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2017年企业人力资源管理师专业英语(第2版)1+X职业技术·职业资格培训教材 第二版 中国劳动社会保障出版社.

  • 产品名称:专业英语
  • 是否是套装:否
  • 书名:专业英语
  • 定价:28.00元
  • 出版社名称:西北农林科技大学出版社
  • 作者:无
  • 编者:武军元,张辉,王智超主编
  • 书名:专业英语

 

基本信息

书        名:企业人力资源管理师专业英语(第2版)
作        者:上海市职业技能鉴定中心 组织编写
出  版  社:中国劳动社会保障出版社
出版时间:2015-6
ISBN(咨询特价)
开       本:16开
定       价:43.(咨询特价)

作者简介

王振,男,上海社会科学院副院长,人力资源管理与开发专家,长期从事人力资源方面的研究。上海企业人力资源管理师职业鉴定细目及题库开发的项目负责人


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
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

《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).
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内容提要


 

本教材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。

 

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