员工福利设计[文献翻译]

本科毕业论文（设计）

外文翻译

题目 A公司员工福利现状、问题及对策研究

专业人力资源管理

外文题目Designing Employee Welfare Provision

外文出处Personnel Review.2006:P33-35

外文作者Ann Davis. Lucy Gibson

原文：

Designing Employee Welfare Provision

Ann Davis. Lucy Gibson

Describes a process through which organizations might seek to implement interventions relating to employee wellbeing. Emphasizes the importance of a comprehensive needs assessment both in obtaining the breadth of information needed to design appropriate interventions and also in providing baseline information against which to evaluate programs effectiveness. Discusses factors which influence the type of intervention appropriate for a particular situation and highlights their design implications. Finally, provides guidance on programs implementation and evaluation, and discusses some of the advantages and disadvantages of different approaches to tertiary.

Having weighed up the most important design considerations, it is then necessary to select the most appropriate programs model. There are a large number of options which may be chosen, but what is most important is that the program format is tailored carefully to the particular organization.

Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples

out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.

Generally say, the academic circles development of human resource experience: Personal management, human resource management be recently till now rise of manpower capital management. The main dissimilarity namely lay in the principle that company and business enterprise treat an employee of variety and development. At the personal management stage, the work of the personnel managers is a management officers and workers' welfare, and with the legal procedure of labor union. The upper level management of the company section sees various activity and office clerk of personnel section all make a company of the big pen be pure expenditure, but possibly of reduction this part of expenditure. The company maintain inactive support attitude to the activity of personnel department.

At the management stage of human resource, business enterprise the employee is seen into a business enterprise of can increase in value of property but disheveled hair exhibition with period full make use of potential. Human resource sectio n is full exploitation post analysis, work analysis, the post all say, personnel choice and job advertisement, employee training and so on activity come to raise the business enterprise employee's efficiency, thus increment business enterprise of management and luck camp more valid. When a company practice human resource management strategy of time, human resource section will be bring into a company strategy plan of an importance constitute part. When a company practice human resource management strategy of time, human resource section will be bring into a company strategy plan of

an importance constitute part. The future development of company, the market expand, new product development the etc. all want to lead long to pull a human resource section of support, moderate and cooperation. Human resource drive is an exaltation company the strategy of the competition ability means but drive value. In addition, human resource management be help the company encourage employee, through some satisfy of material and some finance reward, thus increment employee of to company ownership feeling, increment employee morale with turn down to work of disaffection etc..

At the management stage of the manpower capital, the basic job of manpower section still with human resource management period likeness, but business enterprise the employee be no longer see make the property which have development potential, but company can make use of capital. The each item activity of human resource section is turn by the quantity with the profit margin of the company hook, and this be also the main means which measure whether officers and workers and each section is valid work or not.

Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.

Human resource management is for the sake of completion the management involve person or personnel in the work of the mission carry on of management work. The human resource management work include: Work analysis; Establishment manpower requirement the plan and personnel enlist; Training and development; Salary and the welfare management, performance evaluation; Labor relation management etc.

The main working talent of human resource management include: The personnel

enlist; Training and development; Salary and welfare management; the results investigate; the relation of the employee; Corporate culture. This six human resource working talent is according to the west of human resource management practice induce of working talent, for big part in small scaled business enterprise but speech already enough, the large group business enterprise usually also will include human resource information-based, staff management etc.; Concrete arrive China of management practice medium, return have tradition of personnel file, title natural intelligence management etc. have China special features of mold piece.

The personnel enlists and is called a personnel a job advertisement. Main is according to organization(company, government, non- earnings organization etc.) of in the near future and long-term of business demand, establishment personnel need of plan, and pass various job advertisement means to completion organization of personnel's need.

The recruitment of key staff personnel involved in the planning, resume collection, selection, recruitment and staff induction training. Training and development is mainly done through training and development of technology and means to improve staff skills to meet the company's business environment in which the skills and knowledge changes. . The main technology and tools include: training, job training, job rotation, staff continuing education programs, counseling, discipline.

An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization’s HR functio n may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies; however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.

"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization’s HRM strategy seeks to accomplish such management by applying a firm's personnel needs

with the goals/objectives of the organization. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization’s corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.

