人力资源论文中英文翻译

TheDevelopmentofHumanResourceManagementInChinaIntroductionWiththeadventofthe21stcentury,HumanResourceManagement,asarelativelynewmanagementsubject,isplayingamoreandmoreimportantroleintoday’sbusinessactivities.Thisreportmainlydiscusses3questionsabouttoday’shumanresourcemanagement.Thefirstsectiondiscussesthechangingfunctionofhumanresourcemanagementintermsof3aspectswhicharestaff-companyrelations,HRmodeldevelopmentandHRstrategies.ThesecondsectiondescribestheexploringstageofHRMinChina.Systembuilding,recruitmentandmotivationarethethreeaspectstosupporttheopinion.ThethirdsectiondiscussesthenewchallengesthatHRmanagersinChinamayface.Inthispart,challengesfromthechangingbusinessage,HRmanagers’abilitiestodealwithuncertaintyandambiguityandsolitarytocollectiveactivityarediscussed.Question1Humanresourcemanagement,asthequicklydevelopingsubject,withoutdoubt,haschangedalotinitsfunctioninmanyfields.ThissectionwillmainlydiscusstheHRM’schangeandexpansionintheaspectofstaff-companyrelations,HRmodeldevelopmentandHRstrategiesasthefollowing.Intheaspectofthestaff-companyrelations,thechangingfunctionswillbediscussedfrom3aspectswhicharepowerfactors,employeesandmotivationalmethod.First,intermsofthepowerfactors,10yearsagotherelationshipbetweenemployeesandthecompanywasregardedas‘LaborandEnterprise’whilenowadaysmorecompaniesshowunderstandingandrespectforthehumanspirit.Forexample,GoogleChinaplacesapianointhehallofthecompanyandevensetakitchenandthewashingmachinefortheiremployees(JimWestcott,2005).Second,intermsoftheemployees,employeesareconsideredasthinkingandrationalbeingsaround10yearsago.Thereasonwhytheychosethiscompanywasthesatisfactorysalary.Buttoday,staffsareconsideredasfullyevolved,completelysatisfied,maturehumanbeings.Third,inthemotivationalmethodsaspect,thechangeisreallyhuge.Adecadeago,companiesoftendroveemployeesthroughbasicneedssuchasabigbonus.Whiletheroleseemstohighlightpeople’ssocialandintellectualneeds.IntheaspectofHRmodeldevelopment,somehumanresourcemanagementfunctionshaveexpandedduringthepastdecade.OneofthenewproductsofhumanresourcemanagementistheHRoutsourcingwhichsupportthecoreHRactivitiesandbusinessprocessesassociatedwithHRadministration.OutsourcingHRfunctionsorprocessesisaviabledecisionforbusinesses,particularlythosewhoseinternalHRdepartmenthasreachedthelimitofitseffectiveness;businessesthatwanttoaccessnewprogramsorservices(butdon'twanttoincurtherequiredinvestment),orthosethatwanttofocusoncorecompetencies.TheadvantageofHRoutsourcingisobvious:Obtainingaccessto(internally)unavailableexpertise,skills,technologies;increasedflexibility;reducingcosts/reduceinvestment.Thiswayhasachievedgreatsuccessinsomecountries,forexample,Canada.SpendingonHRoutsourcinginCanada,isforecasttoincreasebymorethan13%,onaverage,everyyearbetween2005and2009(JimWestcott,2005).ThemajorityofHRstrategieshavebeendevelopedoverthelastdecade.TwentypercentofrespondentsindicatethatanHRstrategyhasbeeninplaceattheirinstitutionforlessthanthreeyears,60%reportthattheHRstrategywasdevelopedinthepastthreetosevenyearsand20%indicatethatthestrategyistenormoreyearsold.ThesedatareinforcethenotionthatHRmanagementhastakenonamuchmorestrategicrolewithinthepastdecade.TheHRstrategyinrecruitmentandretentioncanbediscussedinlong-termgoalsaswellasshorter-termoperationalprocedures.Intermsofrecruitmentandretentionsomeinstitutionsareprimarilyconcernedwithshort-termobjectives.Forexample,oneCanadianrespondentstatedthattheirHRstrategyinvolves‘anannualrecruitmentandretentionplanthatgovernsacademicstaffhiringandretentionforthefollowingacademicyear’(RonoldGEhrenbdeg,2005).Otherresponseshighlightlong-termobjectivesandbroaderissuesrelatingtostaffdevelopmentandperformanceaswellaspolicyandstrategicplanningforfutureinstitutionalgrowth.Forexample,oneAustralianinstitutionstatesthattheirHRstrategyisconcernedwith‘workforceplanning,ageprofiling,attractionandretentionissues,andreengineeringtherecruitmentprocess’.Thegeneralfocusofthisstrategyisonstrategicplanningforsuccessivegenerations.Question2WithChina'senteringtheWTO,modernenterprisemanagementconcepthasbeengraduallyacceptedbyChineseenterprisesand,humanresourcesmanagementhasbeendevelopedandpromotedinthemajorityofenterprises.However,asamanagementskillthatgetsaccesstoChinalessthan30yearsandfacedwiththeculturalconflict,HRMinChinastillstaysintheexploringstage.Intheaspectofsystembuilding,humanresourcesmanagementsysteminChinaisimperfectstill.AccordingtotherecentreportofHRinChina,lessthanfortypercentoftheenterpriseshaveestablishedthebusinessdevelopmentstrategycombiningwithhumanresourcesmanagementsystem.Furthermore,only12.9%ofthemcanreallyimplementthisstrategy.Whatismore,employees’careerdevelopmentplanning,staffrepresentationsystem,andthestaffRationalizedsuggestionarethe3strategiesthatarenotcompletedenough.Only9%oftheresearchedenterprisesestablishandimplementtheemployees’careerdevelopmentplanning(ZhaoYin,2007).Intermsoftherecruitment,theformsofrecruitmentinChineseenterprisesarenotdiversifiedenough.Althoughthemodernenterprisescanrecruitthroughmoreandmorechannelssuch