HR名词解释
情人节听什么歌-国家审计局
CHARPTER 1.
1. Human Resource
Management (HRM): The process of acquiring,
training, appraising, and
compensating
employees, and of attending to their labor
relations, health and safety, and
fairness
concerns.
ity 职权 : The right to make
decisions, direct others‟ work, and give orders
authority 直线职权: The authority exerted by an
HR manager by directing the activities of
the
people in his or her own department and in service
areas
Authority 职能职权: Gives the manager the
right to advise other manager or employees.
5.
Line Manager: Is authorized (has line authority)
to direct the work of subordinates and is
responsible for accomplishing the
organization‟s tasks.
6. Staff Manager:
Assists and advises line managers. Has functional
authority to coordinate
personnel activities
and enforce organization policies.
附注：
Recruiters（招募专员）:Maintain contact within the
community and perhaps travel extensively to
search for qualified job applicants.
Equal
Employment Opportunity (EEO): Representatives or
Affirmative Action
Coordinators（公平就业机会协调员）:
Investigate and resolve EEO grievances, examine
organizational practices for potential
violations, and compile and submit EEO reports.
Job Analysts(职位分析员) : Collect and examine
detailed information about job duties to prepare
job descriptions.
Compensation
Managers（薪酬管理员）: Develop compensation plans and
handle the employee
benefits program.
Training Specialists(培训专员): Responsible for
planning, organizing, and directing training
activities.
Labor Relations
Specialists（劳资关系专员）: Advise management on all
aspects of
union-management relations.
CHARPTER 4
1. Job analysis:
The procedure for determining the duties and skill
requirements of a job and the
kind of person
who should be hired for it.
description(职位说明书)：It refers to a list of a job„s
duties, responsibilities, reporting
relationships, working conditions, and
supervisory responsibilities--one product of a job
analysis.
Specification（任职资格说明书）:A list
of a job„s “human requirements,” that is, the
requisite
education, skills, personality, and
so on--another product of a job analysis.
CHARPTER 5
ment or Personnel
Planning （人力资源规划）:The process of deciding what
positions the
firm will have to fill, and how
to fill them.
sion Planning （继任计划）:The process
of deciding how to fill the company‟s most
important executive jobs.
3. Human
resource recruitment: the practice or activity
carried on by the organization with the
primary purpose of identifying and attracting
potential employees.
4. Job posting
:publicizing the open job to employees and listing
its attributes like qualifications,
supervisor, work schedule, and pay rate
5.
Rehiring former employees -MOTO
An option
today ----high turnover in some high-tech
occupations-rehiring former employees
is back
in style.
6. Succession planning: ensuring a
suitable supply of successors for future senior
jobs
7. Executive Recruiters
(Headhunters):Special employment agencies used to
seek out top
management and technical talent
CHARPTER 8
1.
Employee orientation: Employee orientation
programs provide new employees with the basic
background information about the firm.
2.
Training: Is the process of teaching new employees
,the basic skills they need to perform their
jobs, Is a hallmark of good management
Reduces an employer‟s exposure to negligent
training liability
3. On-the-Job Training
(OJT)
Having a person learn a job
by
actually doing the job.
4. Apprenticeship
Training: a structured process by which people
become skilled workers through
a combination
of classroom instruction and on-the-job training
5. Audiovisual Based Training :Tools include:
films, PowerPoint presentations, video
conferencing,
audiotapes, and videotapes.
6. Simulated Training – is a method in which
trainees learn on the actual or simulated
equipment
they will use on the job, but are
actually trained off-the job.
7. Teletraining:
A trainer in a central location teaches groups of
employees at remote locations via
television
hookups.
8. Management Development Any attempt
to improve managerial performance by imparting
knowledge, changing attitudes, or increasing
skills.
9. Organizational Development: a
special approach to organizational change in which
the employees
themselves formulate the change
required and implement it, often with the
assistance of a
trained consultant
CHARPTER 9
1. Appraisal
Process: The evaluation of an employee‟s current
and past performance relative to
performance
standards.
2. Performance Appraisal: Setting
work standards, assessing performance, and
providing feedback
to employees to motivate,
correct, and continue their performance.
mance
Management；An integrated approach to ensuring that
an employee‟s performance
supports and
contributes to the organization‟s strategic aims.
c Rating Scale Method: The simplest and most
popular appraising performance technique,
is
where a scale is used to list a number of traits
and a range of performance for each, then
the
employee is rated by identifying the score that
best describes hisher performance level
for
each trait.
5. Alternation Ranking Method
Employees are ranked from best to worst on a
particular trait,
choosing highest, then
lowest, until all are ranked.
6. Paired
comparison: Paired Comparison Method involves
ranking employees by making a chart of
all
possible pairs of employees for each trait and
indicating which is the better employee of the
pair.
7. critical incident method, the
supervisor keeps a log of positive and negative
examples (critical
incidents) of a
subordinate‟s work-related behavior. Every 6
months or so, supervisor and
subordinate meet
to discuss the latter‟s performance,
8.
Behaviorally Anchored Rating Scales (BARS) is an
appraisal tool that anchors a numerical rating
scale with specific examples of good or poor
performance. Its proponents say it provides
better, more equitable appraisals than do the
other appraisal tools. It takes more time to
develop a BARS, but the tool has several
advantages.
9. Appraisal interview: An
interview in which the supervisor and subordinate
review the appraisal
and make plans to remedy
deficiencies and reinforce strengths.
CHARPTER 11
1. Employee
compensation: It refers to all forms of pay or
rewards going to employees and arising
from
their employment.
2. The salary survey: It
is a survey aimed at determining prevailing wage
rates which include:
Formal & Informal
ark
jobs : a job that is used to anchor the employer‟s
pay scale and around which other
jobs are
arranged which other jobs are arranged in order of
relative worth.
4. Job evaluation: Is the
formal and systematic comparison of jobs in order
to determine the
worth of one job relative to
another
5. Ob Classification: Raters
categorize jobs into groups or classes of jobs
that are of roughly the
same value for pay
purposes.
6. Factor comparison - is a widely
used method to rank jobs by a variety of skills
and difficulties,
then adding these to obtain
a numerical rating for each job
7.
Competencies: Demonstrable characteristics of a
person, including knowledge, skills, and
behaviors, that enable performance
8.
Competency-Based Pay: Paying for the employee‟s
range, depth, and types of skills and
knowledge, rather than for the job title he or
she holds
CHARPTER 15
tive
Bargaining集体谈判: Process through which
representatives of management and union
meet
to negotiate a labor agreement. Both management
and labor are required by law to
negotiate
wages, hours, and terms and conditions of
employment “in good faith.”
Faith
Bargaining诚信谈判:
Both parties communicate and
negotiate.
They match proposals with
counterproposals in a reasonable effort to arrive
at an agreement.
Neither party can compel the
other to agree to a proposal or to make any
specific concessions.
3. Mandatory items - are
items that a party must bargain over if they are
introduced by the other
party. （wages, hours,
rest period, layoffs, benefit, et al.）
Voluntary (permissible) items - are neither
mandatory nor illegal; they become a part of the
negotiations only through the joint agreement
of both management and union.
Illegal items -
are forbidden by law.
Finder 实情调查员: A neutral
party who studies the issues in a dispute and
makes a public
recommendation for a reasonable
settlement.
ation 仲裁: An arbitrator often has
the power to determine and dictate the settlement
terms.
Binding arbitration约束性仲裁: both
parties are committed to accepting the
arbitrator‟s award.
Nonbinding
arbitration非约束性仲裁: they are not.