An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they

can't yet afford part- or full-time help. However, they should always ensure that employees have—and are aware of—personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc.

There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the other way around?"

The HRM function and HRD profession have undergone tremendous change over the past 20–30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.

However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather more reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.

Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.

Human Resource Management (HRM) is seen by practitioners in the field as a

more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.

Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being: The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively.

Given this caveat, employers have considerable scope for enabling employees to deal better with the difficulties they face. The EAP approach offering a confidential, professionally staffed individual service can facilitate putting depressed, immobilized or ineffective staff back to work. For some staff, a timely intervention may halt the development of more destructive, chronic or intractable responses, with consequent costs both to the individual and the organization for which they work. Lack of money tends to be the biggest argument against the development of EAP, or other interventions, yet the associated costs need not be prohibitive. Organizations may already possess many of the services or skills included in an EAP, but have not brought them together in a co-coordinated and structured program. In conjunction with existing services, health promotion and primary workplace interventions, EAP and similar services can offer a cost-effective contribution to overall organizational effectiveness.

译文：

员工福利设计

Ann Davis. Lucy Gibson

通过这一过程，描述了一个组织可能会去实施有关员工的福利。各种渠道信息的获取，在一定的基础上，强调建立一支全面的需求评估体系，用以评估方案的生成，而这需要设计适当的干预措施和获取信息的全面性。讨论了特定情况下的影响因素和强调了其设计的特定类型。最后，提供有关方案的执行和评估指导，并且讨论了有关高等教育的优势和劣势的一些不同看法。

在权衡了最重要的设计因素之后，它需要选择最合适的方案。其中有很多可供选择的方案，但最重要的是专为特定组织量身设计并提供大量规范的方案。

人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，其中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集信息管道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。

发展简史

一般说来，人力资源在学术界的发展经历了：人事管理，人力资源管理，到现在新近兴起的人力资本管理。其主要不同即在于公司和企业对待职员的理念的变化和发展。

在人力资源管理阶段，企业员工被看成企业可以增值的资产并且可以被发展，充分利用其潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员

工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。

在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。

人力资源管理（HRM）与传统的管理模式相比较，被认为是一个更具创新的管理模式。技术力量的特异性，以及企业的管理者表达自己的目标，使他们能够理解和发展劳动力，并为他们提供圆满完成任务所需的资源。因此，正确实施人力资源管理方法，是表达企业目标和企业经营的整体理念。在减少许多风险中，人力资源管理也起到很大的作用。

人力资源管理是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。

人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理；绩效考核；员工关系；企业文化。这六项人力资源职能是依据西方的人力资源管理实践所归纳的职能，对于大部分中小型企业而言已经足够，大型集团企业往往还会包括人力资源信息化、干部管理等；具体到中国的管理实践中，还有传统的人事档案、职称资质管理等有中国特色的模块。

人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。

人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。主要的技术及手段有：培训、在岗培训、轮岗、员工继续教育计划、辅导、训导。

一个人力资源管理战略，涉及到如何实施人力资源管理的具体职能手段。一个组织的人力资源功能可能具有招聘和选拔政策，纪律处分程序，奖励/承认政

策，人力资源计划或学习和发展的政策，但这些人力资源管理的职能领域都需要加以调整和相关，为了以符合整体业务战略。因此，有关人力资源管理职能领域的具体实施，涉及人力资源管理战略的总体规划。

“最佳”和“最佳做法”是人力资源管理战略和总体战略的关系。像人力资源管理的目的，是外在的人力资源管理，以实现组织的正确目标。一个组织的人力资源管理战略，旨在通过应用实现企业的人员，如管理需要的目标/组织的目标。作为一个例子，一家公司汽车销售业绩要增长10％，这是五年内公司销售汽车的战略。因此，人力资源管理战略，将努力找到最佳管理员工的方案，不断激励员工，以实现10％的数字。具体的人力资源管理职能，如招聘和选拔，奖励/认知，人力资源计划，或学习和发展政策，将按照实现企业目标。

在企业战略发展中，要紧密合作（至少在理论上）人力资源之间的高层/高层管理人员的理论上。一个高级人力资源代表应当参加一个组织的整体目标的设计。只有这样，它才能构建一个良好的人力资源环境和提供更为优越的服务。人员的适当管理是公司获得成功至关重要的因素，现在甚至作为一个持续关注的因素。因此，在一个组织中，人力资源可以被看作是重要的部门之一。

