人力資源管理英語(yǔ)畢業(yè)論文

1、<p><b>　　ABSTRACT</b></p><p>　　For many years, people thought that the important factors of any company to survive were the company’s financial health, product and market development, minimi

2、zing costs and improving customer relations. Nowadays more companies recognize that managing people within the organization is no less important than creating a competitive product or launching a successful promotional c

3、ampaign. In fact, organizational success actually depends upon careful attention to human resource management. Therefore,</p><p>　　At the beginning part, I briefly introduce Human Resource Management and its

4、 importance. Then, I analyze how to conduct effective human resource management in organization from four aspects: First is getting right people for the right position at the right time through recruitment and selection.

5、 Second is developing more effective and efficient workforce through training. Third is maintaining a highly efficient workforce through performance evaluation. Forth is attracting and retaining enthusias</p><

6、p>　　KEY WORDS: human resource management; recruitment and selection; training; performance evaluation; compensation; strategic human resource management</p><p><b>　　摘 要</b></p><

7、;p>　　多年來人們認(rèn)為，任何企業(yè)生存的關(guān)鍵因素都在于其財(cái)務(wù)狀況、產(chǎn)品和市場(chǎng)發(fā)展、成本控制及改善客戶關(guān)系。而現(xiàn)在，越來越多的企業(yè)認(rèn)識(shí)到，企業(yè)中人員管理的重要性并不亞于產(chǎn)品創(chuàng)新或企業(yè)推廣的成功。事實(shí)上，企業(yè)的成功恰恰取決于企業(yè)對(duì)人力資源管理的關(guān)注。于是，人力資源管理越來越被看作是任何企業(yè)組織所必備的關(guān)鍵因素。企業(yè)組織中最大的資產(chǎn)就是人力資本，只有有效的人力資源管理才能引導(dǎo)企業(yè)達(dá)成其企業(yè)目標(biāo)。本論文的目的就在于探討怎樣在企業(yè)組織中開展

8、有效的人力資源管理。</p><p>　　本文的開始部分介紹了人力資源管理及其重要性。然后，從四個(gè)方面進(jìn)一步分析了怎樣在企業(yè)組織中開展有效的人力資源管理。首先，通過招聘和選拔在恰當(dāng)?shù)臅r(shí)機(jī)為企業(yè)組織中恰當(dāng)?shù)穆毼猾@得恰當(dāng)?shù)娜诉x。第二，通過培訓(xùn)打造更具效率和效能的雇員隊(duì)伍。第三，通過績(jī)效考評(píng)來保持企業(yè)員工的高績(jī)效。第四，通過薪資管理來吸引和保有兼具勝任能力和工作熱情的員工們。在論文的最后部分，簡(jiǎn)略提及了戰(zhàn)略人力資源管理

9、的發(fā)展。 </p><p>　　關(guān)鍵詞：人力資源管理；招聘和選拔；培訓(xùn)；績(jī)效考評(píng)；薪資管理；戰(zhàn)略人力資源管理</p><p>　　1. Importance of Human Resource Management</p><p>　　For many years, people thought that the important factors of any c

10、ompany to survive were the company’s financial health, product and market development, minimizing costs and improving customer relations. </p><p>　　Nowadays, more companies recognize that managing human reso

11、urces within the company is no less important than these factors. Many experts suggest: it is the work force and the company’s ability to recruit and maintain the good work force that constitutes the foundation of a comp

12、any’s progressing. </p><p>　　Therefore, Human Resource Management (HRM) is more often considered as a fundamental and crucial element in any organization. </p><p>　　Organization’s greatest asse

13、ts are human resources. A company’s competitive advantage is gained through a competent, committed workforce. Only effective HRM allows organizations to achieve their goals and objectives. </p><p>　　Specific

14、ally speaking, the effective HRM can give a company the following competitive edge over its rival companies:</p><p>　　Hard-working employees are more likely to produce excellent work that adds value to the o

15、rganization.</p><p>　　Possessing sound employee relations will encourage outside investors to buy shares of the company, so that it becomes easier for the company to raise funds.</p><p>　　Compan

16、y resources will be used in the most efficient way, via recruitment of the best people, improvement of employees’ ability and skills through training, etc.</p><p>　　The organizational culture will be more co

17、nducive to quality performance.</p><p>　　Therefore, companies, who are expert in the management of human resources, will develop considerably. </p><p>　　In order to understand the detailed funct

18、ions of HRM, we’d better first look at what the Human Resource Management means.</p><p>　　According to Graham and Bennett (1998), “Human resources management concerns the human side of the management of ente

