簡介：中國銀行人力資源管理改革總體方案中國銀行人力資源管理改革總體方案根據(jù)中共中央、國務(wù)院關(guān)于進(jìn)一步加強(qiáng)人才工作的決定和全國人才工作會議精神，以及國務(wù)院對我行股份制改革的部署和中國人民銀行、銀監(jiān)會有關(guān)指引的要求，為實(shí)現(xiàn)中國銀行發(fā)展戰(zhàn)略目標(biāo)，深化勞動用工人事制度改革，建立市場化人力資源管理體制和有效的激勵約束機(jī)制，制定本方案。一、人力資源管理改革的指導(dǎo)思想、總體目標(biāo)和主要任務(wù)一、人力資源管理改革的指導(dǎo)思想、總體目標(biāo)和主要任務(wù)（一）指導(dǎo)思想（一）指導(dǎo)思想1、堅持以人為本、堅持以人為本堅持以人為本是人力資源管理改革的出發(fā)點(diǎn)。要用“三個代表”重要思想統(tǒng)領(lǐng)人力資源管理改革，堅持黨管人才的原則，牢固樹立人力資源是第一資源、人人都可以成才、人人都可以作貢獻(xiàn)的觀念，努力創(chuàng)造機(jī)會平等、人盡其才的良好環(huán)境。認(rèn)真貫徹科學(xué)的人才觀，堅持德才兼?zhèn)湓瓌t，把品德、知識、能力和業(yè)績作為衡量人才的主要標(biāo)準(zhǔn)，不唯學(xué)歷、不唯職稱、不唯資歷、不唯身份，不拘一格選人才。落實(shí)公開、公平、公正的方針，維護(hù)員工合法權(quán)益，最大限度地調(diào)動廣大員工的積極性、主動性和創(chuàng)造性。2、促進(jìn)績效進(jìn)步、促進(jìn)績效進(jìn)步促進(jìn)績效進(jìn)步是人力資源管理改革的根本目的。要按照科學(xué)發(fā)展觀的要求，根據(jù)銀行發(fā)展戰(zhàn)略、經(jīng)營策略和業(yè)務(wù)需求，科學(xué)規(guī)劃、合理調(diào)配和全面開發(fā)人力資源，實(shí)現(xiàn)人力資源管理與業(yè)務(wù)發(fā)展的良性互動，股東利益、銀行利益與員工利益的有機(jī)統(tǒng)一。充分挖掘和發(fā)揮蘊(yùn)藏在我行員工中的潛能和價值，激發(fā)廣大員工愛行敬業(yè)、干事創(chuàng)業(yè)、建功立業(yè)的熱情，提高員工敬業(yè)度，從而增強(qiáng)我行核心競爭力，提高我行經(jīng)營效益，促進(jìn)我行各項事業(yè)的全面、協(xié)調(diào)、健康、可持續(xù)發(fā)展。3、重在轉(zhuǎn)變觀念、轉(zhuǎn)換機(jī)制、重在轉(zhuǎn)變觀念、轉(zhuǎn)換機(jī)制轉(zhuǎn)變觀念、轉(zhuǎn)換機(jī)制是人力資源管理改革的重點(diǎn)和難點(diǎn)。要以改革的思路、創(chuàng)新的精神、開放的眼光、務(wù)實(shí)的態(tài)度，堅決破除不合時宜、束縛人才成長和干事創(chuàng)業(yè)的觀念、做法和體制機(jī)制弊端，大力推進(jìn)人力資源管理體制的創(chuàng)新，建立與現(xiàn)代銀行制度相適應(yīng)的職位聘任、勞動用工、薪酬管理、績效管理和培訓(xùn)開發(fā)機(jī)制。堅持市場配置人才資源的改革取向，遵循人才成長規(guī)律和人才資源開發(fā)規(guī)律，建立以能力和業(yè)績?yōu)閷?dǎo)向，全面、科學(xué)的人才評價機(jī)制。所有員工要轉(zhuǎn)變思想觀念，認(rèn)真履行職責(zé)，努力加強(qiáng)學(xué)習(xí)，不斷提高工作技能，增強(qiáng)對銀行的忠誠度與貢獻(xiàn)度。4、統(tǒng)籌安排、穩(wěn)妥推進(jìn)、統(tǒng)籌安排、穩(wěn)妥推進(jìn)統(tǒng)籌安排、穩(wěn)妥推進(jìn)是人力資源管理改革的基本策略。人力資源管理改革要與其它方面的改革一道，尤其要與機(jī)構(gòu)調(diào)整、流程整合、業(yè)務(wù)經(jīng)營、風(fēng)險管理和信息科技體系建設(shè)一道，整體研究，通盤考慮，統(tǒng)籌安排，協(xié)調(diào)推進(jìn)。人力資源管理改革貫穿于我行改革發(fā)展的全過程，要堅持漸進(jìn)、持續(xù)、積極、穩(wěn)妥的強(qiáng)化績效管理，將全行發(fā)展戰(zhàn)略和經(jīng)營目標(biāo)層層分解，形成自上而下、科學(xué)有效的績效目標(biāo)鏈，根據(jù)全行戰(zhàn)略目標(biāo)、部門（團(tuán)隊）和員工個人績效目標(biāo)，管理者與員工經(jīng)常進(jìn)行績效溝通，定期開展績效評估與反饋，公正運(yùn)用績效管理結(jié)果，積極培育良好的績效管理文化，構(gòu)建以價值創(chuàng)造為導(dǎo)向、激勵約束作用明顯的績效管理體系，促進(jìn)員工職業(yè)發(fā)展和銀行整體績效進(jìn)步。5、完善人力資源開發(fā)機(jī)制，加快人才培養(yǎng)、完善人力資源開發(fā)機(jī)制，加快人才培養(yǎng)牢固樹立全員學(xué)習(xí)、終身學(xué)習(xí)的理念，積極推動學(xué)習(xí)型銀行建設(shè)。將員工培訓(xùn)、人才培養(yǎng)與開發(fā)作為員工隊伍建設(shè)的重要內(nèi)容，合理規(guī)劃，積極推進(jìn)。優(yōu)化整合培訓(xùn)資源，注重投入產(chǎn)出效率，突出重點(diǎn)，講求實(shí)效，量身定做，開展員工職業(yè)生涯管理，大力培養(yǎng)高層次人才與核心人才，形成培育與使用有機(jī)結(jié)合、員工職業(yè)發(fā)展專業(yè)化與多元化相輔相成的人力資源開發(fā)機(jī)制。6、建立專業(yè)化的人力資源管理運(yùn)營體系、建立專業(yè)化的人力資源管理運(yùn)營體系轉(zhuǎn)變?nèi)肆Y源部門的觀念、職能和作風(fēng)，優(yōu)化職位設(shè)置與工作流程，調(diào)整人員結(jié)構(gòu)，充實(shí)熟悉金融理論與銀行業(yè)務(wù)的專門人才，加強(qiáng)專業(yè)培訓(xùn)，摒棄傳統(tǒng)的“管人”觀念，取消不必要的審批手續(xù)，實(shí)現(xiàn)由權(quán)力型部門向服務(wù)型部門的轉(zhuǎn)變。精心營造人才成長和干事創(chuàng)業(yè)的良好環(huán)境，堅持不懈地幫助他們解除后顧之憂。建立戰(zhàn)略管理、專業(yè)管理與客戶服務(wù)三方面相輔相成的，層次合理、權(quán)責(zé)明確、服務(wù)優(yōu)良、運(yùn)行高效的人力資源管理運(yùn)營體系，提高人力資源管理的專業(yè)化水平和服務(wù)質(zhì)量與效率。（四）實(shí)施步驟（四）實(shí)施步驟此次人力資源管理改革，采取自上而下的方式實(shí)施。總行本部率先進(jìn)行改革，計劃從2004年8月開始，爭取年底前基本完成按需設(shè)崗、職位聘任、以崗定薪、合同簽訂、績效掛鉤等工作。同時，啟動人才培養(yǎng)項目，推進(jìn)人力資源管理運(yùn)營體系建設(shè)。境內(nèi)分行人力資源管理改革分兩個階段推進(jìn)2004年811月，選擇兩家分行進(jìn)行改革項目咨詢工作，形成境內(nèi)分行按需設(shè)崗、以崗定薪、績效掛鉤的樣板，其它分行按照總行的統(tǒng)一要求做好相關(guān)的準(zhǔn)備工作；同時，部署全轄開展勞動合同調(diào)整與變更工作。2004年12月2005年6月，各分行在總行的統(tǒng)一指導(dǎo)下，按照樣板分行項目成果，開展按需設(shè)崗、職位聘任、以崗定薪、績效掛鉤工作。二、建立清晰的職位體系與全員崗位聘任制二、建立清晰的職位體系與全員崗位聘任制（一）優(yōu)化職位設(shè)置（一）優(yōu)化職位設(shè)置1、職位設(shè)置原則、職位分類與職位評估、職位設(shè)置原則、職位分類與職位評估根據(jù)流程合理、職責(zé)明確、責(zé)權(quán)利對等的原則和管理扁平化的需要，對職位設(shè)置進(jìn)行優(yōu)化，并根據(jù)業(yè)務(wù)發(fā)展和組織結(jié)構(gòu)調(diào)整的需要動態(tài)管理，不斷優(yōu)化。總行將指導(dǎo)境內(nèi)一級分行在明確部門關(guān)鍵職責(zé)、適當(dāng)調(diào)整部門分工和業(yè)務(wù)流程的基礎(chǔ)上，對各級各類職位進(jìn)行重新梳理，規(guī)范職位名稱、管理層級、崗位職責(zé)、績效指標(biāo)和任職條件，確定各部門、各分支機(jī)構(gòu)職位設(shè)置方案。按照新的職位設(shè)置方案，各分行將設(shè)置一定數(shù)量的職位，每個職位可根據(jù)實(shí)際需要配備一定數(shù)量的人員。為便于職位和人員管理，根據(jù)工作性質(zhì)和業(yè)務(wù)特點(diǎn)，將職位劃分為三大類、13個序列，分別是經(jīng)

簡介：畢業(yè)論文畢業(yè)論文題目人力資源管理系統(tǒng)人力資源管理系統(tǒng)二Ｏ一二二Ｏ一二年五月十五十五日4242登錄模塊設(shè)計登錄模塊設(shè)計134343主頁面詳細(xì)設(shè)計主頁面詳細(xì)設(shè)計144444部門管理模塊部門管理模塊154545員工管理模塊員工管理模塊164646招聘管理模塊招聘管理模塊184747培訓(xùn)管理模塊培訓(xùn)管理模塊194848獎懲管理模塊獎懲管理模塊204949薪資管理模塊薪資管理模塊225、系統(tǒng)開發(fā)平臺和工具、系統(tǒng)開發(fā)平臺和工具235151MYECLIPSEMYECLIPSE開發(fā)軟件簡介開發(fā)軟件簡介235252JSPJSP動態(tài)網(wǎng)頁技術(shù)動態(tài)網(wǎng)頁技術(shù)236、系統(tǒng)功能測試、系統(tǒng)功能測試246161測試的定義和目的測試的定義和目的246262測試的原則和方案測試的原則和方案246363測試階段測試階段24631界面測試24632功能測試25633需求測試25634性能測試25總結(jié)26致謝27參考文獻(xiàn)參考文獻(xiàn)28

