中小型企業(yè)中有效的人力資源管理外文文獻翻譯（節(jié)選）

1、<p>　　1700單詞，9800英文字符，中文3000字</p><p>　　出處：Abduli S. Effective human resource management in small and medium size enterprises in the republic of Macedonia[J]. International Journal of Academic Research i

2、n Economics and Management Sciences, 2013, 2(2): 169-183.</p><p><b>　　原文</b></p><p>　　Effective Human Resource Management in Small and Medium Size Enterprises in the Republic of Mace

3、donia</p><p>　　Abduli, Selajdin</p><p><b>　　Abstract</b></p><p>　　Today, Human Resource Management (HRM) functions, practices and procedures are increasingly becoming im

4、portant, considering the growth of the knowledge based economy. Human resources in any enterprise, whether small or medium constitute an important area of study. Careful human resources management creates good opportunit

5、ies to ensure efficiency in the production process of goods and services that guarantee a satisfactory level of living in society. If managed effectively and efficiently, human </p><p>　　Human resource devel

6、opment has a close connection with socio-economic developments in society. The environment creates the opportunity to take important steps to support programs for their effective development and could encourage the compa

7、ny to provide training for employees, informing the labor market for a better assessment of the supply and the demand for work, managing human resources to fulfill human resource development. Accordingly, this has made t

8、he investment in human resources a neces</p><p>　　Apart from the theoretical analysis of the issues mentioned above, the doctoral thesis is further supported by the empirical analysis, in which 150 small and

9、 medium enterprises in the Republic of Macedonia are surveyed.</p><p>　　Keywords: Human resource management, effectiveness, small and medium-size enterprises, performance, training, employment.</p>&l

10、t;p>　　1. Introduction</p><p>　　The paper makes an attempt to study the management and efficient use of human resources in Macedonia during the period of transition and economic reforms in the country, res

11、pectively, making these reforms which enabled major changes in the structure of the economy, where SMEs operate as an important pillar. By illustrating a position followed by many economists for a sense of competition an

12、d globalization trends, the paper will illustrate human resource management and the dynamics of its develop</p><p>　　2. The Role of Human Resources in Small and Medium Enterprises</p><p>　　HRM i

13、s concerned with all aspects of employment and management of people in organizations. HRM covers the following activities: strategic human resource management, human capital management, corporate social responsibility, k

14、nowledge management, organizational development, securing resources (human resource planning, recruitment and selection, and talent management), management performance, learning and development, compensation management,

15、employee relations, employee welfare, health and safety</p><p>　　HRM practice has a strong conceptual basis borrowed and based on the science of organizational behavior and strategic management, human capita

16、l and theories of industrial relations. This database was built with the help of a large number of research projects by different researchers in the field of management.</p><p>　　The purpose of this paper is

17、 to give a general introduction to the practice and concepts of HRM. The paper defines HRM objectives, theories, characteristics, components of HRM systems, development of HRM as a method for managing people, the views e

18、xpressed in relation to key performers, the context in which it works HRM and ethical dimensions that affect the human resource policy and practice.</p><p>　　Among others the author Ronald R.Sims says </p

19、><p>　　HRM is a strategic, integrated and coherent approach to recruitment, development and welfare of the people working in organizations. To create better insight about what actually represents human resource

20、 management, some aspects of the definition include: Aspect ratios of the company with the workers. Human resource management involves all management decisions and actions that affect the nature of the relationship betwe

21、en the organization and its employees its human resources. HRM also has to do</p><p>　　HRM includes a set of policies designed to maximize organizational integration, employee commitment, flexibility and qua

22、lity of work, or working and people management in achieving desired goals. Strategic aspect of the action. According to this aspect of HRM has to do with human resources policies, which should be integrated with strategi

23、c business planning and used to reinforce an appropriate organizational culture (or to change an inappropriate one). Human resources are the source of competiti</p><p>　　The overall goal of human resource ma

24、nagement is to ensure that the company will be able to achieve success through people. HRM aims to increase the effectiveness and organizational skills, which means the ability of an organization to achieve its goals usi

25、ng the available resources in the best way possible. Some authors in their studies have found that HRM systems can be the source of firms' organizational capabilities that allow one to learn and benefit from new oppo

26、rtunities. But HRM has an e</p><p>　　Dyer and Holder (1988) analyzed the objectives of human resource management from a different perspective, taking into consideration the given input concept (what kind of

27、behavior is expected of employees?), the composition (what is the percentage of staff and skills mixture ratio?), the competence (what is the overall level of desired capacity?) and the commitment (what is the level of e

28、ngagement and identification of employees?).</p><p>　　3. Human Resource Management System</p><p>　　HRM is a system in itself, open, which aims at integration. An open system is dependent on the

