人力资源成本控制外文翻译

外文翻译外文部分Applying production-related quality techniques to the human resource function of a service or knowledge-provision organizationby Philip B. Nielsen ，Spring 2010Human Resources Literature References to or applications of quality assurance techniques are rare in current human resource literature. Fitz-enz (2000, p. 106) indicts the human resource profession for a lack of understanding and use of performance indicators. Several authors acknowledge the value of quality assurance to the human resource effort. Klien and Shurtleff (1995, If 1), for instance, point out that HR plays a key role in the total quality management process by assuring that all employees have the right mix of knowledge, skills and abilities to use TQM Total Quality Management to achieve goals and objectives. Recruitment and selection also need to include quality factors as part of the process. They recognize how attributes of individual employees affect an organizations ability to obtain a positive return from a quality assurance programs effort. The Baldrige Criteria also specifically address the areas of recruitment, placement, and retention of new members of the workforce (National Institute of Standards and Technology, p. 20). Roberts (2009, f 1) echoes Greenes emphasis on the need for and verification of the quality of human resource information. Identified Human Resource ChallengesKlien and Shurtleff (1995, If 1) provide an outline of reoccurring human resource challenges which quality assurance techniques can possibly address. Including aspects known to the author, the following list of human resource challenges form the basis for which quality assurance techniques are applied in the remainder of this project: * Recruitment * Training * Retention and TurnoverIdentifying Candidate Sources.Sources of candidates differ based on industry and employer within an industry. Identifying candidate sources may be straightforward or complex. The human resource staff in conjunction with or separate from an operating units staff that is seeking candidates, can be challenged to identify previously overlooked candidate sources as well as new sources tangential to existing candidate sources. The quality assurance technique of brainstorming can be helpful in expanding the range of recruiting sources.Brainstorming is a group activity with two primary goals: identifying numerous ideas about a single topic and involving all group members (Bauer, Duffy, Westcott, 2006, pp. 89-90). Several variations exist to accommodate the unique dynamics of each group: * Unstructured - nearly simultaneous involvement by all group members * Structured - sequential involvement by each group member * Silent - each group member identifies ideas, captures them on paper, and a moderator shares publicly all submitted ideas Tague (2005, pp. 132-135) identifies one important advantage to the Silent brainstorming variation; shy group members or members intimidated by others rank can submit ideas with less intimidation or even with anonymity. Whatever variation is used, several guidelines should be followed including not editing initial ideas (clarification is permissible), not criticizing submitted ideas, and an equal opportunity for each member to participate. Combining similar ideas and creating categories for ideas may be performed in the group setting or by leadership independent of the group. The results of any combining or categorizing should be shared with all.A Study of the Contribution of Human Factors to Human-Machine System Failures in Dynamic Mission OperationsBy Timothy A. DavisDefinition of TermsThis study applied a cognitive system view of the human-aircraft configuration by investigating dynamic mission-oriented operations requiring effective human-machine system interaction. For the purposes of this study, the following definitions applied: System. Kossia koff and Sweet (2003, 3) define a system as, “a set of interrelated components working together toward some common objective.” Human-machine system, Specific focus was applied to “human-machine systems” in this investigation. These systems were considered to be non-autonomous systems requiring human interaction to complete tasks or respond to unplanned system operating anomalies. Dynamic environment. The term “dynamic” implies that the conditions under which the system operates change over time or orientation. A change in the external operating environment, a mission re-tasking, unpredictable operator system inputs, or system component failures are examples of possible “dynamic” mission conditions. Failure severity. The following abbreviated definitions , presented in OPNAVINST 3750.6R (2001), describe the severity categories utilized in USN/USMC aircraft mishap investigations:o Class A severity. A mishap in which the ,“total cost of damage to property or aircraft exceeds $1,000,000, or a Naval aircraft is destroyed or missing, or any fatality or permanent total disability resulting from the direct involvement of a Naval aircraft.”o Class B severity. A mishap in which the ,“total cost of damage to property or aircraft is $200,000 or more, but less than $1,000,000, or a permanent partial disability or the hospitalization of three or more personnel results.”o Class C severity. A mishap in which the, “total cost of damage to property of aircraft is $20,000 or more, but less than $200,000, or an injuryre quiring five or more lost workdays results” (DoN 2007, 3-10).NOTE: Any event in which the ,“total cost of property or aircraft damage is less than $20,000 and there are no reportable injuries is not considered an aviation mishap. These events are reported as hazards”(DoN 2007, 3-10).Organization of the StudyThe first chapter of this study introduces the subject matter that was investigated. This section includes a narrative of the background and purpose behind this study, a discussion of the research problem, a description of the significance and relevance of the investigation, and an explanation of both the general and specific questions that the study attempted to answer. Chapter 1 concludes by outlining the assumptions and limitations that bounded the conduct of this investigation. Chapter 2 presents a review of the literature relevant to the study to include material pertaining to the subject, purpose, and variables encountered in this investigation. Specifically, this chapter examines the current state of research in the areas of human error and human error modeling, and aviation mishap causal factors. Chapter 3 outlines the research methods utilized in this study to