关于人力资源管理的英语论文选题

关于人力资源管理的英语论文选题

论文选题标准众多，但核心的有这么几点：　　（1）可借鉴性，以便于换汤不换药，博采众长，搞好自己的论文。知网上有现成的论文可借鉴，单数量不可以太多，否则会被怀疑抄袭；也不能太少，不然浪费时间去选题和整理宏观思路还被老师否定，如你的题目太大不易写深入而 pass 掉。　　（2）紧跟热词，最近几年的社会热点问题会让论文显得很有新意，但最好也是有依葫芦画瓢的参考对象。　　（3）贴合案例，理论型文章对人力资源管理模型和软件仿真能力要求极高，故必须贴合案例，以便于换汤不换药，快速写好论文。　　（4）结构完整，选题最好能结合学科理论知识和模型，注重问题导向和人力资源管理语言的应用，不然论文口水话连篇；但切记炫技，整高大上的题目，应用复杂的人力资源管理模型，不顾是否能收集到个案实证资料和工作量的多寡。　　（5）字数相仿，不要本科、硕士论文选博士论文做参考，因为博士细节过多论证更充分，没宏观驾驭能力的人控制不好章节字数，会多写一两万字。　　利用本处的参考文献题目，便于大家掌握关键词种类，然后再在知网、万方上按照专业分类浏览 100 页题目，并检索 10 个关键词，下载50 篇文章，用一定标准精选 5 篇文章做参考，即选出工作量小、切合热点、理论充分、数据分析到位、宏观逻辑流程、个案材料好收集的可以依葫芦画瓢的好题目。　　（以上内容由学术堂整理提供）

学术堂精心准备了88个关于人力资源管理的论文题目供您选择：　　1、人力资源投入与产出分析　　2、浅析人力资源培训与开发　　3、人力资源的合理利用　　4、人力资源流失原因探析　　5、人力资源二次开发的重要性　　6、浅析人力资源保护　　7、论人力资源管理理论与实践　　8、论人力资源培训的重要性　　9、论人力资源管理与核心竞争力培植　　10、人力资源管理现状分析　　11、人力资源管理弊端分析　　12、人力资源管理规范管理若干问题探析　　13、人力资源管理与企业战略的匹配　　14、人力资源(资本)会计探讨　　15、人力资源管理工作探析　　16、人力资源工作流程分析　　17、人力资源管理创新研究　　18、e时代人力资源管理职能的转变　　19、人力资源项目管理探析　　20、人力资源规模效益管理初探　　21、人本管理策略探析　　22、人员素质教育探析　　23、如何实现人员队伍的有机管理　　24、如何实现人力资源规范化管理　　25、人力资本的激励机制　　26、中国人力资源管理模式研究　　27、浅谈人力资源管理中绩效考核问题　　28、人力资本与激励机制　　29、浅谈人力资源管理中绩效考核问题　　30、大学生就业与职业生涯设计　　31、如何通过招聘选拔合适人才　　32、加入WTO对我国劳动关系的挑战及应对　　33、“人才租赁”政策分析　　34、“宽带薪酬”及设计其问题规避　　35、人才流动与人才安全　　36、知识员工增多给人力资源管理带来的挑战　　37、员工激励的误区剖析(如何提高员工激励效率)　　38、如何提高“员工建议系统”的效率　　39、如何提高新员工培训的效率　　40、公共部门人力资源管理的问题与对策　　41、非营利组织人力资源管理的特点问题与对策　　42、激励性薪酬体系的设计　　43、股权激励制度设计　　44、“人才主权”理论探讨　　45、创业型人才培养机制探讨　　46、柔性管理在现代企业管理中的运用　　47、绩效管理中存在的主要问题及其规避　　48、WTO与民营企业人力资源管理　　49、职业生涯管理与组织发展　　50、试论知识员工的管理　　51、工作分析—人力资源管理的基石　　52、招聘管理体系初探　　53、关于完善我国公司法人治理机构的探讨　　54、市场经济条件下企业的社会责任及其意义　　55、人才素质测评浅谈　　56、怎样利用职工中的非正式群体　　57、如何正确处理职工情绪冲突　　58、创业时代的人力资源管理　　59、自助式福利体系的设计　　60、如何提高体验式学习(素质拓展训练)的效率　　61、知识型员工薪酬激励　　62、传统人事管理与现代人力资源管理比较　　63、公务员管理研究　　64、浅析公务员的高薪养廉问题　　65、完善国家公务员的考核制度　　66、当代领导者素质研究　　67、人际关系的沟通与技巧　　68、论我国的就业方式　　69、职业指导与职业设计　　70、浅析我国妇女就业问题　　71、浅谈我国现阶段下岗职工劳动关系问题　　72、企业人力资源激励机制管理探析　　73、论企业员工的创新能力培养　　74、企（事）业单位如何落实以人为本的管理理念　　75、如何充分调动人力资源工作的积极性　　76、论企业文化与员工归宿感之间的关系　　77、湖南人才高端市场分析　　78、企（事）业单位人员从业的误区分析　　79、高级管理人员的激励研究　　80、浅谈人力资源管理在企业中的作用　　81、论基于人力资源管理的战略竞争优势　　82、企业人力资本的投资风险研究　　83、知识经济条件下的员工培训　　84、企业文化与人力资源管理战略　　85、员工绩效管理指标体系的设计　　86、企业薪酬管理　　87、民企边际员工的绩效管理　　88、企业招聘过程中存在的问题(误区)及其规避

我当初考人力资源管理师，写的是关于企业《*****绩效管理论》。其实写什么主题都可以，可以逻辑清晰，得当。写的时候最好结合你所在企业的实际，有图表，数据事实来论证。并不难的，我交了就直接通过。当然对你写的领域要熟悉，将来要答辩。记住不要到网上太多的抄袭，要不很难通过的。

个人感觉，人才招聘中存在的误区与其规避，这个好写一些你就把招聘的流程 给拆分成很多歌步骤，然后针对这些步骤 再详细的写 有哪些误区，怎么规避 之类的；第二个 涉及的面太广，不好把握

关于人力资源管理的英语论文

many HR functions these days struggle to get beyond the roles of administration and employee champion， and are seen rather as reactive than strategically proactive partners for the top In addition， HR organizations also have the difficulty in proving how their activities and processes add value to the Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value

good morning， my name is jack， it is really a great honor to have this opportunity for a interview， i would like to answer whatever you may raise， and i hope i can make a good performance today， eventually enroll in this prestigious university in 　　now i will introduce myself briefly，i am 21 years old，born in heilongjiang province ，northeast of china，and i am curruently a senior student at beijing xx y major is packaging and i will receive my bachelor degree after my graduation in in the past 4 years，i spend most of my time on study，i have passed cet4/6 with a and i have acquired basic knowledge of packaging and publishing both in theory and in besid*es， i have attend several packaging exhibition hold in beijing， this is our advantage study here， i have taken a tour to some big factory and through these i have a deeply understanding of domestic packaging compared to developed countries such as us， unfortunately， although we

