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内容简介

　　《企业人力资源管理师专业英语（第2版）》由人力资源和社会保障部教材办公室、中国就业培训技术指导中心上海分中心、上海市职业技能鉴定中心依据上海企业人力资源管理师（三级）（二级）职业技能鉴定细目组织编写。教材从强化培养操作技能，掌握实用技术的角度出发，较好地体现了当前全新的实用知识与操作技术，对于提高从业人员基本素质，掌握企业人力资源管理师专业英语的核心知识有直接的帮助和指导作用。
　　《企业人力资源管理师专业英语（第2版）》在编写中摒弃了传统教材注重系统性、理论性和完整性的编写方法，而是根据本职业的工作特点，从掌握实用操作技能和能力培养为根本出发点，采用模块化的编写方式。《企业人力资源管理师专业英语（第2版）》内容分为企业人力资源管理师（三级）和企业人力资源管理师（二级）两篇，内容分别包括人力资源规划、招聘与配置、培训与开发、绩效管理、薪酬管理、劳动关系管理、人力资源管理国际化。全书后附有企业人力资源管理师（三级）和企业人力资源管理师（二级）词汇表。
　　本教材可作为企业人力资源管理师（三级）（二级）专业英语职业技能培训与鉴定考核教材，也可供全国中、高等职业院校相关专业师生参考使用，以及本职业从业人员培训使用。

目录

第一篇 企业人力资源管理师（三级）
VolumeⅠ Enterprise Human Resources Professional （level 3）
第一章 人力资源规划
Chapter one Human Resource Planning
1.1 什么是人力资源管理？What is Human Resource Management？
1.2 人力资源管理发展 History of Human Resource Management
1.3 人力资源管理的重要性 Importance of Human Resource Management
1.4 组织结构 Organizational Structure
1.5 工作分析 Job Analysis
1.6 工作设计 Job Design
1.7 人力资源规划的目的Aims of Human Resource Planning
1.8 人力资源规划的过程The Process of Human Resource Planning
第二章 招聘与配置
Chapter Two Recruit and Deploy
2.1 招聘计划与实施 Recruitment Plan and Implementation
2.2 招聘来源和渠道 Recruitment Source and Channel
2.3 招聘面试 Interview
2.4 知识测验Knowledge Test
2.5 心理测验 Psychological Test
2.6 人员录用程序 Employee Recruitment Procedure
2.7 人员配置原则 Employee Deployment Principles
第三章 培训与开发
Chapter Three Training and Development
3.1 培训需求分析目标 Aims of Training Needs Analysis
3.2 培训需求分析范围 Areas of Training Needs Analysis
3.3 需求分析的方法 Methods of Analyzing Needs
3.4 培训组织实施 Training organization and implementation
3.5 培训方法 Training Method
3.6 培训和学习规范 Training and Learning Specifications
3.7 培训评估 Training Evaluation
第四章 绩效管理
……
第五章 薪酬管理
第六章 劳动关系管理
第七章 人力资源管理国际化

第二篇 企业人力资源管理师（二级）
第一章 人力资源规划
第二章 招聘与配置
第三章 培训与开发
第四章 绩效管理
第五章 薪酬管理
第六章 劳动关系管理
第七章 人力资源管理国际化
附录
参考文献

精彩书摘

　　《企业人力资源管理师专业英语（第2版）》:
　　The origin of manpower planning, the predecessor of modern HR planning, predates the beginnings of twentieth - century management theory. Among the first to raise the manpower-planning issue was the Frenchman Henri Fayol (1841 - 1925). His famous fourteen points of management are still considered valid today. One point had to do with what Fayol called stability of tenure of personnel. For Fayol, administrators bear responsibility to plan for human resources,ensuring that "human and material organization is consistent with the objectives, resources, and requirements of the business concern" ( Fayol,1930, p. 53). This point resembles some modern definitions of HRP. A deep recession in the late 1950s sparkled the need for a new way of thinking about management. People were increasingly viewed as assets-human resources-that could be either developed or wasted. This way of thinking became even more pronounced during the 1960s and 1970s, when the focus was on finding ways to design organizations and jobs to permit individuals greater latitudes of self - expression. Human creativity and job satisfaction are still two of the most important concems of management. The 1960s also spawned the term ruanpower
　　planning. Initial manpower planning efforts were typically tied to annual budgeting, as is still the case in some organizations. The implication was that people are expense items, since wages, salaries, and employee benefits constitute a major cost of doing business. Early planners were more often found in planning and budgeting departments than in personnel or HR departments, but they did manage to devote some attention to forecasting manpower demands. However, it was a need to budget, not a desire to stimulate creativity or increase productivity, that spurred them.
　　As the Human Resources school of management thought grew important throughout the 1970s,manpower planning activities gradually shifted to personnel departments. At the same time, the term human resources planning supplanted manpower planning. Likewise, personnel departments were renamed human resource departments, reflecting a new and more pronounced emphasis on the human side of the enterprise. Human resource practitioners and other contemporary observers of the management scene have expressed a growing awareness ever since the 1990s that people represent a key asset in competitiveness. While Western nations have long placed enormous faith in the power of technology to enhance productivity, the fact is that the greatest competitive gains stem from the exercise of human creativity to identify new products and services, find new markets and applications for existing products and services, and make use of the possible gains to be realized from technology. Without the creative application of human knowledge and skill, organizations would not be formed and would not thrive for long. Human beings thus represent intellectual capital to be managed, just like other forms of capital ( Brown, 1998).
　　……

前言/序言

企业人力资源管理师专业英语 一二三四级适用 1+X职业技术·职业资格培训教材 第2版 [Enterprise Human Resource Professional] 电子书 下载 mobi epub pdf txt

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