A. 人力資源部求職的英語作文拜託各位了 3Q
Direction: Read the following ad carefully , and you, by name of Wang Peng , are then asked to write a reply to apply for the job. Remember to send your letter to the company as given in the ad. You should write about 120 words. 中國四達國際經濟技術合作公司（CSCIETC）誠聘文秘一員，要求如下： 1.年齡20—30歲，大專以上學歷 2.流利的英語聽說讀寫能力 3.熟練的計算機操作能力 4.良好的溝通和協調能力 5.有外企工作經驗者優先 6.應聘者請將簡歷、聯系方式以及待遇要求寄至：上海市淮海中路8560號攬盛大廈人力資源部收。郵編200033 [範文] Department of Human Resources Lansheng Building No. 8560 , Huaihai Zhong Road Shanghai , 200033 Wang Peng No.31020, Zhongshan Road Xu Hui District Shanghai , 200076 January 8th, 2005 Dear Sir or Madam, I learned from Beijing Youth Daily Jan.2 that your company is offering a position for a secretary, and it』s a great pleasure for me to write to explore the possibility of seeking the job. I graated two years form ** University, and obtained a bachelor』s degree in the field of business management. During my stay in the university my major courses included macro-economics , business communication skills marketing and computer applications. I was especially fond of the communication skills which enabled me to deal with people and thing around well. (來自 www.yingyu6.com ) Upon graation I engaged with HP China Branch as an assistant to the head of Marketing Department. My responsibilities consisted of carrying out market surveys, writing reports and organizing meetings within the department. This is two-year experience has helped me a lot in many ways. In particular, I become increasingly aware of the importance of co-ordination and co-operation among co-workers. I also believe the experience will qualify me for the current vacancy in your company. I passed CET-6 with high marks. My spoken English is also fluent enough to organize meetings in English , which was actually my routine work in HP. Most of my market reports were presented in English , as my former boss is a native English speaker. I enclose herein my resume and some relevant documents as required. And if you need any further information on me, I also refer you to Mr.Johnson, my ex-colleague, who is available at 021-66668888. I appreciate your sincere consideration of me, and am looking forward to an early interview with you. Sincerely yours, Wang Peng
B. 人力資源方面英語作文
人力資源英語
計算機/互聯網/通訊 Technology/Internet
首席技術執行官 CTO/VP Engineering
技術總監/經理 Technical Director/Manager
信息技術經理 IT Manager
信息技術主管 IT Supervisor
信息技術專員 IT Specialist
項目經理/主管 Project Manager/Supervisor
項目執行/協調人員 Project Specialist / Coordinator
系統分析員 System Analyst
高級軟體工程師 Senior Software Engineer
軟體工程師 Software Engineer
系統工程師 System Engineer
高級硬體工程師 Senior Hardware Engineer
硬體工程師 Hardware Engineer
通信技術工程師 Communications Engineer
ERP技術/應用顧問 ERP Technical/Application Consultant
資料庫工程師 Database Engineer
技術支持經理 Technical Support Manager
技術支持工程師 Technical Support Engineer
品質經理 QA Manager
信息安全工程師 Information Security Engineer
軟體測試工程師 Software QA Engineer
硬體測試工程師 Hardware QA Engineer
測試員 Test Engineer
網站營運經理/主管 Web Operations Manager/Supervisor
網路工程師 Network Engineer
系統管理員/網管 System Manager/Webmaster
網頁設計/製作 Web Designer/Proction
技術文員/助理 Technical Clerk/Assistant
銷售 Sales
銷售總監 Sales Director
銷售經理 Sales Manager
區域銷售經理 Regional Sales Manager
客戶經理 Sales Account Manager
渠道/分銷經理 Channel/Distribution Manager
渠道主管 Channel Supervisor
銷售主管 Sales Supervisor
銷售代表 Sales Representative / Executive
銷售工程師 Sales Engineer
醫葯代表 Pharmaceutical Sales Representative
保險代理 Insurance Agent
銷售助理 Sales Assistant / Trainee
商務經理 Business Manager
商務專員/助理 Business Executive/Assistant
銷售行政經理 Sales Admin. Manager
銷售行政主管 Sales Admin. Supervisor
售前/售後技術服務經理 Technical Service Manager
售前/售後技術服務主管 Technical Service Supervisor
售前/售後技術服務工程師 Technical Service Engineer
售後/客戶服務（非技術）經理 Customer Service Manager
售後/客戶服務（非技術）主管 Customer Service Supervisor
售後/客戶服務（非技術）專員 Customer Service Executive
經銷商 Distributor
市場/公關/廣告 Marketing/PR/Advertising
市場/廣告總監 Marketing/Advertising Director/VP
市場/營銷經理 Marketing Manager
市場/營銷主管 Marketing Supervisor
市場/營銷專員 Marketing Executive/Communication
市場助理 Marketing Assistant / Trainee
產品/品牌經理 Proct/Brand Manager
產品/品牌主管 Proct/Brand Supervisor
市場通路經理 Trade Marketing Manager
市場通路主管 Trade Marketing Supervisor
促銷經理 Promotions Manager
促銷主管 Promotions Supervisor
促銷員 Promotions Specialist
市場分析/調研人員 Market Analyst/ Research Analyst
公關/會務經理 Public Relations Manager
公關/會務主管 Public Relations Supervisor
公關/會務專員 Public Relations Executive
媒介經理 Media Manager
媒介人員 Media Specialist
企業/業務發展經理 Business Development Manager
企業策劃人員 Corporate Planning
廣告策劃/設計/文案 Advertising Creative/Design/Copy writer
財務/審計/統計/金融 Finance/Accounting/Banking
財務總監 CFO/Finance Director/VP
財務經理 Finance Manager
財務主管/總帳主管 Finance Supervisor
會計經理/會計主管 Accounting Manager/Supervisor
會計 Accountant / Accounting Trainee
出納員 Cashier
C. 人力資源管理英文文章
人力資源管理 human resource management
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
D. 求人力資源管理（HR）部門經理被錄用的錄用通知書英語作文
Dear Lihua,
Congratulations and welcome. By your outstanding overall skills and impressive knowledge application on human resource management, you have now been recruited to be our senior manager in this particular department.