The Dimensions of Management The Essential Drucker Peter F Drucker Business enterprises—and public-service institutions as well—are organs of They do not exist for their own sake， but to fulfill a specific social purpose and to satisfy a specific need of a society， a community， or They are not ends in themselves， but The right question to ask in respect to them is not， what are they? But， what are they supposed to be doing and what are their tasks? Management， in turn， is the organ of the The question， what is management， comes First we have to define management in and through its There are three tasks， equally important but essentially different， that management has to perform to enable the institution in its charge to function and to make its Establishing the specific purpose and mission of the institution， whether business enterprise， hospital， or university; Making work productive and the worker effective; Managing social impacts and social Mission An institution exists for a specific purpose and mission; it has a specific social In the business enterprise， this means economic With respect to this first task， the task of economic performance， business and nonbusiness institutions In respect to every other task， they are But only business has economic performance as its specific mission; it is the definition of a business that it exists for the sake of economic In all other institutions—hospital， church， university， or armed services—economic considerations are a In business enterprise， economic performance is the rationale and Business management must always， in every decision and action， put economic performance It can justify its existence and its authority only by the economic results it A business management has failed if it does not produce economic It has failed if it does not supply goods and services desired by the consumer at a price the consumer is willing to It has failed if it does not improve， or at least maintain， the wealth-producing capacity of the economic resources entrusted to And this， whatever the economic or political structure or ideology of a society， means responsibility for Worker Achievement The second task of management is to make work productive and the worker A business enterprise (or any other institution) has only one true resource: It succeeds by making human resources It accomplishes its goals through To make work productive is， therefore， an essential But at the same time， these institutions in today’s society are increasingly the means through which individual human beings find their livelihood， find their access to social status， to community and to individual achievement and To make the worker productive is， therefore， more and more important and is a measure of the performance of an It is increasingly a task of Organizing work according to its own logic is only the first The second and far more difficult one is making work suitable for human beings—and their logic is radically different from the logic of Making the worker achieving implies consideration of the human being as an organism having peculiar physiological and psychological properties， abilities， and limitations， and a distinct mode of Social Responsibilities The third task of management is managing the social impacts and the social responsibilities of the None of our institutions exists by itself and is an end in Every one is an organ of society and exists for the sake of Business is no Free enterprise cannot be justified as being good for business; it can be justified only as being good for Business exists to supply goods and services to customers， rather than to supply jobs to workers and managers， or even dividends to The hospital does not exist for the sake of doctors and nurses， but for the sake of patients whose one and only desire is to leave the hospital cured and never Psychologically， geographically， culturally， and socially， institutions must be part of the To discharge its job， to produce economic goods and services， the business enterprise has to have impact on people， on communities， and on It has to have power and authority over people， ， employees， whose own ends and purposes are not defined by and within the It has to have impact on the community as a neighbor， as the source of jobs and tax revenue (but also of waste products and pollutants) And， increasingly， in our pluralist society of organizations， it has to add to its fundamental concern for the quantities of life—， economic goods and services—concern for the quality of life， that is， for the physical， human， and social environment of modern man and modern A Philosophy of Management What the business enterprise needs is a principle of management that will give full scope to individual strength and responsibility， and at the same time give common direction of vision and effort， establish team work， and harmonize the goals of the individual with the common The only principle that can do this is management by