簡介：樣張1畢業(yè)論文（設(shè)計）封面畢業(yè)論文設(shè)計題目中小型民營企業(yè)人力資源管理問題及對策研究系部信息技術(shù)系專業(yè)名稱計算機(jī)信息管理班級3班姓名胡潤苗學(xué)號2011060312指導(dǎo)教師冉曉娟2013年12月9日內(nèi)容和要求內(nèi)容和要求思路（大綱）經(jīng)過資料文獻(xiàn)的參考，本論文將圍繞三個方面的內(nèi)容展開研究（一）、我國中小型民營企業(yè)人人力資源管理的現(xiàn)狀（1）人力資源開發(fā)存在的問題1開發(fā)形式單一。2開發(fā)管理未科學(xué)化。3評估未社會化。2人員考評中存在的主要問題1考評標(biāo)準(zhǔn)不規(guī)范。2考評方法單一。3忽視定量考評。4考評結(jié)果與使用脫鉤。3中小型民營企業(yè)人員選用中存在的問題1企業(yè)人員選用權(quán)力過分集中。這種權(quán)力高度集中的用人體制難以全面、準(zhǔn)確、客觀地評價和任用每一個同志，而且容易產(chǎn)生任人唯親的弊端。2企業(yè)人員選用仍然主要靠領(lǐng)導(dǎo)相馬制。人才能否被發(fā)現(xiàn)和使用主要取決于是否被領(lǐng)導(dǎo)者相中，這種被動狀態(tài)遏制了廣大人才的主動進(jìn)取精神，從而造成了嚴(yán)重的人才資源閑置和浪費(fèi)。3企業(yè)人員選用受論資排輩、遷就照顧等傳統(tǒng)觀念和習(xí)慣勢力的影響。國企人員的升遷主要不是以實(shí)績?yōu)闇?zhǔn)繩，而是以領(lǐng)導(dǎo)人的主觀評價為依據(jù)，這就很難做到客觀和公正，嚴(yán)重挫傷廣大國企人員的積極性。4企業(yè)人員選用基本上仍在人治的軌道上運(yùn)行，又缺乏法制化規(guī)范和科學(xué)操作程序，往往因領(lǐng)導(dǎo)人的素質(zhì)而大相徑庭。有的以德代才，有的以才代德，導(dǎo)致用了不少庸才和壞才。（二）、加強(qiáng)中小型民營企業(yè)人力資源管理的重要性（1）人是生產(chǎn)力中最重要的因素（2）中小型民營企業(yè)與國有企業(yè)相比在人力資源方面的劣勢（三）、中小型民營企業(yè)人力資源管理的對策（1）將權(quán)力制約原則貫徹到中小型民營企業(yè)的決策管理中（2）提高中小型民營企業(yè)家的素質(zhì)（3）解放思想，轉(zhuǎn)變觀念（4）建立合理合法的雇傭合同制（5）廣開入口，建立多種招聘渠道,建立吸引人才的機(jī)制（6）重點(diǎn)抓好人才使用性開發(fā)，營造好用人育人機(jī)制人才使用也是開發(fā)，要抓好現(xiàn)有人才的使用性開發(fā)，建立育人用人一體化的機(jī)制。（7）完善機(jī)構(gòu)設(shè)置，加快對人力資源管理者的培養(yǎng)（8）強(qiáng)調(diào)“以人為本”的管理理念（9）全方位構(gòu)件人力資源管理體系二、論文計劃和進(jìn)度第一階段（2013年4月27日～2013年5月30日）廣泛收集資料，閱讀相關(guān)文獻(xiàn)，并對已有的文獻(xiàn)資料進(jìn)行梳理，完善論文基本框架；第二階段（2013年6月1日～2013年12月31）開始進(jìn)行畢業(yè)論文撰寫，爭取完成初稿；第三階段（2014年1月1日～2014年4月15日）征詢指導(dǎo)組導(dǎo)師意見，對論文做進(jìn)一步的修改和補(bǔ)充；第四階段（2014年4月15日～2014年6月）再次修改，完成論文寫作，準(zhǔn)備答辯。

簡介：本科學(xué)生畢業(yè)論文本科學(xué)生畢業(yè)論文題目淺析企業(yè)文化在人力資源管理中的影響以有限公司為例學(xué)院經(jīng)濟(jì)管理學(xué)院專業(yè)工商管理學(xué)生姓名學(xué)號指導(dǎo)教師職稱副教授論文字?jǐn)?shù)5890完成日期2011年4月12日2重4（二）人力資源管理模式落后4（三）未對人力資本進(jìn)行文化定位4（四）員工價值觀與企業(yè)價值觀相偏離4四、針對當(dāng)前存在的問題提出的對策和建議5（一）建立完善的員工招聘和培訓(xùn)體系5（二）將企業(yè)文化引入績效管理和薪酬體系5（三）著眼于人力資本進(jìn)行文化定位5（四）樹立共同的價值觀6結(jié)束語6參考文獻(xiàn)6致謝7

簡介：電子與計算機(jī)學(xué)院本科畢業(yè)設(shè)計論文開題報告論文題目論文題目基于基于JAVA的人力資源管理系統(tǒng)的人力資源管理系統(tǒng)學(xué)生姓名學(xué)生姓名專業(yè)班級專業(yè)班級性別一、課題研究意義及現(xiàn)狀一、課題研究意義及現(xiàn)狀人事的檔案管理是企業(yè)管理的一個重要內(nèi)容之一。它是一項時間性強(qiáng)、工作量大、信息龐雜質(zhì)量要求高且影響全局的工作。然而，傳統(tǒng)的人事管理模式主要還是依賴于人力手工的操作，其工作效率之低已遠(yuǎn)遠(yuǎn)不能適應(yīng)當(dāng)前教育改革的需要，因此，建立以信息技術(shù)、計算機(jī)技術(shù)、網(wǎng)絡(luò)技術(shù)的現(xiàn)代化管理系統(tǒng)，才能提高人事部門日常管理工作的效率和決策服務(wù)的科學(xué)性，為人員的定崗定編、職稱評聘、科學(xué)隊伍的建設(shè)以及制定各項計劃提供基本依據(jù)，實(shí)現(xiàn)管理工作的科學(xué)化、規(guī)范化。隨著時代的進(jìn)步，人事管理工作也變得越來越復(fù)雜。如果能實(shí)現(xiàn)人事管理的自動化，無疑將給企業(yè)人事管理部門帶來很大的方便。隨著企業(yè)規(guī)模的不斷擴(kuò)大，人事資源管理的工作量也相應(yīng)地加重,而隨著INTERNET的發(fā)展，人事資源工作者也迫切希望能夠?qū)⒉糠址爆嵉墓ぷ鹘桓督oINTERNET來處理，以減輕員工的壓力，同時提高員工的工作效率，因此計算機(jī)的普及導(dǎo)致了人事資源管理系統(tǒng)的產(chǎn)生。人力資源管理的主要任務(wù)是為實(shí)現(xiàn)企業(yè)的整體目標(biāo)提供有用人才，這就要求人力資源部門進(jìn)一步加大對人力資源制度改革的力度，建立好人員檔案信息，為企業(yè)選拔賢能創(chuàng)造一個良好的平臺，使員工各盡其職，充分調(diào)動員工的積極性，發(fā)揮員工的內(nèi)在潛力，為企業(yè)謀得更多利益。鑒于以上背景，我選擇了人力資源管理系統(tǒng)作為畢業(yè)題目。對于軟件技術(shù)要求，我們可以采用MYECLIPSE作為開發(fā)環(huán)境，采用基于B/S下的三層架構(gòu)進(jìn)行編寫，使用JSP技術(shù)JAVA語言進(jìn)行開發(fā)，使用SQLSERVER作為數(shù)據(jù)操作軟件，最終完成系統(tǒng)的設(shè)計。三、課題研究的方法三、課題研究的方法及措施及措施1文獻(xiàn)資料法搜集與本課題有關(guān)的信息和資料，拓寬思路，拓展自己的知識面，掌握必要的新知識。2行動研究法在編程過程中及時了解有關(guān)知識點(diǎn),發(fā)現(xiàn)不足或錯誤及時找資料并改正。3案例分析法研究書本上或官方網(wǎng)站上的程序，對知識有感性上的認(rèn)識。掌握有關(guān)知識的用法。4行動研究法使用多個方法來實(shí)現(xiàn)相關(guān)功能，避免出現(xiàn)難以解決的錯誤。在錯誤中明白自身的不足。

簡介：畢業(yè)論文開題報告題目人力資源管理外包研究系（院）專業(yè)人力資源班級學(xué)號學(xué)生姓名導(dǎo)師姓名完成日期3在2009年該市場就已經(jīng)達(dá)到578萬億美元，占全球商務(wù)活動總金額的148％。而在外包活動開展最為廣泛的美國，兩千六百多萬家企業(yè)中，采用項目外包方式的企業(yè)大約占了三分之一。據(jù)美國財富雜志2008年7月20日的一期報道披露，全世界年收入5000萬美元以上的公司，都普遍開展了業(yè)務(wù)外包。美國著名的管理學(xué)家彼德德魯克曾預(yù)言“在10－15年之內(nèi)，任何企業(yè)中僅作后臺而不創(chuàng)造營業(yè)額的工作都應(yīng)該外包出去，任何不提供向高級發(fā)展的機(jī)會和活動、業(yè)務(wù)也應(yīng)該采用外包的形式。”值得注意的是，盡管業(yè)務(wù)外包來勢兇猛，卻沒有跡象表明其發(fā)展已經(jīng)到達(dá)頂峰。近幾年，全球的外包市場以每年百分之二十的速度遞增。人力資源外包就是企業(yè)根據(jù)需要將某一項或幾項人力資源管理工作或職能外包出去，交由其他企業(yè)或組織進(jìn)行管理，以降低人力成本，實(shí)現(xiàn)效率最大化。早期的企業(yè)人事管理工作僅限于人員招聘、選拔、工資發(fā)放及檔案保管等行政事務(wù)性具體工作，主要由人事部門職員執(zhí)行，很難涉及組織高層戰(zhàn)略決策。人力資源管理是組織對人力資源的獲取、維護(hù)、激勵、運(yùn)用與發(fā)展的全部管理過程，在強(qiáng)化咨詢角色的同時，其主要任務(wù)是處理諸如人員管理、行為評定及勞資關(guān)系協(xié)調(diào)等內(nèi)部管理職責(zé)。當(dāng)人力資源體系整合進(jìn)企業(yè)戰(zhàn)略管理系統(tǒng)以后，人力資源管理上升為具有戰(zhàn)略意義的管理職能，這不僅要求剝離常規(guī)的事務(wù)性工作，而且需要將更專業(yè)化、更高質(zhì)量服務(wù)引進(jìn)企業(yè)的內(nèi)部管理?？偟膩砜矗S著人力資源管理外包不斷發(fā)展，將滲透到企業(yè)內(nèi)部的所有人事業(yè)務(wù)。推行人力資源外包其實(shí)是對公司的人力資源管理和整個組織機(jī)構(gòu)運(yùn)作施加外力管理，從而在人事管理、企業(yè)技術(shù)資源管理、企業(yè)提供的服務(wù)等各方面大大提高運(yùn)作效率，并實(shí)現(xiàn)降低成本與其主要的經(jīng)營任務(wù)。

簡介：中文中文8698字FROMCRISISTOOPPORTUNITYHUMANRESOURCECHALLENGESFORTHEPUBLICSECTORINTHETWENTYFIRSTCENTURYVIDUSONICENTRALMICHIGANUNIVERSITYABSTRACTAGREATDEALOFATTENTIONHASBEENFOCUSEDONTHEHUMANCAPITALCRISISINTHEPUBLICSECTORSINCETHEMID1990SEXPERTSANDPRACTITIONERSGIVEMANYREASONSWHYTHECURRENTCRISISEMERGEDTHISARTICLEEXAMINESTHEIMPORTANTFACTORSTHATLEDTOTHECRISIS,WHATISBEINGDONEABOUTTHEMTHROUGHPRESIDENTIALAGENDAS,LEGISLATORS,OVERSIGHTAGENCIES,PROFESSIONALSOCIETIES,ANDPUBLICPOLICYTHINKTANKSCONCERNSAREMANYINTERMSOFALARGENUMBEROFUPCOMINGRETIREMENTS,EARLYRETIREMENTS,UNPLANNEDDOWNSIZING,DIFFICULTYINATTRACTINGNEWGENERATIONSTOPUBLICSERVICE,ANDTHECHANGINGNATUREOFPUBLICSERVICEHOWEVER,THEHUMANRESOURCECRISISALSOPRESENTSANOPPORTUNITYTOFUNDAMENTALLYCHANGETHOSEFEATURESOFPUBLICSECTORHUMANRESOURCEMANAGEMENTPRACTICESTHATHAVEBECOMEOUTDATEDFORCONTEMPORARYORGANIZATIONSANDPOSITIONGOVERNMENTAGENCIESFORTHETWENTYFIRSTCENTURYBYMEANINGFULLYREFORMINGTHECIVILSERVICETHISTRANSFORMATIONWOULDREQUIREPUBLICSECTORORGANIZATIONSTOTAKEAMORESTRATEGICVIEWOFHUMANRESOURCEMANAGEMENTANDTOGIVEGREATERPOLICYATTENTIONTOHUMANCAPITALISSUESINTRODUCTIONIN1989,THENATIONALCOMMISSIONONTHEPUBLICSERVICECOMMONLYREFERREDTOASTHEVOLCKERCOMMISSIONISSUEDAREPORTONTHESTATEOFPUBLICSERVICECHARACTERIZINGITASA“QUIETCRISIS,”WHICHREFERREDTOTHESLOWWEAKENINGOFTHEPUBLICSERVICEINTHE1970SAND1980STHISPERIODWASMARKEDBYLOSSOFPUBLICCONFIDENCEINITSELECTEDANDAPPOINTEDOFFICIALS,HEIGHTENEDBUREAUCRATBASHINGBYTHEMEDIAANDPOLITICALCANDIDATES,ANDADISTRESSEDCIVILSERVICEFORDIFFERENTREASONS,THEQUIETCRISISOFEARLIERDECADESCONTINUEDTHROUGHTHE1990SANDISPRESENTTODAYTHECURRENTCRISISISBUILDINGASLARGENUMBERSOFGOVERNMENTWORKERSAREEXPECTEDTORETIREINTHECOMINGYEARSANDNOTENOUGHYOUNGERPEOPLEAREINTHEPIPELINEFORGOVERNMENTJOBSADDINGTOTHECRISISISUNDERSTAFFEDGOVERNMENTAGENCIES,ASKILLSIMBALANCE,ANDALACKOFWELLTRAINEDSUPERVISORSANDSENIORLEADERSTHESECONCERNSAREREINFORCEDBYAPRELIMINARYREPORTOFTHESECONDNATIONALCOMMISSIONONPUBLICSERVICELIGHT,2002,WHICHPAINTSAMOREDIREPICTUREANDFORESHADOWSAMOREPRONOUNCEDCRISISLIGHTCONTENDSTHAT“THEUNITEDSTATESCANNOTWINTHEWARONTERRORISMORREBUILDHOMELANDSECURITYWITHOUTAFULLYDEDICATEDFEDERALCIVILSERVICE”P2MILLICKANDSMITH2002,P3HAVEASIMILARREACTIONWHENTHEYSTATE“WHILETHEFIRSTNATIONALCOMMISSIONONPUBLICSERVICEREFERREDTOA‘QUIETCRISIS’INTHECIVILSERVICE,THESECONDCOMMISSIONISFACINGWHATCANONLYBECALLEDANIMMINENTCATASTROPHE”SCHOLARSANDPRACTITIONERSALIKEHAVEBEENPROJECTINGSERIOUSSHORTAGESINQUALIFIEDWORKFORCEINFEDERALGOVERNMENTLIGHT,1999VOINOVICH,2000WALKER,2000THESETRENDSINPUBLICSERVICEPARTLYREFLECTTHEGENERATIONALSHIFTINATTITUDESTOWARDGOVERNMENTITSELFTHEYOUNGERGENERATIONTENDSNOTTOCHOOSEPUBLICSERVICECAREERSBECAUSEOFTHENEGATIVEREPUTATIONOFGOVERNMENT’SHIRINGPROCESS,LACKOFCHALLENGINGWORK,ANDITSSYSTEMOFREWARDSTHESECONCERNSLEDTHEGENERALACCOUNTINGOFFICEGAOTOADDHUMANRESOURCESMANAGEMENTTOTHEGOVERNMENTWIDE“HIGHRISKLIST”O(jiān)FFEDERALACTIVITIESIN2001SIMILARLY,INSPECTORSGENERALATNINEMAJORAGENCIESHAVELISTEDWORKFORCEPROBLEMSAMONGTHETOPTENMOSTSERIOUSMANAGEMENTCHALLENGESTHATTHEIRAGENCIESFACEGENERALACCOUNTINGOFFICEGAO,2001THEFEDERALGOVERNMENT’SHUMANRESOURCECRISISAGENCYLEADERSHAVEPROVENMANAGERIALCOMPETENCEANDLEADERSHIPSKILLSTOFACILITATESTRATEGICMANAGEMENTOFHUMANRESOURCESSOTHATAGENCIESCANACCOMPLISHTHEIRPOLICYANDPROGRAMMATICGOALS,SENATORVOINOVICHASKEDTHEGAOTODEVELOPTWOTYPESOFMANAGEMENTQUESTIONNAIRESTHATCOULDBEUSEDFORCONFIRMINGPRESIDENTIALNOMINEESTOADMINISTRATIVEPOSITIONSGAO,2002B,P35“ITISCLEARTHATFEDERALAGENCYLEADERSMUSTCREATEANINTEGRATED,STRATEGICVIEWOFTHEIRHUMANCAPITALANDSUSTAINTHATATTENTIONTOCREATEREALIMPROVEMENTSINTHEWAYTHEYMANAGETHEIRPEOPLE,”ARGUESTHESENATORTHEFIRSTQUESTIONNAIREISINTENDEDFORTHOSEAPPOINTEESWHOWILLHAVESIGNIFICANTPROGRAMMANAGEMENTRESPONSIBILITIES,ANDTHEIRRESPONSESWILLINFORMTHESENATEOFTHEIRMANAGEMENTEXPERIENCEANDPREPAREDNESSFORADDRESSINGTHECURRENTANDFUTURETOPMANAGEMENTCHALLENGESFACINGFEDERALAGENCIESTHESECONDQUESTIONNAIREINCLUDESQUESTIONSONAGENCYSPECIFICMANAGEMENTPROBLEMSDRAWNFROMSOURCESSUCHASTHEHIGHRISKSERIESGAO,2001THEPURPOSEOFTHISQUESTIONNAIREISTOIMPROVETHEQUALITYOFFEDERALPROGRAMSBYIMPROVINGTHEQUALITYOFPEOPLEAPPOINTEDTOMANAGETHEMPOLITICALAPPOINTEESMUSTBEPREPAREDTOSUBSTANTIVELYADDRESSTHEPROBLEMSATTHEIRAGENCIES,NOTJUSTGIVEPOLICYDIRECTIONTOTHECAREERCIVILSERVANTSTHEQUESTIONNAIRESCONVEYTHEMESSAGETHATTHESENATECONSIDERSEFFECTIVEMANAGERIALSKILLSTOBEAPRIORITYFORALLNOMINEESTOSENIORAGENCYPOSITIONSPRESIDENTIALMANAGEMENTAGENDATHEPRESIDENT’SMANAGEMENTAGENDAOMB,2002HASIDENTIFIEDSEVERALGOVERNMENTREFORMGOALSTHATWILLADDRESSTHEHUMANCAPITALCRISISAMONGITSGOALSARE1WORKFORCEPLANNINGANDRESTRUCTURINGUNDERTAKENASPARTOF“STRATEGICMANAGEMENTOFHUMANCAPITAL”THATWILLBEDEFINEDINTERMSOFEACHAGENCY’SMISSION,GOALS,ANDOBJECTIVES,2AGENCYRESTRUCTURINGISEXPECTEDTOINCORPORATEORGANIZATIONALANDSTAFFINGCHANGESRESULTINGFROM“COMPETITIVESOURCES”ANDEXPANDEDEGOVERNMENT,3ASPARTOFTHE2003BUDGETPROCESS,OMBHASASKEDDEPARTMENTSANDAGENCIESTOIDENTIFYSTATUTORYIMPEDIMENTSTOGOODMANAGEMENT,4AGENCIESWILLSTRENGTHENANDMAKETHEMOSTOFKNOWLEDGE,SKILLS,ANDABILITIESOFTHEIRPEOPLEINORDERTOMEETTHENEEDSANDEXPECTATIONSOF“THEIRULTIMATECLIENTSTHEAMERICANPEOPLE”THESEREFORMSAREEXPECTEDTOCREATELONGTERMRESULTSTHATWILLALLOWAGENCIESTOBUILD,SUSTAIN,ANDEFFECTIVELYDEPLOYTHESKILLED,KNOWLEDGEABLE,DIVERSE,ANDHIGHPERFORMINGWORKFORCENEEDEDTOMEETTHECURRENTANDEMERGINGNEEDSOFGOVERNMENTANDITSCITIZENSTHESEREFORMSWILLALSOALLOWTHEWORKFORCETOADAPTQUICKLYINSIZE,COMPOSITION,ANDCOMPETENCIESTOACCOMMODATECHANGESINMISSION,TECHNOLOGY,ANDLABORMARKETSANDWILLCONTRIBUTETOINCREASINGEMPLOYEESATISFACTIONUNDERSTANDINGNEWPUBLICSERVICELIGHT1999ARGUESTHATTHEENDOFTWENTIETHCENTURYMARKSTHEENDOFGOVERNMENTCENTEREDPUBLICSERVICEANDBRINGSAMULTISPECTRALSERVICEINITSPLACETHISMEANSTHELABORMARKETFROMWHICHGOVERNMENTWORKERSWILLBEDRAWNHASALSOBEENALTEREDSIGNIFICANTLY“THEGOVERNMENTCENTEREDPUBLICSERVICEHASBEENREPLACEDBYANEWPUBLICSERVICEINWHICHGOVERNMENTMUSTCOMPETEFORTALENT,”STATESLIGHTP1HISSTUDYOFTHEGRADUATESOFTHETOPTWENTYSCHOOLSOFPUBLICADMINISTRATIONANDPUBLICPOLICYSHOWSTHATTHENEWWORKFORCEISLIKELYTOCHANGEJOBSANDSECTORSFREQUENTLY,ASWELLASBEMOREFOCUSEDONCHALLENGINGWORKTHANONJOBSECURITYLIGHTARGUESTHATTOSERIOUSLYADDRESSTHISCRISIS,PUBLICORGANIZATIONSANDGRADUATESCHOOLSOFPUBLICADMINISTRATIONNEEDTOUNDERSTANDTHECHANGINGNATUREOFPUBLICSERVICETHENEWPUBLICSERVICEISSHAPEDBYBLURRINGOFTHELINESBETWEENSECTORS,DEVELOPINGTRENDSTOWARDCHANGINGSECTORSDURINGONE’SCAREER,WORKERPREFERENCEFORJOBSTHATPROVIDEFLEXIBILITYANDANOPPORTUNITYFORGROWTH,ANDTHENEWTYPESOFSKILLSREQUIREDFORPUBLICSECTOREMPLOYEESANDMANAGERSTHISGREATERUNCERTAINTYANDJOBMOVEMENTWILLMAKEITINCREASINGLYDIFFICULTFORTHEGOVERNMENTTOHOLDONTOITSTALENTANDPREVENTAGENCIESFROMBUILDINGTHEKINDOFEXPERTISENEEDEDFORANEFFECTIVEPUBLICSERVICEACCORDINGTOLIGHT,HIGHERPAYANDAGGRESSIVERECRUITMENTALONEWILLNOTSOLVEGOVERNMENT’SPROBLEMITMUSTALSOOFFERCHALLENGINGWORK,FLEXIBLEORGANIZATIONS,ANDBROADERCAREERPATHSHESUGGESTSAVARIETYOFSTEPSFORTHEGOVERNMENTTOBECOMECOMPETITIVEFIRST,AGENCIESNEEDTODEVELOPNEWRECRUITMENTPROGRAMSMOREAPPROPRIATEFORTODAY’SWORKFORCESECOND,AGENCIESNEEDTOCREATENEWENTRYPOINTSFORREPLACINGPEOPLEINMID