include a description of the collected data, as well as the method for data collection and analysis. Chapter 4 presents the collected data, the analysis of the data, and findings of the investigation. Finally, chapter 5 concludes the study with a summary of the research findings, recommendations for the application of the findings, applicable investigation conclusions, and implications for further research.Examining the impact of human resource development practices on performance improvement through continuous improvement at an automotive supplier in north America-Lin GaoAbstract The purpose of this study was to examine how Human Resource Development (HRD) practices may impact business performance via Continuous Improvement (CI) activities as a whole, and the relationships among them within the context of various levels of employees and different functional areas at one North American Automotive Supplier. Dimensions of HRD practices HRD framework (Garavan, 2007) have been adapted as independent variables, and have been regrouped into four factors: Learning Culture, Training Management, Employee Development, and Competency Enhancement. Sixteen indicators adapted from the Performance Improvement Model (Jorgensen, Boer & Laugen, 2006) have been explored as three dependent variables: Speed/Cost Performance, Relationship Performance, and Organization Performance. In addition, six CI abilities have been examined as mediators from the CI Maturity Model (Bessant & Caffyn, 1997) and two different moderators four employee position levels and three functional areas have been defined based on the real practices of the target population. Data were collected via a web questionnaire using Survey Monkey distributed to the employees of the North American Automotive Supplier with the support of its HR department. Based on the 2nd CI Net survey (2003) in Europe, the questionnaire was modified by two expert panel reviews under North American settings. Collected data were analyzed by using two statistical packages, SPSS 18.0 and AMOS 18.0. Factor analyses and Structural Equation Model (SEM) analyses were conducted in order to answer three research questions: (a) the relationship among three variables HRD practices (independent variables), Performance Improvement (Dependent Variables), and CI abilities (mediator), (b) the relationship among three variables under the first moderator employee position level, and (c) the relationship among three variables under the second moderator functional area. Exploratory factor analysis (EFA) and Confirmatory Factor Analysis (CFA) were conducted to identify a variable factor structure of independent variables, dependent variables, and mediators. SEM analyses were performed to investigate the relationships among three variables in general and the relationships under two different moderators. The results presented that (a) hypothesized measurement models are valid and reliable in the North American context. (b) to answer the first research question, Structural Model 1 series indicated that HRD practices strongly and positively influenced performance improvement as fully mediated by CI abilities in general, and hypothesis 1 was supported. (c) to answer the second research question, Structural Model 2 series demonstrated that the overall relationship under any employee position level was not supported in general. Only small, positive, and direct support from operational employee to Performance Improvement was found. So, hypothesis 2 was not supported. (e) to answer the third research question, Structural Model 3 series demonstrated the result which was only HR function provided small, negative, and direct support for HRD practices, and other functions had no support on the overall relationship in neither positive nor negative way. And, hypothesis 3 was not supported. In brief, only the first hypothesis was positively supported and the second and the third ones were not supported in the overall relationship. A conclusive summary is provided along with a contributive discussion. Implications and contributions to HRD academic researchers and CI practitioners are discussed, and recommendations are offered. Also included are conclusive final thoughts accompanied by the limitations of this study.Historical Background In the history of the global economy, the years 2008 and 2009 are doomed to be remembered for the global-scale recession that centered in the United States. The beginning of the 21 century has been marked by the worst global financial crisis since the Great Depression in 1930s (Lightman, 2009). According to the CNN/Opinion Research Corporation, the number of individuals who were pessimistic about the 2008 financial crisis and compared it to the Great Depression increased from 38% in December 2008 to 45% in March 2009. According to the monthly report of the Bureau of Labor Statistics, in both 2006 and 2007, the annual unemployment rate in the United States was 4.6%; in 2008 it rose to 5.8%. The monthly unemployment rate increased from 5.8% in June 2008 to 7.2% in December 2008. In October 2009, it climbed to 10.2%, exactly twice the rate in March 2008 (Bureau of Labor Statistics, http:/data.bls.gov/PDQ/servlet/SurveyOutputServlet?data_tool=latest_numbers&series_id=LNS14000000). In a domino effect, the global economy dramatically affected most countries that had an interdependent economic cooperative relationship with the U.S. If the entire domino effect from the late 2000s recession (Wikipedia, http:/en.wikipedia.org/wiki/2008_recession) were to be examined, it would be clear that it began with the collapse of a global housing bubble that peaked in the U.S. in 2006, leading to the eruption of the subprime mortgage crisis in 2007 and concomitant energy crisis in 2007, and eventually resulted in the global financial crisis. This crisis has swept across most industries, leading to unimaginable losses for all related businesses and organizations worldwide. One of the most affected industries is the automotive industry, particularly in the United States. Although the automotive industry in North America, particularly in U.S., experienced many challenges before this worldwide recession, such as the difference in total labor costs for United Auto Workers (UAW) employees of $71/hour compared to $49/hour at non-union Japanese auto plants in the U.S. (Leonhardt, 2008) and the rapid increase in oil prices in 2008 that led to pricing pressures from raw material costs contributed to the collapse of this industry. The American “Big Three” automakersGeneral Motors (GM), Ford, and