员工入职培训h5

1. 作为一名应届毕业生，该怎样去找工作

某同学问：“老师，我们马上要找工作了，可是我不知道去哪里找到企业的招聘信息，你能推荐一些渠道吗？”

答：如你所愿

1、如果你特别想加入某个企业，直接去他们的官网（或官微、官博）

2、自己学校的就业信息网

这是你找工作的主要渠道。每天刷新一次是必须的，看到好的单位，一定不要错过。

3、周边好学校的就业信息网

如果自己学校就业信息网提供的信息不多，特别是普通学校，企业招聘信息相对少些。不过没关系，你所在的城市肯定还有很多牛×的高校，关注他们的就业信息网，把他们的网址收藏在自己的浏览器收藏夹，每天看看，遇到合适的企业就投了吧。下面是**大学的就业信息网：

4、自己学校和其他学校举办的双选会

一般来说，每年11月份、3月份左右，很多大学都会组织开展大型双选会，邀请上百家企业同时到学校摆摊设点，为毕业生提供就业岗位。这个机会不要错过哦~

5、老师、亲朋好友的推荐

毕业季，也会有一些企业直接找辅导员老师推荐优秀学生，特别是往届毕业生所在的企业。另外，你的家庭人脉万也可以用上，七大姑八大姨的消息也不少，总有一款适合你。

我们不提倡走后门，但借助父母、亲友的资源，为自己多争取一个面试机会，也不是坏事。

6、全国性的招聘网站

前程无忧、智联招聘等全国性的专业招聘网站，聚集了大量的企业招聘信息，你可以根据自己需要进行筛选。

7、其他全国性求职网站

应届生求职网、大街网、BOSS直聘、拉勾网，还有前段时间在微博上看到新成立的视频简历求职网站椅子网，太多啦，都可以作为你求职的辅助渠道。

8、地方性的招聘网站

一般当地都会有自己的人才招聘网站，搜索“地名 人才网”就能找到。里面的招聘信息更多为当地企业，因此针对性更强。应届生也可以关注。

9、当地的大型招聘会

一般由招聘网站、人力资源机构主办，也有政府机构牵头组织的情况。大部分不需要门票，提前查阅来招聘的企业和岗位，如果有适合你的，带着简历去就行。要注意一些口碑比较好的、举办过多年的、规模比较大的现场招聘会，有的招聘会人气不行，招聘岗位的层次也比较低，注意区分。

10、其他渠道

微博大V“简历义工”：我的微博好友，经常在微博上共享企业招聘信息，是一个靠谱的大叔。找工作的同学可以去关注，他经常分享一些求职经验和案例。其他认证微博的招聘信息也可以参考，但要注意识别真假。

