【正文】 evelopment and deployment. These six functions although with different emphases, but they are not separate, but interrelated and mutually reinforcing, is a cyclic process. (2) the importance of human resource management with the socalled knowledge economy era, HRM and human factors because of its intrinsic importance of close ties and makes it more evident. ① human resources management is the primary issue of the rational allocation of resources。 ② human resource management is the organizational guarantee enduring prosperity。 ③ training of human resources management is an important aspect of staff dedication。 ④ human resource management is the driving force of innovation。 ⑤ business and human resource management is an important guarantee for social stability and growth。 two difficulties of a private enterprise, family control inbreeding, chaotic management of human capital, especially entrepreneurs, human capital was scarce and importance of the people are known to, and private enterprises and then human resource management, indeed there are many drawbacks. According to the survey, about 90% were private enterprise financial management and control and then get in the hands of family members, the senior management of about 40% are friends or family members. Many individual and private internal management systems, and in the initial period is often a bination of family and friends, but when business was developed to a certain size, the still impossible to escape the inbreeding get stereotypes, personnel management of enterprises still remain In the cottage type of arbitrary decisionmaking stage, the direct impact on the human enthusiasm for work, and thus hinder the development of enterprises, it is also the same as human breeding will be degraded, resulting in three kinds of negative effects: (1) own people cultural level is not high, lack of modern management knowledge and management thinking, the market economic system and its operation wit poorly understood, leading to highlevel policy shortsighted, unable to take into account the longterm development strategy, and even making mistakes, ing disaster. (2) such members may be members of the entire business relationship within the plex, vulgar, forming nonproductive within the enterprise cost, not too convenient for scientific management and mand. Moreover, as in the management of family and friends because of the special relationship was not necessarily mitted to serve the business sake, or bad behavior may occur pocketed. (3) the right of the family business may mean more weight alone, indicating that the practice of business management flaws. Second, it may easily lead to staffing unreasonable. Certain positions are occupied, resulting in status scarce. Barriers of the human resources into really useful, but people not of high quality, professional work may not meet the requirements, resulting in low quality, low benefit。 the other hand, has a serious impact on employees at work. Because it was business as the only proand move, not the only Yin and move. 2, attach importance to the introduction, ignoring loss, severe attrition in the personnel market, some enterprises are often recruited to generous wages, good working conditions may attract talent, too many talents to realize their vision, the passion with one after another join But when they came to the enterprise, the enterprise can not or do not fulfill the original promise of the original. Some panies may even offer working conditions and treatment of investment as the additional expenditures, personnel costs will be low pressure. In short, as private enterprises have institutional arrangements, the distribution of benefits, social security and culture building, motivation and so was the problem, making it difficult to retain good employees quit quite mon. This has resulted in: loss of business to increase human capital, the use of human capital costs。 to get the normal production and operation of the order of business is difficult to maintain, not only affects the business goals, and undermine the pany39。s image。 affect staff have structural optimization, most employees change jobs the backbone of the enterprise, the loss of these officers were so old and weakened corporate staff increased frequency。 on the other staff would be a great psychological pressure, because my colleagues have switched to the staff would leave a bad too negative impact on the business they generate dissatisfaction may develop their own confidence. 3, lack of knowledge, started missing, human resources management level is not high on the management of human resources was not only a scientific method of human resource management system, but also requirements to the general manager in charge at all levels, including down to get all the managers Application of direct participation.譯文：人力資源管理概述 人力資源的含義和重要性 （1）人力資源是指能夠推動整個經(jīng)濟(jì)和社會發(fā)展的勞動者的能力，包括具有智力勞動和體力勞動的能力，從廣義上說，智力正常的人都是人力資源，而我們所討論的主要是只企業(yè)組織內(nèi)外具有勞動能力的人的總和。一般來說，人力資源具有以下幾個特征： ①人力資源具有生物性。它存在于人體之中，是具有生命的“活”的資源，與人的自然生理特征相聯(lián)系，正所謂：人——活的資源。人力資源的充分利用有賴于其載體——人的發(fā)揮，因而具有生物性。 ②人力資源具有能動性。人具有思想、感情，有主觀能動性，又能夠有目的，有意識的認(rèn)識和改造客觀世界。在改造客觀世界的過程中，人能通過意識對所采取的行為，手段及結(jié)果進(jìn)行分析、判斷和預(yù)測。由于人具有社會意識和在社會生產(chǎn)經(jīng)營中所處的主體地位，使得人力資源具有了能動作用。如自我強(qiáng)化，選擇職業(yè)以及積極勞動等。 ③人力資源具有時效性。它的形成、開發(fā)和利用都受到時間方面的限制。人力資本與物質(zhì)資本不同，它具有一維性。一般說來，它的有效時間大概40年左右。若不能適時開發(fā)和利用，隨著歲月的流逝將逐漸降低直至消失殆盡。通過教育、培訓(xùn)等方式進(jìn)行投資而形成一定的人力資本存量，將其投入社會再生產(chǎn)過程，就可以產(chǎn)生收益，發(fā)揮效用。而未及時開發(fā)或利用的人力資源，不盡難以成為社會發(fā)展的有生力量，而且還會成為拖累經(jīng)濟(jì)發(fā)展和社會進(jìn)步的累贅或“包袱”。 ④人力資源具有依附性。人力資本的載體是人，是通過人力投資形成 的價值在勞動者身上的凝固，與其所有者不可分離，一切體能、知識、智能、技能、情感價值觀念、思想道德都依附于活生生的人而存在。同時，人力資本的價值量和新增價值的創(chuàng)造，必須在勞動中得以體現(xiàn)。人不參與勞動和勞務(wù)，只是一個純粹的消費(fèi)者，其資本價值量也無從體現(xiàn)。 ⑤人力資源具有組合性。組合性是人力資源的一個重要特征。兩個人在一起工作發(fā)揮的作用，并不等于兩個人單獨(dú)發(fā)揮的作用之和。既可能出現(xiàn)1+12的情況，也可能出現(xiàn)1+12的情況。需要我們注意的是：在管理工作中，造成人力資源損耗的原因，一是工作本身的問題，如企業(yè)工作流程設(shè)計不和里，工作環(huán)境惡劣，或者工作本身過于單調(diào)乏味，無法滿足人們高層次的需求。另外，員工之間的配置不合理，如員工之間能否相互理解和支持，工作關(guān)系是否融洽，顯然會影響工作的效率。⑥人力資源具有增殖性。物質(zhì)資本在使用的過程中，由于磨損，自然腐蝕或損壞等原因，效率和效益是遞減的，而人力資本不僅不會弱化或消除其資本投入要素的收益遞減狀態(tài)，而且對經(jīng)濟(jì)增長呈現(xiàn)出收益遞增的特性。經(jīng)濟(jì)學(xué)家盧卡斯認(rèn)為，高人力資源可以獲得高收入，即勞動力的收益遞增?？墒辜彝和百|(zhì)”的要求增加和“量”的要求下降，人力投資持續(xù)進(jìn)行，人力