1、關(guān)于現(xiàn)代企業(yè)管理理論中的人力資源開發(fā)的探析中英文對照On the analysis of human resources development in the theory of modern enterprise management. In both Chinese and English一、現(xiàn)代企業(yè)人力資源概述One, the modern enterprise human resources overview 隨著全球經(jīng)濟貿(mào)易的融合開展以及我國經(jīng)濟腳步的快速前進，當(dāng)今的企業(yè)面臨著前所未有的開展商機。如何抓住機遇，從眾多企業(yè)中脫穎而出是每個企業(yè)面臨的重要問題，而解決這一問題的關(guān)鍵又表現(xiàn)在

2、企業(yè)管理上。在如今這個競爭的時代，企業(yè)想要快速開展就必須抓住一切資源，以提高自身的核心競爭能力。而在眾多資源中，人力資源無疑已成為現(xiàn)代企業(yè)生存與開展的重要保證。進入20世紀60年代以來，傳統(tǒng)的勞動人事管理已逐步被摒棄，取而代之的是更具科學(xué)性、人本化的現(xiàn)代人力資源管理理論。目前，這種新形式的管理方式已成功走進企業(yè)內(nèi)部，成為一種主流的企業(yè)管理模式。As the mix of global economic and trade development steps as well as our country economy fast forward, today's enterprise i

3、s facing unprecedented development opportunities. 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 performance in enterprise management. In this competitive era, the enterprise want to ra

4、pid 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 modern enterprise survival and the development important guarantee. Since the 1960 s, the traditional labor personnel management has gra

5、dually abandoned, instead it is more scientific and humanistic theory of modern human resources management. At present, this new form of management mode has been successfully entered the enterprise internal, to become a mainstream mode of enterprises management. 1、企業(yè)人力資源開發(fā)的意義1, the significance of e

6、nterprise human resources development 從本質(zhì)上看，企業(yè)人力資源開發(fā)是以開掘、培養(yǎng)、利用和開展人力資源為主要內(nèi)容的一系列有方案的活動和過程。它以人力資本投資為前提，包括人力資源的教育、培訓(xùn)以及人才的發(fā)現(xiàn)、培養(yǎng)、使用與調(diào)劑等諸多管理活動，是一個復(fù)雜的社會系統(tǒng)工程。可以說，人力資源的開發(fā)不僅是提高企業(yè)勞動生產(chǎn)率的內(nèi)在動力，也是企業(yè)其他管理活動的前提，所以，做好企業(yè)內(nèi)部的人力資源開發(fā)工作具有著重要的現(xiàn)實意義。In essence, the enterprise human resources development is excavated, cultivatio

7、n, utilization and development of human resources as the main content of a series of planned activities and processes. It on the premise of human capital investment, including education, training of human resources and talents of the discovery, development, use and regulate, and many other managemen

8、t 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 development has the impor

9、tant practical significance. 2、現(xiàn)代企業(yè)人力資源管理理念2, the modern enterprise human resources management concept 現(xiàn)代企業(yè)人力資源管理是為了實現(xiàn)組織既定的目標，采用方案、組織、指揮、監(jiān)督、鼓勵、協(xié)調(diào)、控制等有效措施和手段，充分開發(fā)和利用組織系統(tǒng)中的人力資源所進行的一系列活動。在這一管理過程當(dāng)中，企業(yè)將主要以人力資源為中心，研究如何實現(xiàn)企業(yè)資源的合理配置。這種管理方式?jīng)_破了原有的人事管理約束，不再把人看成是一種“技術(shù)要素，而是把人當(dāng)作一種使組織在劇烈的競爭中生存、開展，始終充滿生機和活力的特殊資源來刻意地

10、開掘。這種基于全新的管理哲學(xué)和管理理念的管理方式即為現(xiàn)代企業(yè)人力資源管理理論。Modern enterprise human resource management is established in order to achieve the organization goals, plan, organize, command, supervision, motivation, coordination, control, and other effective measures and means, full development and utilization of human res

11、ources in the organization system of a series of activities. In the management process, enterprises will be mainly to human resources as the center, research how to realize the reasonable configuration enterprise resources. This management mode broke through the original personnel management constra

12、ints, no longer 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 concept based on brand-new management philosophy and management style of

