人力资源管理专业英语翻译张子源

human resource management refers to the management of people in an organization人力资源管理指在一个组织中人的管理
human resource management in canada by dessler et al
人力资源管理在加拿大由德斯勒以及其他人
第三单元
external supply The external supply of potential employees avaliable to the organization needs to be estimated
外部供应 对于组织可利用的外部潜力员工需要评估
extensive use of government labor force populationestimates,trends in the industry,and many more complex and interrelated factors must be considerred
广泛利用政府劳动力人口估计，行业发展趋势，以及许多更加复杂和相互关联的的因素必须予以考虑;
net migration into and out of the area
净移民的流入和流出
individuals entering and leaving the workforce
进入和留下劳工的个体
individuals graduating fromschools and colleges
学校和大学毕业生的个人
changing workforce composition and pattern
改变劳动力的构成和模式
economic forecasts for the next few years
未来几年的经济预测
technological developments and shifts
技术的发展和转变

actions of competing employers
竞争的雇主的行为
government regulations and pressures
政府法规和压力
factors affecting persons entering and leaving the workforce
影响人进入和离开工作的因素
第四章
at the college or university level,the recruitment of students is a significant source
for entry-level professional and employees
在学院或者大学水平，学生的招聘是一个重要的来源
面向最低等级专业和雇员
most colleges or universities maintain career placement offices in which employees and applicants can meet
大多数学院或者大学保持雇员和申请人能见面的事业就业辅导处
college recruiting can be expensive;
therefore,an organization should determine if the jobs it is trying to fill really require persons with college degrees
高校招聘可能的是昂贵的 ；
因此，组织应确定是否它在试图填补的工作真的需要有大学学位的人可能是昂贵;
a great number of jobs do not ;
yet many employers insist on filling them with college graduates. the result may be that they get such employees that must be paid more and more are likely to leave if the jobs are not sufficiently challenge
许多工作不需要大学学历,然而许多雇主坚持要求填写具有大专以上毕业生. 其结果可能是,他们得到此类高新雇员,如果工作没有不充分挑战他们可能离开
第四单元
good training will not make up for bad selection

when the right people with appropriate capabilities are not selected for jobs,later employers have difficulty trying to train these individuals
良好的培训将不弥补坏选择
当有合适的能力的合适的人们不是为工作选择的时，过后雇主很难努力训练这些个人
hire hard,manage easy
the amount of ti

me and effort spent in selecting the right people for jobs may make managing them as employees much less difficult
because many problems will be eliminated
聘请硬，容易管理.在选择给工作的合适人方面花费的时间和精力的数量可能使管理作为不那么难雇员的他们
因为很多问题将被消除
第五单元
halo effect光环效应
interviewers should try to avoid the halo effect ,which occurs when an interviewer allows a prominent characteristic to overshadow other evidence .
the halo effect is present if aninterviewerlets a candidatw's accomplishments in athletics overshadow other characteristics ,which leads the interviewer to hire the application because "athletes make good salespeople" .devil's horns (a reverse halo effect),such as inappropriate dress or a low grade point average,may affect an interviewer as well
面试官应尽量避免光环效应，这时,会出现一个突出的特点,面试官可以掩盖了其他证据。光环效应存在一采访者让一候选人成就在体育遮蔽其他特性如果，使采访者租用敷用因为"运动员打好售货员"。魔鬼的角(一个反面光环效应)，例如平均不适当的衣服或者一个低的成绩总分，也可以影响一个采访者
第六单元
training is a very important priority for us .training and developing our people is a strate gic focus .it can not be over emphasized
训练是对于我们的非常重要的优先权。
训练和发展我们的人是 一个战略性焦点，它不能被过于强调
as organization compete and change,training and development become even more critical than before.
employees must be trained and developed continually in order to maintain and update their capabilities;managers must have training and development to enhance their leadership skills and abilities .as a brief review of terms,training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs
当组织竞争并且改变时，训练,发展变得比以前关键。
为了保持并且不断改进他们的能力，雇员必须被连续训练并且发展；经理必须有训练和发展提高他们的领导技能和能力。作为一个简短的审查条款，培训涉及转移到他们的学习与工作的知识或技能的某些领域专家，改善其当前的作业
development is a broad,ongoing set of activities (training activities among them)to bring or an organization up to another threshold of performance ,ofen to perform some job or new role in the future
发展是一套广泛的，正在进行的活动（其中包括培训活动），把某人或某一个组织到另一个门槛，经常执行一些工作，或在未来的新角色
organization analyses组织分析
training needs can be diagnosed through organizational analyses.
an important part of organization stragic hr planning is the identification of the knowledge,skills and abilities

