【導讀】人力資源管理愈來愈被重視。在經濟發(fā)展成熟的體系下，人力資源管理必須配合。無，或可能有損耗?，F(xiàn)代經濟講求平衡及配合，提升管理效能和質素，就要人力。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。新近興起的人力資本管理。其主要不同即在于公司和企業(yè)對待職員的理念的變化。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(tài)

　　

【正文】 ganization Development department or the other way around? 有一個持久的爭論有關哪里 HR相關的功能應該被編入大的組織 , 舉例來說， HR 應該在組織發(fā)展部門中嗎或另一個方法在附近 ? 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, 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 people and the organization are performing at maximum capability in a highly fulfilling manner. 在人力資源管理職能和人力資源開發(fā)行業(yè)都發(fā)生在過去 2030 年來的巨大變化。許多年前，大型機構展望了“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，使人民和組織是在最大的能力表現(xiàn)在高度實現(xiàn)的方式。 However, many HR functions these days struggle to get beyond the roles of administration and employee 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 the pany. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value. 然而，許多人力資源職能這些天的斗爭要超越行政和員工冠軍的作用，被認為比而是作為高層管理人員的戰(zhàn)略合作伙伴的積極反應。此外，人力資源組織，也有如何證明他們的活動和流程增加價值的公司困難。只有在人力資源和人力資源專家學者近年來的重點是開發(fā)模式，可以衡量，如果人力資源增加價值 。 Human resources management prises 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 linemanagers or other departments. When effectively integrated they provide significant economic benefit to the pany 人力資源管理包含一些程序。 一起他們應該達成那 上方提到了目標。 這些程序能是運行在一個 HR 部門中 , 但是一些工作也能是外包的或運行被線 經理或其他的部門。 當有效地整合的他們提供重要的經濟利益給公司 Human Resource Management (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 acplish 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 reduction within organizations 人力資源管理（ HRM）被認為是在這一領域的從業(yè)人員作為一個更具創(chuàng)新性的工作場所的管理比傳統(tǒng)辦法的模式。它的技術力量，企業(yè)的管理者與特異性表達自己的目標，使他們能 夠理解和勞動力開展，并為他們提供所需的圓滿完成任務的資源。因此，人力資源管理方法，在正確的實踐，是表達的目標和企業(yè)經營措施的整體。人力資源管理也被許多人有一個組織內的風險減少的關鍵作用 。 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 worklife needs. So if we move to actual 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 also to manage them effectively. 同義詞，例如人事管理，常被用在更狹義來描述活動中所招聘的員工需要，提供工資和福利委員會成員，并管理其工作與生活的需要。因此，如果我們進入實際的定義，托林頓和 Hall（ 1987）被定義為：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。