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请输入您需要翻译的文本！求毕业论文外文翻译，关于中小企业人力资源的_学习帮助_英汉互译
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我只有15分，谢谢啦，急3000字左右，要中文和英文还有出处中华硕博网www.在企业的人力资源治理中，人力资源规划不仅具有先导性和战略性，在实施企业总体发展战略规划和目标的过程中也具有举足轻重的作用。当前，越来越多的中小企业人力资源规划的制定更是存在许多困惑和无奈。在知识经济条件下，人力资源对中小企业的发展具有举足轻重的作用。越来越多的中小企业主、企业治理层也逐渐熟悉到人力资源治理对企业发展的重要性，但对于人力资源规划的制定却始终存在许多困惑和无奈。“人力资源规划很简单，不就是些招聘、薪酬之类的内容，有时再加点儿培训方面的东西。”、“老总还在拍脑袋定战略，我又怎么搞得出规划”、“人力资源规划做了也没多大意义，计划没有变化快，到头来能兑现的也不过20%-30%”。以上便是许多中小企业HR们对于人力资源规划的看法。那么，究竟中小企业有没必要进行人力资源规划？怎样才能制定出科学的人力资源规划？首先让我们分析一下中小企业人力资源规划实施效果不尽理想的原因：对人力资源规划的熟悉不全面做好人力资源治理有三部曲：明确战略规划——人力资源规划——人力资源治理体系与具体的执行计划。企业的整体发展战略目标决定了人力资源规划的内容，而这些内容又为建立人力资源治理体系、制定具体的人员补充计划、人员使用计划、人员接替与晋升计划、教育培训计划、评估与激励计划、劳动关系计划、退休解聘计划等等提供了方向指引和依据。广义上的人力资源规划包含了所有这些具体内容，而决不仅仅“只是些招聘、薪酬之类的内容，有时再加点培训方面的东西”。人力资源规划是企业发展战略规划的重要组成部分，同时也是企业各项人力资源治理工作的基础和依据。而中小企业的治理者和HR们恰恰没有充分意识到这一点，从而在具体制定和实施过程中缺乏足够的重视，各级部门主管和直线经理也未能有效配合。公司战略目标不明确人力资源部门必须结合企业战略的实施予以人力资源的支持和保证。在人力资源开发与治理活动中，应以战略目标出发，以战略为指导，确保人力资源政策的正确性与有效性。因此，人力资源规划的前提是企业发展与企业战略首先要明晰，而后才能分解到人力资源方面，随后才会有人员需求计划、招聘计划、薪资福利计划等与之相配套。而中小企业一般缺乏较明确的发展战略，尤其在快速扩张阶段，往往涉足于不同的业务领域，其中不乏许多新兴产业。而这些新兴产业在研发、营销、治理、服务等各个环节没有成熟的经验可以借鉴，尤其是一些新开拓的项目，定岗定编工作不象传统业务那么成熟。因此在人力资源治理方面也不可能有明确的规划，只能是走一步，看一步。企业外部环境变化太快，不易规划市场发展变化速度很快，而行业尽管随市场变化而作规划，到年终目标达成率也不过20%-30%.如某IT公司是联想在某区域的大代理商之一。在年初，该公司的人力资源部根据公司的年度发展战略制定出了本年度公司的人力资源规划。但是在新的一年开始不到三个月的时间里，联想集团自身的战略、组织结构发生重大变化。于是作为供给链上的一个环节，该IT公司也必须随之调整整个公司的人力资源规划，根据要求重新进行公司的人员设置与编制，重新制定与之相关的一系列培训计划等。事实上，企业外部的政治、经济、法律、技术、文化等一系列因素一直处于动态的变化中，相应地就会引起企业内部的战略目标不断地变化，从而又会导致人力资源规划随之变化。缺乏人力资源规划的专门技术与人才目前，虽然许多中小企业成立了人力资源部，但在行使部门职能的时候，普遍存在一些问题，主要表现在：第一、整体素质不高，专业人员很少，专业知识储备不足，专业技能不够；第二、缺乏系统的职业培训；第三、许多人力资源工土生土长，没有受过良好的培训，没有经过正规大公司的熏陶，眼界不高。人力资源工作是一项非常独特的工作，对个人素质、领悟能力和学习能力要求都很高。而在这些综合因素中，有很多不是通过正规教育过程所能获得的。一位优秀的人力资源工不是靠认证也不是靠理论培养的，需要的是其对工作深刻体验和对社会的敏锐洞察。否则，单纯依靠原理、技术或数据处理的培训造就的人力资源工无异于纸上谈兵。鉴于人力资源开发与治理正在向中小企业渗透的现实，随着各家企业对人力资源工作熟悉和实践的不断加深，人力资源规划工作一定会在企业的发展过程中发挥出强大的推动作用。人力资源规划工作是组织可持续发展的保障，其重要性对于寻求发展壮大的中小企业尤为突出。而能否制定并有效实施人力资源规划并不取决于公司规模的大小，最关键的是依据公司的发展战略和经营治理特点制定出适合的政策。针对当前大多数中小企业的经营特点和工作当中面临的问题，我们提出以下几点建议：明确企业核心人力资源人力资源规划的起点是明确界定企业的核心竞争优势，也就是在企业的经营环境中，他的生存价值是什么？他保持竞争优势的资源是什么？籍此才能真正找到保持竞争能力的核心人力资源。核心人力资源是决定企业生存发展能力的关键因素，需要激励机制、教育培训、设计合适的职业生涯计划、不断的招聘才能确保核心人力资源群体量的扩充，质的提高，并能长期的驻留于企业。制定具有前瞻性的弹性人力资源规划所谓弹性人力资源规划，就是基于企业的核心竞争能力，重新评估并规划企业的人力资源，形成一个一般性的人力资源组合，以便在保证企业核心竞争优势需要的条件下，达到满足因外部经营环境变化导致的临时性人力需求的目标。具体而言，就是在评估现有人力资源存量和界定企业核心人力资源的基础上，制定预备性的支援人力规划，并做出相应的培训计划，其目标是在企业面临生产或服务能力扩张性机遇时，尽可能快地为核心人员配备中层支援人员，以提高组织的反应能力。随着知识经济时代的到来，中小企业面临的经营环境越来越无法猜测，布满变数又商机无限。人力资源规划必须适应企业经营治理的需要，保持一定的弹性，以免企业发生战略转移时出现人力资源僵化、失调而妨碍企业的发展。同时要进一步加强人力资源规划对人力资源治理活动的前瞻性、方向性和预见性功能。建立三维立体人力资源治理模式切实可行的人力资源规划一定是建立在内部充分沟通、相互协作基础之上的。根据中小企业人力资源治理的特点，建立一个在决策层、一线经理和人力资源治理部门之间科学分工协作的三维立体治理模式，将有助于人力资源战略规划的制定与实施。三维立体模式是指由决策层、人力资源治理部门、一线经理科学地分工负责人力资源治理的各项业务，并进行相应的协作。总的来说，决策层负责人力资源战略规划和支持人力资源部门、一线经理的人力资源工作；人力资源治理部门负责岗位分析、岗位评价等基础业务，并协助一线经理做好核心业务和协助决策层做好人力资源战略规划；一线经理负责在人力资源治理的核心业务中把持关键环节，并协助人力资源部门做好岗位分析和岗位评价等基础工作，以及协助决策层做好人力资源战略规划。