1、附录 A.外文翻译 -原文部分 The Strategic Role of Human Resource Management Tyson,S 出处： http:/ 1. Human Resource Management at Work What Is Human Resource Management To understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions a
2、ll managers perform planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include: Planning: Establishing goals and standards； developing rules and procedures； developing plans a
3、nd forecastingpredicting or projecting some future occurrence. Organizing: Giving each subordinate a specific task； establishing departments； delegating authority to subordinates； establishing channels of authority and communication； coordinating the work of subordinates. Staffing: Deciding what typ
4、e of people should be hired； recruiting prospective employees； selecting employees； setting performance standards； compensating employees； evaluating performance； counseling employees； training and developing employees. Leading: Getting others to get the job done； maintaining morale； motivating subo
5、rdinates. Controlling: Setting standards such as sales quotas, quality standards, or production levels； checking to see how actual performance compares with these standards； taking corrective action as needed. In this book, we are going to focus on one of these functions: the staffing, personnel man
6、agement, or (as its usually called today) human resource (HR) management function. Human resource management refers to the practices and policies you need to carry out the people or personnel aspects of your management job. These include: Conducting job analyses (determining the nature of each emplo
7、yees job) Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing Wages and Salaries (how to compensate employees ) Providing incentives and benefits Appraising performance Why Is HR Management Important to All Managers Why are these
8、concepts and techniques important to all managers? Perhaps its easier to answer this by listing some of the personnel mistakes you dont want to make while managing. For example, you dont want: To hire the wrong person for the job To experience high turnover To find your people not doing their best T
9、o waste time with useless interviews To have your company taken to court because of your discriminatory actions To have your company cited under federal occupational safety laws for unsafe practices To have some of your employees think their salaries are unfair and inequitable relative to others in
10、the organization To allow a lack of training to undermine your departments effectiveness To commit any unfair labor practices Carefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results through others. Remember that you could do everyt
11、hing else right as a manager lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls but still fail as a manager by hiring the wrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether p
12、residents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them. Remember as you read this book th
13、at getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up: For many years it has been said that capital is the bottleneck for a developing industry. I dont think this any longer holds true. I think i
14、ts the work force and the companys inability to recruit and maintain a good work force that does constitute the bottleneck for production. I dont know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth ha
15、s been partly stopped or hampered because they cant maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future- At no time in our history has that statement been truer than it is today. As well see in a moment, intensified global competition, deregula
16、tion, and technical advances have triggered an avalanche of change, one that many firms have not survived. In this environment, the future belongs to those managers who can best manage change； but to manage change they must have committed employees who do their jobs as if they own the company. In th
17、is book well see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change. 2. Line and Staff Aspects of HRM All managers are, in a sense, HR managers, since they all get involved in activi
18、ties like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to line managers human resource duties? Lets answer this question, starling with a s
19、hort definition of line versus staff authority. Line versus Staff Authority Authority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between line authority and staff authority. Line managers are authorized to direct the work of
20、 subordinates theyre always someones boss. In addition, line managers are in charge of accomplishing the organizations basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organizations b
21、asic goals. They also have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (lik
22、e those for production and sales) in areas like recruiting, hiring, and compensation. Line Managers Human Resource Management Responsibilities According to one expert, The direct handling of people is, and always has been, an integral part of every line managers responsibility, from president down t
23、o the lowest-level supervisor. For example, one major company outlines its line supervisors responsibilities for effective human resource management under the following general headings: Placing the right person on the right job Starting new employees in the organization (orientation) Training emplo
24、yees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth working relationships Interpreting the company s policies and procedures Controlling labor costs Developing the abilities of each person Creating and maintaining departm
25、ental morale Protecting employees health and physical condition In small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff. Human Resource Dep
26、artments HR Management Responsibilities The human resource department provides this specialized assistance. In doing so, the HR manager carries out three distinct functions: A line function.First, the HR manager performs a line function by directing the activities of the people in his or her own department and in service areas
