hr英文(求HR人力資源管理英文材料)

1.求HR（人力資源管理）英文材料

.; (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. Features Its features include..Human 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&quot.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 theory The 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 Theory Postmodernism 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 practice Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR 。

2.有關HR英文的介紹 我們的presentation要做啊 急用

Key functions of HR

Human Resources may set strategies and develop policies, standards, systems, and processes that implement these strategies in a whole range of areas. The following are typical of a wide range of organizations:

Maintaining awareness of and compliance with local, state and federal labor laws

Recruitment, selection, and on boarding (resourcing)

Employee record-keeping and confidentiality

Organizational design and development

Business transformation and change management

Performance, conduct and behavior management

Industrial and employee relations

Human resources (workforce) analysis and workforce personnel data management

Compensation and employee benefit management

Training and development (learning management)

Employee motivation and morale-building (employee retention and loyalty)

3.最近在做事業(yè)部人事支持,想具體了解HR BP的工作職責,找到一篇

工作目標：

一般監(jiān)督下開展工作，并按照有關政策和程序，活動的過程和實施相關政策，如薪酬和福利，人員編制和終端，員工培訓與發(fā)展，組織發(fā)展，委托管理，員工在指定的作業(yè)面積（S）關系，支持服務交付，標準，時間表和遵守法律的單位目標的成就。跟蹤政府勞工需求的發(fā)展和向上級報告的變化，可能會影響現(xiàn)有的政策/程序。

主要職責：

1.Organization發(fā)展：監(jiān)督的過程中不斷更新的數據庫，包括組織/員工運動公布的組織結構和員工型材。評估現(xiàn)有的就業(yè)崗位，初級水平和EW的立場，以確保在適當的組織水平的內部公平。鞏固總人數的發(fā)展數據，以確保商定的人數規(guī)劃是堅持和警報管理的任何偏差。

2.Staffing和終止：協(xié)調與有關管理人員，并按照商定的程序，以填補初級/臨時空缺。最初來源的就業(yè)/獵頭機構，根據商定的標準。準備和協(xié)調招新的定居活動，包括起草到達通知，員工培訓方案，以促進新入職的解決和工作啟動。繼續(xù)終止程序，以確保順利分離，包括鞏固員工流失率統(tǒng)計，以支持員工保留政策/計劃的準備。

3.Compensation和優(yōu)點：源和屏幕福利服務提供商和分析檢討其服務，以支持對他們的服務交付反饋。員工福利計劃的解釋。準備參加在選定的C&B調查和對調查結果進行初步分析，以支持對薪酬調整的建議，確定公司在市場競爭力的薪酬數據。跟蹤和更新的重要的經濟預測，如消費物價指數，失業(yè)率，GDP，支持的C&B方案的修改和每年的薪酬調整的建議。流程的準確薪金，并及時登記銀行，以滿足界定薪金發(fā)行日期。

4.Employee培訓和發(fā)展：組織培訓計劃的時間表，以確保交付和出席，其中包括改變/修改/改進程序，時間表的建議，以確保在組織培訓活動的有效性和效率。整合培訓評估數據，以備培訓供應商的選擇和培訓需求分析。