你关注的企业的员工的认证微博：可以简要介绍下自己，问问有没有招聘信息，看看有没有机会，说不定会得到推荐哦。

……

最后补充一句：找工作要擦亮眼睛，现在坏人多，不要因为急于找工作导致被骗。凡是打着收材料费、培训费、体检费等各种名义向你收钱的，都是骗子。

2. 人力资源管理系统中需要实现哪些基本功能模块

人力资源管理系统比较好用的一款是一格网，有八大核心功能，一站式解决人事问题，轻松高效。

主要功能模块有：

一、人员组织

员工管理：处理员工入职，转正，调动，离职、合同等人事变动，可以提前设置生效日期

组织架构：创建公司的组织架构，明确部门及层级，可以按照部门分配权限

员工花名册：记录了所有员工的详细信息，支持批量导入，高效管理员工信息

二、考勤打卡

考勤方式：支持GPS、wifi、考勤机三种打卡方式，企业可根据实际情况选择

排班规则：支持每人每天不同班次的排班方式，其他包括弹性工作时间、员工补打卡等

薪酬联动：未归档考勤可在后台手动处理异常，归档后不能修改，可用于薪酬计算

三、流程审批

流程设置：所有的功能都有流程，节点可扩展至20个，没有什么复杂的流程不可能

权限角色：通过设置角色可以实现在同样的流程下，不同的流程走到不同部门审批人那里

消息到达：当审批流到达时，系统将下行系统消息、邮件、短信给审批人，加快处理速度

四、薪酬核算

账套模板：HR可以根据不同的帐套使用不同的薪酬模板，每个薪酬项目的属性可自定义

科学算法：严谨科学的计算方法，确保您不会遗漏任何核算环节，一次使用将大大简化未来的核算工作

发工资条：核算完成或导入的工资将在员工APP上显示，便于员工自查

五、社保代缴

自动计算：后台有最新的地方社保公积金比例，您只需导入基数系统自动生成缴纳金额

薪酬关联：您维护的社保数据将在薪酬计算时被使用，只需确认不用重复导入

社保代缴：算好的社保数据可以提交代缴服务，40元／人／月，价格透明公道

六、人事报表

人力成本分析：提供以部门为维度，以月为单位分析人力成本，帮助企业有效控制预算

员工流动分析：可以天为单位查看公司员工的在／离职人数，了解企业招聘和人员留任情况

七、公告通知

发送范围：可根据内容只发布到相关部门，可同时发送邮件／短信，保证消息必达

时效性：您可以将制度类公告设置为永久可见，即使新加入公司的员工也能看到历史的公告

H5编辑器：系统提供强大的图文编辑器，可以让您的公告也丰富多彩，提升员工体验

八、福利商城

福利自选：提供多种企业最需要的员工福利，如商业保险，体检等，可放心采购

价格优势：零星采购也能享受团购价，没有中间商赚差价，每一次采购都是和数百中小企业的众筹

积分兑换（即将上线）：员工在使用平台的时候可以积累积分，当积分积累到一定数量的时候即可兑换平台商品

3. 新员工入职培训方案

新员工入职培训方案程子展老师可以提供，程子展老师是河南商专高等专科学校客座教授；国家知名职业培训师；美国路透社专家成员；河南广播电台特邀讲师；银行培训网、中华培训师网特聘讲师；多家培训公司特聘高级讲师；多家酒店高级管理顾问；澳门豆捞连锁总部行政培训总监；被众多客户称为“真正具备实践性与实用性的实力派讲师”。
新员工入职培训方案
课程主题：新员工入职培训
培训讲师：程子展
培训时间：1-2天（根据您的需要调整）
培训地点：客户自定
培训对象：银行新员工
培训方式：
讲师讲授、案例分析、案例分享讨论、课堂联系、情景演练、使培训效果达到最好！
培训目的
方向比努力重要，选择比努力重要，确定方向比出力流汗重要。起跑的时候，要明确自己冲刺的终点在哪里。
态度比知识重要，什么样的心态就有什么样的人生。积极健康的职业态度是获得职业成功最重要的资本，也是最核心的竞争力。
能力比薪水重要，在职业生涯的初始阶段，懂得投资自己比得到更有意义。
情商比智商重要，学会做人的智慧，成为一个受同事欢迎、受上司喜欢、受企业重用的人。
团队比个人重要，一滴水只有汇入大海才会永不干涸，一个人只有融入团队才会有更大的力量，要成就自我，离不开强大团队的支持。
第一比第二重要，职场竞争限残酷，只承认第一，不记得第二。机会就一次，做到最好，争取第一才是成功。

课程背景
新员工入职培训，又称岗前培训、职前教育、入厂教育，是一个且有所录用的员工从局外人转变成为企业人的过程，是员工从一个团体的成员融入到另一个团体的过程，员工逐渐熟悉、适应组织环境并开始初步规划自己的职业生涯、定位自己的角色、开始发挥自己的才能。
但是，很少会有公司会告诉新员工在公司中最应该注意的是什么。新员工的家长或朋友多半会告诉自己的孩子要少说话，多做事，好好表现等。但是这些忠告，对新员工来说并非最为重要。对企业新员工该怎么做，以及如何做，确实需要有人指导一下。

