HR English 人力资源 专业英语 英语教程.doc

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1、CONTENTSUnit 1 An Introduction To HRMSection A : Human Resource Management at WorkSection B: Historical DevelopmentUnit 2 Job AnalysisSection A: The Nature of and Steps in Job AnalysisSection B: Writing Job DescriptionsUnit 3 HR Planning and RecruitmentSection A: Employment Planning and ForecastingS

2、ection B: Recruiting Job CandidatesUnit 4 Selection and InterviewingSection A: Selection MethodsSection B: InterviewingUnit5 Training and DevelopmentSection A: Orientation and TrainingSection B: Management DevelopmentUnit 6 Performance Appraisal and Career ManagementSection A: Performance AppraisalS

3、ection B: Career ManagementUnit 7 Compensation, incentives and benefitsSection A: CompensationSection B: Incentives and BenefitsUnit 1 An Introduction To HRMSection A : Human Resource Management at WorkThe Managers Human Resource Management JobsTo understand what human resource management is, we sho

4、uld 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:Plan

5、ning: 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 auth

6、ority 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 e

7、mployees.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.We

8、are going to focus on one of these functions- the staffing, personnel management, or (as its usually called today) human resource management (HRM) function. Human resource management is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations

9、, health, and safety, and fairness concerns. The topics well discuss should provide you with the concepts and techniques you need to carry out the “people” or personnel aspects of your management job. These include:Conducting job analyses (determining the nature of each employees job)Planning labor

10、needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees)Providing incentives and benefitsAppraising performanceCommunicating (interviewing, counseling, disciplining)Training and developingBuilding employe

11、e commitmentAnd what a manager should know about:Equal opportunity and affirmative actionEmployee health and safetyGrievances and labor relationsLine and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting,

12、 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, starting with a short definition of line versus staff authori

13、ty.Line Versus Staff AuthorityAuthority 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 subordinatestheyre always someones boss. In ad

14、dition, 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 basic goals. They also have the authority to dir

15、ect 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

16、recruiting, hiring, and compensation.Line Managers Human Resource Management ResponsibilitiesAccording to one expert, “The direct handling of people is, and always has been, an integral part of every line managers responsibility, from president down to the lowest-level supervisor. ”For example, one

17、major company outlines its line supervisors responsibilities for effective human resource management under the following general headings:1.Placing the right person on the right job2.Starting new employees in the organization (orientation)3.Training employees for jobs that are new to them4.Improving

18、 the job performance of each person5. Gaining creative cooperation and developing smooth working relationships6.Interpreting the companys policies and procedures7.Controlling labor costs8.Developing the abilities of each person9. Creating and maintaining departmental morale10.Protecting employees he

19、alth and physical conditionIn 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 Departments HR Management Responsibilitie

20、sThe human resource department provides this specialized assistance. In doing so, the HR manager carries out three distinct functions:1. A line function. First, the HR manager performs a line function by directing the activities of the people in his or her own department. In other words, he or she e

21、xerts line authority within the personnel department. 2. 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 the “right arm of the top executive” to ensure that line mana

22、gers are implementing the firms HR objectives, policies, and procedures. 3.Staff (service) functions. Assisting and advising line managers is the “bread and butter” of the HR managers job. For example, HR assists in the hiring, training, evaluating, rewarding, counseling, promoting, and firing of em

23、ployees. 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 rel

24、ations. As part of these service activities, the HR managers (and department) also carry out an “innovator” role by providing “up-to-date information on current trends and new methods of solving problems.” For example, there is much interest today in creating “learning organizations” and in providin

25、g career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs.HR positions include compensation and benefits manager, employment and recruiting supervisor, training specialist, employee relations executive, and safety supervisor.

26、 Examples of job duties include:Recruiters: Maintain contact within the community and perhaps travel extensively to search for qualified job applicants.Equal Employment Opportunity (EEO) Representatives or Affirmative Action Coordinators: Investigate and resolve EEO grievances, examine organizationa

27、l practices for potential violations, and compile and submit EEO reports.Job Analysts: Collect and examine detailed information about job duties to prepare job descriptions.Compensation Managers: Develop compensation plans and handle the employee benefits program.Training Specialists: Responsible fo

28、r planning, organizing, and directing training activities.Labor Re1ations Specialists: Advise management on all aspects of union-management relations.Cooperative Line and Staff Human Resource Management: An ExampleExactly which HR management activities are carried out by line managers and staff mana

