对于现代企业管理理论中人力资源开发探析中英文对照

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　 关于现代企业管理理论中的人力资源开发的探析中英文对 昭 八、、 On the analysis of human resources development in the theory of modern enterprise management .In both Chinese and English 一、现代企业人力资源概述 One, the moder n en terprise huma n resources overview 随着全球经济贸易的融合发展以及我国经济脚步的快速前进， 当今的企业面临着前所未 有的发展商机。如何抓住机遇，从众多企业中脱颖而出是每个企业面临的重要问题， 而解决 这一问题的关键又表现在企业管理上。

　在如今这个竞争的时代， 企业想要快速发展就必须抓 住一切资源，以提高自身的核心竞争能力。

　而在众多资源中，人力资源无疑已成为现代企业 生存与发展的重要保证。

　进入 20 世纪 60 年代以来，传统的劳动人事管理已逐步被摒弃， 取 而代之的是更具科学性、人本化的现代人力资源管理理论。

　目前，这种新形式的管理方式已 成功走进企业内部，成为一种主流的企业管理模式。

　As the mix of global econo mic and trade developme nt steps as well as our country economy fast forward, today"s en terprise is facing un precede nted developme nt opport un ities. How to seize the opportunity to stand out from many enterprises is one of the important problems, each enterprise is facing and the key to solve this problem and performanee in enterprise management. In this competitive era, the enterprise want to rapid development it is necessary to seize all resources, in order to improve their core competitive ability. In the numerous resources, human resources has become a moder n en terprise survival and the developme nt importa nt guara ntee. Since the I960 s, the traditi on al labor pers onnel man ageme nt has gradually aba ndon ed, in stead it is more scie ntific and humanistic theory of modern human resources management. At present, this new form of man ageme nt mode has bee n successfully en tered the en terprise intern al, to become a main stream mode of en terprises man ageme nt. 1、企业人力资源开发的意义 1, the sig ni fica nee of en terprise huma n resources developme nt 从本质上看，企业人力资源开发是以发掘、 培养、利用和发展人力资源为主要内容的一 系列有计划的活动和过程。它以人力资本投资为前提，包括人力资源的教育、培训以及人才 的发现、培养、使用与调剂等诸多管理活动，是一个复杂的社会系统工程。可以说，人力资 源的开发不仅是提高企业劳动生产率的内在动力， 也是企业其他管理活动的前提， 所以，做 好企业内部的人力资源开发工作具有着重要的现实意义。

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　 In esse nee, the en terprise huma n resources developme nt is excavated, cultivati on, utilizati on and development of human resources as the main content of a series of planned activities and processes. It on the premise of huma n capital in vestme nt, in clud ing educati on, training of huma n resources and talents of the discovery, development, use and regulate, and many other management activities, is a complex social system engineering. Can say, human resources development not only is the inner motive power of improve enterprise productivity, also is the premise of other management activities, therefore, completes the enterprise internal human resources developme nt has the importa nt practical sig ni fica nee. 2、 现代企业人力资源管理理念 2, the moder n en terprise huma n resources man ageme nt con cept 现代企业人力资源管理是为了实现组织既定的目标，采用计划、组织、指挥、监督、激 励、协调、控制等有效措施和手段，充分开发和利用组织系统中的人力资源所进行的一系列 活动。在这一管理过程当中， 企业将主要以人力资源为中心， 研究如何实现企业资源的合理 配置。这种管理方式冲破了原有的人事管理约束，不再把人看成是一种“技术要素” ，而是 把人当作一种使组织在激烈的竞争中生存、 发展，始终充满生机和活力的特殊资源来刻意地 发掘。这种基于全新的管理哲学和管理理念的管理方式即为现代企业人力资源管理理论。