课程内容：

课程导入——银行入职培训指导
案例分析
第一讲：新员工必备的职业意识
1、顾客至上意识——没有客户，就没有公司
2、强化交货期限意识——不允许“超过交货期限”
3、协调意识——作为组织的一员应具备的思考方式及行动
4、确立目标的意识——“我尽最大努力”的态度是不行的
5、改革意识——没有最好，只有更好
6、成本意识——节省经费就是增加利润
7、品质意识——工作做到何种程度才算到位
第二讲：新员工团队执行力训练：（配合情景模拟互动讲授）
1、建立个人执行力意识
2、帮助组织建立执行体系（情景互动：链条传递）
第三讲：新员工的工作观
1、工作：成功之路的起点
2、忠诚：卓越一生的基础
3、逆境：唤醒心中的巨人
4、信念：铸造生命的奇迹
5、目标：奔向人生的彼岸
第四讲：新员工的人生银行
1、人际银行
2、财富银行
3、知识银行
4、找到不足与充实的方法
5、确定自己的阶段性目标
6、了解理想与现实的差距
第五讲：新员工职业形象的建立
1、第一印象的重要性
2、第一印象的决定因素
3、您的第一印象告诉别人什么
4、商务礼仪与仪容仪表
5、穿着与职业相符的服装
6、女士职业服饰的种类及选择
7、男士职业服饰的种类及选择
第六讲：新员工工作态度培训
1、心态决定状态
2、北大毕业等于零？
3、职业心态
4、积极心态
5、阳光心态
6、新人心态
第七讲：新员工人际关系培训
1、人际关系法则一：不批评、不责备、不抱怨
2、人际关系法则二：给予真诚的赞赏与感谢
3、人际关系法则三：引发他人心中的渴望
4、人际关系法则四：给予真诚的赞赏与感
5、人际关系法则五：经常微笑
6、人际关系法则六：记得别人的名字
7、人际关系法则七：聆听。鼓励他人多谈自己的事
8、人际关系法则八：谈论他人感兴趣的话
9、人际关系法则九：衷心让别人觉得他很重要
第八讲：新员工有效沟通培训
1、音像资料讨论：问题出在哪
2、什么是有效沟通
3、对上沟通
如何领会上级指示
如何对上汇报
4、平级沟通
平级沟通的五步骤
5、高效沟通的关键：心态
第九讲：新员工职业生涯培训
1、你认为你每天是在干什么？
2、金融危机下严峻的就业形势剖析
3、银行喜欢什么样的职员
4、被辞退的大学生的案例
5、细节决定成败流程决定生死
6、员工职业发展的基本模式
7、制定发展道路
十、新员工入职培训之感恩的心
1、感动就在身边的故事
2、生命的转折点
3、从小到大历程：过去—现在—未来
4、先做好该做的事再做想做的事
5、男孩和苹果树
6、一生时间知多少
7、他们真的老了
8、"我感觉要说的是"
十一、新员工入职培训效果测试（请将试题用B5型纸复印，人手一份，进行效果检测）
银行入职培训效果测试题及参考答案
十二、新员工赢在职场的六大超越
1、自信——精神超越
2、速度——起点超越
3、勤奋——时间超越
4、担当——问题超越
5、学习——标杆超越
6、创新——方法超越
十三、新员工职业成功的多一盎司定律
1、结果总是多一点
2、效率总是快一点
3、质量总是好一点
4、成本总是省一点
十四、银行新员工HAPPY（快乐）工作
1、HelpfulOTUhelpful乐于助人
2、AskOTTell征询而不是告诉
3、PositiveOTegative积极主动
4、PoliteOTAbrupt谦逊有礼
6、YouOTUs以客为尊*（内部客户与外部客户）
十五、银行新员工创新思维培训
体验活动：驿站传书
讨论：
—市场竞争与压力
—创新技能与组织命运
十六新员工客户关系管理培训
1、客户在银行员工眼中应有的地位
2、与国际领先银行客户关系相比的差距
3、现代商业银行新服务理念
4、战略客户关系管理的卓越思路
5、如何当好客户经理
6、客户经理必须提高的六大素质
7、通过“加减乘除”提升营销成功“指数”
8、让客户成为伙伴与客户共创成功
9、现代商业银行客户经理素质
10、银行进行战略客户关系的基本策略
十七、银行入职培训之从口头到行动
学习回顾
行动计划制定
管理层致辞
十八、新员工入职培训总结

