人力资源管理专业英语中文版.docVIP

商务专业英语系列丛书 人力资源管理专业英语 Human Resource Management English Reader 王关富 张海森 总主编 付美榕 宋颖 贾宁 主 编 U n i t 1 An Over view of Human Resource Management 一个人力资源概况管理 Organizations require a number of things to be effective: physical resources, financial resources, marketing capability and human resources . While all these are important to organizational effectiveness, the factor that is most likely to provide potential competitive advantage is human resources and how these resources are managed . The production technology, financing, and customer connections (marketing) can all be copied . The basics of managing people also can be copied , but the most effective organizations find unique ways to attract, retain and motivate employees — a strategy that is harder to imitate . 组织需要一些事情是有效的：物理资源，金融资源，市场营销能力和人力资源。虽然这些都是非常重要的组织效能，最的因素可能提供潜在的竞争优势是人力资源，以及如何这些资源的管理。生产技术，资金和客户连接（销售）都可以被复制。人民的基本管理也可以被复制，但最有效的组织找到独特的方法吸引，挽留和激励员工-一种策略，是很难模仿。 In a superb article, Competitive Advantage through People, Jeffrey Pfeffer gave Southwest Airlines as an example . Consider . . . Southwest Airlines, whose stock had the best return from 1972 to early 1992 . It certainly did not achieve that success from economies of scale . In 1992 , Southwest had revenues of ＄1 .31 billion and a mere 2 .6 percent of the U .S . passenger market . . . Southwest ( has not ) succeeded because it has had more access to lower-cost capital — indeed, it is one of the least leveraged airlines in the United States .Southwest??s planes, Boeing 737s, are obviously available to all its competitors . It isn??t a member of any of the big computerized reservation systems; it uses no unique process technology and sells essentially a commodity product — low-cost, low-f rills airline service at prices its competitors have difficulty matching . Most of Southwest??s cost advantage comes from its very productive, very motivated, and by the way, unionized workforce . Compared to the U .S . airline industry, according to 1991 statistic