　Moder n en terprise huma n resource man ageme nt is established in order to achieve the orga ni zati on goals, pla n, orga ni ze, comma nd, supervisi on, motivatio n, coord in atio n, con trol, and other effective measures and means, full development and utilization of human resources in the organization system of a series of activities. In the management process, enterprises will be mainly to human resources as the cen ter, research how to realize the reas on able con figurati on en terprise resources. This man ageme nt mode broke through the origi nal pers onnel man ageme nt con stra in ts, no Ion ger regard people as a kind of "elements", but the men as a group in the fierce competition in the survival and development, always full of vigor and vitality of the special resources to deliberately. This con cept based on brand-new man ageme nt philosophy and man ageme nt style of man ageme nt is the moder n en terprise huma n resources man ageme nt theory. 3、 现代人力资源管理与传统人事管理的区别 3, the differe nee betwee n the moder n huma n resources man ageme nt and the traditi onal pers onnel man ageme nt 这一新型的管理理念与传统人事管理的一个重要区别在于：

　第一次提出了 “员工发展与 企业发展同等重要”的命题。以往传统的人事管理着重落脚于“管理” 一词上，人只是被管 理的对象，企业即使组织员工培训、 进修也仅仅是为了服务于组织财富的创造； 而如今现代 人力资源管理重在“开发”，人既是管理的主体也是被开发的对象，强调在为组织创造财富 的同时自我发展，具有更强的自主性。

　The new management concept with the traditional personnel management is an important differenee is that: first proposed the "staff development and enterprise development are equally importa nt" propositi on. Past the traditi onal pers onnel man ageme nt mainly locate in the word "management", people just

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　 is management of the object, the enterprise even organization staff training, further education is just to serve the organization the creation of wealth; Now the modern human resource management focuses on "development", the person is both the main body of management and the development object, emphasize in creating wealth for the organization of self-developme nt at the same time, with greater aut onomy. 其次，传统的人事管理似乎只是一个企业人力资源管理这一个部门的工作， 其他部门管 理者只要管理好本部门工作上的事物即可，不具有识人、用人、发展人才的使命，不同部门 间不存在人事问题上交集。而今天，有时为了发现不同的人在不同工作中的潜力， 企业往往 会选择让员工在不同岗位上实习这一方式， 最终把不同的人放在最适合他们的岗位上， 因此 今天人事管理已不再是某一职能部门单独使用的工具， 它更需要每一个部门管理者都参与进 来，部门间相互协调、配合，共同为企业选择最优秀的员工。

　Second, the traditional personnel management seems to be a enterprise human resources man ageme nt that the work of one departme nt, other departme nt man ager as long as the good work of the department of things, do not have knowledge people, employing, developing talented pers on"s missi on, in tersect ion does not exist betwee n differe nt departme nts and pers onnel issues. Today, sometimes in order to discover the potential of the different people in different jobs, compa nies tend to choose let staff on differe nt post intern ship this way, fin ally put the differe nt people in the most suitable for their posts, so today is no Ion ger a pers onnel man ageme nt department a separate use of tools, it is more need to each department managers involved, coord in ati on, and collaborati on betwee n gover nment departme nts, for en terprises to choose the best employees. 最后，在管理的主导思想上，传统人事管理还停留在“经济人”的人性假设上，对员工 多采用物质激励加制度约束的方式， 而不重视员工的精神、社会需求，高压之下才会出现当 年某企业员工不断跳楼的事件，这也许就是今天有些企业即使高薪也无法招到所需求的人才 这一现象的根源。相反，现代人力资源管理就秉持“自我实现的人”这一人性假设，考虑人 的情感、自尊与价值，利用诸如员工生日、带薪旅游等方式让员工对企业产生归属感，从而 抓住了人的“心”，才能赢得人的“才”，为企业更好的服务。

　Fin ally, un der the guida nee of man ageme nt thought, the traditi onal pers onnel man ageme nt still stays in the humanity hypothesis of "economic man", for employees to adopt the way of material incentive and institutional constraints, without the spirit of the staff, attention to the needs of society, can only be seen under high pressure when an enterprise employees constantly jump off a buildi ng eve nts, perhaps this is today some compa nies even well-paid cannot recruit requireme nts by the people at the root of this phe nomenon. Moder n huma n resources man ageme nt, by con trast, grasps "the self-realization" the human nature assumption, and take into account people"s emotions, self-esteem and value, using such as employee birthday, paid tourist way let employees bel onging to the enterprise, so as to seize the man"s "heart", to win people"s "only", better service for the en terprise. 二、目前企业中人力资源开发利用存在的问题 Second, in the en terprise huma n resources developme nt and utilizati on of existi ng problems 当今，许多中小型企业都有自己的人力资源部门， 然而其中不乏一些管理者认为建立了