29、gers? Theres 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, weve presented an example in Figure. This shows some HR responsibilities of line managers and staff managers in five a

30、reas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety.For example, in the area of recruiting and hiring, its the line managers responsibility to specify the qualifications employees need to fill specific positions. Then the HR staf

31、f 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 integr

32、al part of every managers job. Whether youre a first-line supervisor, middle manager, or president, whether youre a production manager, sales manager, office manager, hospital administrator, county manager (or HR manager), getting results through committed people is the name of the game. And to do t

33、his, youll need a good working knowledge of the human resource/personnel concepts and techniques in this book.New Words and Key Termsmanagement process 管理过程 personnel /human resource management 人事/人力资源管理line manager 直线管理者 staff manager 职能管理者functional control 职能控制 labor/work force 劳动力工作分析 招聘 甄选面试 培训

34、与开发 报酬奖励与福利 绩效评估 劳动关系equal opportunity 公平就业机会 affirmative action 反雇佣歧视行为employee health and safety 雇员健康和安全 grievance 员工申诉Section B: Historical DevelopmentIn the latter part of the 1800s the concept of welfare personnel developed. This was prompted by the humane concerns of certain families involved

35、in business (e.g. Cadbury and Rowntree), and could be referred to as the Quaker tradition. Welfare personnel was concerned with the provision of schemes, considered progressive at that time, dealing with unemployment, sick pay and subsidized housing for employees. The introduction of these schemes c

36、ould be viewed as a reaction to the harshness of capitalism at that period of British history. The motives of some industrialists adopting welfare schemes were questioned because there was a belief that some practices were intended as an alternative for realistic wages, and as a ploy to keep trade u

37、nions at bay.Welfare personnel continued as a force until the Second World War, and later manifestations of it were the provision of canteens and company outings for workers. Even today it can be recognized that the welfare tradition has some significance in the practice of personnel management, for

38、 example, health schemes and creches for the children of employees.The next phase in the development was the emphasis on personnel administration. This amounted to support for management and was basically concerned with recruitment, discipline, time keeping, payment systems, training and keeping per

39、sonnel records. It came into its own in the period between the First and Second World Wars. The growth in the size of organizations is a factor to consider in connection with this development.After the Second World War and up to the 1950s personnel management incorporated a wider range of services,

40、including salary administration, basic training and advice on industrial relations, but the main focus was at the tactical rather than the strategic level. Again, increasing1 organizational size was notable in activating certain changes in industrial relations practices. For example, the movement fr

41、om collective bargaining at industry level to the level of the company was apparent, resulting in the advent of the industrial relations specialist within personnel management.The 1960s and 1970s saw a significant increase in the number of staff engaged in personnel work. This could be attributable

42、in part to an increase in the amount of employment legislation. However, the state of the economy had a part to play as well. In conditions of full employment, up to the early 1970s, there was evidence of much recruitment, selection, training and payment system activities in the practice of personne

43、l management. This was prompted to some extent by labour shortages, and was reflected in actions to retain skilled labour and increase the skill levels of the work-force.The approach to training was systematic and planned, heavily influenced by the establishment of the Training Boards, which exacted

44、 a training levy from industry and offered grants to companies that conducted training to acceptable standards. In turn this spawned a rapid growth in the number of training specialists within the personnel function. Related activities, such as performance appraisal (e.g. management by objectives) a

45、nd management development, also assumed importance, as did forecasting manpower needs (manpower planning).The prevalence of ideas and insights derived from behavioural science ought to be acknowledged as having a part to play as well. Also during this period the strength of the bargaining power of t

46、he trade unions at the work-place was conspicuous. The consequence of greater union influence was a substantial increase in the work load of the personnel specialists. The involvement of the personnel function in matters connected with industrial relations issues, and with productivity deals as well

47、, elevated its concern to some extent to matters of strategic significance to the organization, at a time when most of its activities could be considered as tactical in nature. The emphasis on industrial relations heralded a delicate role for the personnel specialist interacting with both management

48、 and workers. This signalled a need to develop negotiation skills and to learn more about various systems of remuneration, and there was a tendency to identify the personnel function with management.The 1980s saw personnel management entering the entrepreneurial phase, adapting itself to the market economy and enterprise culture. It was not uncommon to find senior personnel executives contributing to the d