmo is a device or small machine which performs a particular task, usually in a new and efficient way. People often use gizmo to refer to a device or machine when they do not know what it is really called.
1. something whose name is either forgotten or not knowngizmo
Gimble Lock Killer Filtering文件过滤时万向节不变；文件过滤时锁定万向节 gizmo线框 gizmos线框
adj. 突出的，杰出的； 突起的； 著名的； 荦
vi. 繁盛，成功 vt. 使……成功； 使……昌盛
兴旺；繁荣；昌盛；成功 If people or businesses prosper, they are successful and do well.
The high street banks continue to prosper...
His teams have always prospered in cup competitions.
10.configurational :[计] 构形的 Adjective
Of or relating to or characterized by configuration
11. decentralized v.权力下放，将（权力等）自中央政府转到地方政府（ decentralize的过去式和过去分词 ）； 将（工业、工人等）自集中点分散到较大的区域内
12. HeraldUS: [ˈherəld] V 1. 传达,通告；2. 预告,预示...的到来；3. 欢呼
N 1. 通报者;使者;先驱,预兆；2. (旧时的)传令官；3. (英国中世纪司宗谱纹章的)纹章官
13．Imitable: adj.1. 可模仿的;值得模仿的
14. Articulate:adj.1. 明了的,明白的;发音清晰的,音节分明的
Hisvoicewasshrill,butveryclearandarticulate.
他嗓音尖锐,但是嘹亮而清晰。
2. 有关节的;有节的;接合起来的；3. 能说话的,口齿伶俐的,长于表达的,表达能力很强的
Raoprovedto be ahandsome,dark-skinned,articulateandfast-speakingyoungman,stillinhistwenties.
拉奥是个皮肤黝黑的英俊青年,只有二十几岁,口齿伶俐,讲话很快。
v. 1. 说,说出,说出口来;发出,表达,清楚地表达
"Wearesuchfriends…"Bazarovarticulatedin achokedvoice.
“我们很谈得来…”巴扎洛夫声音有点儿沙哑地说。
2. 发音清晰地说,清晰认真地发音 3. 【语言学】形成(声音) 4. 表现(思想)
15. Acquisition:n.1. 取得,获得;习得；2. 【无线】探测；3. 取得物,获得物[人]
17. de▪mo▪graph▪ic:demographics
n. 人口特征； 人口统计学的（ demographic的名词复数 ）
人口（学）的;人口统计（学）的 Demographic means relating to or concerning demography.
(某个地方或社会的)人口特征，人口统计数据 The demographics of a place or society are the statistics relating to the people who live there.
(尤指特定年龄段的)人群 In business, a demographic is a group of people in a society, especially people in a particular age group.
Most of our listeners are in the 25-39 demographic.
我们的大多数听众都属于 25至39 岁这个年龄段。
18. hone: 英 [həʊn] 美 [hoʊn] n.细磨刀石；磨孔机 vt.磨刀；磨练
人力资源信息系统(Human Resource Information System,HRIS）
人力资源信息系统是组织进行有关人及人的工作方面的信息收集、保存、分析和报告的过程。“系统”特指为实现特定目标而将各种分散活动组合成合理的、有意义的整体的过程。HRIS是人力资源决策支援系统，可以随时提供人力资源决策所需的各项分析、统计资料。人力资源信息系统是计算机用于企业人事管理的产物，它是通过计算机建立的、记录企业每个员工技能和表现的功能模拟信息库。
