人力资源管理专业英语翻译张子源.docx

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1、人力资源管理专业英语翻译张子源human resource management refers to the management of people in an organization人力资源管理指在一个组织中人的管理human resource management in canada by dessler et al人力资源管理在加拿大由德斯勒以及其他人第三单元external supply The external supply of potential employees avaliable to the organization needs to be estimated外部供应

2、 对于组织可利用的外部潜力员工需要评估extensive use of government labor force populationestimates,trends in the industry,and many more complex and interrelated factors must be considerred广泛利用*劳动力人口估计，行业发展趋势，以及许多更加复杂和相互关联的的因素必须予以考虑;net migration into and out of the area净移民的流入和流出individuals entering and leaving the work

3、force进入和留下劳工的个体individuals graduating fromschools and colleges学校和大学毕业生的个人changing workforce composition and pattern改变劳动力的构成和模式economic forecasts for the next few years未来几年的经济预测technological developments and shifts技术的发展和转变actions of competing employers竞争的雇主的行为government regulations and pressures*法规和压

4、力factors affecting persons entering and leaving the workforce影响人进入和离开工作的因素第四章at the college or university level,the recruitment of students is a significant sourcefor entry-level professional and employees在学院或者大学水平，学生的招聘是一个重要的来源面向最低等级专业和雇员most colleges or universities maintain career placement offic

5、es in which employees and applicants can meet大多数学院或者大学保持雇员和申请人能见面的事业就业辅导处college recruiting can be expensive;therefore,an organization should determine if the jobs it is trying to fill really require persons with college degrees高校招聘可能的是昂贵的 ；因此，组织应确定是否它在试图填补的工作真的需要有大学学位的人可能是昂贵;a great number of jobs

6、do not ;yet many employers insist on filling them with college graduates. the result may be that they get such employees that must be paid more and more are likely to leave if the jobs are not sufficiently challenge许多工作不需要大学学历,然而许多雇主坚持要求填写具有大专以上毕业生. 其结果可能是,他们得到此类高新雇员,如果工作没有不充分挑战他们可能离开第四单元good traini

7、ng will not make up for bad selection when the right people with appropriate capabilities are not selected for jobs,later employers have difficulty trying to train these individuals良好的培训将不弥补坏选择当有合适的能力的合适的人们不是为工作选择的时，过后雇主很难努力训练这些个人hire hard,manage easythe amount of time and effort spent in selecting

8、the right people for jobs may make managing them as employees much less difficult because many problems will be eliminated聘请硬，容易管理.在选择给工作的合适人方面花费的时间和精力的数量可能使管理作为不那么难雇员的他们因为很多问题将被消除第五单元halo effect光环效应interviewers should try to avoid the halo effect ,which occurs when an interviewer allows a prominent

9、 characteristic to overshadow other evidence .the halo effect is present if aninterviewerlets a candidatws accomplishments in athletics overshadow other characteristics ,which leads the interviewer to hire the application because athletes make good salespeople .devils horns (a reverse halo effect),s

10、uch as inappropriate dress or a low grade point average,may affect an interviewer as well面试官应尽量避免光环效应，这时,会出现一个突出的特点,面试官可以掩盖了其他证据。光环效应存在一采访者让一候选人成就在体育遮蔽其他特性如果，使采访者租用敷用因为运动员打好售货员。魔鬼的角(一个反面光环效应)，例如平均不适当的衣服或者一个低的成绩总分，也可以影响一个采访者第六单元training is a very important priority for us .training and developing our

11、 people is a strate gic focus .it can not be over emphasized训练是对于我们的非常重要的优先权。训练和发展我们的人是 一个战略性焦点，它不能被过于强调as organization compete and change,training and development become even more critical than before.employees must be trained and developed continually in order to maintain and update their capabili

12、ties;managers must have training and development to enhance their leadership skills and abilities .as a brief review of terms,training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs当组织竞争并且改变时，训练,发展变得比以前关键。为了保持并且不断改进他

13、们的能力，雇员必须被连续训练并且发展；经理必须有训练和发展提高他们的领导技能和能力。作为一个简短的审查条款，培训涉及转移到他们的学习与工作的知识或技能的某些领域专家，改善其当前的作业development is a broad,ongoing set of activities (training activities among them)to bring or an organization up to another threshold of performance ,ofen to perform some job or new role in the future发展是一套广泛的，正

