人力资源管理毕业论文文献翻译.docx

人力资源管理毕业论文文献翻译.docx

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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

HumanResourceManagement

Humanresourcesincorporategovernance,notonlyhasthehumanresourcesplanningandstrategicleaderintheimplementationofcorporatestrategicplanningandoveralldevelopmentobjectivesofthecoursealsohasavitalroleinthis.Atpresent,anincreasingnumberofSMEsinthedevelopmentofhumanresourcesplanningistherearealotofconfusionandhelplessness.

Conditionsintheknowledge-basedeconomy,humanresourcesofsmallandmediumenterpriseshaveavitalroleindevelopment.Moreandmoresmallandmedium-sizedowners,corporategovernancehasbecomeaccustomedtothelevelofhumanresourcesmanagementontheimportanceofenterprisedevelopment,butforthedevelopmentofhumanresourcesplanningisalwaystherearealotofconfusionandhelplessness.

"Humanresourceplanningisverysimple,notthatmorerecruitment,remuneration,suchascontent,andsometimescombinedwithsometrainingthings.","CEOsarestillrackingtheirbrainssetstrategy,howcanImakeaplanning","humanresourceplanninghasnotdoneverymuchsense,doesnotchangeplansquickly,theendofthedaycanbehonoredonly20%-30%."HRismorethanmanysmallandmediumenterprisesaretheviewsofhumanresourcesplanning.So,howsmallandmediumenterpriseshavenoneedforhumanresourceplanning?

Howcanweworkoutascientifichumanresourceplanning?

Firstofall,letustakealookattheimplementationofsmallandmedium-sizedeffectofhumanresourceplanningisnotidealbecause:

Humanresourceplanningisnotfullyfamiliarwith

Doagoodjobinhumanresourcesmanagementarethetrilogy:

aclearstrategicplanning-humanresourcesplanning-humanresourcesmanagementsystemandspecificimplementationplan.Corporatestrategicobjectivesoftheoveralldevelopmentofhumanresourcesplanningdeterminesthecontent,andthesecontentsfortheestablishmentofhumanresourcesmanagementsystem,developspecificplanstoaddstaff,theuseofplans,personnelandpromotionplantosucceed,educationandtrainingplan,assessmentandincentiveplan,laborrelations,retirementplanterminationtoprovidethedirectionandinaccordancewiththeguidelines.Abroadsenseofhumanresourceplanningincludesallofthesespecificcontent,andnotmerely"justmoreofrecruitment,remuneration,suchascontent,sometimescoupledwiththetrainingpointofthings."

Humanresourceplanningisthedevelopmentofstrategicplanninganimportantcomponentoftheenterprisebutalsothehumanresourcesmanagementofthefoundationandbasis.Andthemanagementofsmallandmedium-sizedandHRarenotfullyawareofpreciselythispoint,sothatthespecificprocessoftheformulationandimplementationofalackofsufficientattention,atalllevelsofdepartmentheadsandlinemanagerscannoteffectivelycopewith.

Thestrategicobjectivesofthecompanyisnotclear

HumanResourcesDepartmentmustbecombinedwiththeimplementationofcorporatestrategytohumanresourcessupportandguarantees.Inhumanresourcesdevelopmentandgovernanceactivities,strategicobjectivesshouldbetothestrategicguidanceofhumanresourcespoliciestoensuretheaccuracyandeffectiveness.Therefore,humanresourceplanningisaprerequisiteforenterprisedevelopmentandcorporatestrategyclearfirst,andthencanbedecomposedintohumanresources,thendemandwillhaveplans,recruitmentplans,payrollandotherwelfareplanwithmatching.Andsmallandmedium-sizedgenerallackofacleardevelopmentstrategy,particularlyintherapidexpansionphase,isofteninvolvedindifferentbusinessareas,includinginmanyemergingindustries.ThesenewindustriesinR&D,marketing,management,andserviceallaspectsoftheexperiencedoesnotmatureforreference,especiallytoopenupsomenewprojects,settingaquotaofworkpostsandnotasmatureastraditionalbusiness.Therefore,inhumanresourcesmanagementcannothaveaclearplan,canonlygoonestepfurtherandlookforward.

Changesintheexternalenvironmentcompanytoofast,notplanning

Changesinthedevelopmentofthemarketveryquickly,andwiththemarketdespitechangesintheindustrytomakeplans,toreacharateofyear-endtargetof20%-30%,however.IfanITcompanyisaregionalassociationinoneofthemajoragents.Inthebeginningoftheyear,thecompany'sHumanResourcesDepartmentinaccordancewiththecompany'sannualdevelopmentstrategythisyeartodevelopthecompany'shumanresourcesplanning.ButintheNewYearbeganlessthanthreemonths,theLenovoGroup'sownstrategy,andthesignificantchangesinorganizationalstructure.SothesupplychainasapartoftheITcompaniesneedtobeadjustedthroughoutthecompany'shumanresourcesplanning,inaccordancewiththerequirementsofanewcompanysetupwiththeestablishment,re-enactaseriesofrelatedtrainingprograms.Infact,theexternalpolitical,economic,legal,technical,culturalandotherfactorshasbeenaseriesofdynamicchanges,willcauseacorrespondingstrategicobjectivesoftheenterpriseconstantlychanging,whichinturnmayleadtosubsequentchangesinhumanresourceplanning.