Chryslerproduced cars and trucks that required significant amounts of fuel and few fuel-efficient models. Due to their customers greater demand for fuel efficiency, U.S. automotive industry sales dropped 26.6% overall by October 2008 compared with the year before, and the situation turned critical as the credit crunch placed pressure on raw materials prices by 2008 (Vlastic & Bunkley, 2008). Since 2008, the entire automotive industry has been suffering in the global economic recession. In February 2009, U.S. automotive sales plunged 41%, with sales for practically all of the countrys six leading automakers dropping at least 10% from the previous years figures (Ross, 2009). Efraim Levy, an equity analyst for Standard & Poors in New York, stated in March 2009, “We are in an automotive depression” (Levy, as quoted in Miller, 2009). Most noticeable in 2009 have been Chryslers and GMs bankruptcies; the only company in the “Big Three” to escape bankruptcy has been Ford. Still, more than half of the top U.S. automotive parts suppliers could have filed for bankruptcy protection in 2009 with at least one million job losses, according to a study by global consultants at A.T. Kearney (U.S. Department of Commerce, 2009). Because of its great importance to the entire U.S. economy and its dangerous situation, the U.S. government has taken a series of steps to rescue this industry (e.g., the American Recovery and Reinvestment Plan). But no matter how much external support positively affects the automotive industry, the future of the U.S. automotive industry finally lies in whether the industry itself can find or create new strength to overcome this unprecedented challenge through external support. But, what could the new power be? Where would it come from? How could it be generated to save the U.S. automotive industry from a Depression? These are key questions for the U.S. automotive industry, which is the impetus to drive the researcher to investigate what critical factors impact overall business performance in this industry.Leading Decision Making and Planning for Online HRD in a National Health and Wellness NGOby Ross HumbySignificance of this Study This work is significant to scholars and leaders in organizational training because relatively little is known about how we decide to use technology for training in this sector. These nonprofit organizations are an important part of Canadian society, touching almost every citizen in some capacity of social or economic life. Scholars and leaders need to know more about decisions to invest in technology-enhanced distance learning in organizations to inform the academy and practitioners (leaders) who plan and lead this work. This research described decision making within an organization as reflected in the experiences of the individuals who were involved in the decision to address the organizations training needs through distance education. The purpose of this explanatory case study research was to: 1. Describe the nature of the decision-making processes of individuals in an NGO that has chosen employee training via technology-enhanced distance education. 2. Interpret these findings by using program planning models and decision-making models. The resulting descriptive and interpretive conceptual framework will interpret data for studying human-resource scholarship and development in organizations. 3. Identify key emergent elements and themes found in this decision process, extending the identification via post hoc analysis to generate implications for similar organizations facing training challenges. The effectiveness of position descriptions in the hiring of entry the level employees :a survey of the society for human resource management in Tamoa ,Florida- Robert V. FiermonteAbstract Position descriptions play an important role in the hiring of employees. While there is an abundance of research into the hiring of supervisor, managerial, and executive staff, little research has been conducted into the hiring of entry-level employees who make up the majority of the workforce. Organizations desire to attract and hire the most qualified personnel. When this is successfully accomplished the organization improves efficiencies and reduces costs. It is in an organizations best interest to hire employees whose knowledge, skills, and abilities (KSAs) match the job they are hired to do. This study sought to identify whether position descriptions are utilized in the hiring process for entry-level employees. Also measured was the degree of satisfaction hiring managers had with the employees selected, regardless of whether position descriptions were used in making the selection. These two variables were compared and contrasted. To establish a foundation of the research, members of the Society for Human Resource Managers Chapter 074 (known as HR Tampa) in Tampa, Florida were surveyed. HR Tampa members are human resource professionals involved in some way in the hiring process with a large percentage being hiring managers. The survey was conducted via the Internet and in-person by the researcher. The survey collected personal and organizational demographic data and information on the respondents use of position descriptions in the hiring of entry-level employees and their subsequent satisfaction with the individuals hired. Survey results indicated that of those surveyed, the hiring process within the organizations did indeed use position descriptions in the hiring process for entry-level employees. Results also found that respondents were either satisfied or highly satisfied with the final hiring selections. Results also revealed that the larger the size of the respondents organization, the lower the rating of the effectiveness of position descriptions in the hiring process and the lower the rating of overall satisfaction with the final hire. This study sought a foundation of research into the hiring of entry-level employees. Results demonstrated that while the position description played a role in the hiring-process the validity of its use is subjective and varies by individual and organization. Rationale Employers seek to locate good, experienced, and qualified applicants to fill vacant positions so that organizational and departmental goals can be achieved (Daft & Marcic, 1998; Horton, 1983; Lewis, 2000; Robbins & DeCenzo, 2001; Rynes & Barber, 1990; Tibergien & Palaveev, 2001). Hiring and the hiring process are vital to the growth and profitability of an organization (Outlaw, 1999; Tibergien & Palaveev; Wood, 1994). Wood explained “The best people are the reason for the best