19、rprises and employees’ relations with their firms. Its purpose is to ensure that the employees of a company, i.e. its human resources, are used in such a way that the employer obtains the great possible benefit from thei

20、r abilities, and the employees obtain both material and psychological rewards from their work. ”</p><p>　　Once known as Personnel Administration, the meaning of HRM is continually evolving and expanding. The

21、 change in its title also reflects that the discipline of HRM has moved from being largely administrative to being a strategic and dynamic management field. </p><p>　　Generally speaking, Human Resource Mana

22、gement refers to the practices as follows:</p><p>　　Conducting job analyses (determining the nature of each employee’s job)</p><p>　　Planning labor needs and recruiting job candidates</p>

23、<p>　　Selecting job candidates</p><p>　　Orienting and training new employees</p><p>　　Managing wages and salaries (determining how to compensate employees)</p><p>　　Providing

24、incentives and benefits</p><p>　　Evaluating performance</p><p>　　Communicating </p><p>　　Training and developing</p><p>　　Building employee commitment</p><p

25、>　　On the basis of those practices, HR managers work effectively and efficiently to enable employees to contribute their maximized efforts towards the objectives of the business. Meanwhile, a variety of functions are

26、incorporated within the overall functions of the Human Resources Manager. The following pages will elaborate how to conduct the effective management of human resources in organizations.</p><p>　　2. Conductin

27、g effective Human Resource Management</p><p>　　Effective HRM could enable employees to maximize their work efficiency and their contribution towards the company. In order to achieve that, higher standard and

28、 more challenges are posted to Human Resource Managers. </p><p>　　A good HR manager has to know how to get the right people into the right place at the right time and how to manage them effectively once they

29、 are there. Usually this involves:</p><p>　　Identifying the kinds of human resources that are needed to fulfill the planning and objectives of the company. It must be viewed from both quantity and quality pe

30、rspectives, such as how many people should be hired and what kind of competences, aptitudes, skills and attitudes they must possess.</p><p>　　Identifying the vacancy in the departments of the company.</p&

31、gt;<p>　　Developing a process of recruitment and selection to place right people in right position, where they can exercise their talents properly.</p><p>　　Clarifying responsibilities and objectives

32、to employees, to ensure that their performance and personal objectives are tightly linked with the objectives of the company.</p><p>　　Motivating the workforce by systematically compensating the efforts of e

33、mployees. The compensation system must be rational, equitable and incentive, in order to retaining and motivating employees.</p><p>　　Cultivating the competency and capability of employees through training p

34、rograms. After hiring new employees, HR manager has to design comprehensive training programs to ensure that the new employees become qualified as soon as possible. Before the promotion of present employees, the conseque

35、nt training should also be conducted, so that the promoted employees could suit the new position more quickly. </p><p>　　Maintaining a highly efficient workforce through performance evaluation. Collaborating

36、 with department managers, HR managers have to evaluate employees’ performance monthly and yearly, to ensure everyone in the company performs well. </p><p>　　To explain how to perform the above-mentioned fu

37、nctions most effectively, we may need to study the profound discipline of Human Resource Management in depth. Here four key aspects of effective HRM are discussed in detail. They are Recruitment and Selection, Training,

38、Performance evaluation, and Compensation. </p><p>　　2.1 Recruitment and selection</p><p>　　Recruitment and selection is the screening step for a company to get the right people for the right po

39、sition from numerous candidates. It is primary important for HR manager to conduct a successful recruiting and selection. Employees with the right skills will do a better job for the company, whilst the wrongly hired emp

40、loyees will be costly, because the company has to offer more training or even to replace them sometimes. </p><p>　　To achieve a successful recruiting result, HR managers have to use one or more recruiting me

41、thods which are suitable to the requirement of the company and the opening position. So the effective recruitment has to be tactical, well-designed and systematical as well.</p><p>　　Firstly, HR department s

42、hould develop a candidate pool. Because the more candidates HR has, the more selective the company can be in the hiring. If only two candidates apply for two openings, HR manager may have little choice but to hire them.

