人手必备英文资料

1.HRM=Human Resource Manager.人力资源经理

HRM 是human resource management的缩写，是指人力资源管理（也叫HR管理）

HR-Human Resource人力资源,目标是让企业HR更好地进行人力资源的发展和规划。系统重点是实现人力资源部门在员工素质管理、薪资管理、绩效考核等方面的需求。

2.HRD=Human Resource Development人力资源开发

HRD是Human Resource Development人力资源开发的缩写,是20世纪80年代兴起的旨在提升组织人力资源质量的管理战略和活动。

3.CHO=ChiefHumanResourceOfficer首席人力资源官

CHO是首席人力资源官，或分管人力资源的副总（不是人力资源总监，人力资源总监是HRDirector）CHO，是现代公司中最重要、最有价值的顶尖管理职位之一，CEO（ChiefExecutiveOfficer）的战略伙伴、核心决策层的重要成员。作为一名CHO，必须从战略高度努力构建高效实用的人力资源管理系统，成功进行人才选拔，建立科学的考核与激励机制，最大限度地激发人才潜能，创建优秀团队，塑造卓越的企业文化，推动组织变革与创新，最终实现组织的持续发展。

无敌英语英语，一本通吃，从高中一直使用到研究生都够用，你不需要掌握特别难得语法，一般的高中英语语法就够用了，或者购买新东方张满胜老师的英语语法新思维初中高一样好用。

买《英语语法实践指南》吧，第7版本 这书学语法不错，高中时英语老师让我们必须每人人手一本

薄冰英语语法，很好的语法书，深入浅出，讲得很明白。

人力资源是指人所具有的对价值创造起贡献作用并且能够被组织所利用的体力和脑力的总和。是指总人口在经济上可供利用的最高人口数量，或指具有劳动能力的人口。包括就业人口、失业人口、就学人口、家务劳动人口和军事人口。前两部分人口合计为经济活动人口，亦即现实的社会劳动力；后3部分人口是潜在人力资源，虽具备劳动能力，但尚未成为社会劳动力。劳动力来自人力资源，而人力资源来自人口的部分阶层。 人力资源的特点：具有一定的时效性（其开发和利用受时间限制）、能动性（不仅为被开发和被利用的对象，且具有自我开发的能力）、两重性、连续性、再生性、社会性和消耗性。 人力资源的数量为具有劳动能力的人口数量，其质量指经济活动人口具有的体质、文化知识和劳动技能水平。一定数量的人力资源是社会生产的必要的先决条件。一般说来，充足的人力资源有利于生产的发展，但其数量要与物质资料的生产相适应，若超过物质资料的生产，不仅消耗了大量新增的产品，且多余的人力也无法就业，对社会经济的发展反而产生不利影响。在现代科学技术飞跃发展的情况下，经济发展主要靠经济活动人口素质的提高，随着生产中广泛应用现代科学技术，人力资源的质量在经济发展中将起着愈来愈重要的作用Human resources are the people with the means of creating value from the contributions of organizations and can be used by the physical and mental combined. Refers to the total population in the economic availability of the maximum size of the population, have the ability to work or that of the population. Including employment, unemployment, school population, domestic labour force and military population. The first two parts of the population as a whole economically active population, which is the reality of society's labor force; three parts of the population is a potential human resources, though with the ability to work, but has not yet become a social labor. Labor from the human resources and human resources from some sectors of the population. Human resources characteristics: a certain limitation of (the development and use of the time limit), initiative (not only for the development and exploitation of the object, and the ability of self-development), duality, continuity, regeneration, social and expendable. The number of human resources with the ability to work for the size of the population, its quality is that the economically active population of physical, and cultural knowledge and work skills level. Human resources are a number of social production of the necessary prerequisites. Generally speaking, adequate human resources to the development of production, but the volume of production and material information line, if material information over the production, not only consumed a great deal of new products and extra manpower can not employment, on the socio-economic development have an adverse impact on the contrary. Modern science and technology leap in the development of the situation, the economic development mainly relies on the quality of the economically active population increased, with the production of wider application of modern science and technology, the quality of human resources in the economic development will play a more important role

注意！楼上的这个英文文献是google译的，不顺。。。 resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.FeaturesIts features include:Personnel administration Personnel management Manpower management Industrial management[2][3] But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even industrial relations and employee relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in companies.The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.[5]Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49).While Miller (1987) suggests that HRM relates to:".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352).Academic theoryThe goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989).The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial engineering, industrial and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management.One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]Strategic business partner Change agent Employee champion Administration However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7]Critical Academic TheoryPostmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation (Modernism).Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management.Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship.Business practiceHuman resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments.Workforce planning Recruitment (sometimes separated into attraction and selection) Induction and Orientation Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal CareersThe sort of careers available in HRM are varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often conducted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.Professional organizationsProfessional organizations in HRM include the Society for Human Resource Management, the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) and the International Personnel Management Association of Canada (IPMA-Canada).Management Association of Nepal [MAN]人力资源管理，是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，个中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集资讯渠道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。发展简史在现实世界不同的国家人力资源的发展情况以及历史都不同。一般说来，人力资源的学术界发展经历了：人事管理（Personnel Management），人力资源管理（Human Resource Management）到现在新近兴起的人力资本管理（Human Capital Management）。其只要不同即在于公司和企业对待职员的理念的变化和发展。在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。 在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等¨。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。 在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。 主要职能人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。人员招募：人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。培训及开发：培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。主要的技术及手段有：培训 在岗培训 轮岗 员工继续教育计划 辅导，训导薪酬；福利管理：人力资源管理的内外部条件人力资源管理的外部条件劳动法规 劳动力市场 当地文化 人力资源管理的内部条件企业经营战略 国际化程度 人力资源部的组织设置有以下三种方式：职能型组织设置 人力规划 人力购得 培训与进修 工资和薪水 社会事业 对象型组织设置 技术类员工 管理类员工 领导层 受培训者 混合模式