objectives and self- It makes the commonweal the aim of every It substitutes for control from outside the stricter， more exacting and more effective control from the It motivates the manager to action not because somebody tells him to do something or talks him into doing it， but because the objective needs of his task demand He acts not because somebody wants him to but because he himself decides that he has to—he acts， in other words， as a free Picking People the Basic Rules Making the right people decisions is the ultimate means of controlling an organization Such decisions reveal how competent management is， what its values are， and whether it takes its job No matter how hard managers try to keep their decisions a secret—and some still try hard—people decisions cannot be They are eminently Decision-Making and the Computer The Effective Executive Peter F Drucker As a result， decision-making can no longer be confined to the very small group at the In one way or another almost every knowledge worker in an organization will either have to become a decision-maker himself or will at least have to be able to play an active， an intelligent， and an autonomous part in the decision-making What in the past had been a highly specialized function， discharged by a small and usually clearly defined organ—with the rest adapting within a mold of custom and usage—is rapidly becoming a normal if not an everyday task of every single unit in this new social institution， the large-scale knowledge The ability to make effective decisions increasingly determines the ability of every knowledge worker， at least of those in responsible positions， to be effective There are additional implications of the computer for decision- If properly used， for instance， it should free senior executives from much of the preoccupation with events inside the organization to which they are now being condemned by the absence or tardiness of reliable It should make it much easier for the executive to go and look for himself on the outside; that is， in the area where alone an organization can have There is indeed ample reason why the appearance of the computer has sparked interest in decision- But the reason is not that the computer will “take over” the The reason is that with the computer’s taking over computation， people all the way down the line in the organization will have to learn to be executives and to make effective 管理的范畴 彼得·德鲁克 商业企业和公共服务机构一样也是社会的基本组成部分。它们的存在不是为了自己，而是为了实现某种特定目标和满足社会、组织或个人的某种特殊需求。它们本身不是目的，而是手段和工具。对企业提出的正确问题不是“企业是什么？”，而是“它们应该做什么？”和“它们的任务是什么？” “管理层是什么？”这个问题是次要的，首先我们必须根据并通过管理层的任务来对它下定义。 管理层面对着三项必须执行以确保组织机构履行其自身的职责和功能并完成任务，他们同样重要，但性质不同。 1)确保组织机构的特定目标和使命，无论其为企业，医院或是大学； 2)使工作富有成效，员工工作效率更高； 3)对社会产生影响并肩负起社会责任。 使命 一个组织机构是为了其特定的目标和使命而存在，并有着特定的社会功能。企业的使命和社会功能就是创造经济业绩。 就第一项任务——经济业绩而言，企业和非企业组织是不同的。而他们其他的任务则非常相似。但只有企业才把创造经济业绩作为其特定使命；我们为旗下的定义为：为创造经济业绩而存在的组织。而其他组织如医院、教堂、医院、大学和军队是不以经济业绩为目标和使命的。作为企业，经济业绩却是基本的任务和目标。 企业做任何决策和行动都会把经济业绩放在首位。只有通过它生产的成果才能证明它的存在的价值。如果管理层无法使得企业创造经济成就，那它就是失败的；如果企业不能提供有消费意愿的消费者能支付价格的范围内的产品和服务，那么它就是失败的；如果企业不能改进或提高创造财富的能力，那么它同样是失败的。这就意味着，无论社会实行什么样的经济或者政治政策，企业的责任都是盈利。 使员工取得成就 管理层的第二项任务就是使员工工作卓有成效并取得成就。企业或任何其他组织机构只有一种真正的资源：人。企业管理层通过有效地利用人力资源而使得企业达到成功。企业的管理层通过工作获得业绩。因此，使工作富有成效使管理层的基本任务。但同时，当今社会的各种组织机构越来越成为个人发挥自己专业特长，谋求自身在社会、团体中的地位，以及寻求自我成功、实现自我价值的场所。所以，使员工取得成就就日益重要，并且成为衡量组织机构业绩的一种尺度，并成为了管理层的一项任务。 根据工作本身的规律来组织工作仅仅是工作富有成效的第一步。使工作富有成效的第二步要困难得多，它需要使工作室和员工去做——这一规律和工作本身的规律是截然不同的。要使员工取得成就，这意味着要将人作为一种具有各种独特的生理和心理特征、能力，以及具有各种独特的局限性和独特的行为方式的生命个体来对待。 社会责任 管理的第三项任务就是使企业承担起社会责任，对社会产生积极的影响。没有一个组织机构可以独立于社会，并以自己为目的。每一个机构都是社会的一个组成部分，为社会而存在。企业机构也不例外。我们不能因为自由的企业对商业界有利就想当然地认为它是正当的，只有它有利于社会时，我们才可以认为它是正当的。 企业的存在并不是为工人和管理者提供工作岗位或是为向股东提供红利，而是为了向消费者提供商品或服务。医院的存在也不是为了医生和护士，而是为了那些想通过医院的治疗就能不在重返医院的患者提供医疗服务。从心理的角度、地理的角度、文化的角度和社会的角度来看，各种组织机构都应该是整个社会的组成部分。 为了做好自己的本职工作——创造和提供更经济的物品和服务，企业必然会对民众、社团、和社会起到一定的作用。企业就必须对某些人，例如那些自己的目的和目标并不局限于企业的雇员，行使自己的责权。企业必然对社会的其他成员起到某种作用，例如，它与社会其他成员有着一种“邻里关系”，它为社会其他成员提供就业岗位，为政府提供税收来源，同时，它也会造成产品的浪费和环境的污染。于是，在我们这个由各种组织机构组成的、具有各种功能的社会中，企业就必须逐渐地将自己的基本注意力放在人类生活的量（即不断通过向社会提供更多的产品和服务）和质（即通过不断提高与现代人和现代社会相适应的物质、生活、社会环境质量）上。 基本管理原则 企业所需要的管理原则必须既能充分调动每个员工的专长和责任感，同时又能规定共同的努力方向和愿景，开展团队工作，并对个人目标和共同利益进行协调。 能做到这一点的唯一途径就是实施目标管理和自我管理。目标管理和自我管理能把企业的共同利益变成每个管理人员的目标，并且以要求更高、更严并富有成效的内部控制来取代外部控制。这种管理原则会激励管理者采取行动，不是因为有人要他们这样或说服他们这么做，而是因为他们的目标需要他们采取行动。管理人员之所以会采取行动，不是因为有人要求他们，而是因为他们自己决定要采取行动。换句话说，他们能够向自由人一样行动。 用人决策的基本原则 正确的人事决策是控制好组织机构的重要手段。人事决策体现了管理层的竞争力和他们的价值观，以及他们对待本职工作的态度。无论管理者如何设法保密他的人事决策，虽然有人还正在这么做，但人事决策是不会被隐瞒的。它们是显而易见的。 这样一来，决策不再是最高层中少数人的事。在现代机构户，几乎每个知识工作者或多或少都已成为决策者，要不至少也得在决策的过程个发挥着积极的、主动的和令人大开眼界的作用。在过去，决策是一件高度专业化的工作，它是由极少数人和专业部门来做的。而对其他部门来说，只是按照某种习惯的模式贯彻执行这些决策罢了。可是在当前那些规模较大的知识机构中，决策正在变成一种常规工作．尽管目前尚未达到日常工作的程度。进行有效决策的能力．现在已越来越成为知识工作者工作能力强弱的一种表现，至少对那些想提高工作效率、负有一定责任的知识工作者更是如此。 决策和电脑 彼得·德鲁克 电脑当然还可以用于决策的其他方面。比如，只要使用适当，电脑可以帮助高级管理者从繁杂的事务中解脱出来。由于缺乏可靠的信息，他们往往不得不埋头于那些事务之中。有了电脑后，管理者就会有更多的机会走到外界去看一看，因为只有外界才是企业效益的真正根源。 的确有充分的理由可以说明，电脑的出现已激起了人们对决策的新兴趣。但这并不是说电脑将会“取代”人来进行决策。电脑真正的好处是它可以代替人进行复杂的运算，从而使机构内的各层管理人员有更多的时间可以学习如何当好管理者，如何做出卓有成效的决策。