43、But if 10 or 20 applicants appear, then the HR manager can use various techniques like interviews and tests to screen out all but the best.</p><p>　　Most popular recruiting methods used to develop a pool of

44、candidates are as follows:</p><p>　　Internal recruiting. Internal recruiting means recruit candidates from current employees within the company. It often uses job posting to publicize the opening position to

45、 all the employees, and listing its attributes like qualifications, supervisor, working schedule, and pay rate. It is the best way to enhance employees’ morale by giving them the opportunity of a promotion or a more favo

46、rable position. Meanwhile, having been within the company for some time, inside candidates may be more commit</p><p>　　Advertising. It’s one of the external recruiting methods. Due to the use of mass media,

47、 the advertising method could attract a vast number of candidates. The selection of the best medium – local paper, journal, TV, or internet – depends on the type of positions. Nowadays, a large and growing proportion of

48、employers recruit on the internet.</p><p>　　Executive Recruiters (also known as head hunters). Headhunters are employment agencies specialized in seeking out top-management latent for their clients. They can

49、 be quite useful, because they have many contacts with qualified candidates who are currently employed and not actively looking to change jobs. They can also keep firm’s name confidential until late into the interview pr

50、ocess. They can save top management time by doing the preliminary work, such as advertising for the position and init</p><p>　　College Recruiting. College recruiting means sending an employer’s representativ

51、es to college campuses to prescreen applicants and create an applicant pool from the college’s graduating class. It’s an important source of management trainees, promising candidates, and professional and technical emplo

52、yees. In this method, recruiters and schools must be carefully chosen. The recruiters should be chosen on the basis of his/her ability of identifying top candidates. The school should be selected by i</p><p>

53、;　　The type of job generally determines what recruiting source is used. According to a recent survey, for managerial positions, 80% of employers used newspaper ads, 20% used head hunters. For technical jobs, 75% used col

54、lege recruiting. For recruiting sales person, 80% of companies used newspaper ads.</p><p>　　With a pool of candidates, the next step is to select the most suitable person for the job through interview.</p

55、><p>　　One-to-one formal interview is probably the most commonly used, but there is also another method named panel interview. The most appropriate method will be chosen according to the real situation.</p&g

56、t;<p>　　For example, interviewing college students should normally be one-to-one, as college students are likely to be nervous in front of a group of interviewers.</p><p>　　The panel interview means t

57、he candidate is interviewed simultaneously by a group of interviewers. The panel interview is often used for recruitment of senior positions. The candidate could be judged from different aspects by experts from different

58、 departments.</p><p>　　In many modern organizations, the conventional methods of interview, whether it is one-to-one interview or panel interview, become inadequate. Many managers therefore devised additiona

59、l tests to measure candidates’ real competence.</p><p>　　The occupationally relevant tests include:</p><p>　　Attainment tests – Designed to measure specific knowledge or skills in a particular f

60、ield, e.g. a typing test</p><p>　　Aptitude test – Designed to measure specific capabilities such as mechanical or musical ability</p><p>　　Interest tests – Designed to identify areas of activity

61、 particularly attractive to the candidate</p><p>　　Trainability tests – It attempts to measure the interviewee’s general capacity to learn knowledge or skill. For example, the interviewer could ask interview

62、ee to perform a job-related task after giving the prior instruction to the interviewee.</p><p>　　Work samples – It is the simulations of the real work situation. In-tray exercise is one form of work samples.

63、 It requires the interviewee to prioritize a list of tasks in the tray.</p><p>　　Work tasks – The interviewee is expected to deal with the real work in real situation. </p><p>　　Personality tes

64、ts – Some personality test instruments, such as questionnaire, could be used. The purpose is to give a personality profile of the interviewee, in order to identify his/her suitability for a particular job.</p><

65、;p>　　When deciding which tests to use, the reasons for the recruitment must be clear. For example, a new member of designing department must be selected on the basis of both personality and designing skills, but a tec

66、hnician is more likely to be chosen because of his technical expertise.</p><p>　　Finally, after deciding which candidate will be hired according to the results of interviews and tests, it is particularly imp

67、ortant to inform candidates of the outcome as quickly as possible. The successful candidate should be notified very immediately. It is frustrating and costly to lose the suitable person if he/she has taken up a job offer

68、ed from another company. And, the unsuccessful candidates should also be informed quickly, because it could build up a good reputation for the company.</p><p>　　2.2 Effective training</p><p>　　O

69、nce employees have been recruited and selected, the training program for them must be conducted from the start to the end during the whole employment period. </p><p>　　For employers, training means develop m

70、ore effective and efficient workforce for their company. For new or present employees, through training, they acquire knowledge and skills to fulfill their jobs better and better. </p><p>　　Training used to

71、 focus on teaching technical skills, such as showing a machinist how to operate his/her new machine, a new salesperson how to sell his/her firms’ product. However, simply technical training is no longer sufficient for th

