員工福利設計【外文翻譯】

1、<p>　　本科畢業(yè)論文（設計）</p><p><b>　　外文翻譯</b></p><p>　　題 目 A公司員工福利現(xiàn)狀、問題及對策研究 </p><p>　　專 業(yè) 人力資源管理 </p><p>　　外文

2、題目 Designing Employee Welfare Provision </p><p>　　外文出處 Personnel Review.2006:P33-35 </p><p>　　外文作者 Ann Davis. Lucy Gibson

3、 </p><p><b>　　原文：</b></p><p>　　Designing Employee Welfare Provision</p><p>　　Ann Davis. Lucy Gibson</p><p>　　Describes a process through which organizations

4、 might seek to implement interventions relating to employee wellbeing. Emphasizes the importance of a comprehensive needs assessment both in obtaining the breadth of information needed to design appropriate interventions

5、 and also in providing baseline information against which to evaluate programs effectiveness. Discusses factors which influence the type of intervention appropriate for a particular situation and highlights their design

6、implications.</p><p>　　Having weighed up the most important design considerations, it is then necessary to select the most appropriate programs model. There are a large number of options which may be chosen,

7、 but what is most important is that the program format is tailored carefully to the particular organization.</p><p>　　Human resource management more and more drives value. Under the system that economy devel

8、opment mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole

9、 have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside co</p><p>　　Genera

10、lly say, the academic circles development of human resource experience: Personal management, human resource management be recently till now rise of manpower capital management. The main dissimilarity namely lay in the pr

11、inciple that company and business enterprise treat an employee of variety and development.</p><p>　　At the personal management stage, the work of the personnel managers is a management officers and workers&#

12、39; welfare, and with the legal procedure of labor union. The upper level management of the company section sees various activity and office clerk of personnel section all make a company of the big pen be pure expenditur

13、e, but possibly of reduction this part of expenditure. The company maintain inactive support attitude to the activity of personnel department.</p><p>　　At the management stage of human resource, business ent

14、erprise the employee is seen into a business enterprise of can increase in value of property but disheveled hair exhibition with period full make use of potential. Human resource section is full exploitation post analysi

15、s, work analysis, the post all say, personnel choice and job advertisement, employee training and so on activity come to raise the business enterprise employee's efficiency, thus increment business enterprise of mana

16、gement an</p><p>　　At the management stage of the manpower capital, the basic job of manpower section still with human resource management period likeness, but business enterprise the employee be no longer s

17、ee make the property which have development potential, but company can make use of capital. The each item activity of human resource section is turn by the quantity with the profit margin of the company hook, and this be

18、 also the main means which measure whether officers and workers and each section is valid wo</p><p>　　Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workpl

19、ace 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 r

20、esources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of</p><p>　　Human resource managem

21、ent is for the sake of completion the management involve person or personnel in the work of the mission carry on of management work. The human resource management work include: Work analysis; Establishment manpower requi

22、rement the plan and personnel enlist; Training and development; Salary and the welfare management, performance evaluation; Labor relation management etc.</p><p>　　The main working talent of human resource ma

23、nagement include: The personnel enlist; Training and development; Salary and welfare management; the results investigate; the relation of the employee; Corporate culture. This six human resource working talent is accordi

24、ng to the west of human resource management practice induce of working talent, for big part in small scaled business enterprise but speech already enough, the large group business enterprise usually also will include hum

25、an resource info</p><p>　　The personnel enlists and is called a personnel a job advertisement. Main is according to organization(company, government, non- earnings organization etc.) of in the near future an

26、d long-term of business demand, establishment personnel need of plan, and pass various job advertisement means to completion organization of personnel's need.</p><p>　　The recruitment of key staff person

27、nel involved in the planning, resume collection, selection, recruitment and staff induction training. Training and development is mainly done through training and development of technology and means to improve staff skil

28、ls to meet the company's business environment in which the skills and knowledge changes. . The main technology and tools include: training, job training, job rotation, staff continuing education programs, counseling,

29、 discipline.</p><p>　　An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization’s HR function may possess recruitment and selection policies, disciplinary pr

30、ocedures, reward/recognition policies, an HR plan, or learning and development policies; however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business st

31、rategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM </p><p>　　"Best fit" and "best practice" - meaning that there is correlation between the HRM

32、 strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization’s HRM strategy seeks to accomplish such management by app