关于人力资源管理的英语论文题目

我帮您写吧，诚心诚意。

据学术堂了解人力资源管理论文：按范围来可以分为：公共人力资源管理、企业人力资源管理；按功能来分有六大模块：1、人力资源规划；2、招聘与配置；3、培训与开发；4、绩效管理；5、薪酬福利管理；6、劳动关系管理。下面供大家选题参考！一、公共人力资源管理论文题目：1、分析我国农村社会保障2、我国人才测评工作存在的主要问题3、浅析我国农村劳动力转移与城市化的问题4、河北省人才中介市场的现状及发展完善研究5、我国劳动力移动与灵活就业研究6、组织结构对服务性行业人力资源管理的影响7、人力资本积累对经济增长贡献率研究8、我国劳动力成本上升的原因分析9、中国农村劳动力转移探析10、我国农村劳动力素质分析11、农村劳动力就业状况分析12、某某地区农村人力资源状况调查分析13、女性劳动力就业状况分析14、论女性劳动力就业障碍分析15、浅议女性劳动力就业歧视16、女大学生就业问题探讨（女大学生就业难问题分析）17、我国高校毕业生就业难的经济学原因分析18、农村劳动力（或女性劳动力、大学生）就业问题刍议19、中国人才流动问题及对策研究20、对城市人才流动现状分析21、人才培养和流动与区域经济发展的关系研究22、高技术人才国际流动的研究23、人才流动中的社会保障因素分析24、安徽省“江南集中区”××人口政策分析25、合肥师范学院毕业生入伍状况调查研究26、合肥师范学院大学生西部支教状况调查研究27、××（地区）公务员录用制度存在的××问题及对策建议28、××（地区）民营中小企业社会保障制度构建研究29、论现代公务人力资源管理发展的新趋势--以××为例30、电子政务环境下行政沟通中的障碍与对策研究---以××为例31、失地农民社会保障问题研究--基于xx地区的调查分析32、劳动经济学视角下浅析大学生就业问题--以××届毕业生为例33、中国老龄人才资源开发战略34、中国劳动力流动与户籍问题研究35、女性职业发展的瓶颈与对策研究36、人力资本、创新与经济增长37、人力资本、政府公共教育支出与经济增长38、人力资本外溢与经济增长39、人力资本不平等与经济增长40、社会资本与农民工就业问题的研究二、企业人力资源管理论文题目：1、基于战略的电力企业人力资源管理研究2、浅谈中美企业人力资源管理的差异3、论人力资源管理对酒店旅游业的深远意义4、人力资源管理要为企业增值服务5、企业人力资源管理弊端及对策略6、浅析企业人力资源成本的控制7、从人才危机看国有企业人力资源管理8、家族式民营企业人力资源管理困境出路9、浅析人力资源管理与企业的凝聚力10、人力资源是现代企业的战略性资源11、我国零售业人力资源管理的问题及对策研究12、人力资源价值和企业价值评估13、论人力资源管理在企业管理（或国有企业、私营企业、中小企业等）中的重要性14、如何在中小企业（或国有企业、私营企业、家族企业等）落实人力资源管理职能15、国营企业（或民营企业、大中小型企业、家族企业等）战略人力资源管理模式探究16、某企业（或经济发达地区、中西部地区、国有企业、私营企业等）管理创新模式探析17、论国营企业（或民营企业、中小型企业、某企业等）人力资源管理问题及对策18、论国营企业（或民营企业、中小企业等）核心员工（或知识型员工）管理问题与对策19、浅谈国营企业（或民营企业、家族企业、中小企业、核心员工、知识型员工）员工流失与管理20、影响员工流失的组织因素分析21、 ××企业团队建设问题探讨22、某企业职工结构与素质分析23、餐饮连锁企业人力资源管理的实践与探索24、人事档案管理在企业人力资源管理中的作用与要求25、新型用工模式--××公司劳务派遣简析26、浅谈××企业并购中的人力资源管理27、制造行业员工租赁模式探讨28、浅谈“鲶鱼效应”在企业人力资源管理中的应用---以××为例29、××公司团队精神的培育30、论××系统人力资源外包的利与弊---以××为例31、××企业异地项目的人力资源管理32、论××公司因人制宜的沟通艺术33、浅析××公司人力资源管理信息化建设34、天天快递公司快递员行为研究35、浅谈员工的压力管理---以××为例36、××公司员工忠诚度的培养37、企业在不同盈利阶段的人力资源管理模式探索38、政府创投对企业人力资源管理的意义39、民营风投对企业人力资源管理的意义三、人力资源规划论文题目：1、职业生涯设计与开发问题研究2、论我国企业中的工作分析与人员匹配3、论职务分析在我国企业中的应用4、企业国际化经营与战略性人力资源管理5、跨国公司人力资源战略研究6、中国集装箱集团人力资源战略规划7、基于企业战略的人力资源规划研究8、国有企业人力资源规划体系研究与设计9、人力资源战略的分类选择与构建贯彻研究10、跨国企业海外子公司人力资源管理战略选择研究11、国有企业人力资源开发与管理战略研究12、中小企业人力资源战略研究13、跨国公司在华企业人力资源本土化战略分析14、外包：人力资源管理战略发展方向探析15、外资零售企业在华人力资源战略及实施策略研究16、私营企业人力资源开发途径探析17、试析马克思《青年在职业选择时的考虑》与大学生职业生涯规划的内在联系18、上市公司人力资本现状剖析19、浅析××企业人力资源结构优化的策略选择20、××公司员工手册核心内容设计21、××企业基于提高企业核心竞争力的人力资源外包策略22、壹正装饰有限公司人力需求调查四、招聘与配置论文题目：1、浅谈现代企业如何实现人力资源的合理配置与管理2、企业中高层管理人员的选拔研究3、招聘面试的方案设计与研究4、西部（或农村、乡镇企业、中小企业、家族企业等）人才引进机制研究5、人才招聘问题与对策分析6、论企业员工招聘风险7、国有企业（或私营企业、中小企业等）管理人才选拔问题研究8、企业重组（或并购、战略进攻等）中的人力资源匹配研究9、论大学生求职简历中虚假信息的甄别10、论招聘虚假信息分析11、校园招聘有效性的思考---以××为例12、某企业人员招聘与岗位分析设计13、某企业员工招聘实践技巧14、企业主要招聘渠道的效能比较分析---以××为例15、××公司人才招聘队伍技能组合模式及效果研究16、XX公司岗位职责说明书17、浅析企业招聘中背景调查的重要性---以××为例18、××公司网络招聘的现状、问题及对策19、××公司安徽地区本年度员工招聘计划与配置设计20、人才测评在××公司中层人员招聘中的应用21、××公司内部竞聘方案设计22、××校园招聘人才选拔体系的设计与研究23、××现代企业竞聘上岗的流程设计24、浅谈××汽车专卖店招聘渠道及解决方法25、结构化面试在选拨中层管理人员中的应用---以××为例26、××销售公司总经理竞聘方案设计27、试论群体决策法在××公司招聘中的应用28、汽车销售服务有限公司销售顾问招聘问题研究29、统一集团人员招聘现状及政策分析30、××企业人员招聘渠道开发的现状及改进31、A公司招聘体系构建研究五、培训与开发论文题目：1、如何挖掘员工的潜能2、企业人力资源开发与管理分析3、国有企业的管理人员培训问题研究4、研发人员素质测评体系构建5、现代企业人事测评技术及其应用6、中层行政管理人员评价体系的建立7、企业培训资源研究8、岗位管理技术在人力资源开发中的应用9、浅议我国农村劳动力就业培训10、农村劳动力转移培训现状、问题与对策研究11、农民工培训现状与问题分析12、我国中部（或西部）地区人才（或人力）资源开发战略研究13、人力资源自我开发问题探析14、欠发达地区人力资源开发现状与对策15、农村剩余劳动力转移过程中的人力资源开发问题浅论16、民营企业人力资源开发面临的问题与对策17、论培训在企业人力资源开发中作用18、中小企业（或家族企业等）员工培训现状与对策分析19、浅议家族企业吸纳人才和人才培养问题20、国有企业（或民营企业等）的管理人员培训问题浅析21、国有企业（或民营企业等）人力资本投资的初探22、论在职培训在企业管理中的地位与作用23、论人员素质测评（或能力测评、职业性向测评等）在人力资源管理中的作