包邮人力资源管理人员专业英语

**篇助理人力资源管理师英语 VolumeⅠEnglish for Assistant Human Resource Manager 第1单元人力资源管理的战略职能 Unit 1The Strategic Role of Human Resource Management 1.1什么是人力资源管理？What Is Human Resource Management? 1.2为什么人力资源管理对所有管理者都是很重要的？Why Is HR Management Important to All Manage
? 1.3人力资源部门的管理职责 Human Resource Departments HR Management Respo
ibilities 1.4直线部门和职能部门人力资源管理职能的协调 Cooperative Line and Staff Human Resource Management 第2单元人力资源规划 Unit 2Human Resource Planning 2.1人力资源规划的作用The Role of Human Resource Planning 2.2人力资源规划和企业规划 Human Resource Planning and Business Planning 2.3刚性和柔性的人力资源规划Hard and Soft Human Resource Planning 2.4人力资源规划与人力规划Human Resource Planning and Manpower Planning 2.5人力资源规划的局限性Limitatio
of Human Resource Planning 2.6人力资源规划的理论基础The Incidence and Rationale for Human Resource Planning 2.7人力资源规划的组织背景The Organizational Context of Human Resource Planning 2.8劳动力市场的含义The Labor Market Context 2.9人力资源规划的目的Aims of Human Resource Planning 2.10人力资源规划的过程The Process of Human Resource Planning 2.11人力资源专业人员对人力资源规划的贡献The Contribution of HR to Human Resource Planning 第3单元人员招聘 Unit 3Recruiting Job Candidates 3.1引言Introduction 3.2作为职位候选人来源的招聘广告Advertisingas a Source of Candidates 3.3作为职位候选人来源的职业介绍所Employment Agencies as a Source of Candidates 3.4作为职位候选人来源的招聘执行人员Executive Recruite
as a Source of Candidates 3.5作为职位候选人来源的校园招聘College Recruiting as a Source of Candidates 3.6作为职位候选人来源的员工推荐与自荐求职 Referrals and Walki
as a Source of Candidates 3.7计算机化的员工数据库 Computerized Employee Data Bases 3.8招聘更加多样的劳动力Recruiting a More Dive
e Work Force 3.9招聘方法的使用 Recruiting Methods Used 第4单元培训技术 Unit 4Training Techniques 4.1演示法 Demo
tration 4.2教练法 Coaching 4.3工作轮换法/有计划的经验 Job Rotation/Planned Experience 4.4工作指导法 Job I
truction 4.5问答法 Question and A
wer 4.6任务法 Assignments 4.7项目法 Projects 4.8指导阅读法 Guided Reading 4.9演讲法Lecture 4.10谈话法Talk 4.11讨论法 Discussion 4.12发现法 Discovery Method 4.13程序学习法Programmed Learning 4.14案例研究法Case Study 4.15角色扮演法Role Playing 4.16小组演练法Group Exercises 4.17团队动力培训法Group Dynamics 第5单元绩效评估 Unit 5Performance Evaluation 5.1绩效评估的目的Purposes of Performance Evaluation 5.2绩效评估和激励 Performance Evaluation and Motivation 5.3我们评估什么？ What Do We Evaluate? 5.4绩效评估的方法 Methods of Performance Evaluation 5.5潜在问题 Potential Problems 5.6克服潜在问题Overcoming the Problems 第6单元薪酬体系 Unit 6Reward Systems 6.1内在的报酬Intri
ic Rewards 6.2外在的报酬Extri
ic Rewards 第7单元集体谈判流程 Unit 7The Collective Bargaining Process 7.1什么是集体谈判？ What Is Collective Bargaining? 7.2什么是真心实意的谈判What Is Good Faith Bargaining? 7.3谈判的团队The Negotiating Team 7.4谈判的项目 Bargaining Items 7.5谈判的阶段Bargaining Stages 7.6僵局、调解和罢工Impasses,Mediation and Strikes 7.7合同协议The Contract Agreement Itself 7.8工会化后的变化Changes to Expect After Being Unionized 助理人力资源管理师英语模拟题 助理人力资源管理师英语模拟题参考答案 第二篇人力资源管理师英语 VolumeⅡEnglish for Human Resource Manager 第8单元知识管理 Unit 8Knowledge Management 8.1知识管理的定义Knowledge Management Defined 8.2知识的概念The Concept of Knowledge 8.3知识的类型Types of Knowledge 8.4知识管理的目的和意义The Purpose and Significance of Knowledge Management 8.5知识管理的方法Approaches to Knowledge Management 8.6创造知识的公司The Knowledgecreating Company 8.7以资源为基础的方法The Resourcebased Approach 8.8知识管理问题 Knowledge Management Issues 8.9人力资源管理对知识管理的贡献The Contribution of HR to Knowledge Management 8.10人力资源管理的10种贡献方式Ten Ways in Which HR Can Contribute 第9单元工作分析步骤 Unit 9Steps in Job Analysis 第10单元组织裁员 Unit 10Release from the Organization 10.1总则General Co
