EnglishforHumanResourcesManagementByJaneMa(MaXifang)EnglishforHumanResourcesMaMentorIntroductionEducationBackground:BachelordegreeinInternationalEconomics&Trade,ZhejiangUniversityofScienceandTechnologyMBADegreeinShanghaiJiaotongUniversityWith6SigmaGB&BBcertificateProfessionalExperience:GeneralManager,ShanghaiWisdomTrainingCo.,ltdAccountManager,YanfengJohnsonControlsProjectManager,DelphiPackardMentorIntroductionEducationB擁有豐富的管理培訓經(jīng)驗－公開課程六期“上海交通大學人力資源高級研修班”二十七期“國家企業(yè)人力資源管理師職業(yè)資格鑒定培訓班”“中國企業(yè)變革管理論壇”上海交通大學總裁高級研修班“2005、2006、2007、2008中國人力資源管理前沿論壇”擁有豐富的管理培訓經(jīng)驗－公開課程六期“上海交通大學人力資東方領導藝術職業(yè)經(jīng)理人素質(zhì)提升人力資源管理企業(yè)戰(zhàn)略市場營銷與銷售技巧心理咨詢培訓EAP培訓服務范圍–企業(yè)內(nèi)訓東方領導藝術職業(yè)經(jīng)理人素質(zhì)提升人力資源管理企業(yè)戰(zhàn)略某管理培訓體系課程設計例舉企業(yè)戰(zhàn)略初級經(jīng)理人課程中層管理者課程