用24、研发人员素质测评体系构建25、论中层行政管理人员评价体系建立26、企业人力资本投资方式研究27、中国现代人力资本形成研究28、企业人员招聘的经验选择、诚信和雇佣合同研究29、我国企业培训需求分析研究及模型构建30、国有企业技术人才流失内在动因与对策研究31、A公司员工职业生涯管理案例分析32、企业核心员工管理分析33、核心员工管理机制的构建34、企业员工满意度管理研究35、企业员工培训风险管理研究36、建立完善的企业人员素质测评系统的探索37、网络时代人力资源管理的创新模式研究38、跨国公司的员工培训39、团队精神在企业人力资源管理中的运用40、浅析白领女性的竞争地位及其改善措施41、新生代农民工技能培训××问题探析42、××公司新员工岗前培训设计43、××培训机构现状与发展策略研究--以XXX培训机构为例44、××公司基于岗位职责的培训者培训设计45、户外体验式培训实践中存在的问题及启示---以××为例46、基于角色的HR从业人员的培训浅析---以××为例47、基于胜任力的培训效果评价模型研究---以××为例48、民营医院人力资源管理者的素质要求及培养---以××为例49、××酒店在岗英语培训规划设计50、××公司新员工入职培训方案设计51、××公司内训师开发与管理方案设计52、××公司××人员年度培训计划设计53、试论××公司90后员工的培训管理54、新东方集团对市场专员培训计划55、女企业家人力资源开发障碍分析56、性别差异与职位升迁问题研究57、现代企业人事测评技术及其应用六、绩效管理论文题目：1、浅谈员工绩效管理2、关于构建人力资本激励和约束机制的探讨3、浅谈企业绩效评估与员工激励4、论职务晋升的激励作用与公正原则5、企业绩效评估中存在的问题与对策6、如何进行有效的激励7、人际冲突对于销售团队绩效的影响及应对策略8、浅析我国企业绩效管理中存在的问题及对策9、保险业人力资本的激励与监督机制10、沟通在绩效管理中的体现研究11、基于工作绩效的雇员流动机制研究12、工作绩效评估中的信度问题研究13、知识型员工激励问题研究14、信息不对称与绩效评价研究15、绩效管理过程中的关键因素探析16、论绩效管理中的沟通问题17、浅析人力资源绩效评估工具-----平衡计分卡18、360度考评法的组织与实施19、论访谈法（或记实法、观察法等）在企业管理的运用与建议20、论中小企业员工绩效考核制度的问题及完善21、如何开展企业目标管理22、企业绩效评价的方法与应用23、浅析企业员工绩效考核制度24、论企业人力资源管理激励机制的建立25、民营企业（或国营企业、中小企业、家族企业）人力资源激励机制的构建26、论企业员工忠诚度的影响因素及策略27、基于心理契约的知识型员工激励策略探讨28、企业中层管理者工作倦怠成因及对策研究29、论激励在现代企业人力资源管理中的作用30、浅析我国企业人力资源绩效考核办法31、加强绩效考核，努力实现企业资产保值增值32、机械制造企业研发类员工绩效考核研究33、商业银行员工绩效评价体系研究34、现代工业企业人力资源绩效考评体系研究35、我国公务员绩效考核制度研究36、论我国公务员绩效考核存在的问题及改进对策37、员工绩效考核与薪酬评估38、人力资源绩效考核方法研究与应用39、论肯德基的企业文化对于员工的激励作用40、基于平衡计分卡的XXX公司/职位绩效考核设计41、XX上市公司管理人员内部晋升的局限性分析42、劳动密集型企业的绩效管理初探---以××为例43、××公司破解绩效管理中“轮流坐庄”之法44、××公司非正式员工激励问题七、薪酬福利管理论文题目：1、浅谈薪酬设计2、薪酬制度改革对提高企业竞争力的研究3、福利保障制度的产生与发展4、 国有企业经营者年薪制的思考5、工资管理制度的比较分析6、公司如何平衡各部门员工的绩效工资7、薪酬制度与员工激励问题初探8、工资决定因素与企业劳动工资改革分析9、论现代企业制度中的员工持股计划10、提升企业竞争优势的薪酬战略研究11、企业高管薪酬和公司业绩关系研究12、如何建立科学合理的薪酬激励机制与体系13、知识经济下企业薪酬体系设计及其应用14、关于企业（或国有企业、家族企业等）年薪制的思考15、关于经营管理者长期报酬激励机制的探讨16、销售人员能力差异、薪酬机制偏好及团队协作关系研究17、XX公司一线员工薪酬体系设计研究18、高校教师现有薪酬满意度的实证研究19、国有改制分流企业薪酬管理体系和绩效管理体系的研究与设计20、在华日资中小型企业人才队伍激励方案研究21、美国薪酬管理模式对我国的启示22、提升企业竞争优势的薪酬战略研究23、XX人员薪酬水平与薪酬满意关系的实证研究24、××高校教师薪酬满意度及影响因素探析25、企业员工全面薪酬要素组合模式实证研究---以××为例26、基于需求层次理论的薪酬分类与员工偏好研究---以××为例27、××公司产异化管理模式在薪酬政策中的应用28、××公司内部薪酬差距对组织未来绩效影响的实证研究29、××公司的技能薪酬设计探讨30、××公司集合年金制剖析31、浅谈××公司的宽带薪酬设计32、××公司基于岗位评价的薪酬设计33、浅析××中小企业岗位定薪设计34、浅谈员工的精神福利--员工援助计划EAP35、浅析××公司组合工资制度的设计36、企业“密薪制”与“明薪”制比较分析37、可口可乐公司薪酬管理制度之我见38、金立企业员工薪酬管理39、我国行业工资差异之演进及其原因40、自助式福利体系的设计八、劳动关系管理论文题目：1、谈《劳动合同工法》与非正式员工的雇佣关系2、解读劳动合同法提升企业人力资源管理3、民营企业劳动关系的协调机制初探4、论企业不同生命周期阶段员工关系管理5、论养老保险基金（或失业保险、工伤保险、生育保险等）的筹集与管理6、如何充分发挥养老保险基金（或失业保险、工伤保险、生育保险等）在企业管理中的作用7、现行农村合作医疗保障体系的完善8、矿业公司劳动保险管理系统研制与实施9、我国劳动力市场竞争力的国际比较研究10、股份合作制企业劳动关系初探11、劳资纠纷之防范及应对策略12、论我国私营企业劳资关系得协调机制13、中国现阶段“三资”企业劳资关系研究14、私营企业薪酬制度对劳资关系的影响分析15、农民工平等就业权的法律保护---以××为例16、浅析核心员工离职的关系管理---以××为例17、浅谈劳动合同法下企业劳动用工风险管控---以××为例18、××企业员工满意度调查表设计19、我国社会保障制度的现状与立法建议20、对我国劳动合同制度的若干思考21、我国现行劳动争议处理制度的不足与完善22、主观幸福感与工作行为的关系探讨23、人格与工作满意度的关系探讨24、提高员工工作生活质量的措施研究25、关于企业员工职务晋升探讨26、员工离职的传染性研究九、人力资源管理理论论文题目：1、精益思想在人力资源管理的应用2、人力资源管理的趋势与创新3、在金融危机下人力资源管理的影响及转化4、试论人力资源资本化5、我国人力资源管理外包理论研究6、关于弱势群体人力资源管理问题探讨7、论强化理论（或期望理论、需求层次理论、双因素理论等）在人力资源管理实践中的运用8、人本管理理论探析（或如何落实以人为本的理念、分析人本管理在企业管理中的作用等）9、论人力资源管理信息系统的开发与运用10、如何在组织管理中建构个性化管理机制11、论某组织的员工忠诚度（或满意度）建设（或员工忠诚度与满意度在企业管理中的作用等）12、如何提高知识型员工（企业核心员工）的忠诚度（与满意度）13、论情绪管理在企业人力资源管理中的应用（与作用）14、区域性（如沿海经济发达地区、中国西部地区等）人力资源管理模式（及发展趋势）探析15、员工差异化管理模式浅议16、论大学生自主创业模式选择17、人力资源管理者××沟通技巧的实证分析18、浅谈以人为本的精细化管理---以××为例19、马斯洛需求层次理论与酒店人力资源管理---以××为例20、浅析九型人格在××公司人力资源开发与管理中的应用21、略论KPI在××公司的运用22、柔性管理与企业绩效