Humanresourcesincorporategovernance,notonlyhasthehumanresourcesplanningandstrategicleaderintheimplementationofcorporatestrategicplanningandoveralldevelopmentobjectivesofthecoursealsohasavitalroleinthis.Atpresent,anincreasingnumberofSMEsinthedevelopmentofhumanresourcesplanningistherearealotofconfusionandhelplessness.Conditionsintheknowledge-basedeconomy,humanresourcesofsmallandmediumenterpriseshaveavitalroleindevelopment.Moreandmoresmallandmedium-sizedowners,corporategovernancehasbecomeaccustomedtothelevelofhumanresourcesmanagementontheimportanceofenterprisedevelopment,butforthedevelopmentofhumanresourcesplanningisalwaystherearealotofconfusionandhelplessness."Humanresourceplanningisverysimple,notthatmorerecruitment,remuneration,suchascontent,andsometimescombinedwithsometrainingthings.","CEOsarestillrackingtheirbrainssetstrategy,howcanImakeaplanning","humanresourceplanninghasnotdoneverymuchsense,doesnotchangeplansquickly,theendofthedaycanbehonoredonly20%-30%."HRismorethanmanysmallandmediumenterprisesaretheviewsofhumanresourcesplanning.So,howsmallandmediumenterpriseshavenoneedforhumanresourceplanning?Howcanweworkoutascientifichumanresourceplanning?Firstofall,letustakealookattheimplementationofsmallandmedium-sizedeffectofhumanresourceplanningarenotidealbecause:HumanresourceplanningisnotfullyfamiliarwithDoagoodjobinhumanresourcesmanagementarethetrilogy:aclearstrategicplanning-humanresourcesplanning-humanresourcesmanagementsystemandspecificimplementationplan.Corporatestrategicobjectivesoftheoveralldevelopmentofhumanresourcesplanningdeterminesthecontent,andthesecontentsfortheestablishmentofhumanresourcesmanagementsystem,developspecificplanstoaddstaff,theuseofplans,personnelandpromotionplantosucceed,educationandtrainingplan,assessmentandincentiveplan,laborrelations,retirementplanterminationtoprovidethedirectionandinaccordancewiththeguidelines.Abroadsenseofhumanresourceplanningincludesallofthesespecificcontent,andnotmerely"justmoreofrecruitment,remuneration,suchascontent,sometimescoupledwiththetrainingpointofthings."Humanresourceplanningisthedevelopmentofstrategicplanninganimportantcomponentoftheenterprisebutalsothehumanresourcesmanagementofthefoundationandbasis.Andthemanagementofsmallandmedium-sizedandHRarenotfullyawareofpreciselythispoint,sothatthespecificprocessoftheformulationandimplementationofalackofsufficientattention,atalllevelsofdepartmentheadsandlinemanagerscannoteffectivelycopewith.ThestrategicobjectivesofthecompanyisnotclearHumanResourcesDepartmentmustbecombinedwiththeimplementationofcorporatestrategytohumanresourcessupportandguarantees.Inhumanresourcesdevelopmentandgovernanceactivities,strategicobjectivesshouldbetothestrategicguidanceofhumanresourcespoliciestoensuretheaccuracyandeffectiveness.Therefore,humanresourceplanningisaprerequisiteforenterprisedevelopmentandcorporatestrategyclearfirst,andthencanbedecomposedintohumanresources,thendemandwillhaveplans,recruitmentplans,payrollandotherwelfareplanwithmatching.Andsmallandmedium-sizedgenerallackofacleardevelopmentstrategy,particularlyintherapidexpansionphase,areofteninvolvedindifferentbusinessareas,includinginmanyemergingindustries.ThesenewindustriesinR&D,marketing,management,andserviceallaspectsoftheexperiencedoesnotmatureforreference,especiallytoopenupsomenewprojects,settingaquotaofworkpostsandnotasmatureastraditionalbusiness.Therefore,inhumanresourcesmanagementcannothaveaclearplan,canonlygoonestepfurtherandlookforward.Changesintheexternalenvironmentcompanytoofast,notplanningChangesinthedevelopmentofthemarketveryquickly,andwiththemarketdespitechangesintheindustrytomakeplans,toreacharateofyear-endtargetof20%-30%,however.IfanITcompanyisaregionalassociationinoneofthemajoragents.Inthebeginningoftheyear,thecompany'sHumanResourcesDepartmentinaccordancewiththecompany'sannualdevelopmentstrategythisyeartodevelopthecompany'shumanresourcesplanning.Butinthenewyearbeganlessthanthreemonths,theLenovoGroup'sownstrategy,thesignificantchangesinorganizationalstructure.SothesupplychainasapartoftheITcompaniesneedtobeadjustedthroughoutthecompany'shumanresourcesplanning,inaccordancewiththerequirementsofanewcompanysetupwiththeestablishment,re-enactaseriesofrelatedtrainingprograms.Infact,theexternalpolitical,economic,legal,technical,culturalandotherfactorshasbeenaseriesofdynamicchanges,willcauseacorrespondingstrategicobjectivesoftheenterpriseconstantlychanging,whichinturnmayleadtosubsequentchangesinhumanresourceplanning.LackofhumanresourcesplanningandpersonnelexpertiseAtpresent,althoughmanysmallandmedium-sizedsetupaHumanResourcesDepartment,butthefunctionsofthedepartmentsresponsibleintheexercise,theprevalenceofsomeproblems,mainlyreflectedin:first,theoverallqualityisnothigh,veryfewprofessionals,lackofexpertisereserves,lackSecond,thelackofvocathird,whowasbornandraisedanumberofhumanresourceswork,donothavegoodtraining,noformalinfluenceoflargecorporations,lowvision.Humanresourcesisaveryuniquework,personalqualities,understandtherequirementsandhaveahighlearningability.Ofthesefactors,therearemanyratherthanthroughtheprocessofformaleducationavailable.Anoutstandingworkofhumanresourcesdoesnotdependoncertificationbythetheoryofcultureisnot,andneedistheworkofitsdeepexperienceandakeeninsightintothecommunity.Otherwise,continuetorelysolelyontheprincipleofdataprocessingtechnologyorthetrainingofhumanresourcestocreateworksinthesamepaper.Inviewofhumanresourcedevelopmentandgovernancearetopenetratetherealitiesofsmallandmedium-sized,withthevariousenterprisesarefamiliarwiththeworkofhumanresourcesandincreasingpractice,humanresourceplanningwillbeinthedevelopmentofenterprisesplayapowerfulroleinpromoting.Humanresourcesplanningistoorganizetheprotectionofsustainabledevelopment,theimportanceofseekingdevelopmentandgrowth,particularlyinthesmallandmediumenterprises.Andwhetherthedevelopmentandeffectiveimplementationofhumanresourcesplanningdoesnotdependonthesizeofthecompany,themostcriticalisbasedonthecompany'sdevelopmentstrategyandoperatingcharacteristicsofthedevelopmentofsuitablemanagementpolicies.Mostofthecurrentcharacteristicsandtheoperationoftheseenterprisesarefacingtheproblemofwork,weproposethefollowingrecommendations:ClearcoreofhumanresourcesThestartingpointforhumanresourcesplanningistoclearlydefinethecompany'scorecompetitiveadvantages,thatis,thebusinessenvironmentintheenterprise,heisthesurvivalvalue?Hisresourcestomaintainacompetitiveadvantageforthat?Takeinordertomaintainitscompetitiveedgetofindtherealcoreofhumanresources.Thecoreofhumanresourcesistodeterminethesurvivalanddevelopmentofenterprisekeyfactors,theneedforincentives,educationandtraining,designanappropriatecareerplan,andcontinuouslytoensurethattherecruitmentofthecoregroupofhumanresourcescapacityexpansion,qualityimprovement,andlong-termpresenceintheenterprise.Flexibilitytodevelopforward-lookinghumanresourcesplanningTheso-calledflexibilityofhumanresourceplanning,isbasedonthecorecompetitivenessofenterprises,re-evaluationandplanningofhumanresourcesinenterprises,andformageneralcombinationofhumanresourcesinordertoensurethattheneedsofenterprise'scorecompetitiveadvantageoftheconditionstomeetthedemandsarisingfromtheexternalbusinessenvironmentcausedbytemporarychangesinhumanneeds.Inparticular,intheassessmentoftheexistingstockofhumanresourcesanddefinetheircorehumanresourcesonthebasisofpreparatorysupportthedevelopmentofmanpowerplanningandtrainingprogramsaccordingly,anditsgoalistheproductionorserviceenterprisesarefacingcapacityexpansionofopportunities,assoonaspossible,withmiddle-levelofficersatthecoresupportstafftoenhancetheorganizationsabilitytorespond.Withtheadventoftheeraofknowledgeeconomy,SMEsarefacingagrowingbusinessenvironmentcannotguess,isfilledwithvariablesandbusinessopportunities.Humanresourcesplanningmustadapttotheneedsofenterprisegovernance,maintainingacertaindegreeofflexibilityinordertoavoidthetransferofthebusinessstrategyofhumanresourceswhenrigid,dysfunctionalandhinderthedevelopmentofenterprises.Atthesametimetofurtherstrengthenthehumanresourceplanninghumanresourcemanagementactivitiesoftheforward-looking,functionaldirectionandpredictability.Theestablishmentofthree-dimensionalmodelofhumanresourcemanagementPracticalhumanresourcesplanningmustbebasedoninternalcommunication,thebasisofmutualcooperation.Accordingtohumanresourcesmanagementofsmallandmedium-sizedfeatures,thecreationofalayerinthedecision-making,first-linemanagersandhumanresourcesmanagementincollaborationbetweenthescientificdivisionofthethree-dimensionalmodelofgovernance,humanresourceswillcontributetotheformulationofstrategicplanningandimplementation.Three-dimensionalmodel,isdefinedasdecision-making,humanresourcemanagementdepartments,first-linemanagerisresponsibleforthescientificdivisionoflaborandhumanresourcesmanagementofthebusiness,andthecorrespondingcollaboration.Ingeneral,thedecision-makinglevelresponsibleforstrategicplanningandhumanresourcestosupporttheHumanResourcesDepartment,linemanager,humanresourcesmanagementdepartmentisresponsibleforjobanalysis,jobevaluationandotherinfrastructureservices,andtoassistfront-linemanagersdoagoodjobinthecorebusinessandtohelpdecision-makingtodoagoodjobofhumanresourfirst-linemanagersresponsibleformanagementofhumanresourcesinthecorebusinessinthekeylinktohold,andtoassistHumanResourcesDepartmenttodoagoodjobanalysisandjobevaluationofpostsandotherinfrastructure,aswellastoassistdecision-makingtodoagoodjobofhumanresourcesstrategicplanning.热心网友回答时间：
