horseshoe人力资源管理外文文献翻译

2021年1月20日发(作者：announcer)
人力资源外文翻译
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人力资源管理的战略作用

The Strategic Role of Human Resource Management
Tyson,S
出处：
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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 all 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 and forecasting
—
predicting 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 type 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
subordinates.
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
management, or (as it's 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 employee's 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 concepts and techniques important to all managers? Perhaps it's
easier to answer this by listing some of the personnel mistakes you don't want to make
while managing. For example, you don't want:
To hire the wrong person for the job
To experience high turnover
To find your people not doing their best
To 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 the organization
To allow a lack of training to undermine your department's 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
everything 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 presidents, 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
that 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:

industry. I don't think this any longer holds true. I think it's the work force and the
company's inability to recruit and maintain a good work force that does constitute the
bottleneck for production. I don't 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 has been partly stopped or hampered because they can't 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 we'll see in
a moment, intensified global competition, deregulation, 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 this book we'll 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 activities
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
answer this question, starling with a short 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 subordinates
—
they're always
someone's boss. In addition, line managers are in charge of accomplishing the
organization's basic goals (Hotel managers and the managers for production and sales
are generally line managers, for example. They have direct responsibility for
accomplishing the organization's basic 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 (like 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 manager's responsibility, from president down to 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 employees 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 departmental 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 Department's HR Management Responsibilities
The human resource department provides this specialized assistance. In doing so,
the HR manager carries out three distinct functions:
A line , the HR manager performs a line function by directing the
activities of the people in his or her own department and in service areas (like the plant
cafeteria). In other words, he or she exerts line authority within the personnel department.
HR managers are also likely to exert implied authority. This is so because line managers
know the HR manager often has access to top management in personnel areas like
testing and affirmative action. As a result, HR managers'
as
troubled with human resource/personnel problems.
A coordinative function. HR managers also function as coordinators of personnel
activities, a duty often referred to as functional control. Here the HR manager and
department act as
objectives, policies, and procedures (concerning, for example, occupational safety and
health) which have been approved and adopted are being consistently carried out by line
managers.
Staff (service) functions. Serving and assisting line managers is the
butter
rewarding, counseling, promoting, and firing of employees. It also administers the various
benefit programs (health and accident insurance, retirement, vacation, and so on). It
assists line managers in their attempts to comply with equal employment and
occupational safety laws. And it plays an important role with respect to grievances and
labor relations. As part of these service activities, the HR managers land department) also
carry out an
new methods of solving problems. For example, there is much interest today in instituting
reengineering programs and in providing career planning for employees. HR managers
stay on top of such trends and help their organizations implement the required programs.
Cooperative Line and Staff Human Resource Management:An Example
Exactly which HR management activities are carried out by line managers and staff
managers? There's no single division of line and staff responsibilities that could be applied
across the board in all organizations. But to show you what such a division might look like.
This shows some HR responsibilities of line managers and staff managers in five areas:
recruitment and selection; training and development; compensation; labor relations; and
employee security and safety.
For example, in the area of recruiting and hiring
it's the line manager’s responsibil ity
to specify the qualifications employees need to fill specific positions. Then the HR staff
takes over. They develop sources of qualified applicants and conduct initial screening
interviews. They administer the appropriate tests. Then they refer the best applicants to
the supervisor (line manager), who interviews and selects the ones he or she wants.
In summary, HR management is an integral part of every manager's job. Whether
you're a first- line supervisor, middle manager, or president, whether you're a production
manager, sales manager, office manager, hospital administrator, county manager (or HR
manager), getting results through people is the name of the game. And to do this, you'll
need a good working knowledge of the human resource/personnel concepts and
techniques in this book.
4. Tomorrow's HR
Trends like globalization and technological innovation are changing the way firms
are managed. Organizations today must grapple with revolutionary trends, accelerating
product and technological change, globalize competition, deregulation, demographic
changes, and trends toward a service society and the information trends have
changed the playing field on which firms must compete. In particular, they have
dramatically increased the degree of competition in virtually all industries, while forcing
firms to cope with unprecedented product innovation and technological
change.
In the companies that have successfully responded to these challenges, new modes
of organizing and managing have example:
The traditional, pyramid-shaped organization is giving way to new organizational
forms. At firms like AT&T the new way of organizing stresses cross- functional teams and
boosting interdepartmental communications.
There is a corresponding de-emphasis on
decisions made. At General Electric, Chairman Jack Welch talks of the boundary less
organization, in which employees do not identify with separate departments but instead
interact with whomever they must to get the job done.
Employees are being empowered to make more and more decisions. Experts argue
for turning the typical organization upside down. They say today's organization should put
the customer on top and emphasize that every move the company makes should be
toward satisfying the customer's needs. Management must therefore empower its
front-line employees
—
the front desk clerks at the hotel, the cabin attendants on the Delta
plane, and the assemblers at Saturn. In other words, employees need the authority to
respond quickly to the customer's needs. The main purpose of managers in this
down
need to do their jobs
—
and thus to serve the customers.
Flatter organizations are the norm. Instead of the pyramid-shaped organization with
its seven to ten or more layers of management, flat organizations with just three or four