基于java的人事管理系统文献翻译.doc

人力资源管理 学校代码：11517 学 号：201011002240 HENAN INSTITUTE OF ENGINEERING 文献翻译 题 目 人力资源管理 学生姓名 许耀辉 专业班级 信息与计算科学1042班 学 号 201011002240 系 （部） 理学院 指导教师(职称) 董西广(讲师) 完成时间 2014 年 3 月 3 日 6人力资源管理Lacroix MPirotte A摘要：人力资源管理在企业管理中占据着重要的地位，针对传统人工管理数据可能出现的数据冗余、信息丢失、效率低下等问题，传统的人工管理数据已经严重制约着企业的发展，企业急于需找一种新的人力资源管理方式去促进企业顺应时代的发展，本文论述日本企业人力资源管理方式并与欧美发达国家的人力资源管理方式进行对比，分析两个国家人力资源管理方式的优缺点。关键词：人力资源/日本企业管理方式/欧美企业管理方式 日本企业人力资源监督制约的管理主要从两个方面来讲：第一，来自交叉持股的交叉持股企业，如果执行力较差或者企业的经营者负担不起，这些企业经营的大股东们就会批评他们，与之同时督促他们改变他们的工作方式直到解除企业的管理者.另一个重要的监督是体现在一些主要的银行，这些主要的银行是在特殊的情形下监督企业经营者：在好绩效的企业，企业的运营是正常的，这些银行就不会去干涉，但是当绩效显现较差时，这些银行也可以说是是大的股东，董事会就会代替管理者.企业交叉持股和主要的银行持股体制，控股的唯一目的是使股民稳定，相互支持和控制，而不是获得高的股息和奖金，因此，买卖股票是不容易的，换手率低时，股市市场对管理者产生微乎其微的影响，股市市场的合并在日本仍是稀少的，使企业管理的市场机制的有效性的外部限制不复存在。在日本，在外部市场方面与英国和美国相比还相对于不发达，加上儒家文化的影响，家族企业的特征比较的明显，并且管理人才也是一个长的工作，终身雇佣制是一般的做法，企业的相对移动率相对较少，企业管理者主要是从企业的内部提拔的（除了那些工作以外低水平），所以好的管理者更愿意去冒那些风险较低的。升职最好的机遇是追求个人行动企业的发展，在日本，行动企业经常会招聘更多的突出的中高水平管理人员，在升职和酬劳方面，幂级数在工资和晋升系统的应用，随着职员工龄的增加伴随着企业增加工资和提高职员工作环境，而对于这个系统通过给职员能力和力量的做法与增加工资和晋升如出一撤，迄今为止那些相同年龄和工龄相同的人来说，工资是没有区别的。日本企业比较重视企业管理人才的发展，很多企业都有他们自己的培训中心，然而与美国不同的是在通才方面的培训。在德国采取的是人力资源培训的“双轨”发展模式（也就是年轻人在学校和企业学习的同时还进行培训），德国在人力资源开发一个主要的特征：培训系统和模式重视理论和实践相结合的特征，训练系统的改革越成功则就业系统就越完善。 另外，德国企业比较看重服务人员（包括各级管理人员）继续教育和在培训。德国公司团体和灵活的培训方法对于员工而言是多样的，效率高的。培训使用的好处，培训内容的观点，一种自适应培训的工作，从有工作转移到培训，职业培训，晋升，专业培训和公司各级培训经理。培训的专业人士，以至于他们可以经常组织研讨会去研究问题，交换意见，组织短期课程，目的，方向，实践很强。培训对于企业的管理方法经常处于不同的水平，企业高级管理主要依赖他们自己，组织一个比较好的环境网站去实施讨论和交换意见，而对于中层管理人员而言大多数采取的是全职培训的方法，在培训中心学习，在线经理经常类型的教育和培训推广模式。使用这个激励机制而且可以使公司更容易发现人才，这是因为这一层的员工直接组织产品和公司的活动，他们有重要的且不可替代的作用。股权结构是想成不同管理模式的决定因素。公司所有权结构是形成不同公司经营管理人才管理模式的决定因素。由于公司所有权结构存在差异，进而形成不同的公司管理人才管理模式。 美国公司所有权极为分散，法人治理中缺乏强有力的股东通过董事会监督企业经营者，董事会和监事会往往流于形式、实际控制权容易转移到经理人手中。为此美国建立了发达的资本市场和完善的公司法律法规，从外部有效地抑制了经营者的机会主义行为。同时，分散的公司所有权为股票市场的并购提供了方便，使得市场的监督成为最主要的外部监督机制。日本公司以法人相互持股为主要特征，所有权集中或者相对集中，内部监控管理将发挥重要的作用，而通过股票市场并购监督企业经营者的难度加大。 那么，公司所有权结构的差异是如何形成的呢？最新的研究表明，公司所有权结构不完全是竞争性市场所形成的结果，美国和日本公司所有权结构的差异是由于各国不同的法律规定，经济惯例等历史路径差异所造成的。例如，美国禁止商业银行利用存款持有股票，反垄断法律严格限制公司相互持股。日本公司则允许商业银行持有不超过公司5的股票，对相互持股公司的关联交易限制较松等等。因此，我们在选择经营管理人才管理模式时，要考虑整体的制度环境，考虑历史造成的现状，考虑所有权集中度。所以，在市场体制不够健全，法制法规建设不够完善的情况下，公司的外部市场型管理模式效果极可能不佳；对于集中度比较高的大型国有企业，加强内部监管与治理十分重要。 英美模式的效果分析 英美模式的内部管理有其合理性。董事会与经营者各尽其职，有利于经营者集中精力，搞好经营，有利用保持经营者的工作热情和创新力，促使公司得以发展。但是，与此同时，英美公司内部管理也存在比较明显的问题。美英外部市场型管理模式需要解决的问题是如何在保持经营者工作激情的同时，对由于缺乏足够的监督机制而发生的大公司高层经理人员玩忽职守和谋取私利的问题进行控制。进入20世纪80年代以来，这一问题在英美表现得日益突出。特别是2002年美国安然、世通、施乐等公司丑闻的纷纷曝光，使凭借市场信誉机制来保证的财务信息的真实性和独立董事的独立性受到了怀疑，英美模式中的监督缺陷进一步显现。因此，在英美，对董事会的改进、引入独立董事及如何发挥外部董事的实质性作用已成为人们关注的焦点。 英美的外部市场型管理人才管理模式，是建立在较为健全的市场机制和法规体系基础之上的，其对公司及经营管理层的监督约束效果较好。但它也存在着以下缺陷:高度分散的股权结构造成了经营者的短期行为，损害企业的长期利益和发展；公司股权的高度流动性使英美公司资本结构的稳定性差，经理人员更换过于频繁；公司收购在很多时候不利于经理人员积极性的发挥。 英美管理模式下，经理人市场发达，企业经营管理人才的薪酬与贡献和市场紧密挂钩，报酬方式比较丰富，这使得英美管理模式下的薪酬制度的激励效果较好，能充分地调动管理人员的积极性。然而，美国企业高提拔、高奖励、高刺激的管理方式在一定程度上也带来负面影响。短期行为现象甚为严重，许多年轻人工作不到一年就更换了五、六次工作，这种现象打乱了公司的长期培训计划，影响了公司发展战略的实施。而且随着收入差距的不断加大，普通员工的流失率也在节节攀升，公司的经营效率必然会受到不同程度的影响。还有，任意的就业政策也给许多员工带来了严重的不安全感，降低了他们对企业的忠诚度；劳资对抗、决策权的过度集中也显示出较大的弊病。 德日模式的效果分析 德日模式的内部管理效果较好。在这一模式下，银行一般是公司的大股东，由于银行在监控方面具有获取公司生产经营信息的天然优势，使得公司股东的监控作用得以较好发挥，对企业经营管理层的监督约束效果较好。另外，由于公司的核心股东银行是一个安定的股东，注重长期投资，因而管理层能受到长期激励，有利于较好地实现公司的长远发展。 德日管理模式下，在晋升与报酬方面，一般实行年功序列工资、晋升制度，伴随员工年龄和工作年限的增长，企业为员工增加工资和提高职位等级。劳资关系的全面合作也增强了员工的安全感和归属感，提高了员工对企业的忠诚度。一般来说，日本模式在技术变化不大的行业，如制造业，则具有相对较强的优势。然而，这一制度也使得许多日本公司机构臃肿，人浮于事，效率低下；另外，由于这一制度在增加工资和晋级上没有按照员工的能力或实力给予差别，对于那些同等年龄和工作年限一样的员工，工资就没有差别，也使得优秀人才很难脱颖而出，被压抑和浪费的现象极为普遍。