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1、畢業(yè)論文范文 商務(wù)英語(yǔ) Effective Management of Human Resources 學(xué) 生： XXX 學(xué) 號(hào)： 6022549058 專(zhuān) 業(yè)： 商務(wù)英語(yǔ) 導(dǎo) 師： XXX 學(xué)校代碼： 10248 ABSTRACT For many years, people thought that the important factors of any company to survive were the company’s financial he

2、alth, product and market development, minimizing costs and improving customer relations. Nowadays more companies recognize that managing people within the organization is no less important than creating a competitive product or launching a successful promotional campaign. In fact, organizational suc

3、cess actually depends upon careful attention to human resource management. Therefore, Human Resource Management, which concerns the management of personnel, is more often recognized as a fundamental element in any organization. It has become a common notion that an organization's greatest assets are

4、 its people; therefore only effective management of its human resources allows organizations to achieve their goals and objectives. The purpose of my thesis is to give a brief view of how to conduct effective Human Resource Management in organization. At the beginning part, I briefly introduce H

5、uman Resource Management and its importance. Then, I analyze how to conduct effective human resource management in organization from four aspects: First is getting right people for the right position at the right time through recruitment and selection. Second is developing more effective and efficie

6、nt workforce through training. Third is maintaining a highly efficient workforce through performance evaluation. Forth is attracting and retaining enthusiastic and qualified employees through compensation. At the last part of the thesis, I mentioned the strategic development of Human Resource Manage

7、ment. KEY WORDS: human resource management; recruitment and selection; training; performance evaluation; compensation; strategic human resource management 摘 要 多年來(lái)人們認(rèn)為，任何企業(yè)生存的關(guān)鍵因素都在于其財(cái)務(wù)狀況、產(chǎn)品和市場(chǎng)發(fā)展、成本控制及改善客戶(hù)關(guān)系。而現(xiàn)在，越來(lái)越多的企業(yè)認(rèn)識(shí)到，企業(yè)中人員管理的重要性并不亞于產(chǎn)品創(chuàng)新或企業(yè)推廣的成功。事實(shí)上，企業(yè)的成功恰恰取決于企業(yè)對(duì)人力資源管理的關(guān)注。于是，人力資源管

8、理越來(lái)越被看作是任何企業(yè)組織所必備的關(guān)鍵因素。企業(yè)組織中最大的資產(chǎn)就是人力資本，只有有效的人力資源管理才能引導(dǎo)企業(yè)達(dá)成其企業(yè)目標(biāo)。本論文的目的就在于探討怎樣在企業(yè)組織中開(kāi)展有效的人力資源管理。 本文的開(kāi)始部分介紹了人力資源管理及其重要性。然后，從四個(gè)方面進(jìn)一步分析了怎樣在企業(yè)組織中開(kāi)展有效的人力資源管理。首先，通過(guò)招聘和選拔在恰當(dāng)?shù)臅r(shí)機(jī)為企業(yè)組織中恰當(dāng)?shù)穆毼猾@得恰當(dāng)?shù)娜诉x。第二，通過(guò)培訓(xùn)打造更具效率和效能的雇員隊(duì)伍。第三，通過(guò)績(jī)效考評(píng)來(lái)保持企業(yè)員工的高績(jī)效。第四，通過(guò)薪資管理來(lái)吸引和保有兼具勝任能力和工作熱情的員工們。在論文的最后部分，簡(jiǎn)略提及了戰(zhàn)略人力資源管理的發(fā)展。 關(guān)鍵詞：人力

9、資源管理；招聘和選拔；培訓(xùn)；績(jī)效考評(píng)；薪資管理；戰(zhàn)略人力資源管理 1. Importance of Human Resource Management For many years, people thought that the important factors of any company to survive were the company’s financial health, product and market development, minimizing costs and improving cus

10、tomer relations. Nowadays, more companies recognize that managing human resources within the company is no less important than these factors. Many experts suggest: it is the work force and the company’s ability to recruit and maintain the good work force that constitutes the foundation of a compan

11、y’s progressing. Therefore, Human Resource Management (HRM) is more often considered as a fundamental and crucial element in any organization. Organization’s greatest assets are human resources. A company’s competitive advantage is gained through a competent, committed workforce. Only effective