4. 人力资源管理系统的功能模块

人力资源管理系统比较好用的一款是一格网，有八大核心功能，一站式解决人事问题，轻松高效。

主要功能模块有：

一、人员组织

员工管理：处理员工入职，转正，调动，离职、合同等人事变动，可以提前设置生效日期

组织架构：创建公司的组织架构，明确部门及层级，可以按照部门分配权限

员工花名册：记录了所有员工的详细信息，支持批量导入，高效管理员工信息

二、考勤打卡

考勤方式：支持GPS、wifi、考勤机三种打卡方式，企业可根据实际情况选择

排班规则：支持每人每天不同班次的排班方式，其他包括弹性工作时间、员工补打卡等

薪酬联动：未归档考勤可在后台手动处理异常，归档后不能修改，可用于薪酬计算

三、流程审批

流程设置：所有的功能都有流程，节点可扩展至20个，没有什么复杂的流程不可能

权限角色：通过设置角色可以实现在同样的流程下，不同的流程走到不同部门审批人那里

消息到达：当审批流到达时，系统将下行系统消息、邮件、短信给审批人，加快处理速度

四、薪酬核算

账套模板：HR可以根据不同的帐套使用不同的薪酬模板，每个薪酬项目的属性可自定义

科学算法：严谨科学的计算方法，确保您不会遗漏任何核算环节，一次使用将大大简化未来的核算工作

发工资条：核算完成或导入的工资将在员工APP上显示，便于员工自查

五、社保代缴

自动计算：后台有最新的地方社保公积金比例，您只需导入基数系统自动生成缴纳金额

薪酬关联：您维护的社保数据将在薪酬计算时被使用，只需确认不用重复导入

社保代缴：算好的社保数据可以提交代缴服务，40元／人／月，价格透明公道

六、人事报表

人力成本分析：提供以部门为维度，以月为单位分析人力成本，帮助企业有效控制预算

员工流动分析：可以天为单位查看公司员工的在／离职人数，了解企业招聘和人员留任情况

七、公告通知

发送范围：可根据内容只发布到相关部门，可同时发送邮件／短信，保证消息必达

时效性：您可以将制度类公告设置为永久可见，即使新加入公司的员工也能看到历史的公告

H5编辑器：系统提供强大的图文编辑器，可以让您的公告也丰富多彩，提升员工体验

福利自选：提供多种企业最需要的员工福利，如商业保险，体检等，可放心采购

价格优势：零星采购也能享受团购价，没有中间商赚差价，每一次采购都是和数百中小企业的众筹

积分兑换（即将上线）：员工在使用平台的时候可以积累积分，当积分积累到一定数量的时候即可兑换平台商品

详情可登录http://www.yigewang.com.cn一格网官网查看

或致电400-991-0601咨询

5. 职工与单位签定劳动用工合同时，应该注意哪些环节上的细节

1、应签订正式规范的书面劳动合同。劳动者在进入一个新的工作单位时，有时因为种种原因，劳动者和用人单位只是简单地达成了口头用工协议合同，但这种口头合同对劳动者是相当不利的，因为一旦日后劳动者与用人单位发生利益纠纷后，用人单位可以随意对待劳动者，而劳动者本人因无字据为证，只能承受可能发生的一切损失。为了保障个人的利益，劳动者在正式进入到用人单位工作时，一定要与用人单位签定正式的用工合同，以便明确双方的权利和义务关系。
2、应仔细推敲用人单位提供的格式合同。在劳动者和用人单位签订劳动合同时，许多用人单位常常事先起草了一份劳动合同文本，在文本中约定的权利义务明显对单位有利，比如不合理的服务年限、苛刻的劳动纪律等条款。这类条款片面强化劳动者的义务、限制劳动者的人身自由以及回避用人单位的责任，直接关系到劳动者的切身利益。劳动者在签约时一定要注意认真审查、推敲相关条款，全面充分理解这类条款的真实含义，并对其中的不合理甚至违法的部分提出异议，避免日后吃亏。虽然格式合同中单方面限制劳动者主要权利和免除用人单位主要义务的条款因违反公平和诚实信用原则而归于无效，但只要是不违反我国的法律法规的条款，都是有效的，一旦发生争议，劳动者只能自己承担苦果。所以，劳动者签约时仍然应当注意完全理解格式合同的条款内容，并对其中的不合理部分提出异议。如无异议，应当面同单位负责人签字盖章，以防某些单位负责人利用签字时间不同而在合同上动手脚。
3、应在劳动合同中明确约定工作岗位、工作地点和试用期限。实践中很多劳动争议案件，是由于劳动合同中对工作岗位、工作地点约定不明确引起的。一些用人单位往往利用劳动者不懂，钻这个空子，故意不把工作岗位、地点写进劳动合同，以达到随时、随意变更劳动者的工作岗位、工作内容、工作地点的目的，无限度扩大用人单位的管理权。遇到此类情况时，劳动者往往很被动，甚至对于用人单位单方变更合同内容、故意进行刁难毫无办法，不得不主动辞职。因此，建议在签订劳动合同时，应当一并明确工作岗位、地点。劳动合同约定的试用期是包括在合同期限内的，合同期在1年以上2年以下的，试用期不得超过60日；合同期在6个月以上1年以下的，试用期不得超过30日；合同期在6个月以下的，试用期不得超过15日，等等。但最长不得超过6个月。