Lackofhumanresourcesplanningandpersonnelexpertise

Atpresent,althoughmanysmallandmedium-sizedsetupaHumanResourcesDepartment,butthefunctionsofthedepartmentsresponsibleintheexercise,theprevalenceofsomeproblems,mainlyreflectedin:

first,theoverallqualityisnothigh,veryfewprofessionals,lackofexpertisereserves,lackofprofessionalskills;Second,thelackofvocationaltrainingsystem;third,whowasbornandraisedanumberofhumanresourceswork,donothavegoodtraining,noformalinfluenceoflargecorporations,lowvision.Humanresourcesareaveryuniquework;personalqualitiesunderstandtherequirementsandhaveahighlearningability.Ofthesefactors,therearemanyratherthanthroughtheprocessofformaleducationavailable.Anoutstandingworkofhumanresourcesdoesnotdependoncertificationbythetheoryofcultureisnot,andneedistheworkofitsdeepexperienceandakeeninsightintothecommunity.Otherwise,continuetorelysolelyontheprincipleofdataprocessingtechnologyorthetrainingofhumanresourcestocreateworksinthesamepaper.Inviewofhumanresourcedevelopmentandgovernancearetopenetratetherealitiesofsmallandmedium-sized,withthevariousenterprisesarefamiliarwiththeworkofhumanresourcesandincreasingpractice,humanresourceplanningwillbeinthedevelopmentofenterprisesplayapowerfulroleinpromoting.

Humanresourcesplanningaretoorganizetheprotectionofsustainabledevelopment,theimportanceofseekingdevelopmentandgrowth,particularlyinthesmallandmediumenterprises.Andwhetherthedevelopmentandeffectiveimplementationofhumanresourcesplanningdoesnotdependonthesizeofthecompany,themostcriticalisbasedonthecompany'sdevelopmentstrategyandoperatingcharacteristicsofthedevelopmentofsuitablemanagementpolicies.Mostofthecurrentcharacteristicsandtheoperationoftheseenterprisesarefacingtheproblemofwork,weproposethefollowingrecommendations:

Clearcoreofhumanresources

Thestartingpointforhumanresourcesplanningistoclearlydefinethecompany'scorecompetitiveadvantages,thatis,thebusinessenvironmentintheenterprise,heisthesurvivalvalue?

Hisresourcestomaintainacompetitiveadvantageforthat?

Takeinordertomaintainitscompetitiveedgetofindtherealcoreofhumanresources.Thecoreofhumanresourcesistodeterminethesurvivalanddevelopmentofenterprisekeyfactors,theneedforincentives,educationandtraining,designanappropriatecareerplan,andcontinuouslytoensurethattherecruitmentofthecoregroupofhumanresourcescapacityexpansion,qualityimprovement,andlong-termpresenceintheenterprise.

Flexibilitytodevelopforward-lookinghumanresourcesplanning

Theso-calledflexibilityofhumanresourceplanning,isbasedonthecorecompetitivenessofenterprises,re-evaluationandplanningofhumanresourcesinenterprises,andformageneralcombinationofhumanresourcesinordertoensurethattheneedsofenterprise'scorecompetitiveadvantageoftheconditionstomeetthedemandsarisingfromtheexternalbusinessenvironmentcausedbytemporarychangesinhumanneeds.Inparticular,intheassessmentoftheexistingstockofhumanresourcesanddefinetheircorehumanresourcesonthebasisofpreparatorysupportthedevelopmentofmanpowerplanningandtrainingprogramsaccordingly,anditsgoalistheproductionorserviceenterprisesarefacingcapacityexpansionofopportunities,assoonaspossible,withmiddle-levelofficersatthecoresupportstafftoenhancetheorganizationsabilitytorespond.

Withtheadventoftheeraofknowledgeeconomy,Seesarefacingagrowingbusinessenvironmentcannotguess,isfilledwithvariablesandbusinessopportunities.Humanresourcesplanningmustadapttotheneedsofenterprisegovernance,maintainingacertaindegreeofflexibilityinordertoavoidthetransferofthebusinessstrategyofhumanresourceswhenrigid,dysfunctionalandhinderthedevelopmentofenterprises.Atthesametimetofurtherstrengthenthehumanresourceplanninghumanresourcemanagementactivitiesoftheforward-looking,functionaldirectionandpredictability.

Theestablishmentofthree-dimensionalmodelofhumanresourcemanagement

Practicalhumanresourcesplanningmustbebasedoninternalcommunication,thebasisofmutualcooperation.Accordingtohumanresourcesmanagementofsmallandmedium-sizedfeatures,thecreationofalayer