Ⅰ 人力資源管理專業相關英文版書籍
推薦，《人力資源管理》，human resource management,主編Gary Dessler,曾湘泉，中國人大出版社，已經出到第十版（中文版）了，可以考慮一下！
我也不是HR出身，工作是HR,剛拿著在學，書還不錯，可以考慮，應該有純英文版的，你搜搜！
Ⅱ 關於人力資源的外文文獻
中國知網的全文期刊資料庫中的sci庫檢索，直接在sci上也有的。這兩個比較權威，另外就是些會議資料了。還有，翻譯是沒有的，但是網站都提供詞典，沒有什麼資料庫提供全文翻譯的。
Ⅲ 誰能告訴我最好的人力資源管理中文和英文網站
中文網站：
中國人力資源網不錯，www.hr.com.cn
Ⅳ 英文論文在哪裡找呢
Behavioral research discloses that human relations at work are just easier, perhaps because they are more regular and predictable and thus simpler to adjust to than the sporadic, the more intense and less regular relationship in the community. (R.Sayles Leonard, British writer)
行為科學研究提示，工作中人與人之間較好相處。這或許是因為工作上的人際關系較有規律，而在社會上，人與人之間的關系是斷斷續續的，比較緊張，而且也較少有規律可循。(英國作家 倫納德.R.S.)
Don't gild the lily. (William Shakespeare, British dramatist)
不要給百合花鍍金/畫蛇添足。(英國劇作家 莎士比亞.W.)
Every man's work, whether it be literature of music of pictures or architecture of anything else, is always a portrait of himself. (Samuel Brtler, Averican ecator)
每個人的工作，不管是文學、音樂、美術、建築還是其他工作，都是自己的一幅畫像。(美國教育家 勃特勒.S.)
Growth and change are the law of all life. Yesterday's answers are inadequate for today's problems ----just as the solutions of today will not fill the needs of tomorrow. (Franklin Roosevelt, Averican president)
生長與變化是一切生命的法則。昨日的答案不適用於今日的問題——正如今天的方法不能解決明天的需求。(美國總統 羅斯福.F.)
Happiness, I have discovered, is nearly always a rebound from hard work. (David Grayson, American journalkist)
我發現，辛勤工作的報酬幾乎總是幸福。(美國記者 格雷森.D.)
I can live for two months on a good compliment. (Mark Twain, American writer)
只憑一句贊美的話我就可以充實地活上兩個月。(美國作家 馬克·吐溫)
I do not like work ---no man does --but I like what is in the work -----the chance to find your self. (Conrad Joseph, British novelist)
我不喜歡工作——沒有人會喜歡工作。但是我喜歡在所從事的工作中——找到發現自己的機會。(英國小說家 約瑟夫.C.)
In order that people may be happy in their work, these things are needed: they must be fit for it; they must not do much of it; and they must have a sense of success in it. (John Ruskin, British writer)
為了使人們在工作的時感到快樂，必須做到以下三點；他們一定要勝任自己的工作，他們不可做得太多；他們必須對自己的工作有成就感。(英國作家 羅斯金.J.)
In our efforts to adjust differences of opinion we should be free from intolerance of passion, and our judgements should be unmoved by alluring phrases and unvexed by selfish interests. (Grover Cleveland, American president)
在我們努力協調意見的分歧時，應當拋棄偏執與意氣用事；我們的判斷不應當被花言巧語蒙騙，也不應被個人私利擾亂。(美國總統 克利夫蘭.G.)
In silence, in steadiness, in severe abstraction, let him hold by him-delf, add observation to observation, patient of neglect, patient of reproach , and bide his own time , happy enough if he can satisfy himself alone that thia day he has seen something truly. (Ralph Waldo Emersom, American thihker)
學者應該高度集中精力，堅定信仰與追求，堅持緘默，繼續觀察。他要忍耐人們的忽視與責備，等待自己因為發現了某些真理而滿懷欣喜的時機。(美國思想家 愛默生.R.W.)
It is impossible to enjoy idling thoroughly unless one has plenty of work to do. (Jerome Klapka Jerome, British humorist)
除非有大量的工(英國幽默家 傑羅姆.J.K.)
It is no use doing what you like; you have got to like what you do. (Winston Churchill, British prime minister)
不能愛哪行才幹哪行，要干哪行愛哪行。(英國首相 丘吉爾.W.)
My philosophy of life is work. (Thomas Alva Edison, Averican inventor)
我的人生哲學就是工作。(美國發明家 愛迪生.T.A.)