(ksas)that will be needed in the future as both jobs and the organization change.
both internal and external forces will influence training and must be considered when doing organization analyses
训练需求，可以通过组织分析诊断。
鉴定知识、 技能和能力 (ksas)，将在未来工作以及组织变革需要组织集聚人力资源规划的重要组成部分。
内部和外部势力将会影响训练和当做组织分析时，必须考虑
one importance source for organizational analyses comes from various operational measures of organizational performance
on a continuing basis,detailed analyses of HR data reveal training weaknesses
departments or areas with high turnover ,high absenteeism,low performance,or other deficiencies can be pinpointed
一个组织分析的重要源来自机构化的性能的各种各样的操作的措施
在一个继续的基础上，详述分析本垒打数据显示训练弱点
部门或者有高的营业额，高的缺勤，低的性能或者其他缺乏的地区可以被准确指出
第七单元
comparative methods比较方法
comparative methods require that managers directly compare the performance of their employees against one anther
for example ,a dada-entry operator's performance would be compared with that of another data-entry operators by the computing supervisor .comparative methods include ranking and forced distribution
比较的方法，要求管理人员直接比较其雇员的对彼此表现。
例如，一个数据录入员的表现是计算机主管对进行比较计算监督员另一个数据录入员.比较的方法，包括排名和强迫分布
ranking lists all employeees from the highest to
the lowest in performance
the primary drawback of the ranking method is that the size of the differences among individuals is not well defined
for example ,the performance of individuals ranked second and third may differ little ,
but performance between those third and fourth differs a great deal.
this drawback can be overcome to some extent by assigning points to indicate the size of the gaps .
ranking means someone must be the last, which ignores the possibility that the last-ranked individual in one group might be equal to the top employee in a different group
排名列出所有员工从最高
在性能上的最低水平
排名方法的主要缺点是，个人之间的差异的大小是没有很好地界定
例如，个人的表现排名第二和第三的可能差异不大，
但第三和第四之间的性能相差很大。
分配点，表明差距的大小在一定程度上，这个缺点是可以克服的。
排名意味着有人必须是最后一个，忽略的可能性，即在一组的最后排名个人可能等于在不同的组顶部雇员
排名列出所有雇员从最高到
最低的性能
排序方法的主要缺点是个人之间的差异的大小不是定义好
例如，排名第二和第三个人的性能可能会有所不同

很少，
但性能之间那些第三和第四个不同了很多。
通过指定点以表示空白的大小是可以在某种程度上克服这个缺点。
排名意味着有人必须是最后一次，而忽略了在一个组中排名最后的个人可能是等于在不同的组中的顶尖员工的可能性
分级列表所有雇员从最高
最低在表现
等第方法的主要缺点是区别的大小在个体中的不是明确定义的
例如，其次排列的个体表现和第三也许少许不同，
但表现在那些第三之间和第四非常不同。
正在翻译，请等待...
列出所有雇员排名最高的,
在最低的业绩
正在翻译，请等待...
名次排列表全部雇员从高到
在性能方面的最低的
这种排列法的主要不利是在个人中的差别的大小不明确
例如，这次表现的个人位居第二和3 几乎不不同可能，
但是在那些第3 和第四之间的性能不同很多。
这个不利可以在某种程度上通过指派点注明缺口的大小被克服。
排名表明某人一定是最后一个，这忽视可能性即最后排列个别在一组可以等于在一不同的组的最高的雇员
forced distribution is simolar to grading on a curve .the rater is asked to rate employees
on the basis of some organizationally determined,preexisting distribution of categories.
for example,a professor may decide ahead of time that the top 10 percent of scores on the next test will receive an A,the next 20 percent will receive a B ,the middle 40 percent will get a C,and so on ,until the botton 10 percent receive an F
迫使的分配类似于在一条曲线上分级。估价者被要求评价雇员
根据一些组织上确定，先在种类的分配。
例如，一位教授可能提前决定前10％的下一次考试得分将收到A，下一个20％将收到B，中间40％将得到C，等等，直到botton 10％收到F