12、 HRM allows organizations to achieve their goals and objectives. Specifically speaking, the effective HRM can give a company the following competitive edge over its rival companies: 1. Hard-working employees are more likely to produce excellent work that adds value to the organization. 2. Posses

13、sing sound employee relations will encourage outside investors to buy shares of the company, so that it becomes easier for the company to raise funds. 3. Company resources will be used in the most efficient way, via recruitment of the best people, improvement of employees’ ability and skills throug

14、h training, etc. 4. The organizational culture will be more conducive to quality performance. Therefore, companies, who are expert in the management of human resources, will develop considerably. In order to understand the detailed functions of HRM, we’d better first look at what the Human Resou

15、rce Management means. According to Graham and Bennett (1998), “Human resources management concerns the human side of the management of enterprises and employees’ relations with their firms. Its purpose is to ensure that the employees of a company, i.e. its human resources, are used in such a way th

16、at the employer obtains the great possible benefit from their abilities, and the employees obtain both material and psychological rewards from their work. ” Once known as Personnel Administration, the meaning of HRM is continually evolving and expanding. The change in its title also reflects that t

17、he discipline of HRM has moved from being largely administrative to being a strategic and dynamic management field. Generally speaking, Human Resource Management refers to the practices as follows: 1. Conducting job analyses (determining the nature of each employee’s job) 2. Planning labor need

18、s and recruiting job candidates 3. Selecting job candidates 4. Orienting and training new employees 5. Managing wages and salaries (determining how to compensate employees) 6. Providing incentives and benefits 7. Evaluating performance 8. Communicating 9. Training and developing 10. Buildi

19、ng employee commitment On the basis of those practices, HR managers work effectively and efficiently to enable employees to contribute their maximized efforts towards the objectives of the business. Meanwhile, a variety of functions are incorporated within the overall functions of the Human Resourc

20、es Manager. The following pages will elaborate how to conduct the effective management of human resources in organizations. 2. Conducting effective Human Resource Management Effective HRM could enable employees to maximize their work efficiency and their cont

21、ribution towards the company. In order to achieve that, higher standard and more challenges are posted to Human Resource Managers. A good HR manager has to know how to get the right people into the right place at the right time and how to manage them effectively once they are there. Usually this i

22、nvolves: 1. Identifying the kinds of human resources that are needed to fulfill the planning and objectives of the company. It must be viewed from both quantity and quality perspectives, such as how many people should be hired and what kind of competences, aptitudes, skills and attitudes they must

23、possess. 2. Identifying the vacancy in the departments of the company. 3. Developing a process of recruitment and selection to place right people in right position, where they can exercise their talents properly. 4. Clarifying responsibilities and objectives to employees, to ensure that their per

24、formance and personal objectives are tightly linked with the objectives of the company. 5. Motivating the workforce by systematically compensating the efforts of employees. The compensation system must be rational, equitable and incentive, in order to retaining and motivating employees. 6. Cultiva

25、ting the competency and capability of employees through training programs. After hiring new employees, HR manager has to design comprehensive training programs to ensure that the new employees become qualified as soon as possible. Before the promotion of present employees, the consequent training sh

26、ould also be conducted, so that the promoted employees could suit the new position more quickly. 7. Maintaining a highly efficient workforce through performance evaluation. Collaborating with department managers, HR managers have to evaluate employees’ performance monthly and yearly, to ensure eve

27、ryone in the company performs well. To explain how to perform the above-mentioned functions most effectively, we may need to study the profound discipline of Human Resource Management in depth. Here four key aspects of effective HRM are discussed in detail. They are Recruitment and Selection, T

28、raining, Performance evaluation, and Compensation. 2.1 Recruitment and selection Recruitment and selection is the screening step for a company to get the right people for the right position from numerous candidates. It is primary important for HR manager to conduct a successful recrui

29、ting and selection. Employees with the right skills will do a better job for the company, whilst the wrongly hired employees will be costly, because the company has to offer more training or even to replace them sometimes. To achieve a successful recruiting result, HR managers have to use one or m