決策與領導者課程員工核心能力課程新員工入職培訓課程項目管理市場營銷采購物流生產(chǎn)管理財務管理高級研修個人知識技能提升MBA某管理培訓體系課程設計例舉企業(yè)戰(zhàn)略初級經(jīng)理人課程中層管理者課終生學習我將今天上課的內(nèi)容,獻給那些真正具有終生學習的精神和意志的朋友！終生學習我將今天上課的內(nèi)容,獻給那些真正具有終生學習的精神LectureAgendaA.M(9:00~12:00AM):Warmup&OpeningSpeech:15min.HRMTheoryIntroduction:90min.Break:15min.HRMKeyVocabulary&TermsReview:60min.P.M(1:00~4:00PM):Test-ChoiceSection:40min.ReadingSection:60Min.Break:15min.Writings:60min.Summary:15min.LectureAgendaA.M(9:00~12:00NameServingcompany,position,servingyearssincegraduation?Yourworkshopexpectations?Whatisyourexpectationoutofthiscourse?Warm-up:PresentYourselfNameWarm-up:PresentYourselfOurGoalTohavegoodHRMproblemsolvingcapabilityininternationalenvironmentByincreasingsystematichumanresourcemanagementtheoryByHRMtermunderstandingByCaseStudyByimprovingProficiencyofEnglishReading,Writing,Listening&SpeakingOurGoalTohavegoodHRMproblCertificationinHRMAdesignationindicatingthatanindividualhasdemonstratedamasteryofadefinedbodyofknowledgerequiredforsuccessinthefieldHumanResourceCertificationInstituteProfessionalinHumanResources(PHR)SeniorProfessionalinHumanResources(SPHR)CertificationinHRMAdesignatTestRequirement:LevelIII三級要求250HRMKeyTermsReadingandUnderstandingIntensiveReadingMaterialsHRMPracticeGraphs,WorkingProcess,Reports&DocumentationBasicCommunicationinDailyHRMPractices認知人力資源管理專業(yè)基礎詞匯250（200）個；能夠閱讀并理解常用人力資源管理實踐過程中所使用的英文圖表、工作流程與書面陳述資料；企業(yè)人力資源管理日常英語閱讀與表達能用英語書面表達人力資源管理工作日常溝通用語；閱讀常用人力資源管理工作書面資料TestRequirement:LevelIII三級要TestRequirement:LevelII二級要求300HRMKeyTermsReadingandUnderstandingIntensiveReadingMaterialsHRMPracticeGraphs,WorkingProcess,Reports&DocumentationGoodCommunicationinDailyHRMPracticesFluentTranslationbetweenChinese&EnglishHRMMaterialsEnglishWriting“企業(yè)人力資源管理日常英語溝通運用”認知人力資源管理相關詞匯300（246）個；能夠理解、設計常用人力資源管理實踐過程中所使用的英文圖表、工作流程；能翻譯人力資源管理專業(yè)書面資料；用英語書面表達較復雜的人力資源管理工作實務。1967年以前考生本項目成績?yōu)閰⒖挤謹?shù)TestRequirement:LevelII二級要求TestConstitutionLevelIII:Translation30Points(2*15)ChoiceI20Points(2*10)ChoiceII20Points(2*10)Reading30Points(2Passagesorso)LevelII:Translation30Points(2*15)Choice20Points(2*10)Reading30Points(2Passagesorso)Writings20PointsTestConstitutionLevelIII:KnowledgeTechnologiesProcessesRelationshipsCRITERIAvaluableuniqueextendablelearning BenefitsVALUE=--------- Costs UNIQUE=(socialcomplexity+causalambiguity) LEARNING=(experiencexchallenge)CompetingThroughPeopleIdentify&developcoreskillsIntegratediverseactivitiesRespondwithagility&speedEmpoweractionInnovateCoreCompetence……isabundleofskillsandtechnologiesthatenablesacompanytoprovideaparticularbenefittocustomers. --HamelandPrahaladKnowledgeTechnologiesProcessesResourcesofanOrganizationLandCapitalEquipmentLaborResourcesofanOrganizationLaTheEmploymentCyclePre-SelectionPhaseSelectionPhasePost-SelectionPhaseTheEmploymentCyclePre-SelectPre-SelectionPhaseHumanResourcePlanningJobAnalysisPre-SelectionPhaseHumanResouHumanResourcePlanning“processofidentifyingandrespondingtoorganizationalneedsandchartingnewpolicies,systems,andprogramsthatwillassureeffectivehumanresourcemanagementunderchangingconditions”HumanResourcePlanning“procesObjectivesofHumanResourcePlanningEnableorganizationstoanticipatetheirfutureHRMneedsToidentifypracticesthatwillhelpthemmeetthoseneedsObjectivesofHumanResourcePBenefitsofHRPlanningAidsinplanningjobassignmentsHelpscopewithfluctuationsinstaffingIdentifiesrecruitingneedsProvidesotherusefulinformationBenefitsofHRPlanningAidsinStrategicPlanningDeterminetheorganizationalmission.Scantheorganizationalenvironment.Setstrategicgoals.Formulateastrategicplan.StrategicPlanningDeterminethHumanResourcePlanningGettingtherightpeople