33、lying a firm's personnel needs with the goals/objectives of the organization. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year perio</p><p&

34、gt;　　Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization’s corp

35、orate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even exist

36、ing as a going concern. Thus, HR can be seen as one of the critical depar</p><p>　　The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the f

37、irm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.</p><p>　　An HRM strategy can be divided, in general, into two facets - the people st

38、rategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strate

39、gy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.</p><p>

40、　　The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these nee

41、ds, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also inc

42、lude managing your approach to employee benefits and compensat</p><p>　　Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profess

43、ion). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization developm

44、ent, etc.</p><p>　　There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the

45、other way around?"</p><p>　　The HRM function and HRD profession have undergone tremendous change over the past 20–30 years. Many years ago, large organizations looked to the "Personnel Department,&

46、quot; mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that

47、 people and the organization are performing at maximum capability in a highly fulfilling manner.</p><p>　　However, many HR functions these days struggle to get beyond the roles of administration and employee

48、 champion, and are seen rather more 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

49、 the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.</p><p>　　Human resources management comprises several processes. Toge

50、ther 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. When effectively

51、 integrated they provide significant economic benefit to the company.</p><p>　　Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the

52、 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 the

53、m to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of</p><p>　　Synonyms such as personnel management are oft

54、en 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 a

55、ctual definitions, Torrington and Hall (1987) define personnel management as being: The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and al

56、so to manage th</p><p>　　Given this caveat, employers have considerable scope for enabling employees to deal better with the difficulties they face. The EAP approach offering a confidential, professionally s

57、taffed individual service can facilitate putting depressed, immobilized or ineffective staff back to work. For some staff, a timely intervention may halt the development of more destructive, chronic or intractable respon

58、ses, with consequent costs both to the individual and the organization for which they work. Lack o</p><p><b>　　譯文：</b></p><p><b>　　員工福利設計</b></p><p>　　Ann Da

59、vis. Lucy Gibson</p><p>　　通過這一過程，描述了一個組織可能會去實施有關(guān)員工的福利。各種渠道信息的獲取，在一定的基礎(chǔ)上，強調(diào)建立一支全面的需求評估體系，用以評估方案的生成，而這需要設計適當?shù)母深A措施和獲取信息的全面性。討論了特定情況下的影響因素和強調(diào)了其設計的特定類型。最后，提供有關(guān)方案的執(zhí)行和評估指導，并且討論了有關(guān)高等教育的優(yōu)勢和劣勢的一些不同看法。</p><p

60、>　　在權(quán)衡了最重要的設計因素之后，它需要選擇最合適的方案。其中有很多可供選擇的方案，但最重要的是專為特定組織量身設計并提供大量規(guī)范的方案。</p><p>　　人力資源管理愈來愈被重視。在經(jīng)濟發(fā)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?shù)娜肆ε鋵Σ贿m當?shù)穆毼?，資源效益不但全無，或可能有損耗?，F(xiàn)代經(jīng)濟講求平衡及配合，提升管理效能和質(zhì)素，就要人力資源配合以作平衡，其中的內(nèi)容是設立人力

61、資源架構(gòu)框架，用最適合的人做最適合的工作。建立人力資源平臺，作為溝通及搜集信息管道，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(fā)展，人力資源發(fā)展必須投資在培訓方面，以發(fā)揮各階層的人力資源潛能。</p><p><b>　　發(fā)展簡史 </b></p><p>　　一般說來，人力資源在學術(shù)界的發(fā)展經(jīng)歷了：人事管理，人力資源管理，到現(xiàn)在新近興起

62、的人力資本管理。其主要不同即在于公司和企業(yè)對待職員的理念的變化和發(fā)展。</p><p>　　在人力資源管理階段，企業(yè)員工被看成企業(yè)可以增值的資產(chǎn)并且可以被發(fā)展，充分利用其潛能。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(yè)員工的效率，從而增加企業(yè)的管理和運營更加有效。當一個公司實行人力資源管理戰(zhàn)略的時候，人力資源部門將被納入公司戰(zhàn)略計劃的一個重要組成部分。公司的未來發(fā)

63、展，市場拓展，新產(chǎn)品研發(fā)等等都要牽扯到人力資源部門的支持，協(xié)調(diào)與合作。人力資源被作為提高公司競爭力的戰(zhàn)略手段而被重視。除此之外，人力資源管理就是協(xié)助公司去激勵員工，透過一些物質(zhì)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。</p><p>　　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