信息系统可以是人工的，也可以是计算机化的。小型组织（少于 250人）中使用人工的档案管理和索引卡片系统比较有效。而在大型组织中，人力资源信息的计算机存取则是必须的。管理者在决策时需要准确、及时和相关的信息资料，如果信息不完整、不准确、不考虑需要哪种信息，那么使用计算机也是徒劳的。
人力资源信息系统的内容包括企业战略、经营目标及常规经营计划信息，企业外部的人力资源供求信息及对这些信息的影响因素，企业现有人力资源的信息。
能力状况：表达、操作、管理、人际关系能力、特长等；
阅历及经验：做过的工作、担任的职务及任职时间、调动原因、总体评价等；
工作状况：目前所属部门、岗位、职级、绩效及适应性；
家庭背景及生活状况：爱人情况及偏好、家庭职业取乡及未来职业生涯设计等；
（1）建立系统首先要进行规划。其中包括使全体人员充分理解人力资源信息系统的概念；考虑人事资料设计和处理的方案；作好系统发展的时间进度安排；建立起各种责任制和规章制度等等。
（2）系统的设计与发展。包括：分析现有记录、报告和表格，以确定对人力资源信息系统中数据的要求；确定最终的数据库内容和编码结构；说明用于产生和更新数据的文件保存和计算过程；规定人事报告的要求和格式；决定人力资源信息系统技术档案的结构、形式和内容；确定上计算机的员工工资福利表的格式及内容等要求；确定工资和其他系统与人力资源信息系统的接口要求。
（3）系统的实施。包括 ：考察目前及以后系统的使用环境以找出潜在问题；检查计算机硬件结构、所用语言和影响系统设计的软件约束条件；确定输入－输出条件要求、运行次数和处理量；提供有关实际处理量、对操作过程的要求、使用者的教育情况及所需设施的资料；设计数据输入文件、事务处理程序和对人力资源信息系统的输入控制。
（4）系统的评价。包括 ：估计改进人事管理的成本；确定关键管理部门人员对信息资料有何特殊要求 ；确定人们对补充特殊信息的要求；对与人力资源信息系统有关的组织问题提出建议；提出保证机密资料安全的建议。
（1）为人和资源规划建立人事档案。人事档案既可以用来估计目前劳动力的知识、技术、能力、经验和职业抱负，又可用来对未来的人力资源需要进行预测。这两种信息必须互相补充，否则对人力资源规划是无用的。例如：如果不以组织内现有人员状况为基础作出的预测，显然对组织是无用的。并且我们也只有对未来人员的数量、技术及经验等有所了解，方能制定行动规划去解决预计的问题。
（2）通过人事档案对一些概念加以说明。如晋升人选的确定、对特殊项目的工作分配、工作调动、培训；肯定性行动规划和报告、工资奖励计划、职业生涯计划和组织结构分析。这些工作的完成都必须依靠人力资源信息系统。
（3）可以为领导者决策提供各种报告。如用于日常管理的工作性报告：包括岗位空缺情况、新职工招聘情况、辞职情况、退休情况、提升情况和工资情况等。还可以向政府机构和一些指定单位提供规定性的报告和用于组织内部研究的分析性报告，以表明劳动力在各个部门或各管理层次上的性别、种族和年龄分布，按消费水平划分的雇员福利情况，也可表明录用新职工的测验分数与工作绩效考核分数之间统计关系的有效性研究等等。总之，人力资源信息系统，是人力资源管理中的一项基础性工作，它可为决策者提供许多必不可少的决策信息，使管理和决策更加科学化和更符合实际。
目前，无论是机关、事业单位、还是企业单位，人力资源管理对于组织生存与长远发展所具备的重要性都已经有了明确的认识，而人力资源管理水平的提升不仅需要高素质的管理人员，而且也需要信息化工具进行辅助。因此，在过去的几年里，不少单位的人力资源部门都开始了本单位的人力资源信息化建设。人力资源信息系统即HR信息系统是一套通过现代信息技术手段，提高人力资源管理的效率，实现人力资源信息共享并进行有效整合的解决方案。HR信息系统渗透着许多先进的管理理念，如何正确实施并有效应用该系统，对于各实施主体来讲非常关键，成功实施并应用HR信息系统有八个关键点。
第一、全面分析实施HR信息系统的必要性。首先，企业人员规模的扩充，使得传统意义上的手工处理人力资源事务已经不能充分满足企业快速发展的需要，这时候可以考虑引进HR信息系统；其次，要充分考虑作为企业变革引领者的人力资源部门，其自身内部的各项职责分工是否明确、责任落实到个人、人力资源工作流程是否清晰等，只有把这些问题弄得非常清楚了，后续的HR信息系统的实施工作才有可能顺利向前推进；再次，无论是自行开发HR信息系统，还是引进外部厂商成熟的HR信息系统，都需要根据企业当前需要以及企业今后发展的需要，有选择性的挑选符合本企业特点的HR信息系统中的某几个模块或其全部，如果脱离实际需要而求全求大，在后续的实施和应用阶段中将不可避免的出现难以继续执行和有效应用的现象。
第二、自始至终都需要来自管理层的坚定支持。HR信息系统作为信息化总体战略的一个重要的组成部分，能得到管理者最大限度内的认可与支持，对此项目的顺利实施和成功应用来说非常必要。高层管理者的认同和参与，可以为整个企业提供一个典范；特别是在该项目的初期导入阶段，中层管理者的参与可以为项目的执行提供基本的支持和协助。人力资源已经逐步演变为企业的第一资源，而HR信息系统本身所具有的钢性，使得该系统的实施和应用就必将牵涉到各方的利益，这就更需要来自高层领导的坚定支持，积极协调公司内部各利益主体，最终达成目标一致，共同推动HR信息系统项目的成功实施和有效应用。