AttherightplaceAttherighttimeHumanResourcePlanningGettingHumanResourcePlanningStrategicPlanNumberofEmployeesTypesofEmployeesDemandForecastingSupplyForecastingHumanResourcePlanningStrategJobAnalysisGatheringjobinformationAnalyzingjobinformationDocumentingjobinformationJobAnalysisGatheringjobinfoHumanResourcePlanningDemandSupplyGap?HRNeedsHumanResourcePlanningDemandSEmployeeFlowsinanOrganizationExternalRecruitsRecallsQuitsRetirementsDeathsLayoffspromotionsdemotionsinternaltransfersEmployeeFlowsinanOrganizatExtensiveReadings-LayoffsMitsubishiMotorsjustannouncedplantocut10,000jobs.LastweekNissan,nowownedbyRenaultandansweringtoitstough-mindedforeignboss,pledgedtoslash16,500.SimilarreportsfromTokoyforthepastyearhavebeengreetedbyAmericanandBritisheconomistsassignalsthatatlastthefamousJapanesepracticesofpermanentemploymentisvanishing–aprofoundtransformationthattheyinsistJapanneedsExtensiveReadings-LayoffsMiDealingwithanOversupplyofPersonnelFreezehiringRestrictovertimeRetrain/redeploySwitchtopart-timeemployeesUseunpaidvacations UseashorterworkweekUsepayreductionsUsesabbaticals公休假EncourageearlyretirementsDealingwithanOversupplyofDealingwithanUndersupplyofPersonnelHireadditionalworkersImproveproductivitythroughtrainingUseovertimeAddadditionalshiftsReassignjobsUsetemporaryworkersImproveretentionDealingwithanUndersupplyofJobAnalysisUsesofJobAnalysisJobQualificationsSelectionTechniquesTrainingProgramsPerformanceAppraisalPayRatesProductivityImprovementProgramsJobAnalysisUsesofJobJobQuSelectionPhaseRecruitmentSelectionSelectionPhaseRecruitmentRecruitingProgramGoalsAchievecostefficiencyAttracthighlyqualifiedcandidatesHelpensureemployeeretentionComplywithnondiscriminationlawsCreateamorediverseworkforceRecruitingProgramGoalsAchievAchieveCostEfficiencyLimitrecruitmentcostswithoutloweringproductivityAchieveCostEfficiencyLimitrRecruitmentCosts+advertising+recruitertravel+candidatetravel+sign-onbonuses+agency/searchfirmfees+recruiters’salariesandbenefits+managers’time=typically1/3ofnewhire’sannualsalaryRecruitmentCosts+advertisingAttractHighlyQualifiedApplicantsCapturecandidates’attention.Stimulatecandidates’interest.AttractHighlyQualifiedAppliFactorsInfluencingApplicantDecisionsAlternativeJobOpportunitiesAttractivenessofCompanyAttractivenessoftheJobRecruitmentActivitiesFactorsInfluencingApplicantRecruitingStrategiesInternalExternalAll(exceptentry-level)OnlyHighPotentialAllCertainTypesRecruitingStrategiesInternalERecruitmentPlanningSteps1.Identifythejobopening2.Decidehowtofillthejobopening3.Identifythetargetpopulation4.Notifythetargetpopulation5.MeetwiththecandidatesRecruitmentPlanningSteps1.DisadvantagesofInternalRecruitmentRejectedcandidatesmaybecomeresentful.Supervisorypromotionsmaycauseproblemswhenfriendsbecomesubordinates.DisadvantagesofInternalRecrWhentoUseExternalRecruitmentNeedanoutsiderwithnewideasandinnovationsNoqualifiedinternalapplicantsNeedtoincreaserepresentationofunder-utilizedgroupsWhentoUseExternalRecruitmeMethodsofExternalRecruitmentEmployeereferralsApplicant-initiatedrecruitmentHelp-wantedadvertisementsPublicemploymentagenciesPrivateemploymentagenciesExecutivesearchfirmsCampusrecruitingorganizationOn-LineMethodsofExternalRecruitmenExecutiveSearchFirmsStrengthsSpecializeinmid-andsenior-levelmanagersCanlocateapplicantsnotactivelyseekingjobsWeaknessesExpensiveAbouthalfofsearchesdon’tresultincandidateswithdesiredqualificationsExecutiveSearchFirmsStrengthFactorsAffectingtheChoiceofRecruitmentMethodsTypeofjobbeingfilledHowquicklythejobneedstobefilledGeographicregionofrecruitmentCostofimplementingrecruitmentmethodEEOconsequencesofusingrecruitmentmethodFactorsAffectingtheChoiceoLineManagersandRecruitmentIdentifyrecruitmentneeds.CommunicaterecruitmentneedstotheHRMdepartment.Interactwithapplicants.LineManagersandRecruitmentITheHRMDepartmentandRecruitingPlantherecruitmentprocess.Implementtherecruitmentprocess.Evaluatetherecruitmentprocess.TheHRMDepartmentandRecruitBackgroundInvestigationsBackgroundInvestigationsBackgroundInvestigationsPrimarilyusedforscreeningapplicantsforpositionsoftrustorfor“specialdutyofcare”positionsMustavoidviolatinglegalrightsofapplicants(FederalCreditReportingAct)BackgroundInvestigationsPrimaReferenceChecksVerifyinformationprovidedbyapplicantsGetadditionalinformationaboutapplicantswhichmaybepredictiveoffuturejobperformanceReferenceChecksVerifyinformaAssessingApplicantHonestyPolygraphtests測謊儀測試Paper-and-pencilhonestytests傳統(tǒng)的試卷誠實度測試OverttestsPersonality-basedmeasuresAssessingApplicantHonestyPolLineManagersandEmployeeSelectionDetermineneededcompetenciesAssessjobcandidatesProvideinputintoselectiondecisionsMakejoboffersHelpensurevalidityLineManagersandEmployeeSelHRMDepartmentandEmployeeSelectionProvidetechnicalsupportAssistthemanagerHRMDepartmentandEmployeeSeTechnicalSupportProvidedbyHRMDepartmentConductjobanalysesSetminimumqualificationsDetermineselectionmethodsDevelopapplicationblanksAdministertestsScreenapplicantsCheckreferencesApproveselectiondecisionsMonitorhiringpracticesTechnicalSupportProvidedbySelectionMethodsApplicationblanksBiodatainventoriesBackgroundinvestigationsReferencechecksEmploymentinterviewsEmploymenttestsAssessmentcentersSelectionMethodsApplicationbApplicationBlanksName:_______________________________Education:____________________________WorkExperience:______________________WorkSkills:_________________________References:__________________________ApplicationBlanksName:_______UsesofApplicationBlanksDeterminewhetherminimumqualificationsforjobaremetJudgethepresenceorabsenceofcertainjob-relatedattributes“Redflag”potentialproblemareasconcerningtheapplicantUsesofApplicationBlanksDeteDon’tAskQuestionsonan