29、input environment, which are transformed during turnovers that are exchanged in an environment. Wright and Snell defined an open system HRM as a model of competence of organizations. Capacities and skills are treated as

30、inputs from the environment; behaviors of employees are treated as part of the turnover; while satisfaction and performance of employees is treated as outputs.</p><p>　　From the literature review, HRM in tra

31、ditional form, can be seen as a collection of multiple discrete practices with no clear or obvious connection between them. While modern treatments see HRM as an integrated and coherent package of practices that reinforc

32、e each other. Kepes and Delery comment that a defining characteristic of HRM is that HRM systems are a source of competitive advantage, not its individual practices. </p><p>　　As shown in Figure 1 an HRM sys

33、tem brings together human resources philosophies that describe inclusive values and guiding principles adopted in managing people, human resource strategies that determine the direction of targeting HRM, human resource p

34、olicies that provide guidelines defining how these values, principles, and strategies should be implemented and applied in certain areas of HRM, human resource processes, including formal procedures and methods used to m

35、ake it possible to take effec</p><p>　　4. Effective Role in Human Resource Assessment</p><p>　　Assessment of human resources management refers to the procedures and processes by which is measure

36、d, evaluated and communicated to the value added of human resource management practices applied in the enterprise. In other words, the evaluation of human resource management contributes to the identification of the fina

37、ncial contribution of HRM in the company's final score, or index return realized investment (ROI) that HRM functions realized in achieving the highest levels enterprise performance.</p><p>　　Best practic

38、es or practices with high performance work systems and methods are described in HRM which have positive effects, universal add-on enterprise performance. Best management practices developed, implemented with the view tha

39、t through their rise to higher overall performance level of employees in the enterprise, ultimately they lead to higher levels of performance of the enterprise.</p><p>　　Work environment plays an important r

40、ole in improving the effectiveness of human resources. A secure job, healthy, pleasing, makes the individual feel comfortable in the company. Each of these elements with the importance of providing security for the indiv

41、idual and gives them the motivation and incentive to stay in the enterprise. This situation is usually evidenced through surveys, questionnaires through which internal answers reveal whether enterprise employees are sati

42、sfied and if they are n</p><p>　　Employees in an enterprise do not want to be found uninformed of what is happening in the company, so do not want to find themselves in a situation of informative darkness. T

43、hey feel motivated and enthusiastic only when the management of the company is open to relations with them on the development of policies and procedures, know the salary, clients, contracts, goals and objectives of the e

44、nterprise. Such a situation of open management encourages active participation in management. Asking emplo</p><p>　　Any good performance in the execution of duties by individuals in the enterprise can be est

45、imated several ways, from verbal praise, until the award of bonuses or giving different payments. Enterprise through these forms encourages individuals so that they are more effective in performing tasks and simultaneous

46、ly opens prospects for their moral growth for a much longer period. Incentives for increased performance can be applied for every individual and for every team. But care should be taken in </p><p><b>　

47、　譯文</b></p><p>　　馬其頓共和國中小型企業(yè)中有效的人力資源管理</p><p><b>　　摘要</b></p><p>　　今天，人力資源管理的功能、實踐和程序正變得越來越重要，正成為知識經(jīng)濟的增長點。人力資源在任何企業(yè)，不論是在中型或是小型企業(yè)，它都是研究的一個重要的領(lǐng)域。人力資源管理為提高商品和服務(wù)生產(chǎn)過程的效

48、率創(chuàng)造了良好的機會，以保證企業(yè)的產(chǎn)品或服務(wù)能達到一個令人滿意的水平。如何對企業(yè)進行有效地管理，人力資源在實現(xiàn)企業(yè)的目標額的過程中扮演了一個重要的角色。人力資源管理研究滿足了一個商人了解經(jīng)濟、市場、組織或其他相關(guān)的領(lǐng)域的需要。</p><p>　　人力資源發(fā)展與社會經(jīng)濟發(fā)展有著密切的聯(lián)系。環(huán)境為采取重要措施來有效地開發(fā)人力資源以及鼓勵公司的員工培訓計劃，創(chuàng)造了機會。通過勞動力市場來補充人才，管理人力資源并實現(xiàn)企業(yè)的

49、人力資源開發(fā)。因此，這使得人力資源投入必須以企業(yè)能夠承受的方式來運作。設(shè)計有效的人力資源政策和程序，增加人力資源發(fā)展的績效和整個業(yè)務(wù)的績效。此外，如上所述，這有助于增加企業(yè)的競爭力。相關(guān)機構(gòu)應(yīng)該關(guān)注教育制度的改革，以遵循勞動力市場的要求，有效的企業(yè)管理應(yīng)該專注于員工的專業(yè)培訓。</p><p>　　除了上述問題的理論分析，本文還有進一步實證分析，選取了150個馬其頓共和國的中小企業(yè)進行調(diào)查。</p>