第三、以HR部门为主导及时组建项目小组。经过项目前期可行性分析之后，一旦决定要启动HR信息系统的项目实施，就需要及时组建负责该项目实施的项目小组，将有关具体工作落实到项目小组中的每个成员。项目小组的组长一定要由公司高层领导来担任，以正确引导项目实施的方向并协调有关各方的利益；常务副组长由人力资源部门负责人担任，以有效监督、激励、协调项目的实施工作；副组长分别由一名熟悉公司HR工作流程及企业内部工作流程的人力资源工作者和一名公司信息化部门的信息技术骨干担任，HR信息系统是人力资源工作和信息技术的有效结合，需要熟悉基础工作的人作为日常工作的协调人；组员由一名或多名对工作认真、负责的人力资源基层工作者担任，作为系统管理员的身份具体负责该系统的实施工作。同时，作为直线部门战略合作伙伴的人力资源工作，组员中还需要由各直线部门中的HR专员或主管来协调有关具体工作并参与部分的实施工作，以取得直线部门的大力支持。
第四、择优选择符合本企业实际的HR厂商。各HR厂商经过了多年的经验积累，在HR不同的功能模块上具有各自不同的优势，因此，功能最全的系统不一定是最合适的系统。首先，抛开自行开发HR信息系统不谈，我们需要明确的是直接引进外部厂商的软件还是在引进的基础上进行二次开发。目前的HR信息系统软件都有一定的扩展性，因此对于中小企业来说，可以采取直接引进的方式，而对于大型企业来说，则需要在引进的基础上进行二次开发；其次，至于选择国内厂商还是国外厂商的产品，需要看企业的综合实力；另外，选择B/S结构还是C/S结构，一般来讲，网络的发达和充分应用，可以考虑选择B/S结构。具体到各厂商不同软件的选择工作，我们需要向有关厂商发出邀请，明确基本需求的基础上请有关厂商做产品的演示，并请公司内部HR部门的全体工作者来进行评判；在此基础上，对合意的厂商要选择其重点客户进行走访，以进一步了解该厂商软件的实际应用价值；基本的前期考察工作结束后，要进行项目的招投标工作，最后应由公司的项目小组确定最终的厂商，有必要的话，需要由公司高层领导集体决定。
第五、企业和厂商双方项目小组的积极协调和有效沟通。厂商方的项目小组对自己的软件非常熟悉，同时又具有成熟而丰富的实施经验，而企业方的项目小组对自己的需求、流程定义等都很明确，寻求到双方的结合点就可以顺利推动项目的实施工作。比如，项目实施期内的每周工作进展例会是必不可少的，重大问题出现时要及时协调，以提出有效的解决方案；项目实施前期的数据导入过程中的相互紧密配合，以减少后续数据信息的校对工作；实施方对企业方的项目小组的不断培训是项目获得成功的关键之一；双方的尊重和彼此的理解也是项目得以向前推进的重要影响因素。
第六、争取企业全员的参与和支持，并在HR内部进行试运行。利用公司内部刊物、网络、会议等宣传渠道，将HR信息系统的概念、应用前景等全面传达给公司各级领导和广大员工，使之产生应用该系统的充足信心；毕竟，系统实施后的应用才是我们实施该系统的目的所在。同时，要利用HR信息系统本身的灵活性，在HR部门内部，用测试帐套对该系统进行全面测试，以减少全面推广应用时的错误和不足之处，并及时改进。
第七、项目实施后期，应召开全员动员大会。由公司高层领导参加的动员大会必将显示公司对此项目的高度重视，由厂商方进行的全员培训将会正确引导广大员工充分地应用此系统。
第八、不断地修正并完善HR信息系统。在HR信息系统进入正式的运行后，传统手工处理人力资源事务和信息化处理人力资源事务的方式在一段时间内需要同时并存，以有效转换工作方式、方法。系统也将经过一个较为长期的维护过程，逐步发挥系统的规范化、流程化和个性化的特色，经过不断的修正和完善，系统就可步入正轨。先前的系统管理员身份在此时要更加明确，职责更加清晰，并开通系统应用的服务热线即员工客服中心，并由系统管理员来担任负责人，详细解答系统应用中出现的种种问题。值得指出的是，由于HR信息系统是建立在标准业务流程基础之上的，它要求员工个人的习惯服从于企业统一的管理规范，而管理只有成为大家共同遵循的一种习惯，才能发挥最佳功效。
Centralized Vs. Decentralized Organizational Structure
Centralized organizational structuresrely on one individual to make decisions and provide direction for the company. Small businesses often use this structure since the owner is responsible for the company’s business operations.