4.我想做一名hr的英語作文

In the initial days, my occupation planning and dream in life is to become a writer, and now the company, now work is my only the tools of the trade and collection of material springboard. In an instant, 10 years has passed, my writer's life dream has shriveled yellow like rotting apple more, but another dream as the stars in the sky shining: I want to be a good HR.I want to be a good HR. When I was in the executive office work, I found that completes the innumerable petty things can bring help and happiness to people, and the little things, the personnel involved of the need for more professional, attentive, patience and enthusiasm.I want to be a good HR. In the preparation of the human resources department, my initial understanding of several major modules of human resource, and salary, training, human resources information system module based combat exercises, it is my very busy and full years. Remember to cry and shed bitter tears once in huadengchushang night is unable to let the leadership satisfactory solutions, remember frequently shuttle in the social insurance bureau, bureau of unemployment, training center, for each employee to solve small but practical problems related to the vital interests of, look at colleagues to solve the problem or breathed sighs of relief, or be jubilant, or grateful eyes, heart warm, let me feel the meaning and value of HR.I want to be a good HR. When you really as a HR in the enterprise work, I also worked for what is suitable for their own development path, several modules which one should be their own efforts direction. Don't stop listening training, experience, and peer exchange, but for their own development path or ignorant, or hesitation, or hesitate.I want to be a good HR. Reality didn't leave me a choice. I left the HR position. Perhaps it is "I do not know the true face of Mount Lu, just because in the mountains", the new post view lets me have the opportunity to re observe the original human resources department colleagues, suddenly aware of many of the original human resources department was aware of the problem: the development of the system must be based on understanding of the working process of the system; the implementation of important is that executives to understand a system and the human resources department and the business department of communication; information and data of human resource based on the importance of improving the efficiency and value of the work of human resources. I also find that, the original HR is everywhere, although not in HR's work, but the work I is still part of the work involved HR (I now engaged in the party and the propaganda work, more HR is related to employee relations and training aspects of the business, including the staff management, let me first the real from the manager's point of view to re-examine the HR work).I want to be a good HR. Although I am not in the HR position. I will continue to study the various aspects of HR knowledge to enrich themselves, will explore the political work and employee relationship integration and combination, and training in the process of establishment of a system of political work can play the role and the practical work to do.I want to be a good HR. I'll try to do. Maybe one day, life of serendipity will take me back to the HR job, hope that one day I can play a real professional level and higher value, to help more people and let them work, happy life.。

5.人力資源部經理的英文

英文：human resources manager 簡稱：HR manager

人力資源經理，人力資源部門工作的管理者。 原來叫人事經理。他們之間最大的區(qū)別就在于人力資源經理重在開發(fā)人力資源，而人事經理重在使用人力資源。 人力資源與傳統(tǒng)的自然資源不同，屬于無限開發(fā)資源；當然，光使用不開發(fā)，也會枯竭的——這正是當今企業(yè)都將人事部的牌子拿下，換上人力資源部的原因所在。 人力資源經理：計劃、指導和協(xié)調機構的人事活動，確保人力資源合理利用，管理理賠、人事策略和招聘等。

擴展資料：

“人力資源部”的概念是在上世紀末從美國引入的，在此之前，我國企業(yè)中的人事管理部門叫人事部。 人力資源部是對企業(yè)中各類人員形成的資源（即把人作為資源）進行管理的部門。