One of the symptoms of approaching nervous breakdown is the belief that one's .work is terribly important, and that to take a holiday would bring all kinds of disaster, If I were a medical man , I should precribe a holiday to many patient who consicered his work important. (Bernard Russell, British philosopher)
神經即將崩潰的症狀之一是相信自己的工作極端重要，休假將會帶來種種災難。如果我是醫生，我給這樣的病人開的葯方是：休假。(英國哲學家 羅素.B.)
The best preparation for good work tomorrow is to do good work today. (Elbert Hubbard, Bitish writer)
為把明天的工作做好，最好的准備是把今天的工作做好。(英國作家 哈伯德.E.)
The office of the scholar is to cheer, to raise, and to guide men by showing them facts amidst appearances. (Ralph Waldo Emerson, American thinker)
學者的工作就是通過向大眾提示存在於現象中的事實來鼓舞大眾、教育大眾、引導大眾。(美國思想家 愛默生.R.W.)
To do great work a man must be very idle as well as very instrious. (Samuel Bubler, American ecator)
要從事偉大的工作，一個人必須既非常勤勞又非常空閑。(美國教育家 勃特勒.S.)
To him I owe the discovery that even very short periods of time add up to all useful hours I need, if I plunge in without delay. (Johm Erskine, American ecator)
我感激他使我 發現即使是很短的時刻，只要我分秒必爭的一頭鑽進工作，積累起來就成為我需要的特別有用的幾個鍾頭。(美國教育家 厄斯金.J.)
Ⅳ 請教幾個人力資源詞彙的英文,謝謝!
1. revise a salary project
2. the wages checks, issue
3. the capture and payment of employee's social insurance
4. the management of employee's labor contract
5. mode of processing of labor disputed:inside intercession,arbitrage,law,and so on
6. make a plan and organize implement
7. the plan of the inside conscribment ,outside conscribment and compus conscribment for humen resources
8. make a all year cultivation plan for company
9.
Ⅵ 求人力資源方面英文文獻
Human resource management
Galy Dessler。絕對經典！
Ⅶ 誰能幫忙找一篇關於人力資源管理類的外國文章啊
到www.sciencedirect.com上面找吧。。。搜Human resource management，這個是國外的期刊網。要幫你找的話可能不符合你的要求。
Ⅷ 急求，關於人力資源管理的外文文獻
The summary results chart provides a quick visual representation of your scores in eight categories that make up the Leadership Effectiveness profile. Scores upon which to most concentrate are above 3.5, which are considered to be strong and scores below 2.75, which may be in need of further development. Please note that these category scores are averages. Indivial question scores can be viewed by clicking on the categ
Ⅸ 那裡有英文版人力資源管理畢業論文
http://www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm
http://en.wikipedia.org/wiki/Human_resource_management
http://zh.wikipedia.org/wiki/%E4%BA%BA%E5%8A%9B%E8%B5%84%E6%BA%90%E7%AE%A1%E7%90%86
http://books.google.com.sg/books?id=FciK6xtWfy0C&pg=PT166&lpg=PT166&dq=Private+Enterprise+human+resource+management&source=web&ots=OFncstpski&sig=6f_0AsxbQZFRexeS08L8UAT_Zf8&hl=en
http://en.wikipedia.org/wiki/List_of_human_resource_management_topics
http://books.google.com.sg/books?hl=en&id=9fWF_ndSCcAC&dq=human+resource+management&printsec=frontcover&source=web&ots=4xwIYBuMf9&sig=6qfNhxSFoKD-_s0NWnwVdVS-vHk
http://books.google.com.sg/books?hl=en&id=EZ1CLRm3FnQC&dq=human+resource+management&printsec=frontcover&source=web&ots=e9ZXXrcD0q&sig=i_JxI28y7ZXehl-dqvoX-KtdldI
http://books.google.com.sg/books?hl=en&id=1m0i_YKPDNwC&dq=human+resource+management&printsec=frontcover&source=web&ots=yu6BZIhFj_&sig=WU6l52bZ0JH2JZPN4Qy038OtuKA
http://books.google.com.sg/books?hl=en&id=Gu1YWQGHgLcC&dq=human+resource+management&printsec=frontcover&source=web&ots=H7SbJNAizE&sig=Y3GssDjBHljJr3aRrmVgCaA9gTY
http://books.google.com.sg/books?hl=en&id=bnAiaXdzbRwC&dq=human+resource+management&printsec=frontcover&source=web&ots=NbX4F8U9oG&sig=umxDaoU05w_dZkxyT_usnZH5lR0
http://books.google.com.sg/books?hl=en&id=Vs98_GTpU5EC&dq=human+resource+management&printsec=frontcover&source=web&ots=571NexI6ER&sig=i8A4B8m2nb1LkNv8UrzVcgm2XI8
http://books.google.com.sg/books?hl=en&id=aQpPzvu4eC0C&dq=human+resource+management&printsec=frontcover&source=web&ots=9c4a-JsUBC&sig=N8_-lXARbKr61H9yKwrhNcPQF8Y
http://books.google.com.sg/books?hl=en&id=2BWLZTWoAeUC&dq=human+resource+management&printsec=frontcover&source=web&ots=msCayB2Gwr&sig=2WxIZuqhy3ZvWW7rPYsqCwkOwcY
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 indivially 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.