good morning， my name is jack， it is really a great honor to have this opportunity for a interview， i would like to answer whatever you may raise， and i hope i can make a good performance today， eventually enroll in this prestigious university in 　　now i will introduce myself briefly，i am 21 years old，born in heilongjiang province ，northeast of china，and i am curruently a senior student at beijing xx y major is packaging and i will receive my bachelor degree after my graduation in in the past 4 years，i spend most of my time on study，i have passed cet4/6 with a and i have acquired basic knowledge of packaging and publishing both in theory and in besid*es， i have attend several packaging exhibition hold in beijing， this is our advantage study here， i have taken a tour to some big factory and through these i have a deeply understanding of domestic packaging compared to developed countries such as us， unfortunately， although we

宁波曼哈顿英语很不错了，我还是很喜欢的~嘿嘿！

人力资源管理英语论文

请问第一篇是出自哪本书的啊？

我打了两个小时啊希望能得分！Dell Computer Corporation as young as 39-year-old chairman， Michael Dell， the company he has the marketing year amounted to around 4 billion US dollars， personal property up to more than 170 billion US dollars， is in the forefront of the world's richest people Since 2000， the US computer and network industries characterized by low IT sectors from spiraling into a major computer company's sales are in trouble， and only Dell thriving sales did not fall but rise， and won the National as well as the world's largest personal computer suppliers in the By 2003， its total US personal computer market share has risen to 9%， one more than the combined HP and Compaq Corporation， to consolidate the leading Dell to the brilliant achievements made so secret in fact very simple， that is， Dell's innovative direct sales model， which was regarded as a classic of modern business The implication is: directly through the website and phone orders from customers， and then by a single production， and the fastest speed of the product sent directly to our By a single assembly， product marketing， low-cost， high efficiency， that is， Dell created the "Dell model" of the The key to efficient low-cost core Dell often been compared to Wal-Mart of the computer industry and McDonald's C In the procurement and inventory management， similar to Wal-Mart， Dell I， to emphasize the low inventory and low And in the production processes are more like McDonald's， the "order" and the smooth Giant three companies which in common is that they are the industry leader， is the secret of its success: low-cost， high efficiency and low Dell has always been a low-cost rules of survival， but also "Dell model" of the core， and low-cost， high efficiency must be Regardless of inventory， order， or sales and service， Dell's all around the search for lower cost products to the functioning of the highest One of the most well-known that Dell's production and sales process， this unique management process for its precision， flowing smooth and ultra-high efficiency， dramatically reducing the cost， but also created a low-cost Dell's policy to achieve zero inventory， product inventory is not more than two hours， relatively speaking， the average stock of other companies in 80 days Dell is the actual assembly of a large company， they are not specific products， all parts are there from other manufacturers procurement， therefore the company to concentrate on production lines to streamline processes， increase productivity and reduce Dell's focus on ways to simplify the process and operators have 550 patents， is to rely on these patents， the production and marketing processes to ensure high-speed and efficient These patents is the other companies can not really learn "Dell model" the essence of the greatest contributing Is a simple way to improve the efficiency of Dell's main Dell telephone sales process breaks down into 8 simple steps; in the production process， workers in the network and telephone orders， assembled by a single product， an automated assembly line can be 600 per Parts from one end of the production line to send in， I finished the assembly has been completed， immediately handed over to wait in line the other side of the transport truck packing distribution centers to customers， and then delivered by the postal company Dell's sales staff and assembly workers， like everyone was like screw in a fixed position closely and concentrate on work， little Dell employees allegedly productivity of other employees of the 4 In order to increase profits， Dell is also proficient in terms of quantitative management will penetrate into all business Dell to launch each new product in all aspects of both the need for strict calculation of the cost， which will always cost to a minimum Groves兰迪格Dell's chief technology officer， said Dell's direct sales through the inventory and the average lower than the adversary 10% of the In other words， if the price of a computer is 500 US dollars， then the same Dell computer as long as the price of 450 US The difference in profits is not high sales of the computer market， Dell's price advantage is Good to guarantee the credibility of the service Than technology， but more than Dell， IBM and Hewlett-Packard， Dell itself， because the basic product does not own， so do not attach importance to R & D work， Dell is usually operated by the standardization of technology Dell's annual R & D investment in the product is only 440 million US dollars， much lower than HP's more than 40 billion But Dell is also a technology to circumvent the threshold to become a provider of products and vendors， almost all the energy used for stressed products to meet customer needs， establish their own brand of services and Dell has a good quality guarantee Dell products assembly of individual responsibility， that is， each worker is responsible for all of the product assembly and testing work， this individual is responsible for Dell's quality management system is an important Dell products a problem if the company as long as customers lodge a complaint with the product serial number available， can be found as soon as those responsible for the Therefore， Dell employees are very dedicated and meticulous to ensure the Of course， the Dell workers in the labor attaches great importance to enhancing the efficiency of high intensity work， but it is not a Dell has also attached great importance to after-sales service， which won the company brand reputation and maintenance of a good magic Looking for market diversification and expansion into Efficiency alone can not fully explain Dell contrarian in a short span of 5 years strong， marketing for the real reason for Dell's chief operating officer Kevin Rollins said Dell is an important way to win: always accurately identify the market entry point for high-tech products， and then the "Dell model" of low-cost and high-volume sales of the advantages of an overwhelming each I also said Dell， Dell is always able to identify the most appropriate timing of the "Dell model" to a successful application of appropriate He was confident that all high-tech products came to the popularity of the course from the middle there are the same laws， there is a period the most suitable starting He explained that a high-tech products in the market just when， because of small producers， the market did not mature， not to establish industry standards， so dealers are often very high prices， profit margins are usually 40% -50% between， thus the large number of consumers out， and this is often the entry point for D In the consolidation of the personal computer market leader， the Dell personal computer industry in the foreseeable becoming saturated cases， proposed an ambitious surprised the industry diversification of development Dell said its highly efficient "Dell model" for the backing， and expand new markets and accelerate the pace of expansion， the goal is to build an all-inclusive hardware K Dell is currently the focus of developing business computers， storage systems， network switching products and IT services in areas such as new markets， its sales are no longer limited to personal computers， just one after another into the high-end portable computers， servers， network storage systems， workstations ， switches， PDAs， printers， cash registers and other new However， Dell's going to accelerate the diversification and expansion of roads also lead to some analysts They believe that sales of low-cost personal computers to the Dell started too ambitious at present， there are贪大求全suspected， and its diversification Road that could lead to empty their property， loss of customer groups and competitive advantage; At the same time， Dell will be selling many of the original partners continuously is converted to a powerful opponent， the competitive environment will be even worse， leading to its decline In addition， Dell is the Achilles heel has always been dependent on the technical side to others， their lack of Despite the challenge facing eyes， the young of this dismissive D He said that in order to maintain the rapid development of the company must continuously expand new areas， Dell believes that as long as dependent on the "Dell model"， Dell will be able in the complexity of these relatively new markets in the same He said: "We do not rely on economies of scale and to win， we win because we have a better business "