ApplicationBlank…?regardinganapplicant’shealth?thatrevealanapplicant’sprotectedgroupmembership?thatarenotdirectlyjob-related,yetaffectprotectedgroupsdisproportionately?thatseekinformationtoscreenoutprotectedgroupmembersDon’tAskQuestionsonan

AppPost-SelectionPhaseTraininganddevelopmentPerformanceappraisalCompensationProductivityimprovementprogramsPost-SelectionPhaseTrainingaTrainingandDevelopmentTraining currentjobsDevelopment futurejobsTrainingandDevelopmentTrainiTrainingThatIncreasestheCompetenceofNewEmployeesOrientationTechnicalLiteracyTrainingThatIncreasestheCoAssessingTrainingNeedsNumberofemployeesexperiencingskilldeficiencySeverityofskilldeficiencyImportanceofskillExtenttowhichskillcanbeimprovedwithtrainingAssessingTrainingNeedsNumberLectureMostappropriateforsituationswheresimpleacquisitionofknowledgeisthegoalMustbemeaningfulMustpromotequestions anddiscussionsLectureMostappropriateforsiLecture:DisadvantagesOne-waycommunicationLessopportunitytoclarifyLecture:DisadvantagesOne-wayCaseMethodAnalyzecasesdepictingrealisticjobsituationsTeachtraineeshowtoidentifypotentialproblemsandrecommendrealisticactions“Guideddiscovery”Trainerrole:guide/facilitatorCaseMethodAnalyzecasesdepicCaseMethod:DisadvantagesLackofdirectionLackofopportunitytopracticeCaseMethod:DisadvantagesLacRolePlayingPresentssomeprobleminvolvinghumaninteractionIssuesaddressedduringfeedbackWhatwascorrect?Whatwasincorrect?Howdiditmakeothersfeel?Howcouldithavebeen handledbetter?RolePlayingPresentssomeprobRolePlayingUses:humanrelationsskills;salestechniquesOpportunitytopracticeDisadvantages:LittleguidanceEmbarrassment;lossof self-confidenceLackofopportunityto docorrectlyRolePlayingUses:humanrelatBehaviorModelingSteps1. Presentanoverviewofthematerial2. Describetheproceduralsteps3. Modelordemonstratetheproceduralsteps4. Allowguidedpractice5. Provideon-the-jobreinforcementBehaviorModelingSteps1. PresEnsureThatTrainingisUsed

ontheJobOverlearningMatchingcoursecontenttothejobActionplansMultiphaseprogrammingPerformanceaidsPost-trainingfollow-upresourcesBuildingasupportiveworkenvironmentEnsureThatTrainingisUsed