ideratio
10.2冗员的原因 Causes of Redundancy 10.3设定更高的绩效标准Setting Higher Performance Standard 10.4自愿离职Voluntary Release 10.5组织裁员的管理——HR职能部门的角色Managing Organizational Release—the Role of the HR Runction 10.6伦理的和职业的考虑Ethical and Professional Co
ideratio
10.7职业发展动力学Career Dynamics 10.8组织的裁员活动Organizational Release Activities 第11单元培训需求分析 Unit 11Identifying Training Needs 11.1培训需求分析——目标Training Needs Analysis—Aims 11.2培训需求分析——范围Training Needs Analysis—Areas 11.3信息源Sources of Information 11.4需求分析的方法Methods of Analyzing Needs 11.5培训和学习规范Training and Learning Specificatio
11.6绩效评估 Performance Reviews 11.7培训调查 Training Surveys第12单元培训评估 Unit 12Evaluating Training 12.1评估的层面 Levels of Evaluation 12.2培训评估的应用Application of Training Evaluation 第13单元职业发展 Unit13Career Development 13.1职业发展阶段Career Stages 13.2职业锚Career Ancho
13.3有效的职业发展实践Effective Career Development Practices 13.4个人脚注：个人职业发展 A Pe
onal Footnote: Individual Career Development 第14单元360度反馈 Unit 14360degree Feedback 14.1360度反馈的定义 360degree Feedback Defined 14.2360度反馈的使用 Use of 360degree Feedback 14.3360度反馈的原理 Rationale for 360degree Feedback 14.4360度反馈的方法360degree Feedback—Methodology 14.5360度反馈的利与弊 360degree Feedback—Advantages and Disadvantages 14.6360度反馈的成功标准360degree Feedback—Criteria for Success 第15单元基于绩效的薪酬 Unit 15Performancebased Compe
ation 15.1什么是基于绩效的薪酬？What Is Performancebased Compe
ation? 15.2基于绩效的薪酬与期望理论的关系Linking Performancebased Compe
ation and Expectancy Theory 15.3绩效薪酬在实践中的运用Performancebased Compe
ation in Practice第16单元弹性福利 Unit 16Flexible Benefits 16.1什么是弹性福利？ What Are Flexible Benefits? 16.2弹性福利与期望理论的关系Linking Flexible Benefits and Expectancy Theory 16.3弹性福利在实践中的运用Flexible Benefits in Practice 第17单元工作满意度 Unit 17Job Satisfaction 17.1测量工作满意度Measuring Job Satisfaction 17.2作为因变量的工作满意度Job Satisfaction as a Dependent Variable 17.3作为自变量的工作满意度 Job Satisfaction as an Independent Variable 第18单元国际化人力资源管理研究 Unit 18Nature of International HRM 18.1国际化人力资源管理International Human Resource Management(IHRM) 18.2所选国家或地区的国际人力资源管理实务IHRM Practices of Selected Countries or Regio
第19单元合资企业人力资源管理——中国模式 Unit 19The Human Resource Management of the Joint Venture Organization: Chinese Model 19.1公司背景Background of the Company 19.2改革中的企业 A Reformed Enterprise 19.3合资：走向失败The Joint Venture: towards Failure 19.4来自“婆婆”的干预Interference from the “Mother－in－law” 19.5中国人的工作价值观 Chinese Work Values 19.6在中国的中外合资企业International Joint Ventures in China 19.7中外合资企业的动机和激励机制Motivation and Reward Systems in Chinese International Joint Ventures 19.8合资企业管理的建议Implicatio
for the Management of Joint Ventures 人力资源管理师英语模拟题 人力资源管理师英语模拟题参考答案 附录Appendix： 人力资源管理专业术语Glossary