參考資料：搜狗百科-人力資源經理

6.如何開展企業(yè)英語培訓計劃

M廣州黃明堅 主題討論： 管理類、技術類、銷售類等學習是我們在企業(yè)中常見的學習課程和形式，現(xiàn)在隨著公司發(fā)展，經常有需要與外籍人士交流，但是大家英語水平都不咋地，交流有困難，老板提出想開展一些關于英語學習或者英語學習的活動。請問，各位M：您所在的企業(yè)有沒有開展過英語學習的活動？是怎么開展的？效果如何？各位T：作為講師，您對于企業(yè)開展英語學習或者學習有什么心得及建議？各位S：對于開展英語學習，您有什么想法？請1、、、順序發(fā)言，0字以上。謝謝！ST合肥陳培松 1、一般來說，英語和計算機都屬于技能。多練練，并堅持就容易上路了。如果有條件，找?guī)讉€老外舉辦一些沙龍，還是很不錯的。我以前參加過，氛圍很好。S鄭州崔穎穎 、可以安排定期的英語角，比如晚上-10點，在某個地方，大家都用英語互相交流。噢 對了 我現(xiàn)在學的ABC夫下英語的助教說過 如果要學好英語是很容易的 必須要有一個好的學習空間與實習口語對象 重點就是老師教學經驗 標準口音非常重要，保持逐日口語學習，1&1家教式教學就有非常.好.的學習成果..完成課堂后記得重復溫習課程錄音音頻 把所學知識融會貫通 不過實在沒有人可以指導，最好能上 VOA或滬江拿到課余學習材料閱讀，多說、多練、多問、多聽、多讀，不知不覺的語境就提升起來 學習效益是必定最佳的；M深圳劉國鋒 、有舉辦過，當時是一位意大利的設計師過來，當時是一種交流的方式，要求有一個場景對話，如果英語表達不對的話，要求學員教老師一句成語并解釋意思，學習效率、實用性高，氛圍很好！S廣州毛斌紅 、現(xiàn)在有很多針對基礎的英語訓練營，既然可以有新員工訓練營，我覺得也可以考慮這樣的英語訓練營。M深圳蘆娟娟 、深圳廣州一帶有TOSMAST（頭馬）演講英文俱樂部，有標準的科學的流程，每周一次聚會，旨在提高溝通力及領導力，英語能力。偶旁觀過一次。有興趣的朋友可以去了解觀摩學習。上網就可以找到 在上家單位時，有臺灣籍同事每周給英語愛好者進行英語角學習，還有作業(yè)布置，英語演講比賽等。近三年沒有參加了。M深圳方思琪 、補充娟娟的建議，Toastmasters（頭馬）演講俱樂部，遍布世界各地，旨在提高演講技巧及領導力，通用的是英語演講及點評方式進行。有標準的科學的流程和競爭激勵機制，在輕松的環(huán)境下學習英語。有興趣的朋友可以去了解觀摩學習。T廣州侯熙儒 、做英語學習和英語角并不難，關鍵是吸取經驗，并且要有管理。我把自己之前在企業(yè)組織英語學習的經驗用PDCA的理論簡單總結如下：①、P環(huán)節(jié)： 有要精心的準備，比如提前要確定好主題、組織者、檢查者、如何反饋、下雨了怎么轉移等細節(jié)。用林書豪的話說，要有‘系統(tǒng)’。舉個例子。例1：主題策劃 如果做英語角，主題必須提前計劃，否則學員及老師都無法進行精心準備。這個主題必須要能體現(xiàn)學員的需求，如果主題太遠，對業(yè)務幫助不大，大家的興趣也不大 常見一個現(xiàn)象是，主題沒有很好地規(guī)劃，在前幾次，大家因為對老外有新鮮感都來了，但等新鮮感過去就不來了，所以主題要提前明確、學員可以提前準備，后來規(guī)定本月初要做好下月討論的主題。同時規(guī)定，組織者必須為大家準備和討論主題相關的單詞甚至道具。例：誰負責 有些公司搞英語角是業(yè)余活動，HR叫某位熱心同事負責，結果呢，這位下屬有時去，有時不去，結果自然而知。后來確定管理英語角是她的一項職責，要求她必須提前準備詞匯、統(tǒng)計人數、之后收集反饋，效果自然不同。例：參加者如何反饋 參加者如何表達自己的需求及想法？是發(fā)郵件給HR老大，還是在公司內部上建立一個英語學習BBS？不管哪一種途經，只要有準備，效果都會不錯。②、DO環(huán)節(jié)：要按計劃執(zhí)行，不要隨意變更，這個就不多說了。③、C環(huán)節(jié)： 在進行過程中，一定要檢查到位。因為講英語不是一件容易的事情，尤其是對于基礎不好的人。現(xiàn)場如果沒有管理，通常會變成露天的中文聊天廣場，甚至會出現(xiàn)完全不懂英語的男士到現(xiàn)場泡MM的現(xiàn)象。檢查的要項有很多，比如如果有老外來，要看看新來的老外有沒有人氣，口音是否純正等。④、A環(huán)節(jié)?；顒映霈F(xiàn)問題怎么辦？一定要按準備的方案及時糾正。如果是沒有預料到的問題，一定要和大家共同討論，決定下一步怎么做。另外，如果進行得不錯，對于表現(xiàn)突出的要有獎勵，也要讓領導知道。畢竟，這是經過努力管理出來的業(yè)績?？偠灾?，學英語是一項常見的行為，既可以是個體行為，也可以成為組織行為 如果是公司行為，就不能表現(xiàn)為群眾自發(fā)的一種行為，一定要體現(xiàn)出團隊學習的特征，有系統(tǒng)、有組織、有管理，和其他項目管理的原理一樣，重在內部管理，不能指望任何外來的公司或譏構，因為他們不知道你要學習什么。只要堅持，就一定能取得所期望的績效。