簡介：1大學(xué)生自我職業(yè)生涯規(guī)劃探析摘要職業(yè)規(guī)劃是人力資源管理領(lǐng)域的重要課題之一，職業(yè)規(guī)劃是個人發(fā)展的主體需要，一個人要成就一番事業(yè)就必須有對自身清醒的認(rèn)識和明確的人生規(guī)劃；同時個體的職業(yè)規(guī)劃又是整體社會發(fā)展的客觀要求，大學(xué)生是社會構(gòu)成的特殊群體，更是推動社會進(jìn)步的生力軍，這一群體是否有明確的職業(yè)生涯規(guī)劃，能否在激烈的社會競爭中找到合適的位置貢獻(xiàn)自己的力量，具有非常重要的現(xiàn)實(shí)意義。而我國針對大學(xué)生的職業(yè)規(guī)劃教育和研究才剛剛起步，在機(jī)構(gòu)和服務(wù)上都遠(yuǎn)遠(yuǎn)滿足不了需求，所以大學(xué)生提高自我職業(yè)規(guī)劃意識，積極的進(jìn)行自己的人生規(guī)劃是很有必要也是迫在眉睫的。以下論述在導(dǎo)師悉心的指導(dǎo)下，相應(yīng)借鑒文獻(xiàn)資料結(jié)合心理測評工具，提出了適合大學(xué)生提高自我認(rèn)知，合理規(guī)劃職業(yè)生涯的理論方法和建議，希望能給當(dāng)前大學(xué)生在職業(yè)生涯規(guī)劃應(yīng)用方面提供些許幫助。關(guān)鍵詞關(guān)鍵詞大學(xué)生自我認(rèn)知職業(yè)生涯規(guī)劃ABSTRACTCAREERPLANNINGISANIMPORTANTRESEARCHPROJECTOFTHEHUMANRESOURCESMANAGEMENTTOPICAREA，CAREERPLANNINGISONEPERSONDEVELOPMENTNEEDS，APERSONTOACAREER，YOUMUSTHAVEACLEARANDDEFINITELIFEPLANNING，WHILETHEINDIVIDUALCAREERPLANNINGISTHEOBJECTIVEREQUIREMENTOFTHEDEVELOPMENTOFTHEWHOLESOCIETYCOLLEGESTUDENTSARESPECIALSOCIALGROUP，ANDTHEYARETHEMAINFORCEOFTHESOCIALPROGRESS，THISGROUPHAVECLEARCAREERPLANNING，WHETHERINTHEFIERCECOMPETITIONINTHESOCIETYTOFINDASUITABLELOCATIONTOCONTRIBUTETHEIRSTRENGTH，HASVERYIMPORTANTPRACTICALSIGNIFICANCEANDOURCOUNTRYACCORDINGTOTHECOLLEGESTUDENTSEDUCATIONANDRESEARCHOFCAREERPLANNINGHASJUSTSTARTED，THEORGANIZATIONANDTHESERVICEISCANTSATISFYTHEDEMAND，SOSTUDENTSIMPROVESELFAWARENESS，MAKECAREERPLANNINGFORHISLIFEOFACTIVELYPLANNINGISVERYNECESSARYANDIMMINENTFOLLOWINGTHETEACHERCAREFULLY，UNDERTHEGUIDEOFCORRESPONDINGREFERENCELITERATURECOMBININGPSYCHOLOGICALEVALUATIONTOOLFORCOLLEGESTUDENTS，ANDPUTSFORWARDIMPROVINGEGOCOGNITION，RATIONALPLANNINGCAREERTHEORYMETHODSANDSUGGESTIONS，IHOPINGINCAREERPLANNINGAPPLICATIONSITCANPROVIDESOMEHELPFORCOLLEGESTUDENTSKEYWORDSUNDERGRADUATESCAREERPLANNINGSELFPERCEPTION1前言大學(xué)時代是精彩人生的黃金起點(diǎn)，現(xiàn)代文明的今天，為大學(xué)生提供了實(shí)現(xiàn)人生理想與價值的機(jī)會和空間，同時也提出了更高層次的要求與挑戰(zhàn)。我國高校經(jīng)過擴(kuò)招，高等教育逐步普及，使每年大學(xué)畢業(yè)生幾乎成倍增長，而許多大學(xué)生對于走出校門，開始自己的職業(yè)生涯充滿盲目和迷惑，導(dǎo)致‘畢業(yè)等于失業(yè)’、頻繁跳槽現(xiàn)象普遍存在，究其原因，大部分大學(xué)生沒有一個明晰的職業(yè)生涯規(guī)劃是很重要的一點(diǎn)。每個人都會有自己的夢想，憧憬著光輝燦爛的未來，向往著如花似錦的前程。面對嚴(yán)峻的就業(yè)形勢，如何明確了解自己，認(rèn)清自己的位置與方向，規(guī)劃適合自己的道路，是每一位大學(xué)生值得深思的問題。如果大學(xué)生能盡早的進(jìn)行個人的職業(yè)生涯規(guī)劃，在畢業(yè)時就能有一個合適的選擇方向，在未來職業(yè)生涯中就能充分體現(xiàn)自我價值，大學(xué)生應(yīng)把握機(jī)遇，在大學(xué)期間對自己的職業(yè)生涯進(jìn)行科學(xué)系統(tǒng)的規(guī)劃，只有明確自己的目標(biāo)，有針對性的不斷充實(shí)與完善自己，才能把握鍛煉自己塑造自己的每一次機(jī)遇，才能謀求一個令自己充滿活力的發(fā)展空間，為夢想插上翅膀，在未來的天空中自由翱翔。在21世紀(jì)經(jīng)濟(jì)與科技高速發(fā)展的今天，人力資本無可爭議的成為企業(yè)乃至國家在競爭中保持優(yōu)勢的關(guān)鍵，而大學(xué)生正是企業(yè)和國家人力資本大軍的后續(xù)隊，大學(xué)生規(guī)劃科學(xué)明確的職業(yè)生涯，不僅對自己人生發(fā)展有著導(dǎo)向的作用，而且對優(yōu)化整個國家的人力資源結(jié)構(gòu)推動社會進(jìn)步發(fā)展也有著重要的意義。下文將對大學(xué)生提高自我認(rèn)知，進(jìn)行合理職業(yè)生涯規(guī)劃方面提出粗淺的認(rèn)識，旨在幫助大學(xué)生以自己的實(shí)際行動，認(rèn)識自己了解自己，做出合理的職業(yè)生涯規(guī)劃，為自己未來的發(fā)展打下良好的基礎(chǔ)，可以充分實(shí)現(xiàn)自身價值，為社會做出應(yīng)有的貢獻(xiàn)。1大學(xué)生職業(yè)生涯規(guī)劃概述職業(yè)生涯規(guī)劃學(xué)說起始于20世紀(jì)60年代，作為人力資源管理理論的重要內(nèi)容之一，職業(yè)生涯規(guī)劃專業(yè)研究是在美國興起的，隨后又被引入到其他歐美國家，并得到了快速發(fā)展。20世紀(jì)70年代在美國又興起了職業(yè)生涯規(guī)劃教育，許多高校開始著眼于為

簡介：2012屆本科畢業(yè)論文外文翻譯題目名稱題目名稱SKILLSSHORTAGEANDRECRUITMENTINTHESMESECTOR中文題目中文題目中小企業(yè)招聘中的技能短缺來源來源GERALDVINTEN,1998“SKILLSSHORTAGEANDRECRUITMENTINTHESMESECTOR“,CAREERDEVELOPMENTINTERNATIONAL,VOL3ISS6,PP238242英文原文英文原文TITLESKILLSSHORTAGEANDRECRUITMENTINTHESMESECTORAUTHORSGERALDVINTEN,SOUTHAMPTONBUSINESSSCHOOL,SOUTHAMPTON,UKCITATIONGERALDVINTEN,1998“SKILLSSHORTAGEANDRECRUITMENTINTHESMESECTOR“,CAREERDEVELOPMENTINTERNATIONAL,VOL3ISS6,PP238242KEYWORDSHUMANRESOURCEMANAGEMENT,JOBEVALUATION,RECRUITMENT,REMUNERATION,SMALLTOMEDIUMSIZEDENTERPRISES,TRAININGARTICLETYPERESEARCHPAPERDOI101108/13620439810234491PERMANENTURLPUBLISHERMCBUPLTDABSTRACTSKILLSSHORTAGEANDRECRUITMENTISANAREAOFUNDENIABLEIMPORTANCETOTHESMESECTORANDACHALLENGEFORHUMANRESOURCEMANAGEMENTTHISARTICLEREPORTSONTHEFINDINGSFROMASTUDYOFPEOPLEMANAGEMENTINOVER300ORGANIZATIONSEMPLOYINGTYPICALLYBETWEEN20AND200PEOPLEITAIMSTOPROVIDEACLEARUNDERSTANDINGOFHOWBOTHLARGERANDSMALLERSMESRECRUITANDSELECTSTAFFITFINDSTHATTHESMESMAYHAVESOMEADVANTAGESINTHEEXTENTTOWHICHTHEYCANUSEFLEXIBLEWORKINGPATTERNSALARGENUMBEROFCOMPANIESUSEPARTTIMEWORKERS,JOBSHARINGANDCONTRACTINGOUTHOWEVER,FULLTIMEWORKINGISSTILLTHEMOSTCOMMONFORMOFEMPLOYMENTTHEARTICLEREPORTSTHATTHEMOSTPOPULARMETHODFORESTABLISHINGPAYLEVELSWITHINSMESISTHEVALUEOFTHEJOBTOTHEORGANIZATION,ANDTHEABILITIESORSKILLSOFTHENEWEMPLOYEEMOSTRESPONDENTSTOTHISSURVEYFELTTHATTHEYHADNOSKILLSSHORTAGEPROBLEMINTRODUCTIONTHEINSTITUTEOFPERSONNELANDDEVELOPMENTIPDLAUNCHEDAMAJORINITIATIVE“MANAGINGPEOPLETHECHANGINGFRONTIERS“,TOINVESTIGATETHEKEYISSUESFACINGPERSONNELMANAGEMENTTHEIPDHASRECOGNIZEDTHEIMPORTANCEOFSMALLANDMEDIUMSIZEDENTERPRISESSMESINWORKINGPATTERNSTHEPATTERNSOFWORKING,METHODSUSEDTORECRUITANDFACTORSTAKENINTOACCOUNTTOFIXPAYLEVELSWHENRECRUITINGWERECONSIDEREDINTHEQUESTIONNAIREALARGENUMBEROFCOMPANIESNOWUSEPARTTIMEWORKERS,JOBSHARINGANDACONSIDERABLENUMBERUSECONTRACTINGOUTHOWEVER,FULLTIMEWORKINGWASSTILLTHEMOSTCOMMONFORMOFEMPLOYMENTSMALLERORGANIZATIONSTENDTORELYONLOCALADVERTISEMENTSANDPERSONALRECOMMENDATIONSTORECRUITNEWSTAFFSOMEUSEISALSOMADEOFRECRUITMENTAGENCIESNOTSURPRISINGLYLITTLEUSEWASREPORTEDOFNATIONALADVERTISEMENTSAMONGRESPONDENTSWITHDEDICATEDPERSONNELSTAFF,46PERCENTSAIDTHEYWOULDNOTCONSULTAPERSONNELSPECIALISTFORTHERECRUITMENTOFSTAFFVIRTUALLYALLORGANIZATIONSUSEDPERSONALREFERENCESWHENSELECTINGSTAFFHOWEVER,WHILEAPPLICATIONFORMSAREAPOPULARSELECTIONTOOL,THEYARENOTUSEDBYALLORGANIZATIONS–11PERCENTOFORGANIZATIONSREPORTEDNOTUSINGTHEMATALLPSYCHOMETRICTESTSWEREUSEDBY17PERCENTOFORGANIZATIONSAND29PERCENTUSEDPERSONALITYASSESSMENTSONATLEASTSOMEOCCASIONSJOBSAMPLESORAPTITUDETESTSWEREUSEDBY35PERCENTOFORGANIZATIONSSURVEYEDTHOSERESPONDENTSWITHPERSONNELTRAININGWERENOTICEABLYMORELIKELYTOUSEPSYCHOMETRICTESTSORPERSONALITYASSESSMENTSHOWEVER,THEYWEREUSEDASAREGULARPARTOFSELECTIONONLYINABOUT1IN10CASESTHEMOSTPOPULARMETHODFORESTABLISHINGPAYLEVELSWASSHOWNTOBETHEVALUEOFTHEJOBTOTHEORGANIZATION,ANDTHEABILITIESORSKILLSOFTHENEWPERSONCOMPARISONWITHSALARIESPAIDTOOTHERSINTHEINDUSTRYWASALSOUSED,BUTLESSOFTENINCONTRASTWITHPRACTICEINLARGERORGANIZATIONS,PREVIOUSPAYLEVELSOFTHENEWPERSONANDTHEPREVIOUSINCUMBENTWERECONSIDEREDUNIMPORTANTINSMALLERORGANIZATIONSTHEMAJORITYOFRESPONDENTSTOTHEINTERVIEWSFELTTHATTHEYHADNOSKILLSSHORTAGEPROBLEMREASONSGIVENFORTHISVARIEDFROMRETAININGANDRETRAININGEXISTINGSTAFF,TOTHEEXISTENCEOFALARGESKILLSPOOLDUEINMANYCASESTOTHELASTFEWYEARSOFRECESSIONNOPROBLEM–AFTERTHERECESSIONTHEREAREPLENTYOFPEOPLEWITHTHESKILLSWENEEDLOOKINGFORWORKPERSONNELMANAGER–CONSTRUCTIONBASEDBUSINESS

簡介：本科生畢業(yè)設(shè)計（論文）題目論企業(yè)管理中的激勵問題論企業(yè)管理中的激勵問題專業(yè)人力資源準(zhǔn)考證號準(zhǔn)考證號姓名指導(dǎo)老師指導(dǎo)老師完成時間完成時間2012年4月論企業(yè)管理中的激勵問題ABSTRACTHUMANRESOURCESASTHEMODERNENTERPRISEOFAKINDOFSTRATEGICRESOURCES,HASBECOMETHEMOSTIMPORTANTFACTORFORENTERPRISEDEVELOPMENTINTHEHUMANRESOURCESMANAGEMENTOFNUMEROUSCONTENT,INCENTIVEQUESTIONISONEIMPORTANTCONTENTOFINCENTIVESCIENTIFICORNOT,RELATESDIRECTLYTOTHESTANDORFALLOFHUMANRESOURCEUSEMANYENTERPRISESHAVEABRAINDRAINPHENOMENON,CANNOTKEEPTALENTSRESTRICTSENTERPRISEDEVELOPMENTHASBECOMEONEOFTHEIMPORTANTFACTORSEFFECTIVEINCENTIVEISTHEKEYTOTHISQUESTIONANYENTERPRISEISBYTHEPEOPLETOMANAGE,ANDBEINENTERPRISEMIDDLEMANSENTHUSIASMHEIGHT,ISCRUCIALTOTHESUCCESSOFTHEENTERPRISEDECISIONFACTORSSO,FORCOMPANIESTO,ITSVIGOROUSVITALITYFROMTHEEMPLOYEESINFINITEVIGOR,HOWTOMOTIVATEEMPLOYEESOFENERGYMUSTONEMPLOYEESEFFECTIVEINCENTIVETHEREFORE,THEENTERPRISEHUMANRESOURCESMANAGEMENTCOREISTOINCENTIVEMECHANISMASLEVER,AROUSINGTHEENTHUSIASMOFTHEEMPLOYEES,INITIATIVEKEYWORDSENTERPRISEMANAGEMENTINCENTIVE

簡介：本科畢業(yè)設(shè)計本科畢業(yè)設(shè)計論文論文題目題目連云港中化公司新員工連云港中化公司新員工崗前培訓(xùn)體系設(shè)計崗前培訓(xùn)體系設(shè)計系別別管理信息系專業(yè)業(yè)人力資源管理班級級學(xué)生生學(xué)號號指導(dǎo)教師指導(dǎo)教師2011年05月I連云港中化公司新員工崗前培訓(xùn)體系設(shè)計連云港中化公司新員工崗前培訓(xùn)體系設(shè)計摘要隨著科技的發(fā)展、社會的進(jìn)步，企業(yè)間的競爭日趨激烈，企業(yè)對員工的素質(zhì)要求越來越高，而企業(yè)經(jīng)營的好壞與員工的整體素質(zhì)有直接的關(guān)系。換言之，企業(yè)間的競爭歸根到底就是人才的競爭，企業(yè)要想在競爭中獲得優(yōu)勢，不可避免的要重視員工的培訓(xùn)、重視員工全面素質(zhì)的提升。新員工崗前培訓(xùn)作為培訓(xùn)的起點(diǎn)，其意義不容小覷，其關(guān)系到員工對工作的理解，關(guān)系到員工進(jìn)入工作的狀態(tài)，關(guān)系到企業(yè)和員工的共同發(fā)展。本文闡述了新員工崗前培訓(xùn)在企業(yè)中的重要性，通過對連云港中化公司新員工崗前培訓(xùn)體系現(xiàn)狀的分析，指出了其新員工崗前培訓(xùn)存在的問題。進(jìn)而運(yùn)用培訓(xùn)的相關(guān)理論，結(jié)合連云港中化公司的實(shí)際情況，對其新員工崗前培訓(xùn)方案進(jìn)行了重新設(shè)計。旨在通過對它的實(shí)施和管理，實(shí)現(xiàn)公司的戰(zhàn)略目標(biāo)，促進(jìn)新員工的成長與發(fā)展，企業(yè)得以持續(xù)發(fā)展。關(guān)鍵詞關(guān)鍵詞新員工崗前培訓(xùn)；培訓(xùn)體系；培訓(xùn)評估

簡介：此文檔是畢業(yè)設(shè)計外文翻譯成品（含英文原文中文翻譯），無需調(diào)整復(fù)雜的格式下載之后直接可用，方便快捷本文價格不貴,也就幾十塊錢一輩子也就一次的事外文標(biāo)題AFIELDSTUDYOFNEWEMPLOYEETRAININGPROGRAMSINDUSTRYPRACTICESANDSTRATEGICINSIGHTS外文作者JBRUCETRACEY，TIMOTHYRHINKIN，MICHAELKINGRA，JONATHANTAYLOR文獻(xiàn)出處CORNELLHOSPITALITYQUARTERLY2019,VOL564345–354如覺得年份太老，可改為近2年，畢竟很多畢業(yè)生都這樣做英文4311單詞，29036字符字符就是印刷符，中文6426漢字。（如果字?jǐn)?shù)多了，可自行刪減，大多數(shù)學(xué)校都是要求選取外文的一部分內(nèi)容進(jìn)行翻譯的。）AFIELDSTUDYOFNEWEMPLOYEETRAININGPROGRAMSINDUSTRYPRACTICESANDSTRATEGICINSIGHTSABSTRACTGIVENTHEIMPORTANCEOFWELLDESIGNEDANDWELLEXECUTEDTRAININGPROGRAMS,ITISIMPORTANTTOLEARNMOREABOUTTHECONTENTANDDESIGNOFEFFECTIVETRAININGPROGRAMSFORNEWEMPLOYEES,PARTICULARLYTHOSETHATHAVEBEENIMPLEMENTEDINTHEHOSPITALITYINDUSTRYTHROUGHAFIELDSTUDYASSESSMENTOFPREOPENINGTRAININGPROGRAMSTHATHAVEBEENIMPLEMENTEDBYFIFTEENHOTELFIRMSANDSIXTEENRESTAURANTCOMPANIES,WEFOUNDTHATHOTELSANDRESTAURANTSSPENDAPPROXIMATELYTHESAMETIMEONPREOPENINGTRAININGFORNEWSTAFF,WITHTHEEXCEPTIONOFRESTAURANTMANAGERS,WHORECEIVESIGNIFICANTLYMOREDAYSOFTRAININGTHANDOTHEIRHOTELCOUNTERPARTSINADDITION,THEREWERESUBSTANTIVEDIFFERENCESINTHEAMOUNTOFPREOPENINGTRAININGBASEDONFIRMSIZEANDWHETHERTHECOMPANYWASPUBLICLYTRADEDORPRIVATELYHELDWEALSOFOUNDTHATTHEMAJORITYOFPREOPENINGTRAININGISDESIGNEDANDDELIVEREDBYCORPORATESTAFF,ANDABALANCEOFACTIVEANDPASSIVETRAININGMETHODSAREUSEDFORFACILITATIONFINALLY,ALTHOUGHOURSURVEYMETHODOLOGYDIDNOTALLOWUSTODETERMINETHECOSTSASSOCIATEDWITHPREOPENINGTRAININGANDTHEREFORETHERETURNONTHESEEFFORTS,WENOTEDTHATTHEFIRMSUSEDGUESTSATISFACTIONMEASURESANDMEASUREDTHEEMPLOYEES’CONTENTMASTERY,AMONGOTHERMETRICSREQUISITEATTITUDES,BEHAVIOR,ANDKNOWLEDGEDURINGTHEINITIALSTAGESOFEMPLOYMENTVANMAANENANDSCHEIN1979HOWEVER,THEEMPIRICALFINDINGSAREAGAINQUITELIMITEDCFCABLEANDPARSONS2001ANDDONOTPROVIDEMUCHINSIGHTREGARDINGCONTENTORDESIGNRELATEDFEATURESTHATCANORSHOULDBEINCLUDEDINNEWEMPLOYEETRAININGPROGRAMSSIMILARLY,WHILEAFEWSTUDIESHAVEEXAMINEDSOCIALIZATIONANDNEWEMPLOYEETRAININGINHOSPITALITYCONTEXTSEG,YANG2009YOUNGANDLUNDBERG1996,THEFOCUSHASBEENPRIMARILYONEMPLOYEEPERCEPTIONSREGARDINGTHEIRINITIALTRAININGEXPERIENCESINTHATREGARD,SIMILARTORESEARCHONSOCIALIZATION,THESEFINDINGSDONOTPROVIDEANYSUBSTANTIVEPRESCRIPTIONCONCEPTUALLYORPRACTICALLYREGARDINGPROGRAMCONTENTANDDESIGNMOREOVER,ANEXHAUSTIVESEARCHOFTHEHOSPITALITYRESEARCHLITERATUREFAILEDTOREVEALANYDETAILSREGARDINGTHECONTENTORDESIGNOFNEWEMPLOYEEPROGRAMSFINALLY,WECOULDNOTIDENTIFYANYSTUDIESTHATHAVEEXAMINEDTHEWAYSINWHICHNEWEMPLOYEETRAININGPROGRAMSMAYACCOUNTFORORADAPTTOTHEDYNAMICNATUREOFINTERNALANDEXTERNALENVIRONMENTALCONDITIONSTHISISAPARTICULARLYSALIENTGAP,ESPECIALLYINLIGHTOFTHEHOSPITALITYINDUSTRY’SCHANGEORIENTEDANDCOMPETITIVENATURECFENZ2010THEREFORE,THEOBJECTIVESOFTHISEXPLORATORYSTUDYARETWOFOLD1TOIDENTIFYTHEKEYCONTENT,DESIGN,ANDIMPLEMENTATIONFEATURESASSOCIATEDWITHARGUABLYONEOFTHEMOSTIMPORTANTTYPESOFHOSPITALITYTRAININGPREOPENINGTRAININGFORNEWEMPLOYEES,AND2TOENHANCEOURUNDERSTANDINGABOUTTHEWAYSINWHICHSUCHTRAININGPROGRAMSMAYBEADAPTIVETOACCOUNTFORTHEDYNAMICNATUREOFINTERNALANDEXTERNALWORKSETTINGSWEWILLBEGINBYPRESENTINGABRIEFOVERVIEWOFTHECHARACTERISTICSTHATAREASSOCIATEDWITHEFFECTIVETRAININGPROGRAMSWEWILLTHENPRESENTANANALYSISOFTHERECENTRESEARCHONHRFLEXIBILITY,WHICHPROVIDESSOMEINSIGHTSABOUTTHEADAPTIVENATUREOFTHEHRSYSTEMCOMPONENTS,INCLUDINGNEWEMPLOYEETRAININGPROGRAMSNEXT,WEPRESENTTHERESULTSFROMACASESTUDYTHATEXAMINESNEWEMPLOYEETRAININGPROGRAMSTHATHAVEBEENIMPLEMENTEDBYASAMPLEOFTHIRTYONE“MOSTADMIRED”HOTELANDRESTAURANTCOMPANIESWECONCLUDEWITHADISCUSSIONABOUTTHEWAYSINWHICHLEARNINGANDDEVELOPMENTPROGRAMSCANBEDESIGNEDANDIMPLEMENTEDTOMAXIMIZEIMPACTANDACCOUNTFORTHEDYNAMICINFLUENCESASSOCIATEDWITHHOSPITALITYSETTINGSEFFECTIVETRAININGINTHEIRRECENTREVIEWOFTHERESEARCHLITERATUREONTRAININGANDDEVELOPMENT,AGUINISANDKRAIGER2009REITERATEDTHEIMPORTANCEOFFOURFUNDAMENTALREQUIREMENTSFOR

簡介：此文檔是畢業(yè)設(shè)計外文翻譯成品（含英文原文中文翻譯），無需調(diào)整復(fù)雜的格式下載之后直接可用，方便快捷本文價格不貴,也就幾十塊錢一輩子也就一次的事外文標(biāo)題EXPLAININGEMPLOYEETURNOVERINANASIANCONTEXT外文作者NARESHTHHATRIANDCHONGTZEFERN,PAWANBUDHWAR文獻(xiàn)出處HUMANRESOURCEMANAGEMENTJOURNAL,2018,1115474如覺得年份太老，可改為近2年，畢竟很多畢業(yè)生都這樣做英文6216單詞，40487字符字符就是印刷符，中文9392漢字。（如果字?jǐn)?shù)多了，可自行刪減，大多數(shù)學(xué)校都是要求選取外文的一部分內(nèi)容進(jìn)行翻譯的。）EXPLAININGEMPLOYEETURNOVERINANASIANCONTEXTABSTRACTEMPLOYEETURNOVERISGIVINGSLEEPLESSNIGHTSTOHRMANAGERSINMANYCOUNTRIESINASIAAWIDELYHELDBELIEFINTHESECOUNTRIESISTHATEMPLOYEESHAVEDEVELOPEDBAD’ATTITUDESDUETOTHELABOURSHORTAGEEMPLOYEESAREBELIEVEDTOJOBHOPFORNOREASON,OREVENFORFUNUNFORTUNATELY,DESPITEEMPLOYEETURNOVERBEINGSUCHASERIOUSPROBLEMINASIA,THEREISADEARTHOFSTUDIESINVESTIGATINGITINPARTICULARSTUDIESUSINGACOMPREHENSIVESETOFVARIABLESARERARETHISSTUDYEXAMINESTHREESETSOFANTECEDENTSOFTURNOVERINTENTIONINCOMPANIESINSINGAPOREDEMOGRAPHIC,CONTROLLABLEANDUNCONTROLLABLESINGAPORECOMPANIESPROVIDEANAPPROPRIATESETTINGASTHEIRTURNOVERRATESAREAMONGTHEHIGHESTINASIAFINDINGSOFTHESTUDYSUGGESTTHATORGANIZATIONALCOMMITMENT,PROCEDURALJUSTICEANDAJOBHOPPINGATTITUDEWERETHREEMAINFACTORSASSOCIATEDWITHTURNOVERINTENTIONINSINGAPORECOMPANIESVOLUNTARYTURNOVERISAMAJORPROBLEMFORCOMPANIESINMANYASIANCOUNTRIESSUCHASSOUTHTHOREA,MALAYSIA,SINGAPOREANDTAIWANBARNETT,1995CHANG,1996SYRETT,1994FOREXAMPLE,IN1995THELASTYEARFORWHICHCOMPARATIVEDATAWASAVAILABLETHEAVERAGEMONTHLYRESIGNATIONRATESWERENOTEDAS34PERCENT,29PERCENTAND27PERCENTINSINGAPORE,SOUTHTHOREA,ANDTAIWAN,RESPECTIVELYBARNARDANDRODGERS,1998INARECENTFORUMOFTHEHRPROFESSIONALBODIESOFHONGTHONG,MALAYSIAANDACCORDINGTOTHEREPORTOFATASKFORCEONJOBHOPPINGINSINGAPORE,MORETHANTWOTHIRDSOFTHEORGANIZATIONSINDICATEDTHATTHEYHADSUFFEREDAPRODUCTIVITYLOSSOFGREATERTHAN10PERCENTASARESULTOFTHEHIGHEMPLOYEETURNOVERNATIONALPRODUCTIVITYBOARD,SINGAPORE,1988THESURVEYALSOREPORTEDAHIGHCOSTOFRECRUITMENTANDPOORQUALITYOFPRODUCTSANDSERVICESDUETOHIGHTURNOVEREVENMOREIMPORTANT,HIGHTURNOVERWASFOUNDTOBETHEMAJORSOURCEOFPOORMORALEINMANYORGANIZATIONSSURPRISINGLY,THEREARESOFEWRESEARCHSTUDIESEXAMININGTHISIMPORTANTISSUEINASIAANDPOPULARPERCEPTIONSORINFORMALTHEORIES’ONEMPLOYEETURNOVERABOUNDINBOTHACADEMICANDPRACTITIONERCIRCLESCAMPBELLANDCAMPBELL1997IDENTIFIEDTWOMAJORPROBLEMSWITHINFORMALTHEORIES’ONEMPLOYEETURNOVERFIRST,THEYAREUNTESTEDANDASARESULTPRONETOERRORSSECONDLY,ACCORDINGTOTHEWIDELYHELDINFORMALTHEORIES’BYPRACTITIONERSINSINGAPORE,MOSTOFTHEEMPLOYEETURNOVERINTHEIRCOMPANIESISATTRIBUTABLETOTWOEXTERNALFACTORSLABOURSHORTAGEANDBADEMPLOYEEATTITUDESTHUS,TOTHEDEGREETHATMANAGERSHOLDTHESEINFORMALTHEORIES’,TURNOVERBECOMESASERIOUSBUTINTRACTABLEISSUETHEAUTHORSNOTEDTHAT,WHILEHRMANAGERSWEREACUTELYAWAREOFTHEPROBLEMANDITSASSOCIATEDRAMIFICATIONS,THEYTYPICALLYHAVEDEVELOPEDNOREALSTRATEGIESFORCOMBATINGTURNOVERTHISSTUDYHASTWOMAINOBJECTIVESFIRST,MOSTOFTHESTUDIESONTURNOVERINTENTIONWERECONDUCTEDINWESTERNORGANISATIONALCONTEXTSTHUS,FINDINGSOFTHESESTUDIESMAYNOTBEAPPLICABLETOORGANIZATIONSINASIADUETOVASTDIFFERENCESINTHEECONOMIC,SOCIALANDCULTURALENVIRONMENTSCOTTONANDTUTTLE,1986FURTHER,THE