DeterminingWhetherTrainingProgramsareEffectiveWhattoevaluateEvaluationdesignDeterminingWhetherTrainingPWhattoEvaluateTraineereactionsTestingPerformanceappraisalRecordsoforganizationalperformanceWhattoEvaluateTraineereactiEvaluationDesignTraineeGroupPretestPost-testControlGroupPretestPost-testEvaluationDesignTraineePreteTimingandContentofInstructionalProgramOldJobNewJobbridgegapBeforeselectedandplacedAfterselectedandplacedTimingandContentofInstructLineManagersandTrainingandDevelopmentProvideemployeeorientationtrainingAssesstrainingneedsandplandevelopmentalstrategiesProvideon-the-jobtrainingEnsuretransferoftrainingLineManagersandTrainingandTheHRMDepartmentandTrainingandDevelopmentProvideemployeeorientationtrainingContributetomanagementdevelopmentprogramsProvidetraininganddevelopmentEvaluatetrainingTheHRMDepartmentandTraininPerformanceAppraisalJobperformancemeasurementCommunicationPerformanceAppraisalJobperfoJobEvaluationvs.PerformanceAppraisalJobEvaluationPerformanceAppraisalFocusonjobrequirementsFocusonperformanceofindividualjobholderJobEvaluationvs.PerformancePerformanceAppraisalGoalsContinueappropriatebehaviorsCorrectinappropriatebehaviorsMakeHRM-relateddecisionsPerformanceAppraisalGoalsConPayGrades$Points1234Point Grade MinMaxRange $$100-200 1 1520201-300 21823301-400 3 2126401-500 4 2429

PayGrades$Points1234Point GraCompensationGoalsEstablishcompetentandloyalworkforceMaintaincompetentandloyalworkforceControlcostsCompensationGoalsEstablishcoConditionsNecessaryforPerceptionsofPayFairnessInternalconsistencyExternalcompetitivenessEmployeecontributionsConditionsNecessaryforPerceDifferentPerspectivesonPayFairnessDifferentPerspectivesonPayEmployeeResponsestoOver-RewardAssatisfyingasequitySomewhatdissatisfyingNotnearlyasdissatisfyingasunderpayment!!EmployeeResponsestoOver-RewLifeInsurancePremiumsusuallypaidbyemployerEmployeecontributions,ifrequired,typicallyasetamountper$1,000coveragebasedonageEmployeescanexpandtheircoverageLifeInsurancePremiumsusuallyPensionPlansDefinedbenefitSpecifiestheamountworkerwillreceiveuponretirementDefinedcontributionSpecifiestherateofemployerandemployeemonthlycontributionsERISALawrequiringemployerstofollowcertainrulesPensionPlansDefinedbenefitExtensiveReading–RewardsP154Ourknowledgeofmotivationtellsusthatpeopledowhattheysatisfyneeds.Beforetheydoanything,theylookforpayofforrewards.Manyoftheserewards-salaryincreases,employeebenefits,preferredjobassignment–areorganizationallycontrolled.Thetypesofrewardsthatanorganizationcanallocatearemorecomplexthanthatwhatisgenerallythought.Obviously,thereisdirectcompensation.Buttherearealsoindirectcompensationandnonfinancialrewards.Eachofthesetypesofrewardscanbedistributedonanindividual,group,ororganizationwidebasis.Intrinsicrewardsarethosethatindividualsreceiveforthemselves.Theyarelargelyaresultoftheworker’ssatisficationwithhisorherjob.Techniqueslikejobenrichmentoranyeffortstoredesignorrestructureworktoincreasepersonalworthtotheemployeemaymakehisorherworkmoreintrinsicallyrewarding.Extrinsicrewardsincludedirectcompensation,indirectcompensation,andnonfinancialrewards.Ofcourse,anemployeeexpectssomeformsofdirectcompensation:abasicwageorsalary,overtimeandholidaypremiumpay,bonusbasedonperformance,profitsharing,and/orpossiblyopportunitiestopurchasestockoption…ExtensiveReading–RewardsP1FlexibleBenefitPlansAdvantagesEmployeechoiceIncreasesawarenessofcostsCanlowertotalcompensationcostsCanloweremployerandemployeetaxesDisadvantagesAdministrativeburdenCanleadtoincreasedinsurancepremiumsFlexibleBenefitPlansAdvantagWhoisResponsibleforHRM?HRProfessionalsLineManagersWhoisResponsibleforHRM?HRLHRProfessionals’ResponsibilitiesEstablishHRMproceduresDevelop/chooseHRMmethodsMonitor/evaluateHRMpracticesAdvise/assistmanagersonHRM-