50、<p>　　關(guān)鍵詞: 人力資源管理；有效性；中小企業(yè)；績效；培訓；雇傭</p><p><b>　　1 引言</b></p><p>　　本文試圖研究馬其頓的過渡和經(jīng)濟改革過程中人力資源的管理和使用的有效性。中小企業(yè)作為一個重要的支柱，進行這些改革使主要經(jīng)濟結(jié)構(gòu)發(fā)生的變化。通過闡述許多經(jīng)濟學家對競爭和全球化趨勢的看法，本文將說明人力資源管理及其作為企業(yè)發(fā)展

51、的重要策略的動態(tài)性。這樣一個全面的改革使得中小企業(yè)在運營過程中能夠應(yīng)對挑戰(zhàn)，如人力資源管理(HRM)的過程。這一步驟，雖然困難，但是卻為馬其頓構(gòu)建市場經(jīng)濟的運作機制創(chuàng)造了一個良好的基礎(chǔ)，這些都有賴于人力資源管理的實施和有效利用。</p><p>　　2 中小企業(yè)人力資源的作用</p><p>　　人力資源管理涉及組織中所有人的雇傭和管理。人力資源管理包括以下活動：戰(zhàn)略人力資源管理、人力資本

52、管理、企業(yè)社會責任、知識管理、組織發(fā)展、資源保護 (人力資源規(guī)劃、招聘與選拔、人才管理)，管理性能、學習和發(fā)展、薪酬管理、員工關(guān)系、員工福利、健康和安全、為員工提供服務(wù)。</p><p>　　人力資源管理實踐有很強的概念基礎(chǔ)，基于科學的組織行為、戰(zhàn)略管理、人力資本和勞資關(guān)系的理論。這個數(shù)據(jù)庫是建立在管理的不同領(lǐng)域的大量研究項目的幫助下。</p><p>　　本文的目的是為人力資源管理的實踐

53、和概念作一些介紹。本文定義了人力資源管理的目標、理論、特點、人力資源管理系統(tǒng)的組件、開發(fā)人力資源管理作為管理人們的方法、關(guān)鍵的績效以及影響人力資源政策和實踐的背景。</p><p>　　其中，羅納德西姆斯說，員工和經(jīng)理的活動有極大的差別，是基于支持和相互忠誠。今天和明天的組織的成功被認為越來越多的依賴于人力資源管理的有效性”(西姆斯2002)。</p><p>　　人力資源管理是一個戰(zhàn)略、

54、連貫的、綜合的招聘、人員發(fā)展和福利分配方法。為了創(chuàng)建更好的洞察力關(guān)于什么是真正的人力資源管理，某些方面的定義包括:員工之間縱向和橫向上的比較。人力資源管理包含所有的管理決策以及影響組織和員工、人力資源的行動。人力資源管理與組織中的員工管理也密切相關(guān)。(賴特和斯內(nèi)爾 1997)</p><p>　　人力資源管理包含了一系列的政策，旨在實現(xiàn)最大化的組織整合、員工承諾、靈活性和工作質(zhì)量，或者說是實現(xiàn)預期的目標的工作和人

55、員管理、戰(zhàn)略方面的行動。根據(jù)這方面的人力資源管理與人力資源政，應(yīng)結(jié)合使用戰(zhàn)略業(yè)務(wù)規(guī)劃和加強組織文化。人力資源是競爭優(yōu)勢的來源，因為他們可以通過相互一致的政策，來促進更有效地承諾。因此，能夠滿足員工的要求，采取更靈活的方式追求卓越的適當?shù)慕M織利益?！按送猓肆Y源管理是一個具體的雇傭管理辦法，通過更專門的勞動力發(fā)展戰(zhàn)略，使用各種綜合技術(shù)文化、結(jié)構(gòu)和人員等，旨在實現(xiàn)競爭優(yōu)勢(斯奧等2008; 萊格1989)。</p><

56、p>　　人力資源管理的總體目標是確保公司能夠通過員工管理取得成功。人力資源管理的目標是提高效率和組織能力，這意味著一個組織可以用最好的資源使用方式實現(xiàn)其目標的能力使用。格雷姆肖一些作者研究發(fā)現(xiàn)，人力資源管理系統(tǒng)可以才成為公司的組織能力的來源，它允許一個人能夠?qū)W習和受益于新的機遇。但從人力資源管理的倫理維度看，這也意味著一個人應(yīng)該關(guān)心人民的權(quán)利和督促組織行使社會責任(貝爾等1984;格雷姆肖和貝瑞 2008；格斯特 2008；斯托里

