【正文】 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。人力資源管理也被許多人有一個組織內(nèi)的風險減少的關鍵作用 。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。 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(jīng)理或其他的部門。 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。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。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。 There is a longstanding argument about where HRrelated functions should be organized into large organizations, ., should HR be in the Organization 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。 Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, ., career development, training, organization development, etc. 注意：一些人區(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) ) 之間的一種不同。但是，他們應該確保員工和都知道，人事政策，符合現(xiàn)行規(guī)定。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。 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 needs, 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 include managing your approach to employee benefits and pensation, employee records and personnel policies. Usually small businesses (forprofit or nonprofit) have to carry out these activities themselves because they can39。人民的戰(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。 The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm. 一項人力資源戰(zhàn)略的實施并不總是需要，并可能取決于若干因素，即公司，公司內(nèi)的組織文化或行業(yè)中的企業(yè)，也是人們在公司經(jīng)營規(guī)模。 在人員的適當?shù)墓芾硎侵陵P重要的公司獲得成功，甚至作為一個持續(xù)關注的現(xiàn)有。理論上，一個高級人力資源代表應當參加一個組織的整體目標是設計。s personnel who actually construct a good, or provide a service. The personnel39。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，或學習和發(fā)展政策，將按照實現(xiàn)企業(yè)目標。作為一個例子，一家公司銷售的汽車有較大的增加 10％，五年內(nèi)汽車銷售公司戰(zhàn)略。s personnel needs with the goals/objectiv