Firstly, Maggot-dick Idiot Corporation is honored to have found you. According to your well-designed resume and great improvisation in the interview, your capability of applying your theoretical knowledge to practical use regarding many aspects of HR is appreciated.
Our company is currently in the stage of expanding business internationally. Recruitment of valuable employees is of tremendous importance. Your opinions will be seriously considered along with other senior managers' decisions on our employment for the next season. Your job is to analyze the info gathered in the form of resume, to funnel out those who may be suited to work in our company especially benificial for our international operation. You and the other managers will conct the interviews and recruit valued employees before their further training and development to help them get better acclimatized to their job. The training programs are already designed. What you need to do is to optimize it after discussing with your colleagues and submitting to the board. Your payment will be discussed in our next meeting.
We wish you luck on your new job and again, welcome to Maggot-dick Idiot Corp!
不知道字數是不是差不多~
公司名字你自己替換吧，可別把原文里的寫上去。哈哈。其他如果有追問可以問哈~。
很高興能幫助到你~
E. 近年來中國國內人力資源流動英語作文100詞
優秀作文：瘋來狂惡狗想吃掉天自鵝。
鴨子幫助天鵝和惡狗搏鬥。
惡狗咬了貓。貓被狗傳播了狂犬病。
得了狂犬病的貓和惡狗一起把鴨子殺死。
天鵝失去了鴨子的保護，危在旦夕。
關鍵時刻，打狗隊員過來把惡狗和貓一起打死。
理智的人類為了預防狂犬病，實現了禁狗令，不允許養狗。小鳥的生命再也不會被狗威脅了！
F. 求HR（人力資源管理）英文材料
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
G. 求關於人力資源和市場營銷的英語作文各一篇！急用！！謝！
你物資學院的吧.....
H. 求關於人力資源管理的英文論文，最好有翻譯
http://www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm
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://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
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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
I. 英語介紹人力資源相關知識
人力資源是指人所具有的對價值創造起貢獻作用並且能夠被組織所利用的體力和腦力的總和。是指總人口在經濟上可供利用的最高人口數量，或指具有勞動能力的人口。包括就業人口、失業人口、就學人口、家務勞動人口和軍事人口。前兩部分人口合計為經濟活動人口，亦即現實的社會勞動力；後3部分人口是潛在人力資源，雖具備勞動能力，但尚未成為社會勞動力。勞動力來自人力資源，而人力資源來自人口的部分階層。
人力資源的特點：具有一定的時效性（其開發和利用受時間限制）、能動性（不僅為被開發和被利用的對象，且具有自我開發的能力）、兩重性、連續性、再生性、社會性和消耗性。
人力資源的數量為具有勞動能力的人口數量，其質量指經濟活動人口具有的體質、文化知識和勞動技能水平。一定數量的人力資源是社會生產的必要的先決條件。一般說來，充足的人力資源有利於生產的發展，但其數量要與物質資料的生產相適應，若超過物質資料的生產，不僅消耗了大量新增的產品，且多餘的人力也無法就業，對社會經濟的發展反而產生不利影響。在現代科學技術飛躍發展的情況下，經濟發展主要靠經濟活動人口素質的提高，隨著生產中廣泛應用現代科學技術，人力資源的質量在經濟發展中將起著愈來愈重要的作用
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), ality, 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 proction of the necessary prerequisites. Generally speaking, adequate human resources to the development of proction, but the volume of proction and material information line, if material information over the proction, not only consumed a great deal of new procts 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 proction of wider application of modern science and technology, the quality of human resources in the economic development will play a more important role
J. 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 moles of human resource, and salary, training, human resources information system mole 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 moles 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.