Decentralized organizational structuresoften have several individuals responsible for making business decisions and running the business. Decentralized organizations rely on a team environment at different levels in the business. Individuals at each level in the business may have some autonomy to make business decisions.
Centralized organizations can be extremely efficient regarding business decisions. Business owners typically develop the company’s mission and vision, and set objectives for managers and employees to follow when achieving these goals. Decentralized organizations utilize individuals with a variety of expertise and knowledge for running various business operations. A broad-based management team helps to ensure the company has knowledgeable directors or managers to handle various types of business situations.
Centralized organizations can suffer from the negative effects of several layers of bureaucracy. These businesses often have multiple management layers stretching from the owner down to frontline operations. Business owners responsible for making every decision in the company may require more time to accomplish these tasks, which can result in sluggish business operations. Decentralized organizations can struggle with multiple individuals having different opinions on a particular business decision. As such, these businesses can face difficulties trying to get everyone on the same page when making decisions.
Business owners should carefully consider which type of organizational structure to use in their company. Small organizations typically benefit from centralized organizational structures because owners often remain at the forefront of business operations. Larger organizations usually require a more decentralized structure since such companies can have several divisions or departments. Business owners may need to consider changing the organizational structure depending on the growth and expansion of business operations.
Chapter III human resource planning
Why it is difficulty to maintain business:
Increasing competition from a shift to a global economy, thus company must invest in the long term rather than immediate profit which is contradiction to the origin goal of a company.
The growing diversity of the changing generation work attitudes.
The more restrained employment condition and more complex business environment.
More challenge in the market facing complicated competitions and more effort
Companies do business more related to service than product, which requires employee contact with customers’ directly.
A more urgent requirement of company is to integrate business planning and strategy together with human resource planning. But still the work is in the field.
Change role of HRM
The change role of HRM is due to the change nature of business. More business is now required people orientation for their dedication, skills, and customer relations from employees. Therefore the HRM should take employee cost as an investment of business on the daily bases. Thus HR manager is a very important part of the management though HR planning.
Definition of HR planning
The definition of HR planning: a process and a set of plans. Deals with jobs and people, related which an organization intends to implement its business from HR perspective. It is the decision of an organization of how its human resources can be required, deployed for its further business plans.
Keys to HR planning: 1 the consistence of people and jobs; 2 it is the important part of an organization, but not separated; 3 it is the most important part of the business line; 4 the planning should be integrated of business nad HR strategy.
What can HR planning provide:
Projecting recruitment needs;
Planning training and development efforts;
Controlling staffing levels and expenditures;
Developing career planning/management programs;
Assuring the continuity of management;
Developing compensation strategies;
Building employee relations programs;
Developing employee communication strategies;
Improving HR information system
The nature of HR planning
HR planning is the process of making decisions regarding the acquisition and utilization of human resources. It is very important for the implmentation of the business role of an organization. This planning process is the sum of recruiting, screening, compensation, training, job structure, promotion, and work rules.
Also the national finance policy and employment law making are very key to the HR planning of companies.
HR planning process
Situation analysis:
A situation analysis identifies and defines the context of the organization, its strategy, and its general HR issues. It clarifies nearlly all the relavent conditions of this organization.
Collection all the relevant factors that might influence HR planning and then distinguish the level of relevance, both external and internal. The intention here is to improve the quality of strategic business decision and carried out before the beginning of HR planning.
HR demand analysis
The performance of a demand analysis of furthre HR requirements. The working object is to develop the first stage result into the demand of organization. The result from this stage is the demand forecast (of the organization) which includes many uncertainties.
HR supply analysis
To determine what human resources will likely be available over the planning period. These days most companies would develop a human resouce database though applications. This stage applies in the final stage of HR planning.
