人力资源管理英文文献及翻译 第3页
The Strategic Role of Human Resource Management
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 per-form' planning, organizing, staffing, leading, and control-ling. In total, these functions represent the management process. Some of the specific activities involved in each function include:
Planning: Establishing goals and standards; developingrules and procedures; developing plans and forecasting—predicting or projecting some future occurrence.
Organizing: Giving each subordinate a specific task;es-tablishing departments; delegating authority to subordi-nates; establishing channels of authority and communica-tion; coordinating the work of subordinates.
Staffing:Deciding what type of people should be hired;recruiting prospective employees;selecting employees;settingperformancestandards; compensating employees;evaluatingperformance; counseling employees;training and developing employees.
Leading: Getting others to get the job done; maintainingmorale; motivating subordinates.
Control: Fixed the sales quantity, quality specification or a production level kind of stander like formulation. According to standard inspection actual work achievements, when necessity takes the suitable action.
2 Survival Needs
The most uncomplicated behavior is found in infants. When they are hungry, thirsty, or uncomfortable, they cry; when they are happy, they smile or giggle; and when they are sleepy, they sleep. The infant's behavior is much less complicated than the adult's. Not many adults cry when hungry or thirsty. But at least people still smile and laugh when they are happy and some people even go to sleep when they are sleepy. Although people tend to complicate the ways of meeting basic human needs, the needs must still be met; survival depends on it.
In order to survive, one must have enough air water, food, protection from physical dangers, and "so forth. The infant obviously is dependent upon others to have survival needs met; what it can do is give some signals of hunger, thirst, or discomfort. Survival needs can be met in fairly universal ways. Even as they grow and mature, people develop fairly similar methods of meeting these needs. Tastes and preferences are different ,but the survival needs are basis and necessary.
3．Motivation and Communication
Motivation must be at the heart of concern in the study and the practice of management. Organized effort-that is getting work done through and with others requires motivating promotively interdependent effort, as opposed to effort that is self-cancelling. Agreement on this point is a dominant theme in the history of the study of management. Thus Henri Fayol, one of the early observers of organized effort, shares the contemporary opinion that motivation is the core of management.
Dramatic changes have occurred in our understanding of motivation. The periods following the two world wars saw cumulative breakthroughs in describing and influencing motivational states, and advances of the last few years promise far more striking results.
Formal Definition."Motivation" often receives no precise conceptual designation; and implicit and explicit meanings of the term commonly differ. The concept,however, covers at least this area of meaning: Motivation refers to the degree of readiness of an organism to pursue some designated goal, and implies the determination of the nature and locus of the forces inducing the degree of readiness.The necessity of considering all of these factors together must be underscored, particularly since the common emphasis has been upon motivating behavior with a specific direction.
4．Staffing
The managerial function of staffing is defined as filling, and keep-ing filled, positions in the organization structure. This is done by identifying work-force requirements, inventorying the people avail-able, and recruiting, selecting, placing, promoting, appraising, planning the careers of, compensating, and training or otherwise de-veloping both candidates and current jobholders so that they can ac-complish their tasks effectively and efficiently. It is clear that staffing must be closely linked to organizing, that is, to the setting up of intentional structures of roles and positions.
Many writers on management theory discuss staffing as a phase of organizing. In this book, however, staffing is identified as a sep-arate managerial function for several reasons. First, the staffing of organizational roles includes knowledge and approaches not usually recognized by practicing managers, who often think of organizing as just setting up a structure of roles and give little attention to filling these roles. Second, making staffing a separate function facilitates placing毕业论文
http://www.751com.cn knowledge and experience has been developed in the area of staffing. The fourth reason for separating staffing is that managers often overlook the fact that staffing is their responsibility - not that of the personnel department. To be sure, this depart-ment provides valuable assistance, but it is the job of managers to fill the positions in their organization and keep them filled with qualified people.5．Human Resource Planning and Recruiting
While these and other factors influence the specifics of an HR plan, all effective HR planning shares certain fea-tures. It is generally agreed that HS planning involves four distinct phases or stages.
• Situation analysis or environmental scanning
• Forecasting demand for human resources
• Analysis of the supply of human resources
• Development of plans for action
Situation Analysis and Environmental Scanning
The first stage of HR planning is the point at which HRM and strategic planning initially interact. The strategic plan must adapt to environmental circumstances, and HRM is one of the primary mechanisms that an organization can use during the adaptation process. For example, rapid tech-nological changes in the environment can force an organiza-tion to quickly identify and hire employees with new skills that previously weren't needed by the organization. With-out an effective HR plan to support the recruitment and se-lection functions in the organization, it would be impossible to move fast enough to stay competitive.
The problems associated with changing environments are greater today than ever before because success now depends on an ability to be a “global scanner”. Global scanning is, in fact, considered one of the essential sill.
6．The Concept of Human Performance Technology
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