【導(dǎo)讀】人力資源管理愈來(lái)愈被重視。在經(jīng)濟(jì)發(fā)展成熟的體系下，人力資源管理必須配合。無(wú)，或可能有損耗。現(xiàn)代經(jīng)濟(jì)講求平衡及配合，提升管理效能和質(zhì)素，就要人力。建立人力資源平臺(tái)，作為溝通及搜集信息管道，將各方意見(jiàn)綜合，舍。短取長(zhǎng)，以處理薪酬、福利等事宜。人力資源最重要是培訓(xùn)及發(fā)展，人力資源發(fā)。展必須投資在培訓(xùn)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(duì)待職員的理念的變化。公司的上層管理部門(mén)將人事部門(mén)的各種活動(dòng)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(kāi)支。公司對(duì)人事部的活動(dòng)持不積極的支持態(tài)

　　

【正文】 ganization Development department or the other way around? 有一個(gè)持久的爭(zhēng)論有關(guān)哪里 HR相關(guān)的功能應(yīng)該被編入大的組織 , 舉例來(lái)說(shuō)， HR 應(yīng)該在組織發(fā)展部門(mén)中嗎或另一個(gè)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(kāi)發(fā)行業(yè)都發(fā)生在過(guò)去 2030 年來(lái)的巨大變化。許多年前，大型機(jī)構(gòu)展望了“人事部”，主要是為了管理和支付雇用周?chē)说奈臅?shū)工作。最近，組織認(rèn)為“ 人力資源部”的工作人員發(fā)揮著重要作用，訓(xùn)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(shí)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(zhēng)要超越行政和員工冠軍的作用，被認(rèn)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(yīng)。此外，人力資源組織，也有如何證明他們的活動(dòng)和流程增加價(jià)值的公司困難。只有在人力資源和人力資源專(zhuān)家學(xué)者近年來(lái)的重點(diǎn)是開(kāi)發(fā)模式，可以衡量，如果人力資源增加價(jià)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(yīng)該達(dá)成那 上方提到了目標(biāo)。 這些程序能是運(yùn)行在一個(gè) HR 部門(mén)中 , 但是一些工作也能是外包的或運(yùn)行被線(xiàn) 經(jīng)理或其他的部門(mén)。 當(dāng)有效地整合的他們提供重要的經(jīng)濟(jì)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(rèn)為是在這一領(lǐng)域的從業(yè)人員作為一個(gè)更具創(chuàng)新性的工作場(chǎng)所的管理比傳統(tǒng)辦法的模式。它的技術(shù)力量，企業(yè)的管理者與特異性表達(dá)自己的目標(biāo)，使他們能 夠理解和勞動(dòng)力開(kāi)展，并為他們提供所需的圓滿(mǎn)完成任務(wù)的資源。因此，人力資源管理方法，在正確的實(shí)踐，是表達(dá)的目標(biāo)和企業(yè)經(jīng)營(yíng)措施的整體。人力資源管理也被許多人有一個(gè)組織內(nèi)的風(fēng)險(xiǎn)減少的關(guān)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(lái)描述活動(dòng)中所招聘的員工需要，提供工資和福利委員會(huì)成員，并管理其工作與生活的需要。因此，如果我們進(jìn)入實(shí)際的定義，托林頓和 Hall（ 1987）被定義為：人力資源管理的目標(biāo)是幫助一個(gè)組織，以滿(mǎn)足吸引戰(zhàn)略目標(biāo)，保持員工，并有效地管理人員的管理。