relatedactivitiesHRProfessionals’ResponsibiliLineManagers’ResponsibilitiesImplementHRMpracticesProvideinputforHRMpracticesLineManagers’ResponsibilitieHRMConductedbyLineManagersInterviewjobapplicantsProvideorientation,coaching,&OJTEvaluatejobperformanceRecommendpayincreasesDisciplineemployeesInvestigateaccidentsSettlegrievanceissuesHRMConductedbyLineManagersHRPlanningJobAnalysisRecruitmentSelectionWorkplaceJusticeUnionsSafety&HealthInternationalCompetenceMotivationWorkAttitudesOutputRetentionLegalComplianceCompanyImageCostLeadershipProductDifferentiationTraining/Develop.PerformanceApp.CompensationProductivityImp.HRMandCompetitiveAdvantageHRPlanningRecruitmentWorkplacKeyTermsReviewKeyTermsReviewUnderstandingit’sdefinitionAbletoTranslateAbletouseitKeyTermsReviewKeyTermsReviKeyTermsTestTranslation1.Behaviormodeling2.Employeeleasing3.Factorcomparisonsystem4.Graphicrating-scalemethod5.Panelinterview6.Replacementcharts7.Selection8.Vesting9.Teamleadertraining10.Profitsharing11.心理支持12.技能工資13.網(wǎng)上培訓14.關鍵工作15.工作擴大化KeyTermsTestTranslation8.VeAcceptabilityacceptabilityacceptabilityofcolormatches允許色差acceptabilityoftaxes稅收的可接受性Acceptacceptabet同意與別人打賭acceptthefaceof偏愛,偏袒Acceptableacceptableperformance可接受的性能,合格性能/業(yè)績AcceptabilityacceptabilityAchievementTestAchievementtest成就/成績測試Achievementmodel成就模型achievementmeasure成績測量AchievementTestAchievementteActionAction:戰(zhàn)斗、行為；對。。。。起訴ActionPlan行動計劃ActionSteps行動步驟ActionManager代理經(jīng)理ActionAction:戰(zhàn)斗、行為；對。。。。起訴AdventureAdventureLearning探險學習法Adventurer冒險家Adventuresome冒險的AdventureAdventureLearning探險AdverseAdverseimpact負面影響adversecircumstances