13、 management is the modern enterprise human resources management theory. 3、現(xiàn)代人力資源管理與傳統(tǒng)人事管理的區(qū)別3, the difference between the modern human resources management and the traditional personnel management 這一新型的管理理念與傳統(tǒng)人事管理的一個重要區(qū)別在于：第一次提出了“職工開展與企業(yè)開展同等重要的命題。以往傳統(tǒng)的人事管理著重落腳于“管理一詞上，人只是被管理的對象，企業(yè)即使組織職工培訓(xùn)、進修也僅僅是為了效勞于

14、組織財富的創(chuàng)造；而如今現(xiàn)代人力資源管理重在“開發(fā)，人既是管理的主體也是被開發(fā)的對象，強調(diào)在為組織創(chuàng)造財富的同時自我開展，具有更強的自主性。The new management concept with the traditional personnel management is an important difference is that: first proposed the "staff development and enterprise development are equally important" proposition. Past the tradit

15、ional personnel management mainly locate in the word "management", people just 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 "

16、;development", the person is both the main body of management and the development object, emphasize in creating wealth for the organization of self-development at the same time, with greater autonomy. 其次，傳統(tǒng)的人事管理似乎只是一個企業(yè)人力資源管理這一個部門的工作，其他部門管理者只要管理好本部門工作上的事物即可，不具有識人、用人、開展人才的使命，不同部門間不存在人事問題上交集。而今天，

17、有時為了發(fā)現(xiàn)不同的人在不同工作中的潛力，企業(yè)往往會選擇讓職工在不同崗位上實習(xí)這一方式，最終把不同的人放在最適合他們的崗位上，因此今天人事管理已不再是某一職能部門單獨使用的工具，它更需要每一個部門管理者都參與進來，部門間相互協(xié)調(diào)、配合，共同為企業(yè)選擇最優(yōu)秀的職工。Second, the traditional personnel management seems to be a enterprise human resources management that the work of one department, other department manager as long as the

18、 good work of the department of things, do not have knowledge people, employing, developing talented person's mission, intersection does not exist between different departments and personnel issues. Today, sometimes in order to discover the potential of the different people in different jobs, co

19、mpanies tend to choose let staff on different post internship this way, finally put the different people in the most suitable for their posts, so today is no longer a personnel management department a separate use of tools, it is more need to each department managers involved, coordination, and coll

20、aboration between government departments, for enterprises to choose the best employees. 最后，在管理的主導(dǎo)思想上，傳統(tǒng)人事管理還停留在“經(jīng)濟人的人性假設(shè)上，對職工多采用物質(zhì)鼓勵加制度約束的方式，而不重視職工的精神、社會需求，高壓之下才會出現(xiàn)當(dāng)年某企業(yè)職工不斷跳樓的事件，這也許就是今天有些企業(yè)即使高薪也無法招到所需求的人才這一現(xiàn)象的根源。相反，現(xiàn)代人力資源管理就秉持“自我實現(xiàn)的人這一人性假設(shè)，考慮人的情感、自尊與價值，利用諸如職工生日、帶薪旅游等方式讓職工對企業(yè)產(chǎn)生歸屬感，從而抓住了人的“心，才能贏得人的“才

21、，為企業(yè)更好的效勞。Finally, under the guidance of management thought, the traditional personnel management 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

22、needs of society, can only be seen under high pressure when an enterprise employees constantly jump off a building events, perhaps this is today some companies even well-paid cannot recruit requirements by the people at the root of this phenomenon. Modern human resources management, by contrast, gra

23、sps "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 belonging to the enterprise, so as to seize the man's "heart", to win people's "

24、;only", better service for the enterprise. 二、目前企業(yè)中人力資源開發(fā)利用存在的問題Second, in the enterprise human resources development and utilization of existing problems 當(dāng)今，許多中小型企業(yè)都有自己的人力資源部門，然而其中不乏一些管理者認為建立了這一部門就是實施了人力資源的管理，這樣的想法顯然沒有認清人力資源管理的本質(zhì)，雖然不可否認他們是有自己的人力資源管理方式，但是其理念仍然是傳統(tǒng)的以事為中心的人事管理。如果僅僅如此，那問題顯而易見。首先，企業(yè)的

25、用人機制不夠合理。最常見的用人機制包括外部招募與內(nèi)部提升兩種。但外部招募存在著過于重視學(xué)歷，無視能力，產(chǎn)生高分低能，不能快速適應(yīng)企業(yè)工作需求的缺陷；而對于內(nèi)部提升，雖然企業(yè)對于職工的能力、技術(shù)水平都已經(jīng)有一定的了解，但依然不可防止地出現(xiàn)因惡性競爭、遷就照顧、人際關(guān)系等而產(chǎn)生的人才流失與浪費現(xiàn)象。這些問題導(dǎo)致了人力資源不能得到充分重視、全面開發(fā)與應(yīng)用的弊端。Today, many small and medium enterprises have their own hr department, but there is no lack of among them some managers t