64、相似，但是企業(yè)員工不再被看作有發(fā)展?jié)摿Φ馁Y產(chǎn)，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，并且這也是衡量職工和各部門是否有效工作的主要手段。</p><p>　　人力資源管理（HRM）與傳統(tǒng)的管理模式相比較，被認為是一個更具創(chuàng)新的管理模式。技術(shù)力量的特異性，以及企業(yè)的管理者表達自己的目標，使他們能夠理解和發(fā)展勞動力，并為他們提供圓滿完成任務所需的資源。因此，正確實施人力資源管理方法，是

65、表達企業(yè)目標和企業(yè)經(jīng)營的整體理念。在減少許多風險中，人力資源管理也起到很大的作用。</p><p>　　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(fā)；薪酬及福利管理、績效評估；勞動關(guān)系管理等。</p><p>　　人力資源管理的主要職能包括：人員招募；培訓及開發(fā)；薪酬及福利管理；績效考核；

66、員工關(guān)系；企業(yè)文化。這六項人力資源職能是依據(jù)西方的人力資源管理實踐所歸納的職能，對于大部分中小型企業(yè)而言已經(jīng)足夠，大型集團企業(yè)往往還會包括人力資源信息化、干部管理等；具體到中國的管理實踐中，還有傳統(tǒng)的人事檔案、職稱資質(zhì)管理等有中國特色的模塊。</p><p>　　人員招募又稱為人員招聘。主要是基于組織（公司，政府，非盈利組織等）的近期及遠期的業(yè)務需要，來制定人員需求的計劃，并通過各種招聘手段來完成組織的人員需求。

67、</p><p>　　人員招募主要涉及人員規(guī)劃，簡歷收集，選聘，錄用及員工入職培訓。培訓及開發(fā)主要是通過一些培訓及開發(fā)的技術(shù)及手段，提高員工的技能，以適應公司所處經(jīng)營環(huán)境中的技術(shù)及知識的變化。主要的技術(shù)及手段有：培訓、在崗培訓、輪崗 、員工繼續(xù)教育計劃、輔導、訓導。</p><p>　　一個人力資源管理戰(zhàn)略，涉及到如何實施人力資源管理的具體職能手段。一個組織的人力資源功能可能具有招聘和選拔

68、政策，紀律處分程序，獎勵/承認政策，人力資源計劃或?qū)W習和發(fā)展的政策，但這些人力資源管理的職能領(lǐng)域都需要加以調(diào)整和相關(guān)，為了以符合整體業(yè)務戰(zhàn)略。因此，有關(guān)人力資源管理職能領(lǐng)域的具體實施，涉及人力資源管理戰(zhàn)略的總體規(guī)劃。 </p><p>　　“最佳”和“最佳做法” 是人力資源管理戰(zhàn)略和總體戰(zhàn)略的關(guān)系。像人力資源管理的目的，是外在的人力資源管理，以實現(xiàn)組織的正確目標。一個組織的人力資源管理戰(zhàn)略，旨在通過應用實現(xiàn)企業(yè)的

69、人員，如管理需要的目標/組織的目標。作為一個例子，一家公司汽車銷售業(yè)績要增長10％，這是五年內(nèi)公司銷售汽車的戰(zhàn)略。因此，人力資源管理戰(zhàn)略，將努力找到最佳管理員工的方案，不斷激勵員工，以實現(xiàn)10％的數(shù)字。具體的人力資源管理職能，如招聘和選拔，獎勵/認知，人力資源計劃，或?qū)W習和發(fā)展政策，將按照實現(xiàn)企業(yè)目標。</p><p>　　在企業(yè)戰(zhàn)略發(fā)展中，要緊密合作（至少在理論上）人力資源之間的高層/高層管理人員的理論上。一個

70、高級人力資源代表應當參加一個組織的整體目標的設計。只有這樣，它才能構(gòu)建一個良好的人力資源環(huán)境和提供更為優(yōu)越的服務。人員的適當管理是公司獲得成功至關(guān)重要的因素，現(xiàn)在甚至作為一個持續(xù)關(guān)注的因素。因此，在一個組織中，人力資源可以被看作是重要的部門之一。</p><p>　　一項人力資源戰(zhàn)略的實施并不總是取決于公司經(jīng)營規(guī)模的大小，可能取決于若干因素，即公司內(nèi)的組織文化或行業(yè)中的企業(yè)等等。</p><p