一项人力资源战略的实施并不总是取决于公司经营规模的大小，可能取决于若干因素，即公司内的组织文化或行业中的企业等等。

一个人力资源管理策略一般分为两个方面：人员战略和人力资源职能战略。人员战略涉及第一款所列的问题，即人力资源管理政策，审慎性/行动，以达到规定的企业战略制定的目标。人力资源职能战略涉及内部人力资源职能领域本身所采用的政策，有关人员给它的内部管理，以确保自己部门的目标得以实现。

人力资源管理（HRM）包含了各种活动，而其中的关键是确定需要哪些人员。你是否具有使用独立的承包商或雇用员工的能力，以填补企业的需求。通过招募和培训的优秀员工，确保他们的高效率，资源得到最佳整合，并确保你的工作人员和管理方法符合各项规定。组织中的活动还包括你的方法来管理员工福利和补偿，员工记录和人事政策。小型企业通常（营利性或非营利性）要进行这些活动，因为他们还要得到员工的大力支持和帮助。因此，他们应该确保员工们都知道符合现行规定的人事政策。这些政策往往会出现在员工手册，让所有员工有所了解。

注意：一些人区别HRM(一个主要的管理活动) 和 HRD(人力资源发展,一个

职业) 之间有不同的观点。有观点可能认为在 HRD中包括 HRM,解释 HRD 包括各类型的活动发展组织的里面人员,包括,举例来说, 事业发展、训练, 组织发展等等。

有一个持久的争论在 HR相关的功能是否应该被编入整体组织当中, 举例来说， "HR 应该在组织发展部门中或是以另一种方式在组织中出现?"

人力资源管理职能和人力资源开发行业在过去20-30年来都发生巨大的变化。许多年前，大型机构展望了“人事部”，主要是为了管理和支付雇用周围人的文书工作。最近，组织认为“人力资源部”的工作人员发挥着重要作用，训练和协助管理人士，使员工和组织的最大能力可以最有效地实现。

然而，许多人力资源职能的影响力要超越行政和员工冠军的作用，因此被认为是高层管理人员的战略合作伙伴的积极反应。此外，在公司里，人力资源管理也会遇见相关问题。例如：如何向组织证明他们的活动和流程给企业带来的价值与效益。只有通过人力资源和人力资源专家学者近年来的开发模式去衡量人力资源所增加的价值。

人力资源管理包含一些程序。工作人员通过日常工作以实现上层领导要求的目标。这些程序是在HR部门中运行, 但是一些工作却是外包的或让直属经理在其他的部门里应用实施。因当有效地整合，给公司提供重要的经济利益。

人力资源管理（HRM）与传统的管理模式相比较，被认为是一个更具创新的管理模式。技术力量的特异性，以及企业的管理者表达自己的目标，使他们能够理解和发展劳动力，并为他们提供圆满完成任务所需的资源。因此，正确实施人力资源管理方法，是表达企业目标和企业经营的整体理念。在减少许多风险中，人力资源管理也起到很大的作用。

例如人事管理，常被用来描述活动中所招聘的员工需要，委员会成员提供工资和福利，并管理其工作与生活的需要。我们引用实其他学者的定义，托林顿和Hall（1987）定义为：人力资源管理的目标是帮助一个组织，以满足吸引战略目标，保持员工，并有效地管理人员的管理。

鉴于这种警告，雇主有使员工的目的是为了在一定范围内能够更好地处理他们所面临的困难。，业务人员提供的EAP方式，是为了可以方便隐藏个性化的服务，让临时或离职员工重返工作岗位。对于一些工作人员，要及时阻止其对组织

带来慢性或隐形的破坏性，同时要减少个人和组织因他们的工作而带来成本的增加。在EAP设计中资金缺乏往往是最大的困难，需要的费用不能高于其最大的预算。组织可能已经拥有很多包括EAP在内的技能或服务，但并没有共同协调和结构化程序。与现有的服务相比，在促进健康和不断改善工作环境的同时，EAP和其他类似的服务可以为整个组织的效率和成本效益做出贡献。

工业设计专业英语英文翻译

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