逆境adverseeffect

反作用AdverseAdverseimpact負面影響AgencyAgencyShop工會代理制Agencycontract

代理合同Anemploymentagency職業(yè)介紹所AgencyAgencyShop工會代理制AlternativeAlternativeDisputeResolution(ADR)建議性/可供選擇的爭議解決方法ToreportonalternativeTuesdayAlternatealternateairport備用機場alternatedbetweenhappinessanddepression時而快樂，時而沮喪AlternationSuccessivechangefromonethingorstatetoanotherandbackagainAlternativeAlternativeDisputApproach方法AnalyticApproach分析法alogicalapproachtotheproblem.對問題的邏輯解決步驟接近Springapproaches.春天近了Theperformanceapproachesperfection.性能近乎完美Approach方法Arbitrary判決：Anarbitrarypenalty判決的刑罰武斷的：thearbitraryruleofadictator.獨裁者的專制統(tǒng)治Arbitration仲裁Arbitrary判決：BenchmarkBenchmark:Inflation...isagreatdistorterofseeminglyfixedeconomicideasandbenchmarks“通貨膨脹…是看來穩(wěn)定的經(jīng)濟觀念和基準的嚴重誤解”(本杰明M.弗里德曼)Benchmarking標桿BenchmarkBenchmark:CompensationPayWagesSalariesBenefitsHealthinsuranceEmployeediscountsOtherBonus:獎金、紅利CompensationPayCareerCareerDevelopmentCareerCounseling職業(yè)咨詢CareerCurves曲線CareerManagementSystem管理系統(tǒng)CareerSupport支持CareerPathCareerCareerDevelopmentAssessmentAssessmentCenter評價中心Appraisal評估（偏重財產(chǎn)評估）AssessmentAssessmentCenter評價BSCBSC:BalancedScorecardKPI:KeyPerformanceIndicatorMBO:ManagementbyObjectiveManagementbuy-offBSCBSC:BalancedScorecardCentralizationCentralizationofCapital/Control集權化Decentralization分權化,分散化CentralizationCentralizationoCognitiveCognitiveAbility認知能力CognitiveOutcome認知性結果Re-cognition認識CognitiveCognitiveAbility認知能力CompetencyCompetencyModel勝任力模型Competencyassessment評估CompetencyCompetencyModel勝任CrossCrossTrainingCross-functionalCross-culturalPreparationCrossCrossTrainingEmployeeEmployee–Employer-EntrepreneurEmployeeEmpowermentEmployeeLeasingEmployeeSurveyResearchEmployeeEmployee–Employer-OutplacementReplacementOutplacement解雇后的新職業(yè)介紹Theprocessoffacilitatingaterminatedemployee'ssearchforanewjobbyprovisionofprofessionalservices,suchascounseling,paidforbytheemployingcompanyOutplacementReplacementToughtermsIUtilityVesting/vestRoleAmbiguityNepotismNegligenceDe-layeringApprenticeshipBoycottIncentivePlanFlextime/placeToughtermsIUtilityToughTermsIICollectiveBargainingSituationalInterviewManagementPrerogatives管理特權DeferredProfit-Sharingplan延期的利潤分享計劃EmployeeCompensation薪酬EmployeeOrientationIndividualRetirementAccountOccupationalSkillsOD:OrganizationalDevelopmentSupplementalUnemploymentBenefitsToughTermsIICollectiveBargaToughTermsIIIProteanCareer多變的職業(yè)“Helovedtoshowoffhisproteantalent”(WilliamA.HenryIII)他喜歡炫耀他的各式各樣的才能”PersonnelSelection–PersonalOmbudsman調(diào)查專員RangeSpreadJobProgression工作提升High-leverageofTrainingLeaderlessGroupDiscussionExpatriate外派雇員JobPostingandBiddingToughTermsIIIProteanCareerVocabularyPublished11360-degreefeedbackprocess360度反饋過程2Absence缺席3Acceptability可接受性4Achievementtests成就測試5Actionplan行動計劃6Accountability有責任7Adolescent青少年8Adverseimpact負面影響9Aggressive有闖勁的，敢做敢為的10Allowance津貼，補助11Ambition野心，雄心12Analyticapproach分析法13Announcement公告14Applicant求職者15Application申請16Appraisal評價,評估17Appoint任命18Arbitrary仲裁19Assessmentcenter評價中心20Attitudeawarenessandchangeprogram態(tài)度認知與改變計劃VocabularyPublished11360-deg21Attitudinalstructuring態(tài)度構建22Authority權威23Audiovisualinstruction視聽教學24Auditapproach審計法25Balancedscorecard綜合評價卡，平衡計分法26Bargain商談27Behaviormodeling行為模擬28Behavior-basedprogram行為改變計劃29Benchmarks基準30Benefits福利31Bonus獎金32Businessplanning企業(yè)規(guī)劃33Businessdivision事業(yè)部34Businessintegration業(yè)務整合35Candidate候選人36Careeranchor職業(yè)錨37Careercounseling職業(yè)咨詢38Careercurves職業(yè)曲線39Careermanagementsystem職業(yè)管理系統(tǒng)40Careerdevelopment職業(yè)發(fā)展VocabularyPublished221Attitudinalstructuring態(tài)度構建VocabularyPublished341Centralization集權化42Coach教練43Cognitiveability認知能力44Cognitiveoutcomes認知性結果45Collectivebargainingprocess勞資談判過程46Commitment承諾，義務47Communicationskill溝通技巧48Compa-ratio比較比率49Compensablefactors報酬要素50Compensation報酬，補償51Competencyassessment能力評估52Competencymodel能力模型53Competitiveadvantage競爭優(yōu)勢54Compromise妥協(xié)55Concentrationstrategy集中戰(zhàn)略56Consultation商量，請教57Consumerpriceindex,CPI消費者價格指數(shù)58Continuouslearning持續(xù)學習59Coordinationtraining合作培訓60Corecompetencies核心競爭力VocabularyPublished341CentraVocabularyPublished461Coststructure成本結構62Criticalincidentmethod關鍵事件法63Cross-culturalpreparation跨文化準備64Cross-training交叉培訓65Culturalenvironment文化環(huán)境66Culturalshock文化沖擊67Customerappraisal顧客評估68CV(curriculumvitae)簡歷69Dataflowdiagram數(shù)據(jù)流程圖70Decentralization分散化71Decisionmaking決策72Decisionsupportsystems決策支持系統(tǒng)73Deficiency缺乏74Defined-benefitplan養(yǎng)老金福利計劃75Defined-contributionplan資方養(yǎng)老金投入計劃76Delayering扁平化77Demandforecasting需求預測78Depression沮喪79Developmentplanningsystem開發(fā)規(guī)劃系統(tǒng)80Differentialpiecerate差額計件工資VocabularyPublished461CostsVocabularyPublished581Directcosts直接成本82Discipline紀律83Disparateimpact差別性影響84Disparatetreatment差別性對待85Diversitytraining多元化培訓86Dividends紅利87Discrimination歧視88Dismiss開除，