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　 这一部门就是实施了人力资源的管理， 这样的想法显然没有认清人力资源管理的本质， 虽然 不可否认他们是有自己的人力资源管理方式， 但是其理念仍然是传统的以事为中心的人事管 理。如果仅仅如此，那问题显而易见。首先，企业的用人机制不够合理。最常见的用人机制 包括外部招募与内部提升两种。

　但外部招募存在着过于重视学历， 忽视能力，产生高分低能， 不能快速适应企业工作需求的缺陷； 而对于内部提升，虽然企业对于员工的能力、技术水平 都已经有一定的了解，但依然不可避免地出现因恶性竞争、 迁就照顾、人际关系等而产生的 人才流失与浪费现象。这些问题导致了人力资源不能得到充分重视、 全面开发与应用的弊端。

　Today, many small and medium en terprises have their own hr departme nt, but there is no lack of among them some managers think that set up the department is the implementation of human resources management, the idea obviously did n"t recog nize the nature of human resource man ageme nt, although admittedly they have their own way to huma n resource man ageme nt, but the idea is still the traditi onal things as the cen ter of the pers onnel man ageme nt. If only so, the problem is obvious. First of all, en terprise pers onnel mecha nism is not reas on able. The most com mon mecha nism of choose and employ pers ons in clude exter nal recruitme nt and internal promotion. But external recruiting there too much emphasis on education, ignore the ability, produce high score low-e nergy, defects can not quickly adapt to job requireme nts en terprise; For the internal promoti on, although en terprise for employees" ability, tech no logy level have a certa in understanding, but still appear inevitably because of vicious competition, compromise care, relati on ships and the brain dra in and waste phe nomenon. These problems led to the huma n resources can"t get full atte nti on, comprehe nsive developme nt and applicati on. 其次，一些企业依然认为解雇与重新聘用是解决一切问题的方式， “官本位”、论资排辈 现象严重，员工缺乏合理的晋升机制和表达想法的权利，且对于人力资源的开发不够重视， 开发内容与方法也极其落后， 这从根本上阻碍了员工的个人提高， 从而进一步滞后了企业的 发展。

　Second, some enterprises still think fired and rehired is the way to solve the problem of all, "ranking of officials, seni ority is serious, employees lack of reas on able promoti on mecha nism and the right to com muni cate ideas, and they did not attach eno ugh importa nce to huma n resources development, the development content and the method is extremely backward, and ultimately hin dered the employee"s pers onal enhan ceme nt, thus further lags beh ind the developme nt of the en terprise. 最后，部分私营小企业吝啬于人力资本投入。

　“谁投资，谁收益”这是市场经济的规则。

　但是，由于人力资本是一种无形资本， 它潜在于人体之中， 只有通过对其载体一一人进行投 资方可获得。因此，企业担心自己的人力、物力投资依然不能挽回人才的流失，获得少于投 入。且这类企业多半仅仅注重短期效应， 忽视企业的长期发展与人力资源的关系， 故而并不 愿产生人力开发成本。对于今天这个资源竞争的时代来说， 这些目光短浅的企业注定会被淘 汰。

　Fin ally, some private small bus in esses skimp on huma n capital in vestme nt. "Whoever in vests, benefits" this is the rules of market economy. However, because human capital is a kind of intan gible capital, and its pote ntial in the body, only by the carrier to in vest - people can receive. Compa nies worry about their own, therefore, the loss of man power and material resources in vestme nt still cannot save people, get less tha n the in put. And most of such compa nies only focus on short-term effects, ig