簡介：RESEARCHANDPRACTICEINHUMANRESOURCEMANAGEMENTCHANDA,A,BANSAL,TCHANDA,R2010STRATEGICINTEGRATIONOFRECRUITMENTPRACTICESANDITSIMPACTONPERFORMANCEININDIANENTERPRISES,RESEARCHANDPRACTICEINHUMANRESOURCEMANAGEMENT,181,115STRATEGICINTEGRATIONOFRECRUITMENTPRACTICESANDITSIMPACTONPERFORMANCEININDIANENTERPRISESABSTRACTRECRUITMENTANDSELECTIONISAFOUNDATIONOFHUMANRESOURCEMANAGEMENTHRMPRACTICESANDITSINTEGRATIONTOBUSINESSISCRITICALTOACHIEVEORGANISATIONALSTRATEGICGOALSHOWEVER,LITTLERESEARCHHASTODATEEXAMINEDSTRATEGICINTEGRATIONINTHISSPECIFICHUMANRESOURCEHRPRACTICE,AND,THEREFORE,LITTLEISKNOWNABOUTTHELEVELANDAPPLICATIONOFRECRUITMENTANDSELECTIONSTRATEGICINTEGRATIONASITUATIONTHATWARRANTSGREATERINVESTMENTDUETOTHEECONOMICGROWTHININDIAINACORRESPONDINGEXPANSIONOFINDIANENTERPRISESCONSEQUENTLY,THISSTUDYINVESTIGATESTHELEVELATWHICHRECRUITMENTANDSELECTIONPRACTICESINTEGRATEWITHBUSINESSSTRATEGIESANDTHERELATIVEEFFECTSOFDIFFERENTLEVELSOFSUCHSTRATEGICINTEGRATIONONORGANISATIONALPERFORMANCEIN259INDIANENTERPRISESTHERESULTSSHOWTHEMAJORITYOFINDIANENTERPRISESHADAHIGHLEVELOFRECRUITMENTANDSELECTIONSTRATEGICINTEGRATIONINBUSINESSSTRATEGYFORMULATIONANDIMPLEMENTATIONMOREOVER,THELEVELOFRECRUITMENTANDSELECTIONSTRATEGICINTEGRATIONWASPOSITIVELYRELATEDTOGROWTHINMARKETSHARE,PROFITSANDSALES,EMPLOYEES’SATISFACTION,EMPLOYEES’PRODUCTIVITY,ANDNEGATIVELYRELATEDTOEMPLOYEES’TURNOVERTHEIMPLICATIONSFORHRMPRACTITIONERSANDFURTHERRESEARCHAREDISCUSSEDINTRODUCTIONRECRUITMENTANDSELECTIONISTHEPROCESSOFATTRACTINGINDIVIDUALSONATIMELYBASIS,INSUFFICIENTNUMBERSANDWITHAPPROPRIATEQUALIFICATIONSFOLLOWINGTHEINITIALSELECTIONOFINCUMBENTSTHEYARELIKELYTOAGAINBECHOSENTODEVELOPTHEIRFURTHERINTERESTINTHEORGANISATIONANDLATERTOENCOURAGETHEMTOAPPLYFOROTHERJOBSUSINGAPPROPRIATETECHNIQUESTHESUITABLECANDIDATESARETHUS,ABLETOBERECRUITEDANDSELECTEDDURINGTHEIRCAREERDEVELOPMENTCRAWFORD2004ITHASBEENARGUEDTHATINORDERFORTHEFIRMTOBUILDANDSUSTAINTHECOMPETITIVEADVANTAGE,PROPERSTAFFINGISCRITICALWRIGHTSNELL1991,BOXALL1996RECRUITMENTANDSELECTIONISAMAJORHRMFUNCTIONASITENCOMPASSESALLORGANISATIONALPRACTICESANDDECISIONSRECENTTECHNOLOGICALADVANCES,GLOBALISATION,SOCIALTRENDSANDCHANGESWITHINORGANISATIONSHAVEBROUGHTNEWCHALLENGESFORRECRUITMENTANDSELECTIONROWLEYBENSON2002TOEFFECTIVELYFACETHENEWCHALLENGESRECRUITMENTANDSELECTIONNEEDSTOBEINTEGRATEDWITHBUSINESSSTRATEGIESLAMWHITE1998RECRUITMENTANDSELECTIONSTRATEGIESFLOWULTIMATELYFROMTHEORGANISATION’SMISSIONANDSTRATEGICOBJECTIVESIE,THESTRATEGIESANDPROCESSESOFRECRUITMENTANDSELECTIONMUSTBECOMPATIBLEWITHBUSINESSSTRATEGIESNANKERVIS,COMPTONBAIRD2002SOCIALSCIENTISTSARGUETHATTHROUGHTHEINTEGRATIONWITHBUSINESSSTRATEGIES,RECRUITMENTANDSELECTIONHELPACHIEVESTRATEGICGOALSANDENHANCEORGANISATIONALPERFORMANCEBECKERGERHART1996,YOUNDT,ETAL1996,LEWIS2003OVERTHELASTTHIRTYYEARSORSO,THEAMOUNTOFRESEARCHONRECRUITMENTANDSELECTIONHASINCREASEDDRAMATICALLYDESPITEOFTHISINCREASE,RECENTREVIEWSRODWELLTEO2004,WRIGHT,ETAL2005OFTHELITERATUREHAVEREVEALEDTHATPASTSTUDIESMAINLYFOCUSEDONTHEEXPLORATIONOFRECRUITMENTANDSELECTIONPRACTICESADOPTEDBYTHEENTERPRISEANDNOTONITSRELATIONSHIPTOBUSINESSSTRATEGYANDPERFORMANCETHISRESEARCHANALYSESRECRUITMENTANDSELECTIONASONEOFTHEHRPRACTICESFROMTHEGAMUTOFENTIREHRMPROCESSESANDEVALUATESTHEFLAWSTHATEXISTINITSEFFECTIVEIMPLEMENTATIONINORGANISATIONALSETUPALTHOUGHTHEREISWIDERECOGNITIONOFTHESIGNIFICANCEOFTHEINTEGRATIONOFHRMWITHBUSINESSSTRATEGIES,LITTLERESEARCHHASBEENDEVOTEDONHOWRECRUITMENTANDSELECTIONSTRATEGICINTEGRATIONHAPPENSANDWHATMIGHTBEITSEFFECTSONORGANISATIONALPERFORMANCEBUDHWAR2000,SHEN2004THEINTEGRATIONOFHRMANDBUSINESSSTRATEGYISPOSSIBLEBYTHE‘FIT’OFHUMANRESOURCESTHROUGHAVARIETYOFHRMPRACTICESINCLUDINGRECRUITMENTANDSELECTIONINACCORDANCEWITHTHEBUSINESSNEEDSLEGGE1995,BUDHWAR2000THEREFORE,THEREISASETPRIORITYFORORGANISATIONSTOHAVERECRUITMENTANDSELECTIONSTRATEGICALLYINTEGRATEDWITHTHEPRESENCEOFTHEHRHEADISAFORMALMECHANISMOFCONSULTATION,WHICHENSURESHR’SSTRATEGICINPUTINTOBUSINESSATTHEHIGHESTLEVELBREWSTERLARSEN1992,SHEN2005RECRUITMENTANDSELECTIONRELATEDINFORMATION,SUCHASTHEHRAVAILABILITYANDITSCOST,CANBECRUCIALFORBUSINESSSTRATEGYFORMULATIONSHEN2005ARGUESTHATLABOURMARKETRELATEDISSUESOFTENAFFECTMULTINATIONALS’DECISIONSONOVERSEASDIRECTINVESTMENTKHATRYANDBUDHWAR2002POINTOUTTHATTHEEXISTENCEOFTHEWRITTENHRSTRATEGYHELPSINTERPRETBUSINESSSTRATEGIESINTOHRMPOLICIESANDPRACTICESHRSTRATEGYPROVIDESGUIDANCEFORTHEFORMULATIONANDIMPLEMENTATIONOFRECRUITMENTANDSELECTIONPOLICIESANDPRACTICESACOMMONPROBLEMINRECRUITMENTANDSELECTIONISPOORHRPLANNINGRIGOROUSHRPLANNINGTRANSLATESBUSINESSSTRATEGIESINTOSPECIFICHRMPOLICIESANDPRACTICESTHISISPARTICULARLYSOWITHRECRUITMENTANDSELECTIONPOLICIESANDPRACTICESTHEKEYGOALOFHRPLANNINGISTOGETTHERIGHTNUMBEROFPEOPLEWITHTHERIGHTSKILLS,EXPERIENCEANDCOMPETENCIESINTHERIGHTJOBSATTHERIGHTTIMEATTHERIGHTCOSTHUSSEY1999,BREAUGHSTARKE2000,ANDERSON,ETAL2004DETAILEDANDROBUSTRECRUITMENTANDSELECTIONPOLICIES,SUCHASRECRUITMENTANDSELECTIONPROCEDURES,ASSESSINGCRITERIA,TALENTSAUDITINGANDPROCESSINGTHEINFORMATIONABOUTTHELABOURMARKETAREIMPORTANTINRECRUITINGANDDEPLOYINGAPPROPRIATEEMPLOYEESATTHERIGHTTIMEBREAUGHSTARKE2000PAST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簡介：英文英文3700單詞，單詞，22500英文字符，中文英文字符，中文6800字文獻(xiàn)出處文獻(xiàn)出處THOMASWBUCHNERPERFORMANCEMANAGEMENTTHEORYALOOKFROMTHEPERFORMERSPERSPECTIVEWITHIMPLICATIONSFORHRDJHUMANRESOURCEDEVELOPMENTINTERNATIONAL,2007,1015973PERFORMANCEMANAGEMENTTHEORYALOOKFROMTHEPERFORMER’SPERSPECTIVEWITHIMPLICATIONSFORHRDTHOMASWBUCHNERABSTRACTPERFORMANCEMANAGEMENTMETHODSARERECEIVINGINCREASEDATTENTIONASORGANIZATIONSSEEKPERFORMANCEGAINSFROMTHEIRWORKFORCESDURINGCHALLENGINGECONOMICTIMESINTHISPAPER,THECONSTRUCTOFPERFORMANCEMANAGEMENTISCHALLENGEDALONGTWOLINESHOWAPPLIEDMODELSDONOTTAKEFULLADVANTAGEOFEXISTINGTHEORIESOFWORKMOTIVATIONANDHOWTHEIMPACTOFPERFORMANCEMANAGEMENTWILLCONTINUETOBECONSTRAINEDASLONGITREMAINSAPREDOMINANTLYTOPDOWNPROCESSSEVERALRELEVANTTHEORIESOFMOTIVATIONAREEXAMINEDTOILLUSTRATEGAPSBETWEENTHEORYANDPRACTICEANDTOPROVIDEABASISFORLOOKINGATPERFORMANCEMANAGEMENTFROMTHEPERFORMER’SPERSPECTIVERESULTINGIMPLICATIONSFORTHEHUMANRESOURCEDEVELOPMENTHRDFIELDAREDISCUSSEDKEYWORDSPERFORMANCEMANAGEMENT,PERFORMANCEAPPRAISAL,MOTIVATION,SELFMANAGEMENTINRECENTYEARS,CHALLENGINGECONOMICCONDITIONSHAVESTRESSEDORGANIZATIONS,SOMETOTHEBREAKINGPOINTRATHERTHANWAITINGFOREXTERNALIMPROVEMENTS,SUCHASMARKETGROWTHORTECHNOLOGICALADVANCES,MANYORGANIZATIONSARELOOKINGINTERNALLYFORPERFORMANCEANDPRODUCTIVITYGAINSCONSEQUENTLY,THECONCEPTOFPERFORMANCEMANAGEMENTISRECEIVINGINCREASEDATTENTIONASAROUTETOIMPROVEDRESULTSBOXALLANDPURCELL,2003ATTHESAMETIME,REGRETTABLY,LINGERINGCONCERNSOVERTHEEFFECTIVENESSCOENSANDJENKINS,2000ANDDISSATISFACTIONBERNARDINETAL,1998HAVENOTBEENRESOLVEDTHEORETICALQUESTIONSPERFORMANCEMANAGEMENTISATOPICOFINTERESTTOHUMANRESOURCEDEVELOPMENTHRDPROFESSIONALS,ESPECIALLYTHOSEENGAGEDINHELPINGORGANIZATIONSRETHINKANDREDESIGNTHEIRPERFORMANCEMANAGEMENTSYSTEMSFROMATHEORETICALSTANDPOINT,ANUMBEROFQUESTIONSREACHOUTTOTHEHRDFIELDASITCONSIDERSTHEIMPACTOFPERFORMANCEMANAGEMENTSYSTEMSINORGANIZATIONSTWOOFTHESEQUESTIONSARERAISEDINTHISCONCEPTUALPAPERTOENCOURAGEANDSTIMULATEFURTHERDISCUSSIONFIRST,TOWHATDEGREEISAPPLIEDPERFORMANCEMANAGEMENTSUPPORTEDBYVALIDTHEORIESINOTHERWORDS,ISTHERECLEAREVIDENCEOFTHEORETICALRESEARCHSUPPORTINGHOWORGANIZATIONSMANAGEPERFORMANCESECOND,WHATFRESHINSIGHTSMIGHTWEDISCOVERIFWESERIOUSLYLOOKEDATPERFORMANCEMANAGEMENTFROMTHEPERFORMER’SPERSPECTIVETHESEQUESTIONSSUGGESTPOTENTIALFORFUNDAMENTALCHANGEINHOWPERFORMANCEISMANAGEDANDOPPORTUNITYFORINCREASINGTHEIMPACTOFPERFORMANCEMANAGEMENTSYSTEMSINORGANIZATIONSGIVENTHESUBSTANTIALRESOURCESORGANIZATIONSCOMMITTOPERFORMANCEMANAGEMENT,ITDOESNOTAPPEARASWELLSUPPORTEDBYTHEORYASONEMIGHTEXPECTTHEREAREADVANCEDMODELSAVAILABLEEGRUMMLERANDBRACHE,1995,BUTTYPICALLYPERFORMANCEMANAGEMENTISDESCRIBEDINPROCESSTERMSEGGROTE,1996SWAN,1991SUCHDESCRIPTIONSPRESENTTHESTANDARDSTEPSOFPERFORMANCEMANAGEMENTFROMOBJECTIVESETTING,THROUGHFORMALAPPRAISAL,TOTHESTARTOFTHENEXTCYCLETHESETRENDSCOMBINETOCALLFORTHERETHINKINGOFPERFORMANCEMANAGEMENTTHEYEXPLAINWHYRESEARCHSUGGESTSTHESTARTOFASHIFTOFRESPONSIBILITYFOREMPLOYEEMOTIVATIONFROMTHEMANAGERTOTHEEMPLOYEEKANFERANDHEGGESTAD,1997ASANNESAUNIEROFTHEBUSINESSMAGAZINEFASTCOMPANYPUTIT,‘ULTIMATELY,MANAGERSAREN’TRESPONSIBLEFORTHEIRPEOPLE’SPERFORMANCEPEOPLEARERESPONSIBLEFORTHEIROWNPERFORMANCETHERE’SFEEDBACKALLAROUNDYOU–IFYOUPAYATTENTIONIFYOU’RENOTGETTINGENOUGHFEEDBACK,ASKFORIT’CITEDINCOENSANDJENKINS,2000,P115IFEFFECTIVEPERFORMANCEMANAGEMENTISNOTOCCURRINGINORGANIZATIONSDUETOCHANGINGWORKPLACECIRCUMSTANCESANDPRESSUREONMANAGERIALROLES,WHILEATTHESAMETIMEGROWINGNUMBERSOFEMPLOYEESAREINTERESTEDINTAKINGCHARGEOFTHEIROWNPERFORMANCE,THENSIGNIFICANTOPPORTUNITYEXISTSFORTHEHRDPROFESSIONTOPROGRESSIVELYANDCONFIDENTLYADVANCETHEPRACTICEOFPERFORMANCEMANAGEMENTPERFORMANCEMANAGEMENTTRADITIONALLY,THETERMPERFORMANCEMANAGEMENTHASBEENDEFINEDASMANAGEMENT’SSYSTEMATICAPPLICATIONOFPROCESSESAIMEDATOPTIMIZINGHUMANPERFORMANCEINANORGANIZATIONWARREN,1982THEEMPHASISONPROCESSSTANDSOUTDEFINEDTHISWAY,PERFORMANCEMANAGEMENTCARRIESASOMEWHATNEGATIVECONNOTATIONWHENCONSIDEREDFROMTHEPERFORMER’SPERSPECTIVE–ASSOMETHINGDONETOPEOPLEMOREPROGRESSIVEDEFINITIONSBRINGTHECOMMUNICATIONASPECTTOTHEFOREFRONT,ASINWEISSANDHARTLE’S1997‘APROCESSFORESTABLISHINGASHAREDUNDERSTANDINGABOUTWHATISTOBEACHIEVED,ANDHOWITISTOBEACHIEVED,ANDANAPPROACHTOMANAGINGPEOPLETHATINCREASESTHEPROBABILITYOFACHIEVINGSUCCESS’P3WHILEANIMPROVEMENT,THISDEFINITIONCONTINUESTOREPRESENTATOPDOWNORIENTATIONTHEEMPHASISONPROCESSCARRIESTHROUGHINPREVAILINGPERFORMANCEMANAGEMENTMODELSFOREXAMPLE,RUMMLERANDBRACHE’S1995HUMANPERFORMANCESYSTEMPLACESTHEPERFORMERATTHECENTRE,RECEIVINGINPUTSANDRESOURCES,CARRYINGOUTTASKSANDPERFORMANCEACTIVITIES,ANDPRODUCINGOUTPUTSTHISBASICPERFORMANCESYSTEMISENHANCEDBYPERFORMANCESTANDARDSTOCUEBEHAVIOURSANDDIRECTOUTPUTSAPERFORMANCEFEEDBACKLOOPFORMONITORINGACTIVITIESANDOUTPUTSANDAFORMALPERFORMANCEAPPRAISALSTEPGILLEYETAL,1999RUMMLERANDBRACHE’S1995ITEMIZATIONOFFACTORSTHATAFFECTTHEIRCONCEPTUALIZEDPERFORMANCESYSTEMPOSEIMPORTANTQUESTIONSTOMANAGEMENTFROMSIXDOMAINSAISPERFORMANCESPECIFIED,BISTHEREADEQUATETASKSUPPORT,CARECONSEQUENCESALIGNEDWITHTARGETEDPERFORMANCE,DISFEEDBACKPROVIDED,EDOPERFORMERSHAVEREQUIREDSKILLSANDKNOWLEDGE,A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