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內容簡介

《商務專業英語係列教材：人力資源管理專業英語（第2版）》力求在內容編排上反映人力資源管理的發展趨勢與新特徵，所包括的十四篇課文涉及現代企業人力資源管理的主要方麵：戰略管理、人力資源規劃、工作設計、公平就業機會、招募程序、人員與配置、績效評估、員工培訓、員工激勵、薪酬管理、福利與服務、跨國企業人力資源管理。

內頁插圖

目錄

Unit 1 An Overview ofHuman Resource Management
Unit 2 Strategic Human Resource Management
Unit 3 Human Resource Planning
Unit 4 Job Analysis and Design
Unit 5 EqualEmployment Opportunity
Unit 6 The Recruitment Process
Unit 7 Selection and Placement
Unit 8 Performance Management
Unit 9 Learning and Development
Unit 10 Motivating Employees
Unit 11 Compensation Development
Unit 12 Pay and Incentives
Unit 13 Employee Benefits and Services
Unit 14 Managing Human Resources in a Foreign Subsidiary
參考文獻

精彩書摘

Civil Rights Act of 1991
The Civil Rights Act of 1991 requires employers to show that an employment practice is job related for the position and is consistent with business necessity. The act clarifies that the plaintiffs bringing the discrinunation charges must identify the particular employer practice being challenged and must show only that protected-classstatus played some role in their treatment. For employers， this requirement means that an individual's race， color， religion， sex， or national origin must play no role in their employment practices. This act allows people who have been targets of intentional discrimination based on sex， religion， or disability to receive both compensatory and punitive damages. One key provision of the 1991 act relates to how U.S. laws on EEO are applied globally.
Managing Racial and National Origin Issues
The original purpose of the Civil Rights Act of 1964 was to address race and national origin discrimination. This concern continues to be important today， and employers must be aware of potential HR issues that are based on race， national origin， and citizenship in order to take appropriate actions.
Employment discrimination can occur in numerous ways， from refusal to hire someone because of the person's race/ethnicity to the questions asked in a selection interview. For example， a trucking company settled a discrimination lawsuit by African American employees who were denied job assignments and promotions because of racial bias. In addition to paying a fine， the firm must report to the EEOC on promotions from part-time to full-time for dock worker jobs.
Sometimes racial discriminations can be more subtle. For example， some firms have tapped professional and social networking sites to fill open positions. However， networking sites exclude many people. According to one study， only 5% of Linked in users are black and 2% are Hispanic. This lack of access to these sites can easily be viewed as racial discrimination.
Under federal law， discriminating against people because of skin color is just as illegal as discriminating because of race. For example， one might be guilty of color discrimination but not racial discrimination if one hired light-skinned African Americans over dark-skinned people.
Racial/Ethnic Harassment
The area of racial/ethnic harassment is such a concern that the EEOC has issued guidelines on it. It is recommended that employers adopt policies against harassment of any type， including ethnic jokes， vulgar epithets， racial slurs， and physical actions. The consequences of not enforcing these policies are seen in a case involving a small business employer that subjected Latinos to physical and verbal abuse. Hispanic males at the firm were subjected to derogatory jokes， verbal abuse， physical harm， and other humiliating experiences. Settling the case was expensive for the employer.
Contrast that case with another that shows the advantage of taking quick remedial action. An employee filed a lawsuit against an airline because coworkers told racist jokes and hung nooses in his workplace. The airline was able to show that each time any employee， including the plaintiff， reported problems， management conducted an investigation and took action against the offending employees. The court ruled for the employer in this case because the situation was managed properly.
Affirmative Action

Through affirmative action， employers are urged to hire groups of people based on their race， age， gender， or national origin to make up for historical discrimination. It is a requirement for federal govemment contractors to document the inclusion of women and racial minorities in the workforce. As part of those govemment regulations， covered employers must submit plans describing their attempts to narrow the gaps between the composition of their work-forces and the composition of labor markets where they obtain employees. However， affirmative action has been the subject of numerous court cases and an ongoing political and social debate both in the United States and globally.
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前言/序言

商務專業英語係列教材：人力資源管理專業英語（第2版） 下載 mobi epub pdf txt 電子書

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③我們的教師為瞭控製課堂，總擔心秩序失控而嚴格紀律，導緻緊張有餘而輕鬆不足。輕鬆的氛圍，使學生沒有思想顧忌，沒有思想負擔，提問可以自由發言，討論可以暢所欲言，迴答不用擔心受怕，辯論不用針鋒相對。同學們的任何猜想、幻想、設想都受到尊重、都盡可能讓他們自己做解釋，在聆聽中交流想法、

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質的要求，對教育規律的把握，對教學藝術的領悟，對教學特色的追求。

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⑤教學生抓重點.教學難免有意外，課堂難免有突變，應對教學意外、課堂突變的本領，就是我們通常說的駕馭課堂、駕馭學生的能力。對教師來說，讓意外乾擾教學、影響教學是無能，把意外變成生成，促進教學、改進教學是藝術。生成相對於教學預設而言，分有意生成、無意生成兩種類型；問題生成、疑問生成、答案生成、靈感生成、思維生成、模式生成六種形式。生成的重點在問題生成、靈感生成。教學機智顯亮點.隨機應變的纔智與機敏，最能贏得學生欽佩和行贊嘆的亮點。教學機智的類型分為教師教的機智、學生學的機智，師生互動的機智，學生探究的機智。機智常常錶現在應對質疑的解答，麵對難題的措施，發現問題的敏銳，解決問題的靈活。

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