4、应在劳动合同中明确约定工资、奖金及其它费用。关于劳动合同中的工资金额，不仅是加班费的计算基数，也是经济补偿金、生活补助费等的计算依据，其重要性不言而喻。因此在约定工资数额时应当尽量争取把数额写清楚，以免在仲裁、诉讼时无法举证而导致权益受损。关于年终奖金、出差补助、交通报销之类并不是法律强制规定发放的，所以劳动者应当要求在劳动合同做出明确约定，不要轻信口头承诺，否则引发纠纷时经常会处在无法举证的被动地位。
5、应注意劳动合同中对商业秘密和竞业限制的约定。
当前我国人才流动比较频繁，为防止不正当竞争，越来越多的用人单位在录用一些关键岗位的人员时均要求签订保密协议和竞业限制协议等。在这些协议中约定，劳动者在终止或解除劳动合同后的一定期限内，负有保密义务，不能到生产同类产品或经营同类业务，且有直接竞争关系的其他单位任职。这类协议对劳动者而言，意味着加重自身义务，可能因此限制了择业自由和发展空间。应当注意的是，劳动者一旦违反，不仅涉及劳动法上的责任，还可能负上民法、刑法上的责任。因此，劳动者在签署此类条款时，一定要慎重考虑。关于保密条款，劳动者应当审查保密主体、保密范围、保密周期和泄密责任等几项内容。关于竞业限制条款，劳动者应当审查禁业补偿费、禁业年限和范围、违约责任以及违约金计算方式等几项内容。关于竞业限制，因为这肯定会限制劳动者的职业自由，直接影响劳动者离开用人单位后的职业发展和经济收入，所以用人单位应向劳动者支付一定数额的补偿费，补偿额一般不低于限制人员原工资的50％，而且竞业限制的年限应当适当，一般不超过三年。如果没有此条款，那么，竞业限制协议是无效的。
6、应注意劳动合同中对培训的约定。虽然用人单位有义务培训、提高劳动者的技能，但由于员工流动必然造成用人单位的资源损失，因此很多单位都规定培训不是免费的，涉及到劳动者提前解除劳动培训费如何赔偿的问题也有必要作详细介绍。近几年，因劳动者跳槽而赔偿培训费的案例越来越多，由于用人单位持有培训协议或劳动合同中有培训条款，因此劳动者最终被判令支付培训费在所难免。审查培训条款最关键看培训内容、服务期、培训费金额和赔偿计算方式等几个内容。对此，劳动者具体可以参考原劳动部的规定：“如果试用期满，在合同期内，则用人单位可以要求劳动者支付该项培训费用，具体支付方法是：约定服务期的，按服务期等分出资金额，以职工已履行的服务期限递减支付；没约定服务期的，按劳动合同期等分出资金额，以职工已履行的合同期限递减支付；没有约定合同期的，按5年服务期等分出资金额，以职工已履行的服务期限递减支付；双方对递减计算方式已有约定的，从其约定。”
7、应注意劳动合同中对违约及风险抵押金的约定。关于违约责任，除了《劳动法》规定的法律责任以外，对违约行为通常是通过劳动合同中约定违约条款来约束的。因此，劳动合同中关于违反劳动合同的责任条款十分重要，能直接决定当事人承担责任的后果。实践中比较常见的违约金类型主要有3种：提前解除劳动合同违约金、违反培训协议的违约金和违纪、失职造成经济损失的违约金。一般情况下，劳动合同中相关条款应当包括对违约的情形、赔偿的范围、处罚的方式、违约金的计算方法、违约金的数额等内容作出明确约定，才不容易引发争议。对于劳动者来说，在就业签订劳动合同时，务必要注意到有关违约责任是否合法、公平，并结合考虑自己的经济承受能力，避免日后无力承担巨额赔偿金而陷入困境；对于用人单位来说，也应当注意避免违约赔偿金额过高或过低，做到责任对等，权义一致。许多私营单位为了达到要挟、控制劳动者的目的，常常在签定合同之前要求劳动者先交纳一定的上岗抵押金，这样劳动者一旦违反约定，其上岗抵押金就会被没收，而用人单位因此有了有恃无恐的把柄，劳动者只好惟命是从。为此，劳动者应该首先弄清单位收取抵押金的用意，另外可以私下向内部员工打听一下该单位的声誉，以权衡一下到底是否应该交纳抵押金。
8、最后劳动者还应该了解一下其他的细节问题，例如当合同涉及数字时，一定要用大写汉字，以使单位无隙可乘；另外要注意合同生效的必要条件和附加条件（如签证、登记）；合同至少一式两份，双方各执一份，妥善保管；双方在签订时如有纠纷，应通过合法方式解决。劳动者在签定合同之前，最好应该认真学习和了解一些劳动法律和法规方面的知识，例如合同双方当事人的权利义务，劳动合同的订立、履行、变更、终止和解除，劳动保护和保险，法律责任等

