Human resource management strategy · 人力资源管理策略
| English | 中文 | Pinyin · 拼音 |
|---|---|---|
| soft HRM/sɒft ˌeɪtʃ ɑː ˈem/ | 软性人力资源管理 | ruǎn xìng rén lì zī yuán guǎn lǐ |
| hard HRM/hɑːd ˌeɪtʃ ɑː ˈem/ | 硬性人力资源管理 | yìng xìng rén lì zī yuán guǎn lǐ |
| resource/rɪˈzɔːs/ | 资源 | zī yuán |
| assets/ˈæsets/ | 资产 | zī chǎn |
| retention/rɪˈtenʃn/ | 员工保留 | yuán gōng bǎo liú |
| trade unions/treɪd ˈjuːnɪənz/ | 工会 | gōng huì |
| collective bargaining/kəˈlektɪv ˈbɑːɡɪnɪŋ/ | 集体谈判 | jí tǐ tán pàn |
| industrial action/ɪnˈdʌstrɪəl ˈækʃn/ | 劳工行动 | láo gōng háng dòng |
| negotiation/nɪˌɡəʊʃɪˈeɪʃn/ | 谈判 | tán pàn |
| consultation/kɒnsəlˈteɪʃn/ | 协商 | xié shāng |
Managing people as a strategy
- Hiring and firing is day-to-day HR. Deciding how the whole firm treats its people is HR strategy.
- The approach a firm takes shapes its culture, costs and performance.
把管理人作为一种战略
- 招聘和解雇是日常 HR。决定整个企业如何对待它的人是 HR 战略。
- 一个企业采取的方法塑造它的文化、成本和表现。
Human resources decision lab · 人力资源决策实验室
Classify HR actions by the job they do inside the workforce. · 根据其在劳动力中承担的工作对人力资源行动进行分类。
Hard HRM treats employees primarily as: · 硬型HRM主要将员工作为：
Hard HRM views labour as a cost/resource. · 硬型HRM视劳动力为成本/资源。
Soft HRM is most associated with: · 软型HRM最与以下哪项相关：
Soft HRM develops people as valued assets. · 软型HRM将人发展为有价值的资产。
The HRM approach that treats people as valued assets to develop is ______ HRM. · 将人视为值得培养的价值资产的HRM方法是______HRM。
Soft HRM invests in people; hard HRM minimises labour cost. · 软型HRM投资于人；硬型HRM最小化劳动力成本。
Hard vs soft HRM 软性人力资源管理
- Hard HRM 硬性人力资源管理: treats labour as a resource 资源 to be used efficiently — tight control, pay as a cost.
- Soft HRM: treats people as valued assets 资产 to be developed — training, empowerment, involvement.
Managing people strategically: leadership style shapes how a workforce performs
硬 HRM 对软 HRM
- 硬 HRM(hard HRM):把劳动当作一个要被高效使用的资源——严密控制,报酬作为一个成本。
- 软 HRM(soft HRM):把人当作要被发展的有价值的资产——培训、授权、参与。
战略性地管理人员:领导风格影响员工的表现
Negotiation of pay and conditions between a union and an employer is: · 工会与雇主之间关于薪酬和条件的谈判是：
Collective bargaining negotiates on behalf of many workers. · 集体谈判代表众多工人进行协商。
Good employer-employee relations can raise motivation and retention. · 良好的劳资关系可以提高士气和留任率。
Strong relations improve performance and reduce turnover. · 紧密的关系能提高绩效并降低离职率。
Employer-employee relations
- Good relations raise motivation, productivity and retention 员工保留.
- Trade unions 工会 represent workers collectively; collective bargaining 集体谈判 negotiates pay and conditions.
雇主-雇员关系
- 好的关系提高激励、生产力和留任。
- 工会(trade unions)集体代表工人;集体谈判(collective bargaining)谈判报酬和条件。
Managing change and conflict
- Disputes can lead to industrial action 劳工行动 (strikes, work-to-rule) — costly for both sides.
- Resolving conflict through negotiation 谈判 and consultation 协商 protects the business.
Soft HRM costs more up front but can pay back. Investing in training and involvement raises costs now, but often lifts productivity, quality and retention — frequently outperforming a pure cost-cutting (hard) approach.
管理变化与冲突
- 争端能导致劳工行动(industrial action,罢工、按章工作)——对双方都代价高昂。
- 通过谈判和协商解决冲突保护企业。
软 HRM 前期成本更高但能回报。 投资于培训和参与现在提高成本,但常常提升生产力、质量和留任——经常胜过纯粹削减成本的(硬)方法。
You've got it
- hard HRM treats labour as a cost/resource; soft HRM treats people as valued assets
- good employer-employee relations lift motivation and retention
- trade unions bargain collectively; resolve conflict by negotiation and consultation
你掌握了
- 硬 HRM 把劳动当作一个成本/资源;软 HRM 把人当作有价值的资产
- 好的雇主-雇员关系提升激励和留任
- 工会集体谈判;通过谈判和协商解决冲突