此外，激励手段的单一，特别是收入差别的缩小严重影响和压制了企业经理阶层的积极性和创造性。 两种企业经营管理人才管理模式的发展态势 从企业管理人才管理模式发展的趋势来看，随着经济全球化的发展，各国在公司管理方面相互学习，相互借鉴，各种企业管理人才管理模式也在不断发展变化，并主要呈现出以下主要特点: 美英管理模式开始借鉴德日管理模式,重视内部监管和长期激励。 德日模式表现出来的优势在于，银行和企业集团控股方式有利于鼓励企业着眼于长期发展；而英美以股市为主的资本市场则容易导致经营者更倾向于采取短期行为，为了获得短期投资回报而失去了企业的长远机会。为此，英、美等国公司开始重视长期激励，改变企业经营者短期行为和企业员工的短期雇佣方式，更加重视调动职工的积极性。 20世纪80年代以来，英美逐渐放松对金融系统的管制。特别是1999年美国通过1999年金融服务现代化法案，结束了商业银行、证券、保险的分业经营与分业监管的局面。1986年，英国伦敦证券交易所首先实施了重大改革，允许非会员可以取得会员100的所有权，这等于允许商业银行直接参与证券业务。放松管制将使银行在监控公司方面的作用有所提高。 美英管理模式下的报酬方式在不断丰富 为了避免传统薪酬体系所带来的各种弊端，以技能为基础的薪酬制度已经成为美国企业薪酬改革的一种潮流。这种薪酬体系是根据员工所掌握的技能付给酬劳，而不是根据他们在特定时间所从事的工作而付给酬劳。这种以“投入”(包括知识、技能和能力)为衡量依据的薪酬制度，有利于鼓励员工自觉掌握新的工作技能和知识，进行企业创新。另外，可变薪酬体系和非货币薪酬体系也在不断采用和发展。 德日管理模式逐渐弱化内部直接控制，开始加强外部市场监控 从80年代以来，随着证券市场的发展和企业自我积累能力的增强，直接融资在日德企业资金来源中的增加，使企业对银行贷款的依赖性减弱，公司负债率则呈下降趋势，从而弱化了银行对企业的控制，日德公司股权结构集中的趋势开始减弱，市场“外部监控”的作用正在加强。 德日管理模式下的传统雇佣、选拔方式正在发生变化 在日本，年薪制、浮动奖金的增加等“成果主义人力资源管理制度”特征日益明显，“雇佣的流动化、合同雇员的扩大”的倾向进一步加强，对企业运营成本影响大的“福利制度、养老制度改革”的发展大方向不容质疑。 在日本，随着员工的劳动价值观的多样化，劳动者自立意识的高涨，及解雇现象增加等雇佣关系的调整，员工与企业的共同意识和一体感逐渐丧失。再加上劳动市场的流动性增加，以终身雇佣为前提的雇佣方式正在不断松动和变化。从目前的实际情况来看，许多日本企业已经取消了终生雇佣制，年功序列制也逐渐被打破。原有的“按部就班、内部提拔”的规则也发生了重大变化。所以有人说，日本企业人事制度的“三大支柱”慢慢地倒下了两根。参考文献 1 Lacroix M, Pirotte A. ILL: An English Structured Query Language for Relational Data Bases. in Nijssen,1977: 169-176. 2 Codd E F. A Data Base Sublanguage Founded on the Relational Calculus.Proceedings of ACM SIGFIDET Workshop on Data Description.Access and Control, 1977: 145-160. 3 Bruce Eckel. Thinking In Java. Prentice Hall. 537-588. 4 LJ. ARACIL，D.MORATO，M.IZAL. Analysis and stochastic characterization of TCP lowsJ. 559-566. 5 Dick Oliver，Michael Morrison Sam . Teach Yourself HTML and CSS in 24 HoursM. California：Sams Publish，2006：20-100. 7Human Resource ManagementLacroix MPirotte A Japanese business management personnel of the supervision and restraint mainly from two aspects: first, the holding company from the cross-shareholdings, if a poor performance or business operators can not afford, the major shareholder of the business operators will be for criticism, and urge them to improve their work, until the removal of the operator; Another important oversight from the main bank. Main bank monitoring the way of business management under specific circumstances: in the good performance of the company, the enterprise is operating normally, the main banks do not intervene, but when the poor performance of the company to display and control power. Main bank can be major shareholders, the Board replace the managers. Cross-shareholdings in the company and the main bank holding system, the holding sole purpose is to make shareholders stabilization, mutual support and control, rather than to get a higher dividend and bonus. Therefore, the stock is not easily shot, turnover rate is low, the stock market and therefore have little effect on managers. Mergers on the stock market, Japan is also rare, making the market mechanism of the business management of the effectiveness of the external constraint is not. In Japan, due to external market is relatively underdeveloped in terms of British and American, plus the influence by Confucian culture, corporate family characteristics significantly, and management talent is also a longer period of employment, the general practice of lifelong employment system, the relative mobility between enterprises much less. Enterprise managers are mainly promoted from within the enterprise (in addition to the