解雇89Downsizing精簡90Downwardmove降級91Efficiencywagetheory效率工資理論92Egalitarian平等主義93Earnings所得，

收入94Efficiency效率95Employeeempowerment員工授權96Employeeleasing員工租借97Employeesurveyresearch雇員調(diào)查與研究98Entrepreneur企業(yè)家99Equalemploymentopportunity(EEO)公平就業(yè)機會100Ethics道德VocabularyPublished581DirectVocabularyPublished6101Exitinterview離職面談102Expatriate外派雇員103Expertsystems專家系統(tǒng)104Explicitknowledge顯性知識105Externalanalysis外部分析106Externalgrowthstrategy外邊成長戰(zhàn)略107Externallabormarket外部勞動力市場108Facetofacediscussion當面討論109Factorcomparisonsystem因素比較法110Feedback反饋111Flathourlyrate小時工資率112Flexiblebenefitsplans(cafeteriaplans)靈活的福利計劃（自助福利方案）113Flextime靈活的時間114Flowchart流程圖115Followup跟隨，追隨116Formaleducationprograms正規(guī)教育計劃117Frameofreference參照系118Functionaljobanalysis,FJA職能工作分析119Gainsharingplans收益分享計劃120Globalization全球化VocabularyPublished6101ExitVocabularyPublished7121Goalsandtimetables目標和時間表122Graphicrating-scalemethod圖式評估法123Grievance委屈124Groupmentoringprogram群體指導計劃125Guidelines指導方針126Headhunter獵頭

127Healthyandsafety健康安全

128Handover工作交接129High-performanceworksystems高績效工作系統(tǒng)130Hourlywork計時工資制131Humancapital人力資本132Humanresourceinformationsystem(HRIS)人力資源信息系統(tǒng)133Humanresourcemanagement人力資源管理134Humanresourcespla