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　 noring the Ion g-term developme nt of the en terprise and the relati ons of huma n resources, so do not want to produce huma n developme nt costs. For today is the era of competiti on for resources, these short-sighted en terprise is doomed to be elim in ated. 三、现代企业用人机制的改革方式 Third, the reform of moder n en terprise mecha nism of choose and employ pers ons 面对以上各种人力资源开发问题， 笔者认为企业应从配置、评估、培训以及资本投入几 方面综合进行人力资源的开发。

　Facing the above all kinds of human resource development issues, the author thinks that en terprises should allocati on, assessme nt, training and capital in vestme nt aspects comprehe nsive huma n resources developme nt. 首先，人力资源管理的根本任务就是合理配置使用人力资源， 提高人力资源投入产出比 率。而要合理使用人力资源，就要对人力资源的构成和特点有详细的了解。所以，企业在招 募到新员工后，应着重发现不同员工的技能特长， 遵循能为对应原理，将员工放置到最适合 的岗位上去，使得人尽其才、各尽所能。

　First, the basic task of huma n resource man ageme nt is reas on able con figurati on to use huma n resources, improve the in put-output ratio of huma n resources. And the rati onal use of huma n resources, the compositi on and characteristics of huma n resources has a detailed un dersta nding. So, the enterprise after the recruit new employees, employees should focus on find different skill expertise, can follow the corresp ondence prin ciple, place the employees to the most appropriate post, makes the pers on, from each accord ing to his ability. 其次，人力资源的根本目标是使人的潜能得到开发和有效运用，因此在员工工作期间， 企业应综合运用面谈、团队分析、工作分析、观察以及问卷调查等形式，收集员工的心里、 专业、技能、创新等方面的潜力，将个人的全面发展与企业发展有机结合，为企业的培训内 容、方式奠定基础。

　Secondly, the basic goal of human resources is to make people"s potential for development and effective use, duri ng work, therefore, en terprise should be in tegrated use of in terviews, group analysis, work analysis, observation and questionnaire survey, collect the employee"s mind, professi on al, skills and inno vative pote ntial, the orga nic comb in atio n of the all-ro und developme nt of individuals and enterprises development, the way of training content, lay the foundation for the en terprise. 最后，一个发展的企业、一个进步的企业应当时刻与社会的脚步保持一致， 汲取新的管 理理念，将人力资源开发作为企业不断前进的有效方式，从思想上重视起来，连续的、动态 的、创新地进行人力资本开发投入，包括教育投资、培训投资等。从而提高企业的软实力， 增强竞争优势。

　In the end, a development of the enterprise, a progressive enterprise shall be consistent with the social steps, absorb ing new man ageme nt con cept, huma n resources developme nt as en

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　 terprises effective ways forward, emphasis on thought, a continu ous, dyn amic and inno vative developme nt of huma n capital in vestme nt, i ncludi ng the educati on in vestme nt, training in vestme nt, etc. So as to improve the soft power of en terprise, enhance the competitive adva ntage. 沁园 春„雪 北国风光， 千里冰封， 万里雪飘。

　望长城内外，惟余莽莽；大河上 下，顿失滔滔。

　山舞银蛇，原驰蜡象，欲与天公试 比高。

　须晴日，看红装素裹，分外妖娆。

　江山如此多娇，引无数英雄竞折腰。

　惜秦皇汉武，略输文采；唐宗宋 祖，稍逊风骚。

　一代天骄，成吉思汗，只识弯弓射 大雕。

　俱往矣，数风流人物， 还看今朝。

　討■克 水调歌头„明月几时有 宋代：苏轼 丙辰中秋，欢饮达旦，大醉，作此篇，兼怀子

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　 由。

　明月几时有？把酒问青天。不知天上宫阙，今夕是何 年。我欲乘风归去，又恐琼楼玉宇，高处不胜寒。起 舞弄清影，何似在人间？ 转朱阁，低绮户，照无眠。不应有恨，何事长向别时 圆？人有悲欢离合，月有阴晴圆缺，此事古难全。但 愿人长久，千里共婵娟。