72、e demand of modern enterprises. </p><p>　　Recently, with the rapid technological changes, improved product and service quality, employees need more training in team building, decision making, and communicat

73、ion, as well as technological and computer skills. </p><p>　　To conduct a successful training, HR manager should first analyze training needs before designing detailed training plan. Through the needs analys

74、is, they could identify specific job skills that needed to improve work performance and productivity, and to ensure that the training program will be suited to trainees’ levels of education, experience, skills, and attit

75、udes.</p><p>　　The following methods could be used to analyze training needs:</p><p>　　Analyzing training needs based on business and HR plans. The training strategy should largely be determined

76、 by the company’s business and HR strategies and plans, such as plans for using new technology. The result of analyses would indicate the types of skills and competences that may be required in the future, and the number

77、s of people may be needed.</p><p>　　Analyzing job. Analyzing job means examining in detail the content of job, the performance standards required, skills and competences needed to perform the job competently

78、.</p><p>　　Analyzing training needs based on performance reviews. Performance reviews is a prime source of information about employees’ training needs. Employees with poor performance will need training urge

79、ntly, while employees with best performance and employees to be promoted will also need training program to further uplift their ability and skills.</p><p>　　Training surveys. Training surveys assemble all t

80、he information obtained from the above-mentioned methods, and provide a comprehensive basis for the designing of a training program. But it is essential to communicate with employees directly during the process of survey

81、. Through communication, HR manager could well understand employees’ training needs and get more suggestion from them about the training program.</p><p>　　After conducting a successful training analysis, HR

82、manager should choose useful and feasible training methods to conduct specific training program. There’re some effective training methods that are often used:</p><p>　　Demonstration: It is the technique of t

83、elling or showing a trainee how to do a job. It’s the most commonly used training method. It is so direct that the trainee is actively participated.</p><p>　　Coaching: It is a one-to-one training technique d

84、esigned to develop individual skills, knowledge, and attitudes. </p><p>　　Job rotation: It aims to broaden employee’s experience by moving him/her from job to job or department to department. HR manager has

85、to design a program to set down what the trainee is expected to learn in each department or job. A suitable person in each department will see to it that the trainee is given the right experience or opportunity to learn.

86、 During the job rotation, the trainee’s progress will be checked regularly.</p><p>　　Question and answer technique: It consists of an exchange between trainer and trainees. This method aims at test understan

87、ding, stimulate thought, or extend learning. It may be part of a discussion period on a formal management course. </p><p>　　Assignment: It is a specific task that all trainees do, at the request of their tr

88、ainer or manager. This method may be used as a test at the end of a training session. It may also be given by managers to their subordinates, as a means of extending subordinates’ experience. </p><p>　　Proje

89、cts: Projects are broader or more complicated tasks that trainees are asked to complete. The trainer often gives trainees only generalized guidelines. They encourage trainees’ initiative in seeking and analyzing informat

90、ion, in solving problem, and in getting a desirable result of the project.</p><p>　　Guided reading: It takes the form of giving books, handouts, or company literature to trainees, and asking them to read and

91、 comment on them.</p><p>　　Lecture: It is used to transfer information from the speaker to audiences with controlled content and timing. </p><p>　　Talk: It is a less formal lecture for a smalle

92、r group. It gives plenty of time for discussion. This method encourages trainees’ participation and interest, gives trainees an opportunity of learning from each others, and helps trainees to develop ability of self-expr

93、ession. </p><p>　　More often than not, HR manager uses more than one technique in the training program. For example, when preparing employees for future managerial jobs within the company, combined training

94、 methods must be used, including job rotation, coaching, action learning, and case studies, outside seminars, university-related programs, role playing, behavior modeling, and in-house development centers.</p><

95、;p>　　After the completion of training program, the program’s success or failure must be evaluated to ensure its effectiveness. In this step, the program could be assessed according to:</p><p>　　Reaction –

96、 Trainee’s immediate reactions during the training.</p><p>　　Learning – Use feedback devices or tests to measure what trainees have actually learned.</p><p>　　Behavior – Note trainees’ working b

97、ehavior after completion of the training program. It could measure the degree to which trainees apply new skills and knowledge to their jobs.</p><p>　　Results – Determine the level of improvement in trainee’

98、s job performance.</p><p>　　2.3 Performance evaluation</p><p>　　Performance evaluation means evaluating an employee’s current or past performance relevant to his/her performance standards. In HR

99、M field, the primary uses of performance evaluations are compensation, training, promotion, personnel planning, or discharge. For instance, performance evaluation could pinpoints employee’s skills and competencies that a