人力资源管理毕业论文文献翻译.docx

1、人力资源管理 毕业论文文献翻译 文献翻译 院（系）名称 专业名称 学生姓名 指导教师2012年3月30日Human Resource ManagementHuman resources in corporate governance, not only has the human resources planning and strategic leader in the implementation of corporate strategic planning and overall development objectives of the course also has a vital

2、 role in this. At present, an increasing number of SMEs in the development of human resources planning is there are a lot of confusion and helplessness. Conditions in the knowledge-based economy, human resources of small and medium enterprises have a vital role in development. More and more small an

3、d medium-sized owners, corporate governance has become accustomed to the level of human resources management on the importance of enterprise development, but for the development of human resources planning is always there are a lot of confusion and helplessness. Human resource planning is very simpl

4、e, not that more recruitment, remuneration, such as content, and sometimes combined with some training things., CEOs are still racking their brains set strategy, how can I make a planning, human resource planning has not done very much sense, does not change plans quickly, the end of the day can be

5、honored only 20% -30%. HR is more than many small and medium enterprises are the views of human resources planning. So, how small and medium enterprises have no need for human resource planning? How can we work out a scientific human resource planning? First of all, let us take a look at the impleme

6、ntation of small and medium-sized effect of human resource planning is not ideal because: Human resource planning is not fully familiar with Do a good job in human resources management are the trilogy: a clear strategic planning - human resources planning - human resources management system and spec

7、ific implementation plan. Corporate strategic objectives of the overall development of human resources planning determines the content, and these contents for the establishment of human resources management system, develop specific plans to add staff, the use of plans, personnel and promotion plan t

8、o succeed, education and training plan, assessment and incentive plan, labor relations, retirement plan termination to provide the direction and in accordance with the guidelines. A broad sense of human resource planning includes all of these specific content, and not merely just more of recruitment

9、, remuneration, such as content, sometimes coupled with the training point of things. Human resource planning is the development of strategic planning an important component of the enterprise but also the human resources management of the foundation and basis. And the management of small and medium-

10、sized and HR are not fully aware of precisely this point, so that the specific process of the formulation and implementation of a lack of sufficient attention, at all levels of department heads and line managers can not effectively cope with. The strategic objectives of the company is not clear Huma

11、n Resources Department must be combined with the implementation of corporate strategy to human resources support and guarantees. In human resources development and governance activities, strategic objectives should be to the strategic guidance of human resources policies to ensure the accuracy and e

12、ffectiveness. Therefore, human resource planning is a prerequisite for enterprise development and corporate strategy clear first, and then can be decomposed into human resources, then demand will have plans, recruitment plans, payroll and other welfare plan with matching. And small and medium-sized

13、general lack of a clear development strategy, particularly in the rapid expansion phase, is often involved in different business areas, including in many emerging industries. These new industries in R & D, marketing, management, and service all aspects of the experience does not mature for reference

14、, especially to open up some new projects, setting a quota of work posts and not as mature as traditional business. Therefore, in human resources management can not have a clear plan, can only go one step further and look forward. Changes in the external environment company too fast, not planning Ch

15、anges in the development of the market very quickly, and with the market despite changes in the industry to make plans, to reach a rate of year-end target of 20% -30%, however. If an IT company is a regional association in one of the major agents. In the beginning of the year, the companys Human Res

16、ources Department in accordance with the companys annual development strategy this year to develop the companys human resources planning. But in the New Year began less than three months, the Lenovo Groups own strategy, and the significant changes in organizational structure. So the supply chain as

17、a part of the IT companies need to be adjusted throughout the companys human resources planning, in accordance with the requirements of a new company set up with the establishment, re-enact a series of related training programs. In fact, the external political, economic, legal, technical, cultural a

18、nd other factors has been a series of dynamic changes, will cause a corresponding strategic objectives of the enterprise constantly changing, which in turn may lead to subsequent changes in human resource planning . Lack of human resources planning and personnel expertise At present, although many s

19、mall and medium-sized set up a Human Resources Department, but the functions of the departments responsible in the exercise, the prevalence of some problems, mainly reflected in: first, the overall quality is not high, very few professionals, lack of expertise reserves, lack of professional skills ;

20、 Second, the lack of vocational training system; third, who was born and raised a number of human resources work, do not have good training, no formal influence of large corporations, low vision. Human resources are a very unique work; personal qualities understand the requirements and have a high l

21、earning ability. Of these factors, there are many rather than through the process of formal education available. An outstanding work of human resources does not depend on certification by the theory of culture is not, and need is the work of its deep experience and a keen insight into the community.

22、 Otherwise, continue to rely solely on the principle of data processing technology or the training of human resources to create works in the same paper. In view of human resource development and governance are to penetrate the realities of small and medium-sized, with the various enterprises are fam

23、iliar with the work of human resources and increasing practice, human resource planning will be in the development of enterprises play a powerful role in promoting. Human resources planning are to organize the protection of sustainable development, the importance of seeking development and growth, p

24、articularly in the small and medium enterprises. And whether the development and effective implementation of human resources planning does not depend on the size of the company, the most critical is based on the companys development strategy and operating characteristics of the development of suitab

25、le management policies. Most of the current characteristics and the operation of these enterprises are facing the problem of work, we propose the following recommendations: Clear core of human resources The starting point for human resources planning is to clearly define the companys core competitiv

26、e advantages, that is, the business environment in the enterprise, he is the survival value? His resources to maintain a competitive advantage for that? Take in order to maintain its competitive edge to find the real core of human resources. The core of human resources is to determine the survival a

27、nd development of enterprise key factors, the need for incentives, education and training, design an appropriate career plan, and continuously to ensure that the recruitment of the core group of human resources capacity expansion, quality improvement, and long-term presence in the enterprise. Flexib

28、ility to develop forward-looking human resources planning The so-called flexibility of human resource planning, is based on the core competitiveness of enterprises, re-evaluation and planning of human resources in enterprises, and form a general combination of human resources in order to ensure that

29、 the needs of enterprises core competitive advantage of the conditions to meet the demands arising from the external business environment caused by temporary changes in human needs. In particular, in the assessment of the existing stock of human resources and define their core human resources on the

30、 basis of preparatory support the development of manpower planning and training programs accordingly, and its goal is the production or service enterprises are facing capacity expansion of opportunities, as soon as possible, with middle-level officers at the core support staff to enhance the organiz

31、ations ability to respond. With the advent of the era of knowledge economy, Sees are facing a growing business environment can not guess, is filled with variables and business opportunities. Human resources planning must adapt to the needs of enterprise governance, maintaining a certain degree of fl

32、exibility in order to avoid the transfer of the business strategy of human resources when rigid, dysfunctional and hinder the development of enterprises. At the same time to further strengthen the human resource planning human resource management activities of the forward-looking, functional directi

33、on and predictability. The establishment of three-dimensional model of human resource management Practical human resources planning must be based on internal communication, the basis of mutual cooperation. According to human resources management of small and medium-sized features, the creation of a layer