14、在进行的活动，把某人或某一个组织到另一个门槛，经常执行一些工作，或在未来的新角色organization analyses组织分析training needs can be diagnosed through organizational analyses.an important part of organization stragic hr planning is the identification of the knowledge,skills and abilities (ksas)that will be needed in the future as both jobs and

15、the organization change.both internal and external forces will influence training and must be considered when doing organization analyses训练需求，可以通过组织分析诊断。鉴定知识、 技能和能力 (ksas)，将在未来工作以及组织变革需要组织集聚人力资源规划的重要组成部分。内部和外部势力将会影响训练和当做组织分析时，必须考虑one importance source for organizational analyses comes from various o

16、perational measures of organizational performance on a continuing basis,detailed analyses of HR data reveal training weaknessesdepartments or areas with high turnover ,high absenteeism,low performance,or other deficiencies can be pinpointed一个组织分析的重要源来自机构化的性能的各种各样的操作的措施在一个继续的基础上，详述分析本垒打数据显示训练弱点部门或者有高

17、的营业额，高的缺勤，低的性能或者其他缺乏的地区可以被准确指出第七单元comparative methods比较方法comparative methods require that managers directly compare the performance of their employees against one anther for example ,a dada-entry operators performance would be compared with that of another data-entry operators by the computing super

18、visor .comparative methods include ranking and forced distribution比较的方法，要求管理人员直接比较其雇员的对彼此表现。例如，一个数据录入员的表现是计算机主管对进行比较计算监督员另一个数据录入员.比较的方法，包括排名和强迫分布ranking lists all employeees from the highest to the lowest in performance the primary drawback of the ranking method is that the size of the differences a

19、mong individuals is not well definedfor example ,the performance of individuals ranked second and third may differ little ,but performance between those third and fourth differs a great deal.this drawback can be overcome to some extent by assigning points to indicate the size of the gaps .ranking me

20、ans someone must be the last, which ignores the possibility that the last-ranked individual in one group might be equal to the top employee in a different group 排名列出所有员工从最高在性能上的最低水平排名方法的主要缺点是，个人之间的差异的大小是没有很好地界定例如，个人的表现排名第二和第三的可能差异不大，但第三和第四之间的性能相差很大。分配点，表明差距的大小在一定程度上，这个缺点是可以克服的。排名意味着有人必须是最后一个，忽略的可能性，

21、即在一组的最后排名个人可能等于在不同的组顶部雇员排名列出所有雇员从最高到最低的性能排序方法的主要缺点是个人之间的差异的大小不是定义好例如，排名第二和第三个人的性能可能会有所不同很少，但性能之间那些第三和第四个不同了很多。通过指定点以表示空白的大小是可以在某种程度上克服这个缺点。排名意味着有人必须是最后一次，而忽略了在一个组中排名最后的个人可能是等于在不同的组中的顶尖员工的可能性分级列表所有雇员从最高最低在表现等第方法的主要缺点是区别的大小在个体中的不是明确定义的例如，其次排列的个体表现和第三也许少许不同，但表现在那些第三之间和第四非常不同。正在翻译，请等待. 列出所有雇员排名最高的,在最低的业

22、绩正在翻译，请等待. 名次排列表全部雇员从高到在性能方面的最低的这种排列法的主要不利是在个人中的差别的大小不明确例如，这次表现的个人位居第二和3 几乎不不同可能，但是在那些第3 和第四之间的性能不同很多。这个不利可以在某种程度上通过指派点注明缺口的大小被克服。排名表明某人一定是最后一个，这忽视可能性即最后排列个别在一组可以等于在一不同的组的最高的雇员forced distribution is simolar to grading on a curve .the rater is asked to rate employeeson the basis of some organizationa

23、lly determined,preexisting distribution of categories.for example,a professor may decide ahead of time that the top 10 percent of scores on the next test will receive an A,the next 20 percent will receive a B ,the middle 40 percent will get a C,and so on ,until the botton 10 percent receive an F迫使的分配类似于在一条曲线上分级。估价者被要求评价雇员根据一些组织上确定，先在种类的分配。例如，一位教授可能提前决定前10的下一次考试得分将收到A，下一个20将收到B，中间40将得到C，等等，直到botton 10收到F