71、>　　一個人力資源管理策略一般分為兩個方面：人員戰(zhàn)略和人力資源職能戰(zhàn)略。人員戰(zhàn)略涉及第一款所列的問題，即人力資源管理政策，審慎性/行動，以達到規(guī)定的企業(yè)戰(zhàn)略制定的目標。人力資源職能戰(zhàn)略涉及內(nèi)部人力資源職能領(lǐng)域本身所采用的政策，有關(guān)人員給它的內(nèi)部管理，以確保自己部門的目標得以實現(xiàn)。</p><p>　　人力資源管理（HRM）包含了各種活動，而其中的關(guān)鍵是確定需要哪些人員。你是否具有使用獨立的承包商或雇用員工的

72、能力，以填補企業(yè)的需求。通過招募和培訓的優(yōu)秀員工，確保他們的高效率，資源得到最佳整合，并確保你的工作人員和管理方法符合各項規(guī)定。組織中的活動還包括你的方法來管理員工福利和補償，員工記錄和人事政策。小型企業(yè)通常（營利性或非營利性）要進行這些活動，因為他們還要得到員工的大力支持和幫助。因此，他們應該確保員工們都知道符合現(xiàn)行規(guī)定的人事政策。這些政策往往會出現(xiàn)在員工手冊，讓所有員工有所了解。</p><p>　　注意：一

73、些人區(qū)別HRM(一個主要的管理活動) 和 HRD(人力資源發(fā)展,一個職業(yè)) 之間有不同的觀點。 有觀點可能認為在 HRD中 包括 HRM,解釋 HRD 包括各類型的活動發(fā)展組織的里面人員,包括,舉例來說, 事業(yè)發(fā)展、訓練, 組織發(fā)展等等。</p><p>　　有一個持久的爭論在 HR相關(guān)的功能是否應該被編入整體組織當中, 舉例來說， "HR 應該在組織發(fā)展部門中或是以另一種方式在組織中出現(xiàn)?"

74、</p><p>　　人力資源管理職能和人力資源開發(fā)行業(yè)在過去20-30年來都發(fā)生巨大的變化。許多年前，大型機構(gòu)展望了“人事部”，主要是為了管理和支付雇用周圍人的文書工作。最近，組織認為“人力資源部”的工作人員發(fā)揮著重要作用，訓練和協(xié)助管理人士，使員工和組織的最大能力可以最有效地實現(xiàn)。</p><p>　　然而，許多人力資源職能的影響力要超越行政和員工冠軍的作用，因此被認為是高層管理人員的

75、戰(zhàn)略合作伙伴的積極反應。此外，在公司里，人力資源管理也會遇見相關(guān)問題。例如：如何向組織證明他們的活動和流程給企業(yè)帶來的價值與效益。只有通過人力資源和人力資源專家學者近年來的開發(fā)模式去衡量人力資源所增加的價值。</p><p>　　人力資源管理包含一些程序。 工作人員通過日常工作以實現(xiàn)上層領(lǐng)導要求的目標。 這些程序是在HR部門中運行, 但是一些工作卻是外包的或讓直屬經(jīng)理在其他的部門里應用實施。因當有效地整合，給公司

76、提供重要的經(jīng)濟利益。</p><p>　　人力資源管理（HRM）與傳統(tǒng)的管理模式相比較，被認為是一個更具創(chuàng)新的管理模式。技術(shù)力量的特異性，以及企業(yè)的管理者表達自己的目標，使他們能夠理解和發(fā)展勞動力，并為他們提供圓滿完成任務所需的資源。因此，正確實施人力資源管理方法，是表達企業(yè)目標和企業(yè)經(jīng)營的整體理念。在減少許多風險中，人力資源管理也起到很大的作用。</p><p>　　例如人事管理，常被用

77、來描述活動中所招聘的員工需要，委員會成員提供工資和福利，并管理其工作與生活的需要。我們引用實其他學者的定義，托林頓和Hall（1987）定義為：人力資源管理的目標是幫助一個組織，以滿足吸引戰(zhàn)略目標，保持員工，并有效地管理人員的管理。</p><p>　　鑒于這種警告，雇主有使員工的目的是為了在一定范圍內(nèi)能夠更好地處理他們所面臨的困難。，業(yè)務人員提供的EAP方式，是為了可以方便隱藏個性化的服務，讓臨時或離職員工重返