many HR functions these days struggle to get beyond the roles of administration and employee champion， and are seen rather as reactive than strategically proactive partners for the top In addition， HR organizations also have the difficulty in proving how their activities and processes add value to the Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value

1The Human Resources Management (HRM) function includes a variety of activities， and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs， recruiting and training the best employees， ensuring they are high performers， dealing with performance issues， and ensuring your personnel and management practices conform to various Activities also include managing your approach to employee benefits and compensation， employee records and personnel Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time However， they should always ensure that employees have -- and are aware of -- personnel policies which conform to current These policies are often in the form of employee manuals， which all employees Note that some people distinguish a difference between between HRM (a major management activity) and HRD (Human Resource Development， a profession) Those people might include HRM in HRD， explaining that HRD includes the broader range of activities to develop personnel inside of organizations， including， eg， career development， training， organization development， There is a long-standing argument about where HR-related functions should be organized into large organizations， eg， "should HR be in the Organization Development department or the other way around?"The HRM function and HRD profession have undergone tremendous change over the past 20-30 Many years ago， large organizations looked to the "Personnel Department，" mostly to manage the paperwork around hiring and paying More recently， organizations consider the "HR Department" as playing a major role in staffing， training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling 2Professional AchievementsOrganizational Development-Change Management-Leadership DevelopmentDesigned organizational effectiveness human resources plan， for intra-departmental diversity practice Result: Target increases in employee recruitment and retention， “diversity-sensitivity” within management and line employee ranks， productivity gains， employee matching to customer Design-Execution of management development Result: Improved leadership communications linked with business plan， increased productivity， litigation Developed guidelines for managing corporate change， to include staff and functional unit restructuring， shift abolishment， management “early-outs，” and HR systems Advisor on HRIS impacts， ERP transitional Result: Ease of employee coping to corporate and business condition changes， staffing shifts， and HR system Created and provided leadership to system-wide teams， processes， protocols for crisis management (critical incidents， terrorist event impacts， natural disasters)， threat assessment， and work environment improvement (wei)Result: pioneering urban workforce crisis management model resulted in early identification outcomes leading to decreases in EEO complaints， grievances， workplace conflict， and litigation Outcome: state-of-the-art emergency Leadership to senior and middle management business awareness and productivity enhancement committee: designed district-wide business goal awareness initiatives， using continuous messaging communications and graphics Result: Increased teambuilding between craft and management， productivity gains of 15-20%， and business Strategic PlanningInitiated strategic training and consulting to private， public， governmental and military sectors in US， Canada， Bermuda， Europe and A Developed and negotiated business proposals with federal， state， and local government leaders， private sector CEO's and HR directors， public and military sector As part of follow-up service provision to HR consulting and training clients， provided strategic steps and best practices for local business adoption and further Design and oversight of Employee Assistance Programs (EAP) Formed global business networks in key human resource and business arenas， created consultant relationships with governmental officials， provided training and consulting work products to these target Designed and implemented internal corporate outplacement program for 3，000 executives and line Result: Multiple business referrals from these Increase in teamwork and performance due to team Diversity ManagementDesigned organizational development plan integrating corporate diversity goals and metrics into business growth strategy for 10，000-urban employee private Result: Positive impacts on company culture， and employee Designed， executed， and communicated global diversity (metrics-based) plan for 7，000+-member Result: Re-branding from domestic to global organizational Plan included training， diversity dialogue focus groups， research， marketing and recruitment， and OD outcome-based High impacts on continued worldwide new member growth: international regional membership grew from 4 chapters in 26 countries to 10 chapters in 34 countries， going from 5% to 12% of total global membership over 7 Strongest association gains made in 12 years since inception of diversity director Conceptualized， implemented， and managed first global strategic diversity committee whose mission was to attract membership and drive diversity management Committee included delegates from all USA regions， UK， Canada， Bermuda， Trinidad， Thailand， and AResult: Ongoing awareness of diversity business issues at Board， Chapter， and member Committee membership grew from 0-25 with 5 target area Expert diversity trainer to global and domestic business Result: Improved cross-cultural understanding in leadership to “globalize” WriterWrote and published global association magazine columns on corporate and association diversity best practices; 180-page training guide for industry leaders on crisis management and threat assessment; training curriculum for business audiences on teambuilding， change management， corporate diversity audits， and executive coaching; online web site text for HR small business in consulting and training; multiple newsletter and online articles for hr-related organizations and businesses on relevant HR topics (domestic partnership benefits and HR， diversity best practices， employee recruitment and retention); Corporate outplacement plan for executives and support staff; corporate polices and procedures， publicity and marketing materials for internal HR projects， and HR small business; Marketing Result: Provision of original product deliverables (hardcopy and online) for targeted business goal TrainerTrained business audiences for Fortune 500 companies: US Army Corps of Engineers; Town of Braintree， MA; Honeywell; General Electric; American Transtech (AT&T); Cigna and IBM Groups ranged to 650 persons， from executive ranks， to middle management， employee and support Training aimed at behavioral improvements， policy and protocol implementation， best practice adoption， and awareness Result: Reduced litigation exposure， increased effectiveness of service-product delivery， improved executive-management 3Strategic Human Resources ManagementCertificate ID: ILRSHRC1Become an HR leader by influencing organizational leaders and aligning HR Use diversity and inclusion to increase profits， develop a talent management culture， and engage DescriptionThe development and execution of a human resources strategy that is aligned with organizational goals and matched to an organization's competencies delivers tangible outcomes for an organization's people， customers， and Such a strategy requires transforming HR from a "business partner" to a "business " As a leader， HR plays a significant role， not only in human-capital development， but in how human capital can contribute to the