57、 2007；烏爾里希呵呵萊克 1990)。</p><p>　　代爾和霍爾德(1988) 從不同的角度分析了人力資源管理的目標?？紤]給定的輸入概念(什么樣的行為是員工所預期的?)，組成(員工和技能混合比例的百分比是什么?)，能力(所需的能力的總體水平是什么?)和承諾(所能為員工提供的發(fā)展職位級別是什么?)。</p><p>　　3 人力資源管理系統(tǒng)</p><p>

58、　　人力資源管理本身是一個開放的系統(tǒng),，旨在整合資源。一個開放的系統(tǒng)依賴于輸入環(huán)境。賴特和斯內(nèi)爾定義了一個的人力資源管理能力的開放的系統(tǒng)模型。能力和技能被視為輸入環(huán)境，員工的行為被視為營業(yè)額的一部分；而員工滿意度和績效則作為輸出。</p><p>　　根據(jù)文獻綜述，人力資源管理在傳統(tǒng)形式，可以被看作是一個多個離散行為的集合，沒有明確的或明顯的聯(lián)系。而現(xiàn)代療法認為人力資源管理是一個集成的，一致的一攬子相輔相成的實踐

59、。把人力資源的管理特征是人力資源管理系統(tǒng)的一個競爭優(yōu)勢的來源，而不是個人行為?！斑B貫的內(nèi)部系統(tǒng)形成強烈的連接，建立了組織積極協(xié)同的作用”（阿姆斯特朗2009)。</p><p>　　一個人力資源管理系統(tǒng)匯集了人力資源管理哲學，包含了人員管理的價值觀和指導原則、人力資源戰(zhàn)略,確定針對人力資源管理的方向、人力資源政策等。如何提供指導原則和策略來實現(xiàn)和應(yīng)用某些領(lǐng)域的人力資源管理、包括正式程序和方法的人力資源流程，有效的

60、戰(zhàn)略規(guī)劃和人力資源政策，人力資源管理的實踐與方法、人力資源計劃、戰(zhàn)略規(guī)劃、人力資源政策和實踐。 </p><p>　　4 人力資源評估的角色</p><p>　　人力資源管理評估指的是程序和流程，主要指應(yīng)用于企業(yè)人力資源管理實踐的測量、評估和溝通程序和流程。換句話說，人力資源管理評估有助于公司人力資源管理的財務(wù)貢獻的識別，通過企業(yè)人力資源管理實現(xiàn)企業(yè)的最高水平的績效。</p>

61、<p>　　最佳實踐或高績效工作的實踐，在人力資源管理中，被描述為對企業(yè)的績效有積極的作用，普遍提高了企業(yè)的績效。最佳管理實踐的發(fā)展和實現(xiàn)，上升到了企業(yè)中更高的整體績效水平，并最終導致企業(yè)的更高水平的績效。</p><p>　　工作環(huán)境在改善人力資源的有效性方面扮演了一個重要的角色。一個安全的工作，讓人感覺健康、愉悅與舒適。每一種元素都為個人提供了安全保障，讓他們有動力和動機留在企業(yè)。這種情況通?？梢?/p>

62、通過調(diào)查來證明，通過內(nèi)部調(diào)查問卷，答案揭示企業(yè)員工是否滿意，如果不滿意，他們覺得公司應(yīng)該改變什么。</p><p>　　員工在企業(yè)不想被發(fā)現(xiàn)對公司發(fā)生的事情不知情，所以不要讓員工發(fā)現(xiàn)自己處于一個不被通知的情況下，有什么信息要盡快通知到員工，他們也是公司的一員。他們覺得只有當公司的管理等對他們是開放的，他們就會關(guān)心公司的發(fā)展，也有動機和熱情了解工資、客戶、合同、企業(yè)的目標等。這樣的開放管理，鼓勵員工的積極參與。要想

63、辦法激發(fā)員工的創(chuàng)造性，建立開放式的管理幫助企業(yè)建立企業(yè)信譽等。</p><p>　　企業(yè)中員工在其執(zhí)行工作職責中的任何良好的績效，都可以通過以下幾種方法對他們進行激勵，從口頭表揚，到獎金的獎勵或給予不同的薪資支付。企業(yè)通過這些形式來鼓勵員工，使他們更有效地執(zhí)行任務(wù)，同時也是讓他們獲得合理的以及符合道德的薪資增長方式?？冃岣叩莫剟羁梢杂擅總€員工自己或每一個團隊自行申請。但應(yīng)該注意，任何獎金的發(fā)放，都應(yīng)該基于一個合