30、ore recruiting methods which are suitable to the requirement of the company and the opening position. So the effective recruitment has to be tactical, well-designed and systematical as well. Firstly, HR department should develop a candidate pool. Because the more candidates HR has, the more selecti

31、ve the company can be in the hiring. If only two candidates apply for two openings, HR manager may have little choice but to hire them. But if 10 or 20 applicants appear, then the HR manager can use various techniques like interviews and tests to screen out all but the best. Most popular recruiting

32、 methods used to develop a pool of candidates are as follows: 1. Internal recruiting. Internal recruiting means recruit candidates from current employees within the company. It often uses job posting to publicize the opening position to all the employees, and listing its attributes like qualificati

33、ons, supervisor, working schedule, and pay rate. It is the best way to enhance employees’ morale by giving them the opportunity of a promotion or a more favorable position. Meanwhile, having been within the company for some time, inside candidates may be more committed to company goals and less like

34、ly to leave. 2. Advertising. It’s one of the external recruiting methods. Due to the use of mass media, the advertising method could attract a vast number of candidates. The selection of the best medium – local paper, journal, TV, or internet – depends on the type of positions. Nowadays, a large

35、and growing proportion of employers recruit on the internet. 3. Executive Recruiters (also known as head hunters). Headhunters are employment agencies specialized in seeking out top-management latent for their clients. They can be quite useful, because they have many contacts with qualified candida

36、tes who are currently employed and not actively looking to change jobs. They can also keep firm’s name confidential until late into the interview process. They can save top management time by doing the preliminary work, such as advertising for the position and initially screening applicants. 4. Co

37、llege Recruiting. College recruiting means sending an employer’s representatives to college campuses to prescreen applicants and create an applicant pool from the college’s graduating class. It’s an important source of management trainees, promising candidates, and professional and technical employe

38、es. In this method, recruiters and schools must be carefully chosen. The recruiters should be chosen on the basis of his/her ability of identifying top candidates. The school should be selected by its reputation and performance of previous cooperation with the company. The type of job generally d

39、etermines what recruiting source is used. According to a recent survey, for managerial positions, 80% of employers used newspaper ads, 20% used head hunters. For technical jobs, 75% used college recruiting. For recruiting sales person, 80% of companies used newspaper ads. With a pool of candidate

40、s, the next step is to select the most suitable person for the job through interview. One-to-one formal interview is probably the most commonly used, but there is also another method named panel interview. The most appropriate method will be chosen according to the real situation. For example, int

41、erviewing college students should normally be one-to-one, as college students are likely to be nervous in front of a group of interviewers. The panel interview means the candidate is interviewed simultaneously by a group of interviewers. The panel interview is often used for recruitment of senior p

42、ositions. The candidate could be judged from different aspects by experts from different departments. In many modern organizations, the conventional methods of interview, whether it is one-to-one interview or panel interview, become inadequate. Many managers therefore devised additional tests to me

43、asure candidates’ real competence. The occupationally relevant tests include: 1. Attainment tests – Designed to measure specific knowledge or skills in a particular field, e.g. a typing test 2. Aptitude test – Designed to measure specific capabilities such as mechanical or musical ability 3. Int

44、erest tests – Designed to identify areas of activity particularly attractive to the candidate 4. Trainability tests – It attempts to measure the interviewee’s general capacity to learn knowledge or skill. For example, the interviewer could ask interviewee to perform a job-related task after giving

45、the prior instruction to the interviewee. 5. Work samples – It is the simulations of the real work situation. In-tray exercise is one form of work samples. It requires the interviewee to prioritize a list of tasks in the tray. 6. Work tasks – The interviewee is expected to deal with the real work

46、in real situation. 7. Personality tests – Some personality test instruments, such as questionnaire, could be used. The purpose is to give a personality profile of the interviewee, in order to identify his/her suitability for a particular job. When deciding which tests to use, the reasons for t

47、he recruitment must be clear. For example, a new member of designing department must be selected on the basis of both personality and designing skills, but a technician is more likely to be chosen because of his technical expertise. Finally, after deciding which candidate will be hired according to