execution of organizational and business This certificate program from Cornell University's School of Industrial and Labor Relations develops the leadership competencies required make this The courses in this series focus on several drivers for transforming HR into a world-class function: the HR leader's influence on strategy and organizational leaders， alignment of HR strategy， using diversity and inclusion to achieve bottom-line results， developing a talent-management culture， strategies for employee engagement， and using metrics to measure impact on business Each course explores a topic in depth， with particular emphasis on the role of the HR leader， industry best practices， and short projects that emphasize the application to your particular Effective HR leaders look beyond managing the HR They don't stop at building the talent pool of the organization; they operate at the most senior levels and play a strategic role in the They influence the strategic planning process to ensure alignment with the goals and values of the organization， while managing the process to ensure superior This course is based on the research and industry expertise of Patrick M Wright， PD， Professor and Director of the Center for Advanced Human Resources Studies (CAHRS) at Cornell U It introduces D Wright's SELF Model of Human Resources Leadership that defines the leadership and influencing competencies needed to balance the tradeoffs present in the formation of organizational The SELF Model focuses on HR's role in guiding strategy development to ensure that it will result in the expected Strategic， Ethical， Legal， and Financial outcomes for an This course also introduces the Human Frailties framework， a tool for managing the interpersonal dynamics at the most senior levels of the organization in order to produce the most positive A thorough understanding of your organization's value creation model and ability to develop competencies through processes， technology， and people are essential to ensuring that the HR organization is aligned vertically and horizontally to produce superior With this understanding， HR will be able to articulate how it can improve processes， people and customer outcomes， and financial This course， based on the research and expertise of Christoper Collins， PD， Associate Professor and Director of Executive Education for Cornell University's School of Industrial and Labor Relations， develops the skills needed to assess how organizations create value and to align the HR function to execute the organization's Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HR system with organizational They learn how to create a vertical-alignment strategy and use it to improve HR decision-making， people outcomes， processes， customer outcomes， and financial And they learn the skills required to plan and assess horizontal alignment of HR systems and Finally， the course discusses best practices related to workforce partitioning， performance variability， value identification， and employee The management of diversity and inclusion has evolved from handling day-to-day compliance issues to leveraging diversity for competitive Organizations that no longer see diversity as a legal or moral requirement， but as a competitive advantage， have an opportunity to improve performance at the financial， employee， customer， and community Diversity and inclusion practices must be embedded in an organizational culture to make a positive impact on This course summarizes the evolution of diversity and inclusion management; outlines key management practices for improving performance， contextualizes diversity in terms of current challenges， and provides direct linkages between diversity and the bottom line at the organizational and functional D Roberson's model of strategic approaches to diversity and inclusion provides a comprehensive toolkit for strategic diversity management， implementing next generation high-involvement practices， and ensuring stakeholder alignment with strategic The linkage between bottom-line performance and diversity is explored through the varying lenses of legal outcomes， customer and employee outcomes， and business metric In addition to measuring diversity's impact， and being able to create a diversity dashboard， learners discuss the future of diversity and inclusion and the complex relationships between diversity and organizational reputation， business practices， strategic capabilities， and financial As the existing "war for talent" intensifies and becomes increasingly global， organizations must develop strong talent-management practices that are tightly aligned with business Successful organizations build talent management cultures to take advantage of their human They focus on attracting top talent， identifying and developing future leaders， and retaining the best prospects in the high-potential talent This course focuses on developing a strategic approach to managing core Such an approach begins with the development of an employment brand in order to attract the best talent to the organization， promote the organization as a preferred employer， and produce superior recruiting Organizations must then identify and implement an integrated marketing and communication strategy to build brand The complexity of managing employee retention and engagement includes understanding the root causes of talent-retention The course identifies practices and solutions for increasing the likelihood of top talent remaining with the organization and becoming its future HR leaders have the ability to drive business performance by defining， designing， developing， and delivering competitive advantage through A key component of their ability to do so is a solid understanding of the organization's business drivers and a demonstrable competence in matching human capital to strategic Metrics enable HR to demonstrate its competence in terms of its business literacy and adopt a data-driven approach to management and This course focuses on identifying and developing key measures of HR's impact on business It distinguishes between business metrics and HR metrics and relates them in terms of how to measure and communicate HR's Metrics must support the organization's business This course provides models for matching metrics to organizational outcomes and developing business-based metrics including the use of the balanced scorecard tied to financial， customer， process， and people This course also provides frameworks for categorizing and analyzing metrics according the business value they measure， analyzing HR metrics， and building a model to link metrics to organizational goals and Employee engagement can be broadly defined as employees consistently acting in the best interests of the Linked to critical outcomes including absenteeism， turnover， customer satisfaction， operational performance， and financial performance， employee engagement is a vital driver of an organization’s bottom-line This course focuses not only on why employee engagement is important and valuable， but also on how to foster and measure employee engagement and link it to key organizational metrics and It examines the business case to pursue employee engagement as a strategic initiative and evolve beyond the transactional approach of traditional employee relations to a strategic approach focusing on relationship-oriented and emotional measurements of employee It also develops the competencies necessary to build employee engagement in your organization， the risks involved， and the implications for the HR professional in adopting this This course is based on the research of Cornell ILR School Professors Patrick M Wright， Director of the Center for Advanced Human Resource Studies， and Christopher J Collins， Director of Executive E

关于人力资源管理学的论文选题

人力资源专业我知道怎么写

呃呃呃，这个内容太多了，有好多好题目可以选

人力资源专业我肯定好

选题有很多，例如人力资源管理历史和发展；中外人力资源管理比较，人力资源管理模块优化；深入解析人力资源管理的作用；招人、选人和用人，人力资源管理的痛点和改进。绩效考核行业比较分析；