6. 有关人力资源管理的中英文文献

注意！楼上的这个英文文献是google译的，不顺。。。

http://www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm

http://en.wikipedia.org/wiki/Human_resource_management

http://zh.wikipedia.org/wiki/%E4%BA%BA%E5%8A%9B%E8%B5%84%E6%BA%90%E7%AE%A1%E7%90%86

http://books.google.com.sg/books?id=FciK6xtWfy0C&pg=PT166&lpg=PT166&dq=Private+Enterprise+human+resource+management&source=web&ots=OFncstpski&sig=6f_0AsxbQZFRexeS08L8UAT_Zf8&hl=en

http://en.wikipedia.org/wiki/List_of_human_resource_management_topics

http://books.google.com.sg/books?hl=en&id=9fWF_ndSCcAC&dq=human+resource+management&printsec=frontcover&source=web&ots=4xwIYBuMf9&sig=6qfNhxSFoKD-_s0NWnwVdVS-vHk

http://books.google.com.sg/books?hl=en&id=EZ1CLRm3FnQC&dq=human+resource+management&printsec=frontcover&source=web&ots=e9ZXXrcD0q&sig=i_JxI28y7ZXehl-dqvoX-KtdldI

http://books.google.com.sg/books?hl=en&id=1m0i_YKPDNwC&dq=human+resource+management&printsec=frontcover&source=web&ots=yu6BZIhFj_&sig=WU6l52bZ0JH2JZPN4Qy038OtuKA

http://books.google.com.sg/books?hl=en&id=Gu1YWQGHgLcC&dq=human+resource+management&printsec=frontcover&source=web&ots=H7SbJNAizE&sig=Y3GssDjBHljJr3aRrmVgCaA9gTY

http://books.google.com.sg/books?hl=en&id=bnAiaXdzbRwC&dq=human+resource+management&printsec=frontcover&source=web&ots=NbX4F8U9oG&sig=umxDaoU05w_dZkxyT_usnZH5lR0

http://books.google.com.sg/books?hl=en&id=Vs98_GTpU5EC&dq=human+resource+management&printsec=frontcover&source=web&ots=571NexI6ER&sig=i8A4B8m2nb1LkNv8UrzVcgm2XI8

http://books.google.com.sg/books?hl=en&id=aQpPzvu4eC0C&dq=human+resource+management&printsec=frontcover&source=web&ots=9c4a-JsUBC&sig=N8_-lXARbKr61H9yKwrhNcPQF8Y

http://books.google.com.sg/books?hl=en&id=2BWLZTWoAeUC&dq=human+resource+management&printsec=frontcover&source=web&ots=msCayB2Gwr&sig=2WxIZuqhy3ZvWW7rPYsqCwkOwcY

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who indivially and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

Features
Its features include:

Personnel administration
Personnel management
Manpower management
Instrial management[2][3]
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even instrial relations and employee relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are indivials with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise proctively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.

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 accomplish 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 rection within organisations.[5]

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 work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:

“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49).

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352).

Academic theory
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. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989).

The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, instrial engineering, instrial and organizational psychology, instrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management.

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]

Strategic business partner
Change agent
Employee champion
Administration
However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as 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 company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7]

Critical Academic Theory
Postmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as indivials). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation (Modernism).

Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management.

Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship.

Business practice
Human resources management comprises 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 line-managers or other departments.

Workforce planning
Recruitment (sometimes separated into attraction and selection)
Inction and Orientation
Skills management
Training and development
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employee benefits administration
Personnel cost planning
Performance appraisal

Careers
The sort of careers available in HRM are varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually concted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often concted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.

Professional organizations
Professional organizations in HRM include the Society for Human Resource Management, the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) and the International Personnel Management Association of Canada (IPMA-Canada).Management Association of Nepal [MAN]

人力资源管理，是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。

人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。

人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，个中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集资讯渠道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。

发展简史
在现实世界不同的国家人力资源的发展情况以及历史都不同。一般说来，人力资源的学术界发展经历了：人事管理（Personnel Management），人力资源管理（Human Resource Management）到现在新近兴起的人力资本管理（Human Capital Management）。其只要不同即在于公司和企业对待职员的理念的变化和发展。

在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。
在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等¨。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。
在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。

主要职能
人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。

人员招募：

人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。

人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。

培训及开发：

培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。

主要的技术及手段有：

培训 在岗培训 轮岗 员工继续教育计划 辅导，训导

薪酬；福利管理：

人力资源管理的内外部条件

人力资源管理的外部条件
劳动法规
劳动力市场
当地文化

人力资源管理的内部条件
企业经营战略
国际化程度

人力资源部的组织设置
有以下三种方式：

职能型组织设置
人力规划
人力购得
培训与进修
工资和薪水
社会事业
对象型组织设置
技术类员工
管理类员工
领导层
受培训者
混合模式

7. 作为一名应届毕业生，该怎样去找工作

应届毕业生可以抓住秋招，因为很多大型互联网公司会有秋招计划，春招只是作为补充招聘。抓住秋招的机会，就算面试不成功也能积累面试经验，为明年的春招做更充足的准备。

计算机相关专业的小伙伴，在面试之前都会只注重技术面试的准备，而忽略简历、非技术面的准备。所以，不管是内推还是自己投递简历，准备简历都是找工作实习的第一步。

简历准备好之后，就可以开始投递简历，投递简历的方式一般有两种，一种是网上报名，另一种就是内推，我们先来讲讲反馈速度更快的内推。

内推的途径有很多，你可以利用学校的资源，联系之前毕业的学长学姐，请他们帮你内推，他们会很乐意。另外，很多技术类的群里面都会有各大厂的技术达人，你可以通过各类技术群去联系大厂中的在职员工，请这些人帮你内推。很多小伙伴会关注很多技术大牛在各类技术平台的分享，有些大牛会将自己的联系方式留下邀请你去参加公司的内推面试。