lowest level of job outside), so good management is more willing to risk is low,more opportunities for advancement in the pursuit of individual M-enterprise development, enterprises in Japan, M-enterprise often gathered many of the more outstanding middle-level management personnel. In the promotion and remuneration, the implementation of power series in wages, promotion system, with employees working years of age and growth of enterprises to increase wages and improve employee job level. For this system there is no increase in wages and promotion by giving employees the ability or strength difference, so for those who like the same age and length of service of employees, wages there would be no difference. Japanese companies attach great importance to the development of enterprise training management personnel, many companies have their own training centers and training are. However, different from Japanese companies and the United States, more emphasis on generalist training. In Germany, the dual track development of human resources training model (that is, young people in schools and businesses at the same time education and training), Germany on human resources development, a major feature. German training system and mode of this study with the same highlights and a combination of theory and practice characteristics, the more successful resolution of the training system and employment system interface. In addition, German companies attach great importance to the service personnel (including managers at all levels) for continuing education and retraining. Germanys business community and flexible training methods for employees, diversity, efficiency, the kind of training on the use of which benefit. Content from the training point of view, a new adaptive training of workers, have jobs diverted to training, job training, promotion, professional training and corporate training managers at all levels. The training of professionals so that they are often taken to study problems with organizing seminars, exchanges, organizing short courses, the purpose, direction, practical, very strong. Training for enterprise management approach often taken at different levels. Senior management of enterprises rely mainly on the self, organize them into a condition of good environmental sites, conduct discussions and exchange; of middle managers, most of the way to full-time training, to the training center to learn; on line managers, often type of education and training to promotion mode, with the incentive mechanism is also easy to find talent from which companies, because this layer of workers who directly organize production and business activities, the status of important and irreplaceable role. Ownership structure is the formation of the determinants of different management models.Different ownership structure is the formation of the company management talent management company the deciding factor. Differences in the ownership structure of the company, thus the formation of different companies and management talent management.Widely dispersed ownership of U.S. companies, the lack of strong corporate governance by shareholders in the supervisory board of business by the board of directors and the supervisory board often a mere formality, the actual control easily transferred to the hands of managers. To this end the United States established a well-developed capital markets