48、 the results of interviews and tests, it is particularly important to inform candidates of the outcome as quickly as possible. The successful candidate should be notified very immediately. It is frustrating and costly to lose the suitable person if he/she has taken up a job offered from another comp

49、any. And, the unsuccessful candidates should also be informed quickly, because it could build up a good reputation for the company. 2.2 Effective training Once employees have been recruited and selected, the training program for them must be conducted from t

50、he start to the end during the whole employment period. For employers, training means develop more effective and efficient workforce for their company. For new or present employees, through training, they acquire knowledge and skills to fulfill their jobs better and better. Training used to foc

51、us on teaching technical skills, such as showing a machinist how to operate his/her new machine, a new salesperson how to sell his/her firms’ product. However, simply technical training is no longer sufficient for the demand of modern enterprises. Recently, with the rapid technological changes, im

52、proved product and service quality, employees need more training in team building, decision making, and communication, as well as technological and computer skills. To conduct a successful training, HR manager should first analyze training needs before designing detailed training plan. Through th

53、e needs analysis, they could identify specific job skills that needed to improve work performance and productivity, and to ensure that the training program will be suited to trainees’ levels of education, experience, skills, and attitudes. The following methods could be used to analyze training nee

54、ds: 1. Analyzing training needs based on business and HR plans. The training strategy should largely be determined by the company’s business and HR strategies and plans, such as plans for using new technology. The result of analyses would indicate the types of skills and competences that may be req

55、uired in the future, and the numbers of people may be needed. 2. Analyzing job. Analyzing job means examining in detail the content of job, the performance standards required, skills and competences needed to perform the job competently. 3. Analyzing training needs based on performance reviews. Pe

56、rformance reviews is a prime source of information about employees’ training needs. Employees with poor performance will need training urgently, while employees with best performance and employees to be promoted will also need training program to further uplift their ability and skills. 4. Training

57、 surveys. Training surveys assemble all the information obtained from the above-mentioned methods, and provide a comprehensive basis for the designing of a training program. But it is essential to communicate with employees directly during the process of survey. Through communication, HR manager cou

58、ld well understand employees’ training needs and get more suggestion from them about the training program. After conducting a successful training analysis, HR manager should choose useful and feasible training methods to conduct specific training program. There’re some effective training methods

59、that are often used: 1. Demonstration: It is the technique of telling or showing a trainee how to do a job. It’s the most commonly used training method. It is so direct that the trainee is actively participated. 2. Coaching: It is a one-to-one training technique designed to develop individual skil

60、ls, knowledge, and attitudes. 3. Job rotation: It aims to broaden employee’s experience by moving him/her from job to job or department to department. HR manager has to design a program to set down what the trainee is expected to learn in each department or job. A suitable person in each departmen

61、t will see to it that the trainee is given the right experience or opportunity to learn. During the job rotation, the trainee’s progress will be checked regularly. 4. Question and answer technique: It consists of an exchange between trainer and trainees. This method aims at test understanding, stim

62、ulate thought, or extend learning. It may be part of a discussion period on a formal management course. 5. Assignment: It is a specific task that all trainees do, at the request of their trainer or manager. This method may be used as a test at the end of a training session. It may also be given b

63、y managers to their subordinates, as a means of extending subordinates’ experience. 6. Projects: Projects are broader or more complicated tasks that trainees are asked to complete. The trainer often gives trainees only generalized guidelines. They encourage trainees’ initiative in seeking and anal

64、yzing information, in solving problem, and in getting a desirable result of the project. 7. Guided reading: It takes the form of giving books, handouts, or company literature to trainees, and asking them to read and comment on them. 8. Lecture: It is used to transfer information from the speaker t

65、o audiences with controlled content and timing. 9. Talk: It is a less formal lecture for a smaller group. It gives plenty of time for discussion. This method encourages trainees’ participation and interest, gives trainees an opportunity of learning from each others, and helps trainees to develop

66、ability of self-expression. More often than not, HR manager uses more than one technique in the training program. For example, when preparing employees for future managerial jobs within the company, combined training methods must be used, including job rotation, coaching, action learning, and case studies, outside seminars, university-related programs, role playing, behavior modeling, and in-house development centers. After the completion of training program, the program’s success or failu