人力资源管理专业英语

HumanResourceManagementEnglishReader()182(CIP)/,,.:,2005()ISBN7810784242----F241CIP(2005)0063052005:12:100029::0001-5000:2700,,,,,,:,,,,,,,,,,,,,,;;;;;,:3000-3500,PrereadingQuestions,Text(),Vocabulary(),KeyTerms(),Notes(),3-7,8-13,1-214,ContentsUnit1AnOverviewofHumanResourceManagement(1)Unit2StrategicHumanResourceManagement(21)Unit3HumanResourcePlanning(39)Unit4JobAnalysisandDesign(59)Unit5EqualEmploymentOpportunity(76)Unit6TheRecruitmentProcess(96)Unit7SelectionandPlacement(115)Unit8PerformanceManagement:OrganizationalUses(133)Unit9StaffTraining(146)Unit10MotivatingEmployees(159)Unit11CompensationDevelopment(172)Unit12PayandIncentives(186)Unit13EmployeeBenefitsandServices(199)Unit14ManagingHumanResourcesinaForeignSubsidiary(213)Keytotheexercises(231),,,,,,,,:,,,:,,,,,,,;,,,,,,:(1):,;(2):,,;(3):,,,,,,,;;,,,20051Unit1AnOverviewofHumanResourceManagement]1Unit1AnOverviewofHumanResourceManagementPrereadingquestions:1.Whatarethefeaturesofemploymentthatyouvaluemost?2.owcanHumanResourceManagementactivitiescontributetothepresenceofthesefeatures?3.HowisPersonnelManagementdifferentfromHumanResourceManagement?4.HumanResourceisnotadepartmentitisthedepartment.Howdoyouinterpretthissaying?Organizationsrequireanumberofthingstobeeffective:physicalresources,financialresources,marketingcapabilityandhumanresources.Whilealltheseareimportanttoorganizationaleffectiveness,thefactorthatismostlikelytoprovidepotentialcompetitiveadvantageishumanresourcesandhowtheseresourcesaremanaged.Theproductiontechnology,financing,andcustomerconnections(marketing)canallbecopied.Thebasicsofmanagingpeoplealsocanbecopied,butthemosteffectiveorganizationsfinduniquewaystoattract,retainandmotivateemployeesastrategythatishardertoimitate.]2Inasuperbarticle,CompetitiveAdvantagethroughPeople,JeffreyPfeffergaveSouthwestAirlinesasanexample.Consider...SouthwestAirlines,whosestockhadthebestreturnfrom1972toearly1992.Itcertainlydidnotachievethatsuccessfromeconomiesofscale.In1992,Southwesthadrevenuesof1.31billionandamere2.6percentoftheU.S.passengermarket...Southwest(hasnot)succeededbecauseithashadmoreaccesstolowercostcapitalindeed,itisoneoftheleastleveragedairlinesintheUnitedStates.Southwestsplanes,Boeing737s,areobviouslyavailabletoallitscompetitors.Itisntamemberofanyofthebigcomputerizedreservationsystems;itusesnouniqueprocesstechnologyandsellsessentiallyacommodityproductlowcost,lowfrillsairlineserviceatpricesitscompetitorshavedifficultymatching.MostofSouthwestscostadvantagecomesfromitsveryproductive,verymotivated,andbytheway,unionizedworkforce.ComparedtotheU.S.airlineindustry,accordingto1991statistics,Southwesthasfeweremployeesperaircraft(79versus131),andfliesmorepassengersperemployee(1,891,082versus1,339,995).Itturnsaroundsome80percentofitsflightsin15minutesorless,whileotherairlinesonaverageneed45minutes,givingitanenormousproductivityadvantageintermsofequipmentutilization.Italsoprovidesanexceptionallevelofpassengerservice.Southwesthaswontheairlinessocalledtriplecrown(bestontimeperformance,fewestlostbags,andfewestpassengercomplaintsinthesamemonth)ninetimes.Nocompetitorhasachievedthatevenonce.TheillustrationofSouthwestAirlinesprovesavividexampleoftherolethatpeoplehumanresourcesplayindeterminingthecompetitivenessandeffectivenessoforganizationsinmeetingthechallengesofthe21stcentury.ThesuccessofSouthwestAirlinescomesfrommanagingpeopleeffectively,acombinationofanumberofimportantbutlessvisibleaspectsofoperations.Fromthisexampleitisclearthatmostofthechangesandchallengesfacingorganizationshavetodowiththeiremployees.InorganizationsasdiverseasFortune500corUnit1AnOverviewofHumanResourceManagement]3porations,nonprofituniversities,NFLfootballteams,andlocalrestaurants,CEOsareseeingtheresultsofemployeeinvolvement,ofhavingtherightpeopletodothejob,andofgettingmanagerstocareabouttheirpeople.Thesuccessfulorganizationsofthe1990shaveadoptedaprofessionalapproachtohumanresourcemanagementthatwillensurecontinuedsuccessinthe21stcentury.EVOLUTIONOFHRMANAGEMENTWhattraditionallywerecalledpersonneldepartmentsnowareusuallytermedhumanresourcedepartments.Butmorethanthenamehaschanged.Thefocusofsuchdepartmentshasshifted,andtheirresponsibilitieshaveexpanded.Figure1highlightsthemajorshiftsthathaveoccurredinthefield.Before1900,improvingtheworkinglifeofindividualswasamajorconcernofreformers.Someemployeesattemptedtostartunionsorstrikeforimprovedconditions.Asfarbackas1786,thePhiladelphiacordwainers(shoemakers)wentonstriketoobtaina6perweekminimumwage.TheInceptionofHRMHRmanagementasaspecializedfunctioninorganizationsbeganitsformalemergenceshortlybefore1900.Beforethattime,mosthiring,firing,training,andpayadjustmentdecisionsweremadebyindividualsupervisors.Someorganizationsadoptedprogramstobenefitsomeemployees,suchasAmericanExpresswhichestablishedapensionplanin1875.Also,thescientificmanagementstudiesconductedbyFrederickW.Taylorandothers,beginningin1885,helpedmanagementidentifywaystomakeworkmoreefficientandlessfatiguing,thusincreasingworkerprodu