Features
Its features include:
Personnel administration
Personnel management
Manpower management
Instrial management[2][3]
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even instrial 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 indivials 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 proctively, 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 rection 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 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, instrial engineering, instrial and organizational psychology, instrial 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 indivials). 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 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)
Inction 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
Careers
The 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 concted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often concted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.
Professional organizations
Professional 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]
人力資源管理，是指為了完成管理工作中涉及人或人事方面的任務所進行的管理工作。
人力資源管理工作包括：工作分析；制定人力需求計劃以及人員招募；培訓及開發；薪酬及福利管理、績效評估；勞動關系管理等。
人力資源管理愈來愈被重視。在經濟發展成熟的體系下，人力資源管理必須配合以爭取最佳的資源效益，若將不適當的人力配對不適當的職位，資源效益不但全無，或可能有損耗。現代經濟講求平衡及配合，提升管理效能和質素，就要人力資源配合以作平衡，個中的內容是設立人力資源架構框架，用最適合的人做最適合的工作。建立人力資源平台，作為溝通及搜集資訊渠道，將各方意見綜合，舍短取長，以處理薪酬、福利等事宜。人力資源最重要是培訓及發展，人力資源發展必須投資在培訓方面，以發揮各階層的人力資源潛能。
發展簡史
在現實世界不同的國家人力資源的發展情況以及歷史都不同。一般說來，人力資源的學術界發展經歷了：人事管理（Personnel Management），人力資源管理（Human Resource Management）到現在新近興起的人力資本管理（Human Capital Management）。其只要不同即在於公司和企業對待職員的理念的變化和發展。
在人事管理階段，人事經理們的工作是管理職工福利，以及和工會的法律程序方面。公司的上層管理部門將人事部門的各種活動以及公司職員皆看作公司的大筆純支出，而盡可能的削減這部分的開支。公司對人事部的活動持不積極的支持態度。
在人力資源管理階段，企業員工被看成企業的可以增值的資產而被發展以期充分利用潛能。人力資源部門充分利用職位分析，工作分析，職位概述，人員選擇和招聘，員工培訓等等活動來提高企業員工的效率，從而增加企業的管理和運營更加有效。當一個公司實行人力資源管理戰略的時候，人力資源部門將被納入公司戰略計劃的一個重要組成部分。公司的未來發展，市場拓展，新產品研發等等都要牽扯到人力資源部門的支持，協調與合作。人力資源被作為提高公司競爭力的戰略手段而被重視。除此之外，人力資源管理就是協助公司去激勵員工，透過一些物質上的滿足和一些財務獎勵，從而增加員工的對公司歸屬感、增加員工士氣和減低對工作的不滿等¨。有高昂的士氣會使工作更加有效率和使工作更加順利，最終公司和員工也各有得益。
在人力資本管理階段，人力部門的基本職責仍與人力資源管理時期相似，但是企業員工不再被看作有發展潛力的資產，而是公司可以利用的資本。人力資源部門的各項活動被量化與公司的利潤率掛鉤，並且這也是衡量職工和各部門是否有效工作的主要手段。
主要職能
人力資源管理的主要職能包括：人員招募；培訓及開發；薪酬及福利管理。
人員招募：
人員招募又稱為人員招聘。主要是基於組織（公司，政府，非盈利組織等）的近期及遠期的業務需要，來制定人員需求的計劃，並通過各種招聘手段來完成組織的人員需求。
人員招募主要涉及人員規劃，簡歷收集，選聘，錄用及員工入職培訓。
培訓及開發：
培訓及開發主要是通過一些培訓及開發的技術及手段，提高員工的技能，以適應公司所處經營環境中的技術及知識的變化。
主要的技術及手段有：
培訓 在崗培訓 輪崗 員工繼續教育計劃 輔導，訓導
薪酬；福利管理：
人力資源管理的內外部條件
人力資源管理的外部條件
勞動法規
勞動力市場
當地文化
人力資源管理的內部條件
企業經營戰略
國際化程度
人力資源部的組織設置
有以下三種方式：
職能型組織設置
人力規劃
人力購得
培訓與進修
工資和薪水
社會事業
對象型組織設置
技術類員工
管理類員工
領導層
受培訓者
混合模式