Risk analysis and strategy development
HR strategy formulation and action programs are designed. This stage begins with integration of information gathered from the pervious stages. The so called risk is because if this stage the employment is empty, the company business is at risk of implementation.
Applies examples of HR planning
Conclusion
How the HR planning increses the competitive of a company:
Then enable organizations to resond proactively to technological, organizational, and economic change.
They improve employee morale by encouraging greater participation in nad understanding of HR programs.
They ensure that the culture of the organization and the organization’s business strategy are compatible.
They foster better integration of business and HR strategies
Increased productivity
Better matching prople and jobs. The clear definition of jobs enables HR manager to select and train empolyee better.
Improved compliance with governmental regulations
Written recriting plans enable the system more legislative.
Enhanced communication
The plan improves the communication between supervisor and employees. If the required job goal is accompolished, the related rewarding, training and punishment are provided.
Increased synergy among HR programs
The integration of all the HR activities.
Future directions
the implementation of furture target of specific HR activities
the improvement of better HR database in the future
HR activites integrates better with the business incore of companies.
1. thrive[θra’v]v.1. 兴旺,繁荣;成功;致富 2. 茁壮成长,(动物)上膘,发胖,(植物)繁茂,蔓延
2.prosperous [‘prɑsp(ə)rəs] UK: [‘pr’sp(ə)rəs] adj. 1. 兴隆的,繁荣的,昌隆的;幸福的,运气好的;顺遂的,良好的
3.sustain [sə’ste’n] v. 1. 补养;维持;加强,鼓舞;使...持续;养(家) 2. 支撑,支持 3. 遭受;忍受,忍耐 4. 证明,证实;(法庭等)确认,承认,认可;准许 5. 能胜任;能扮演(角色),善于表演(性格)
4. deregulation: [di’reɡjə’leɪʃ(ə)n] n. 1. 放宽监管;撤销管制规定
5. compriseUS : [kəm’praiz] v. 1. 包含,包括;由...组成[合成]
Thehousecomprisesninebedrooms. 这栋房子有九间卧室。
6. catalyst US: [ˈkæt(ə)lɪst] UK: [ˈkætəlɪst] n. 1. 【化】触媒,催化剂,接触剂;〈比喻〉触发因素;〈口〉(善用热情,言语等打动他人的)有感染力的人
7. incidentUS: [ˈɪnsɪdənt] UK: [ˈɪnsɪd(ə)nt] n. 1. (政治性)事故;事变 2. 偶发事件,某事件的附随事件,小事件 3. (剧情的)枝节,(小说的)插话 4. 【法】财产所附带的权利[义务]
adj. 1. 【法】附带的 (to) 2. 入射的 (upon) 3. 易起的,易有的;附随的
8. deployUS: [dɪˈplɔɪ]v. 1. 【军事】展开,散开,疏散开 2. (使)张开 3. 设置,部署
Manyhigh-gainstationswillbedeployedonlandandoceanbottom.
在陆地和洋底要设置许多高增益的台站。
9. jeopardizeUS: [ˈdʒepərˌdaɪz] UK: [ˈdʒepə(r)daɪz] [跳转自 jeopardise]v 1. 使受危险[危害],危及
10. congruence n.1. 适合,和谐;【语】一致2. 【数】叠合,相合,全等;同余(式)(线)汇
11. segment US: [ˈseɡmənt] n. 1. 【数】(线)段;弓形2. (自然形成的)段落;断片;部分;分节;段;节 3. 环节;切片 4. 【生】分裂片;体节;环节;【植】细裂片;全裂片 5. 圆缺;球缺
v. 1. 【生】分裂 2. 分割,分裂;【生】使分裂
12 eclecticUS: [ɪˈklektɪk] adj. 1. 【哲】折衷(主义)的 n. 1. 折衷主义者
13 pervasive英 [pə'veɪsɪv]美 [pɚ'vesɪv] adj. 普遍的；到处渗透的
14. discern英 [dɪ'sɜːn]美 [dɪ'sɝn]vt. 识别；领悟，认识 vi. 看清楚，辨别
15. assist英 [ə'sɪst]美 [ə'sɪst]n. 帮助；助攻 vi. 参加；出席vt. 帮助；促进
16. diagnostics[ˌdaiəɡˈnɔstiks]n. 诊断学
17. exemption英 [ɪɡ'zempʃn] 美 [ɪɡ'zempʃn] n.免除(税)
18. subordinateadj.下级的；次要的 n.属下；附属物
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