26、hink that set up the department is the implementation of human resources management, the idea obviously didn't recognize the nature of human resource management, although admittedly they have their own way to human resource management, but the idea is still the traditional things as the center o

27、f the personnel management. If only so, the problem is obvious. First of all, enterprise personnel mechanism is not reasonable. The most common mechanism of choose and employ persons include external recruitment and internal promotion. But external recruiting there too much emphasis on education, ig

28、nore the ability, produce high score low-energy, defects can not quickly adapt to job requirements enterprise; For the internal promotion, although enterprise for employees' ability, technology level have a certain understanding, but still appear inevitably because of vicious competition, compro

29、mise care, relationships and the brain drain and waste phenomenon. These problems led to the human resources can't get full attention, comprehensive development and application. 其次，一些企業(yè)依然認為解雇與重新聘用是解決一切問題的方式，“官本位、論資排輩現(xiàn)象嚴重，職工缺乏合理的晉升機制和表達想法的權(quán)利，且對于人力資源的開發(fā)不夠重視，開發(fā)內(nèi)容與方法也極其落后，這從根本上阻礙了職工的個人提高，從而進一步滯后了企業(yè)的

30、開展。Second, some enterprises still think fired and rehired is the way to solve the problem of all, "ranking of officials, seniority is serious, employees lack of reasonable promotion mechanism and the right to communicate ideas, and they did not attach enough importance to human resources develo

31、pment, the development content and the method is extremely backward, and ultimately hindered the employee's personal enhancement, thus further lags behind the development of the enterprise. 最后，局部私營小企業(yè)吝嗇于人力資本投入。“誰投資，誰收益這是市場經(jīng)濟的規(guī)那么。但是，由于人力資本是一種無形資本，它潛在于人體之中，只有通過對其載體人進行投資方可獲得。因此，企業(yè)擔(dān)憂自己的人力、物力投資依然不能挽回

32、人才的流失，獲得少于投入。且這類企業(yè)多半僅僅注重短期效應(yīng)，無視企業(yè)的長期開展與人力資源的關(guān)系，故而并不愿產(chǎn)生人力開發(fā)本錢。對于今天這個資源競爭的時代來說，這些目光短淺的企業(yè)注定會被淘汰。Finally, some private small businesses skimp on human capital investment. "Whoever invests, benefits" this is the rules of market economy. However, because human capital is a kind of intangible cap

33、ital, and its potential in the body, only by the carrier to invest - people can receive. Companies worry about their own, therefore, the loss of manpower and material resources investment still cannot save people, get less than the input. And most of such companies only focus on short-term effects,

34、ignoring the long-term development of the enterprise and the relations of human resources, so do not want to produce human development costs. For today is the era of competition for resources, these short-sighted enterprise is doomed to be eliminated. 三、現(xiàn)代企業(yè)用人機制的改革方式Third, the reform of modern enter

35、prise mechanism of choose and employ persons 面對以上各種人力資源開發(fā)問題，筆者認為企業(yè)應(yīng)從配置、評估、培訓(xùn)以及資本投入幾方面綜合進行人力資源的開發(fā)。Facing the above all kinds of human resource development issues, the author thinks that enterprises should allocation, assessment, training and capital investment aspects comprehensive human resources de

36、velopment. 首先，人力資源管理的根本任務(wù)就是合理配置使用人力資源，提高人力資源投入產(chǎn)出比率。而要合理使用人力資源，就要對人力資源的構(gòu)成和特點有詳細的了解。所以，企業(yè)在招募到新職工后，應(yīng)著重發(fā)現(xiàn)不同職工的技能特長，遵循能為對應(yīng)原理，將職工放置到最適合的崗位上去，使得人盡其才、各盡所能。First, the basic task of human resource management is reasonable configuration to use human resources, improve the input-output ratio of human resources.

37、 And the rational use of human resources, the composition and characteristics of human resources has a detailed understanding. So, the enterprise after the recruit new employees, employees should focus on find different skill expertise, can follow the correspondence principle, place the employees to the most appropriate post, makes the person, from each accor