☆☆☆☆☆
簡體網頁||繁體網頁



點擊這裡下載

類似圖書 點擊查看全場最低價

---

內容簡介

《商務專業英語係列教材：人力資源管理專業英語（第2版）》力求在內容編排上反映人力資源管理的發展趨勢與新特徵，所包括的十四篇課文涉及現代企業人力資源管理的主要方麵：戰略管理、人力資源規劃、工作設計、公平就業機會、招募程序、人員與配置、績效評估、員工培訓、員工激勵、薪酬管理、福利與服務、跨國企業人力資源管理。

內頁插圖

目錄

Unit 1 An Overview ofHuman Resource Management
Unit 2 Strategic Human Resource Management
Unit 3 Human Resource Planning
Unit 4 Job Analysis and Design
Unit 5 EqualEmployment Opportunity
Unit 6 The Recruitment Process
Unit 7 Selection and Placement
Unit 8 Performance Management
Unit 9 Learning and Development
Unit 10 Motivating Employees
Unit 11 Compensation Development
Unit 12 Pay and Incentives
Unit 13 Employee Benefits and Services
Unit 14 Managing Human Resources in a Foreign Subsidiary
參考文獻

精彩書摘

Civil Rights Act of 1991
The Civil Rights Act of 1991 requires employers to show that an employment practice is job related for the position and is consistent with business necessity. The act clarifies that the plaintiffs bringing the discrinunation charges must identify the particular employer practice being challenged and must show only that protected-classstatus played some role in their treatment. For employers， this requirement means that an individual's race， color， religion， sex， or national origin must play no role in their employment practices. This act allows people who have been targets of intentional discrimination based on sex， religion， or disability to receive both compensatory and punitive damages. One key provision of the 1991 act relates to how U.S. laws on EEO are applied globally.
Managing Racial and National Origin Issues
The original purpose of the Civil Rights Act of 1964 was to address race and national origin discrimination. This concern continues to be important today， and employers must be aware of potential HR issues that are based on race， national origin， and citizenship in order to take appropriate actions.
Employment discrimination can occur in numerous ways， from refusal to hire someone because of the person's race/ethnicity to the questions asked in a selection interview. For example， a trucking company settled a discrimination lawsuit by African American employees who were denied job assignments and promotions because of racial bias. In addition to paying a fine， the firm must report to the EEOC on promotions from part-time to full-time for dock worker jobs.
Sometimes racial discriminations can be more subtle. For example， some firms have tapped professional and social networking sites to fill open positions. However， networking sites exclude many people. According to one study， only 5% of Linked in users are black and 2% are Hispanic. This lack of access to these sites can easily be viewed as racial discrimination.
Under federal law， discriminating against people because of skin color is just as illegal as discriminating because of race. For example， one might be guilty of color discrimination but not racial discrimination if one hired light-skinned African Americans over dark-skinned people.
Racial/Ethnic Harassment
The area of racial/ethnic harassment is such a concern that the EEOC has issued guidelines on it. It is recommended that employers adopt policies against harassment of any type， including ethnic jokes， vulgar epithets， racial slurs， and physical actions. The consequences of not enforcing these policies are seen in a case involving a small business employer that subjected Latinos to physical and verbal abuse. Hispanic males at the firm were subjected to derogatory jokes， verbal abuse， physical harm， and other humiliating experiences. Settling the case was expensive for the employer.
Contrast that case with another that shows the advantage of taking quick remedial action. An employee filed a lawsuit against an airline because coworkers told racist jokes and hung nooses in his workplace. The airline was able to show that each time any employee， including the plaintiff， reported problems， management conducted an investigation and took action against the offending employees. The court ruled for the employer in this case because the situation was managed properly.
Affirmative Action

Through affirmative action， employers are urged to hire groups of people based on their race， age， gender， or national origin to make up for historical discrimination. It is a requirement for federal govemment contractors to document the inclusion of women and racial minorities in the workforce. As part of those govemment regulations， covered employers must submit plans describing their attempts to narrow the gaps between the composition of their work-forces and the composition of labor markets where they obtain employees. However， affirmative action has been the subject of numerous court cases and an ongoing political and social debate both in the United States and globally.
……

前言/序言

商務專業英語係列教材：人力資源管理專業英語（第2版） 下載 mobi epub pdf txt 電子書

評分☆☆☆☆☆

評分☆☆☆☆☆

還沒看！感覺不錯～～～～～～～～～～～～～～～～～～～～～～～

評分☆☆☆☆☆

評分☆☆☆☆☆

固鎮縣英博學校國韻作文班 六年級謝一方

評分☆☆☆☆☆

評分☆☆☆☆☆

評分☆☆☆☆☆

　　精彩的比賽開始瞭。首先是他們隊開始上場，他們一個個手牽著手，老師把呼啦圈給瞭排頭的同學。老師剛說完開始，他們就把很快地鑽呼啦圈，雖然中間有瞭一點失誤，但是很快他們就把呼啦圈鑽瞭一遍，用時一分五十秒。接下來該我們上場瞭，我們也是手牽著手，老師首先把呼啦圈給瞭張寶琳，老師說“開始”，張寶琳慢悠悠地從呼啦圈裏鑽瞭過去，我都快急死瞭，到周翔宇瞭，他速度很快，他把頭頂住呼啦圈，腿一跳，整個身子都過來瞭，就像個猴子似的。李國棟鑽過去瞭，到楊李禕瞭，他居然違反規則，用手拿圈，這樣浪費瞭一點時間，可是我們的圈在返迴的時候速度更快瞭，到終點瞭，老師報齣瞭時間：一分四十八秒!我們隊的同學都興奮地跳瞭起來。

評分☆☆☆☆☆

提高效益，亦可謂“教學相長”。

評分☆☆☆☆☆

類似圖書 點擊查看全場最低價