and sound corporate laws and regulations, effectively inhibited from outside the opportunistic behavior of managers. Meanwhile, the dispersed ownership of the companys acquisition of the stock market provides a convenient, making the market supervision as the most important external oversight mechanisms. Corporate cross-shareholdings by Japanese companies as the main features of the concentration of ownership, or the relative concentration of the internal control management will play an important role, and supervision of enterprises through the acquisition of the stock market operators more difficult.So, the company is how differences in ownership structure formed? The latest research shows that ownership structure is not entirely the formation of a competitive market outcome, the U.S. and Japanese companies of different ownership structure is due to different national laws, economic practices and other historical path caused by the difference. For example, the United States banned the use of deposits held by commercial banks, stocks, mutual antitrust laws strictly limit the holding company. Japanese companies allow commercial banks to hold less than 5% of the companys stock, the association of the mutual holding company looser trading restrictions and so on.Therefore, we select the operation and management talent management mode, to consider the overall system environment, consider the situation resulting from the history, consider the ownership concentration. Therefore, in the market system is not perfect, not perfect laws and regulations under construction, the companys external market-based management model is likely to result poor; for the relatively high concentration of large state-owned enterprises, strengthen internal control and governance is very important. The effects of two management The effect of Anglo-American model Anglo-American model of the internal management of its rationality. Board of Directors and managers do their job, is conducive to the operator to concentrate, improve management, use of the work of the operators to maintain enthusiasm and innovation, prompted the company to develop. However, at the same time, Anglo American also obvious internal management problems. British external market-based management need to address the question of how the operators work to keep the passion in the same time, the lack of adequate monitoring mechanisms and of a great dereliction of duty and senior managers to control the issue for personal gain. Beginning of the 20th century, 80 years, this issue may become increasingly prominent in the Anglo-American performance. In particular, in 2002 Enron, WorldCom, Xerox and other corporate scandals have exposed the credibility with the market mechanism to ensure the authenticity of financial information and the independence of independent directors was suspect in the supervision of Anglo-American model more apparent defects . Therefore, in the Anglo-American, on board the improvement, the introduction of independent directors and outside directors on how to play a substantive role has become a focus of attention. External market-oriented Anglo-American management talent management model is built on a more sound market mechanism and legal system based on its management of the company and operate better supervision and restraint. But it also has the following shortcomings: the highly fragmented ownership