除了内推，你也可以关注心仪公司的招聘信息，然后将各个公司的投递时间、面试时间等记录下来，合理的安排自己的面试时间，尽量不要让两个大厂的面试时间冲突。以下简单的整理了部分互联网公司的校招信息，更多信息请登录各大互联网公司的招聘网站去查。

图片来源：牛客网

希望以上回答对你秋招有所帮助。

8. 求绩效考核或者人力资源管理的英文原文，两万字

http://www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm

http://books.google.com.sg/books?id=FciK6xtWfy0C&pg=PT166&lpg=PT166&dq=Private+Enterprise+human+resource+management&source=web&ots=OFncstpski&sig=6f_0AsxbQZFRexeS08L8UAT_Zf8&hl=en

http://books.google.com.sg/books?hl=en&id=9fWF_ndSCcAC&dq=human+resource+management&printsec=frontcover&source=web&ots=4xwIYBuMf9&sig=6qfNhxSFoKD-_s0NWnwVdVS-vHk

http://books.google.com.sg/books?hl=en&id=EZ1CLRm3FnQC&dq=human+resource+management&printsec=frontcover&source=web&ots=e9ZXXrcD0q&sig=i_JxI28y7ZXehl-dqvoX-KtdldI

http://books.google.com.sg/books?hl=en&id=1m0i_YKPDNwC&dq=human+resource+management&printsec=frontcover&source=web&ots=yu6BZIhFj_&sig=WU6l52bZ0JH2JZPN4Qy038OtuKA

http://books.google.com.sg/books?hl=en&id=Gu1YWQGHgLcC&dq=human+resource+management&printsec=frontcover&source=web&ots=H7SbJNAizE&sig=Y3GssDjBHljJr3aRrmVgCaA9gTY

http://books.google.com.sg/books?hl=en&id=bnAiaXdzbRwC&dq=human+resource+management&printsec=frontcover&source=web&ots=NbX4F8U9oG&sig=umxDaoU05w_dZkxyT_usnZH5lR0

http://books.google.com.sg/books?hl=en&id=Vs98_GTpU5EC&dq=human+resource+management&printsec=frontcover&source=web&ots=571NexI6ER&sig=i8A4B8m2nb1LkNv8UrzVcgm2XI8

http://books.google.com.sg/books?hl=en&id=aQpPzvu4eC0C&dq=human+resource+management&printsec=frontcover&source=web&ots=9c4a-JsUBC&sig=N8_-lXARbKr61H9yKwrhNcPQF8Y

http://books.google.com.sg/books?hl=en&id=2BWLZTWoAeUC&dq=human+resource+management&printsec=frontcover&source=web&ots=msCayB2Gwr&sig=2WxIZuqhy3ZvWW7rPYsqCwkOwcY

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who indivially and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

Features
Its features include:

Personnel administration
Personnel management
Manpower management
Instrial management[2][3]
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even instrial relations and employee relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are indivials with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise proctively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.

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 accomplish 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 rection within organisations.[5]

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 work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:

“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49).

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352).

Academic theory
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. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989).

The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, instrial engineering, instrial and organizational psychology, instrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management.

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]

Strategic business partner
Change agent
Employee champion
Administration
However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as 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 company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7]

Critical Academic Theory
Postmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as indivials). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation (Modernism).

Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management.

Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship.

Business practice
Human resources management comprises 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 line-managers or other departments.

Workforce planning
Recruitment (sometimes separated into attraction and selection)
Inction and Orientation
Skills management
Training and development
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employee benefits administration
Personnel cost planning
Performance appraisal

Careers
The sort of careers available in HRM are varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually concted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often concted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.

Professional organizations
Professional organizations in HRM include the Society for Human Resource Management, the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) and the International Personnel Management Association of Canada (IPMA-Canada).Management Association of Nepal [MAN]

人力资源管理，是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。

人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。

人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，个中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集资讯渠道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。

发展简史
在现实世界不同的国家人力资源的发展情况以及历史都不同。一般说来，人力资源的学术界发展经历了：人事管理（Personnel Management），人力资源管理（Human Resource Management）到现在新近兴起的人力资本管理（Human Capital Management）。其只要不同即在于公司和企业对待职员的理念的变化和发展。

在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。
在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等¨。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。
在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。