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淘豆网网友近日为您收集整理了关于人力资源管理 毕业论文 英文 外文翻译 人力资源管理的战略作用的文档，希望对您的工作和学习有所帮助。以下是文档介绍：附录A.外文翻译-原文部分TheStrategicRoleofHumanResourceManagementTyson,S出处:web/215.htm1.HumanResourceManagementatWorkWhatIsHumanResourceManagementTounderstandwhathumanresourcemanagementis,weshouldfirstreviewwhatmanagersdo.Mostexpertsagreethattherearefivebasicfunctionsallmanagersperform'anizing,staffing,leading,andcontrolling.Intotal,thesefunctionsrepresentthemanagementprocess.Someofthespecificactivitiesinvolvedineachfunctioninclude:Planning:Establishdevelopidevelopingplansandforecasting—anizing:Givingeachsuboestdelegatingautcoordinatingtheworkofsubordinates.Staffing:Decidingwhattypeorecruitingetraininganddevelopingemployees.Leading:Gettingomotivatingsubordinates.Controlling:Settingstandardssuchassalesquotas,qualitystandards,partakingcorrectiveactionasneeded.Inthisbook,wearegoingtofocusononeofthesefunctions:thestaffing,personnelmanagement,or(asit'susuallycalledtoday)humanresource(HR)managementfunction.Humanresourcemanagementreferstothepracticesandpoliciesyouneedtocarryoutthepeopleorpersonnelaspectsofyourmanagementjob.Theseinclude:Conductingjobanalyses(determiningthenatureofeachemployee'sjob)PlanninglaborneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployeesManagingWagesandSalaries(pensateemployees)ProvidingincentivesandbenefitsAppraisingperformanceWhyIsHRManagementImportanttoAllManagersWhyaretheseconceptsandtechniquesimportanttoallmanagers?Perhapsit'seasiertoanswerthisbylistingsomeofthepersonnelmistakesyoudon'twanttomakewhilemanaging.Forexample,youdon'twant:anizationToallowalackoftrainingtoundermineyourdepartment'mitanyunfairlaborpracticesCarefullystudyingthisbookcanhelpyouavoidmistakeslikethese.Moreimportant,itcanhelpensurethatyougetresults—throughothers.Rememberthatyoucoulddoeverythingelserightasamanager—laybrilliantplans,anizationcharts,setupmodernassemblylines,ountingcontrols—butstillfailasamanagerbyhiringthewrongpeopleorbynotmotivatingsubordinates,forinstance).Ontheotherhand,manymanagers-whetherpresidents,generals,governors,orsupervisors-anization,orcontrols.essfulbecausetheyhadtheknackforhiringtherightpeoplefortherightjobsandmotivating,appraising,anddevelopingthem.Rememberasyoureadthisbookthatgettingresultsisthebottomlineofmanagingandthat,asamanager,panypresidentsummedup:&Formanyyearsithasbeensaidthatcapitalisthebottleneckforadevelopingindustry.Idon'tthinkthisanylongerholdstrue.Ithinkit'pany'sinabilitytorecruitandmaintainagoodworkforcethatdoesconstitutethebottleneckforproduction.Idon'tknowofanymajorprojectbackedbygoodideas,vigor,andenthusiasmthathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausethe1播放器加载中，请稍候...
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附录A.外文翻译-原文部分TheStrategicRoleofHumanResourceManagementTyson,S出处:web/215.htm1.HumanResourceManagementatWorkWhatIsHumanResourceManagementTounderstandwhathumanresourcemanagementis,weshouldfirstreviewwhatmanagersdo.Mostexpertsagreethattherearefivebasicfunctionsallmanagersperform'anizing,staffing,leading,andcontrolling.Intotal,thesefunctionsrepresentthemanagementprocess.Someofthespecificactivitiesinvolvedineachfunctioninclude:Planning:Establishdevelopidevelopingplansandforecasting—anizing:Givingeachsuboestdelegatingautcoordinatingtheworkofsubordinates.Staffing:Decidingwhattypeorecruitingetraininganddevelopingemployees.Leading:Gettingomotivatingsubordinates.Controlling:Settingstandardssuchassalesquotas,quali...
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