structure resulted in the operators short-term, long-term damage to business interests and development; the high mobility of the companys equity capital structure so that the stability of Anglo-American difference, managers replaced too frequently; acquisition in many cases not conducive to the managers of their initiative.Anglo-American management model, manager market development, business management personnel remuneration are closely linked with the contributions and the market, pay way more diverse, which makes under American management incentive compensation system better able to fully mobilize the management staff initiative. However, the U.S. corporate high-promoted, high-reward, high-stimulated management to some extent also be adversely affected. Very serious short-term phenomenon, many young people to work less than a year to replace the five or six times the work, this phenomenon is upset the companys long-term training programs of the companys development strategy. And with the increasing income gap, the general staff turnover rate is also climbing, the companys operating efficiency will certainly be different degrees. Also, any number of staff employment policies also brought serious insecurity, lowered their loyalty to the enterprise; labor confrontation, the excessive concentration of decision-making power also showed a larger ills. Effect of German and Japanese models German-Japanese model is better internal management. In this mode, the banks in general is the companys largest shareholder, the bank has access to the company in control of information production and management of natural advantages, making the monitoring role of shareholders to better play, supervision and management of the business was better than bound good. In addition, because the companys core shareholders - the shareholders of Bank is a stable, long-term investment focus, which can be subject to long-term incentive management is conducive to better achieve the companys long-term development. German-Japanese management model, in promotion and compensation in general, the implementation of power series in wages, promotion system, with employees working years of age and growth of enterprises to increase wages and improve employee job level. Labor relations and comprehensive cooperation have strengthened the staffs sense of security and sense of belonging, improve staff-to-business loyalty. In general, little change in the Japanese model in the technical industries such as manufacturing, while a relatively strong advantage. However, this system also led many Japanese companies are overstaffed and inefficient; addition, because this system there is no increase in wages and promotion by giving employees the ability or strength difference, for those who like the same age and length of service of staff , there is no difference in wages, but also makes difficult to stand out talents, was repressed and wasted a common phenomenon. In addition, the incentives of a single, particularly serious impact on narrowing income gap and the suppression of the enterprise managers enthusiasm and creativity classes. Both business management personnel management development trend From the development of management talent management trends, with the development of economic globalization, countries in corporate governance of mutual learning, mutual learning, a variety of management talent management is also