主要职能
人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。

人员招募：

人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。

人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。

培训及开发：

培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。

主要的技术及手段有：

培训 在岗培训 轮岗 员工继续教育计划 辅导，训导

薪酬；福利管理：

人力资源管理的内外部条件

人力资源管理的外部条件
劳动法规
劳动力市场
当地文化

人力资源管理的内部条件
企业经营战略
国际化程度

人力资源部的组织设置
有以下三种方式：

职能型组织设置
人力规划
人力购得
培训与进修
工资和薪水
社会事业
对象型组织设置
技术类员工
管理类员工
领导层
受培训者
混合模式

9. 那里有英文版人力资源管理毕业论文

http://www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm

http://en.wikipedia.org/wiki/Human_resource_management

http://zh.wikipedia.org/wiki/%E4%BA%BA%E5%8A%9B%E8%B5%84%E6%BA%90%E7%AE%A1%E7%90%86

http://books.google.com.sg/books?id=FciK6xtWfy0C&pg=PT166&lpg=PT166&dq=Private+Enterprise+human+resource+management&source=web&ots=OFncstpski&sig=6f_0AsxbQZFRexeS08L8UAT_Zf8&hl=en

http://en.wikipedia.org/wiki/List_of_human_resource_management_topics

http://books.google.com.sg/books?hl=en&id=9fWF_ndSCcAC&dq=human+resource+management&printsec=frontcover&source=web&ots=4xwIYBuMf9&sig=6qfNhxSFoKD-_s0NWnwVdVS-vHk

http://books.google.com.sg/books?hl=en&id=EZ1CLRm3FnQC&dq=human+resource+management&printsec=frontcover&source=web&ots=e9ZXXrcD0q&sig=i_JxI28y7ZXehl-dqvoX-KtdldI

http://books.google.com.sg/books?hl=en&id=1m0i_YKPDNwC&dq=human+resource+management&printsec=frontcover&source=web&ots=yu6BZIhFj_&sig=WU6l52bZ0JH2JZPN4Qy038OtuKA

http://books.google.com.sg/books?hl=en&id=Gu1YWQGHgLcC&dq=human+resource+management&printsec=frontcover&source=web&ots=H7SbJNAizE&sig=Y3GssDjBHljJr3aRrmVgCaA9gTY

http://books.google.com.sg/books?hl=en&id=bnAiaXdzbRwC&dq=human+resource+management&printsec=frontcover&source=web&ots=NbX4F8U9oG&sig=umxDaoU05w_dZkxyT_usnZH5lR0

http://books.google.com.sg/books?hl=en&id=Vs98_GTpU5EC&dq=human+resource+management&printsec=frontcover&source=web&ots=571NexI6ER&sig=i8A4B8m2nb1LkNv8UrzVcgm2XI8

http://books.google.com.sg/books?hl=en&id=aQpPzvu4eC0C&dq=human+resource+management&printsec=frontcover&source=web&ots=9c4a-JsUBC&sig=N8_-lXARbKr61H9yKwrhNcPQF8Y

http://books.google.com.sg/books?hl=en&id=2BWLZTWoAeUC&dq=human+resource+management&printsec=frontcover&source=web&ots=msCayB2Gwr&sig=2WxIZuqhy3ZvWW7rPYsqCwkOwcY

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who indivially and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

Features
Its features include:

Personnel administration
Personnel management
Manpower management
Instrial management[2][3]
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even instrial relations and employee relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are indivials with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise proctively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.

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 accomplish 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 rection within organisations.[5]

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 work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:

“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49).

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352).

Academic theory
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. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989).

The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, instrial engineering, instrial and organizational psychology, instrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management.

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]

Strategic business partner
Change agent
Employee champion
Administration
However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as 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 company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7]

Critical Academic Theory
Postmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as indivials). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation (Modernism).

Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management.

Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship.

Business practice
Human resources management comprises 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 line-managers or other departments.

Workforce planning
Recruitment (sometimes separated into attraction and selection)
Inction and Orientation
Skills management
Training and development
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employee benefits administration
Personnel cost planning
Performance appraisal

Careers
The sort of careers available in HRM are varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually concted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often concted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.

Professional organizations
Professional organizations in HRM include the Society for Human Resource Management, the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) and the International Personnel Management Association of Canada (IPMA-Canada).Management Association of Nepal [MAN]

人力资源管理，是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。

人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。

人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，个中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集资讯渠道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。

发展简史
在现实世界不同的国家人力资源的发展情况以及历史都不同。一般说来，人力资源的学术界发展经历了：人事管理（Personnel Management），人力资源管理（Human Resource Management）到现在新近兴起的人力资本管理（Human Capital Management）。其只要不同即在于公司和企业对待职员的理念的变化和发展。

在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。
在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等¨。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。
在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。

主要职能
人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。

人员招募：

人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。

人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。

培训及开发：

培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。

主要的技术及手段有：

培训 在岗培训 轮岗 员工继续教育计划 辅导，训导

薪酬；福利管理：

人力资源管理的内外部条件

人力资源管理的外部条件
劳动法规
劳动力市场
当地文化

人力资源管理的内部条件
企业经营战略
国际化程度

人力资源部的组织设置
有以下三种方式：

职能型组织设置
人力规划
人力购得
培训与进修
工资和薪水
社会事业
对象型组织设置
技术类员工
管理类员工
领导层
受培训者
混合模式