人力資源管理畢業(yè)設(shè)計(jì)外文英文文獻(xiàn)翻譯人力資源管理的戰(zhàn)略作用管理資料

StrategicRoleofHumanResourceManagement "fromHumanResourceManagementatWorkWhatIsHumanResourceManagementTounderstandwhathumanresourcemanagementis,weshouldfirstreviewwhatmanagersdo.Mostexpertsagreethattherearefivebasicfunctionsallmanagersperform'planning,organizing,staffing,leading,andcontrolling.Intotal,thesefunctionsrepresentthemanagementprocess.Someofthespecificactivitiesinvolvedineachfunctioninclude:Planning:Establishinggoalsandstandards;developingrulesandprocedures;developingplansandforecasting-predictingorprojectingsomefutureoccurrence.Organizing:Givingeachsubordinateaspecifictask;establishingdepartments;delegatingauthoritytosubordinates;establishingchannelsofauthorityandcommunication;coordinatingtheworkofsubordinates.Staffing:Decidingwhattypeofpeopleshouldbehired;recruitingprospectiveemployees;selectingemployees;settingperformancestandards;compensatingemployees;evaluatingperformance;counselingemployees;traininganddevelopingemployees.Leading:Gettingotherstogetthejobdone;maintainingmorale;motivatingsubordinates.Controlling:Settingstandardssuchassalesquotas,qualitystandards,orproductionlevels;checkingtoseehowactualperformancecompareswiththesestandards;takingcorrectiveactionasneeded.Inthisbook,wearegoingtofocusononeofthesefunctions:thestaffing,personnelmanagement,or(asit'susuallycalledtoday)humanresource(HR)managementfunction.Humanresourcemanagementreferstothepracticesandpoliciesyouneedtocarryoutthepeopleorpersonnelaspectsofyourmanagementjob.Theseinclude:Conductingjobanalyses(determiningthenatureofeachemployee'sjob)PlanninglaborneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployeesManagingWagesandSalaries(howtocompensateemployees)ProvidingincentivesandbenefitsAppraisingperformanceWhyIsHRManagementImportanttoAllManagersWhyaretheseconceptsandtechniquesimportanttoallmanagers?Perhapsit'seasiertoanswerthisbylistingsomeofthepersonnelmistakesyoudon'twanttomakewhilemanaging.Forexample,youdon'twant:TohirethewrongpersonforthejobToexperiencehighturnoverTofindyourpeoplenotdoingtheirbestTowastetimewithuselessinterviewsTohaveyourcompanytakentocourtbecauseofyourdiscriminatoryactionsTohaveyourcompanycitedunderfederaloccupationalsafetylawsforunsafepracticesTohavesomeofyouremployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationToallowalackoftrainingtoundermineyourdepartment'seffectivenessTocommitanyunfairlaborpracticesCarefullystudyingthisbookcanhelpyouavoidmistakeslikethese.Moreimportant,itcanhelpensurethatyougetresults-throughothers.Rememberthatyoucoulddoeverythingelserightasamanager-laybrilliantplan,drawclearorganizationcharts,setupmodernassemblylines,andusesophisticatedaccountingcontrols-butstillfailasamanagerbyhiringthewrongpeopleorbynotmotivatingsubordinates,forinstance).Ontheotherhand,manymanagers-whetherpresidents,generals,governors,orsupervisors-havebeensuccessfulevenwithinadequateplans,organization,orcontrols.Theyweresuccessfulbecausetheyhadtheknackforhiringtherightpeoplefortherightjobsandmotivating,appraising,anddevelopingthem.Rememberasyoureadthisbookthatgettingresultsisthebottomlineofmanagingandthat,asamanager,youwillhavetogettheseresultsthroughpeopleAsonecompanypresidentsummedup:“Formanyyearsithasbeensaidthatcapitalisthebottleneckforadevelopingindustry.Idon'tthinkthisanylongerholdstrue.Ithinkit'stheworkforceandthecompany'sinabilitytorecruitandmaintainagoodworkforcethatdoesconstitutethebottleneckforproduction.Idon'tknowofanymajorprojectbackedbygoodideas,vigor,andenthusiasmthathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausetheycan'tmaintainanefficientandenthusiasticlaborforce,andIthinkthiswillholdtrueevenmoreinthefuture---”Atnotimeinourhistoryhasthatstatementbeentruerthanitistoday.Aswe'llseeinamoment,intensifiedglobalcompetition,deregulation,andtechnicaladvanceshavetriggeredanavalancheofchange,onethatmanyfirmshavenotsurvived.Inthisenvironment,thefuturebelongstothosemanagerswhocanbestmanagechange;buttomanagechangetheymusthavecommittedemployeeswhodotheirjobsasiftheyownthecompanyInthisbookwe'llseethathumanresourcemanagementpracticesandpoliciescanplayacrucialroleinfosteringsuchemployeecommitmentandinenablingthefirmtobetterrespondtochange.LineandStaffAspectsofHRMAllmanagersare,inasense,HRmanagers,sincetheyallgetinvolvedinactivitieslikerecruiting,interviewing,selecting,andtraining.Yetmostfirmsalsohaveahumanresourcedepartmentwithitsownhumanresourcemanager.HowdothedutiesofthisHRmanagerandhisorherstaffrelateto"line"managers'humanresourceduties?Let,sanswerthisquestion,starlingwithashortdefinitionoflineversusstaffauthority.LineversusStaffAuthorityAuthorityistherighttomakedecisions,todirecttheworkofothers,andtogiveorders.Inmanagement,weusuallydistinguishbetweenlineauthorityandstaffauthority.Linemanagersareauthorizedtodirecttheworkofsubordinates-they'realwayssomeone'sboss.Inaddition,linemanagersareinchargeofaccomplishingtheorganization'sbasicgoals(Hotelmanagersandthemanagersforproductionandsalesaregenerallylinemanagers,forexample.Theyhavedirectresponsibilityforaccomplishingtheorganization'sbasicgoals.Theyalsohavetheauthoritytodirecttheworkoftheirsubordinates.)Staffmanagers,ontheotherhand,areauthorizedtoassistandadviselinemanagersinaccomplishingthesebasicgoals.HRmanagersaregenerallystaffmanagers.Theyareresponsibleforadvisinglinemanagers(likethoseforproductionandsales)inareaslikerecruiting,hiring,andcompensation.LineManagers'HumanResourceManagementResponsibilitiesAccordingtooneexpert,'Thedirecthandlingofpeopleis,andalwayshasbeen,anintegralpartofeverylinemanager'sresponsibility,frompresidentdowntothelowest-levelsupervisor.Forexample,onemajorcompanyoutlinesitslinesupervisors'responsibilitiesforeffectivehumanresourcemanagementunderthefollowinggeneralheadings:PlacingtherightpersonontherightjobStartingnewemployeesintheorganization(orientation)TrainingemployeesforjobsthatarenewtothemImprovingthejobperformanceofeachpersonGainingcreativecooperationanddevelopingsmoothworkingrelationshipsInterpretingthecompanyspoliciesandproceduresControllinglaborcostsDevelopingtheabilitiesofeachpersonCreatingandmaintainingdepartmentalmoraleProtectingemployees'healthandphysicalconditionInsmallorganizations,linemanagersmaycarryoutallthesepersonneldutiesunassisted.Butastheorganizationgrows,theyneedtheassistance,specializedknowledge,andadviceofaseparatehumanresourcestaffHumanResourceDepartment'sHRManagementResponsibilitiesThehumanresourcedepartmentprovidesthisspecializedassistance.Indoingso,theHRmanagercarriesoutthreedistinctfunctions:Alinefunction.First,theHRmanagerperformsalinefunctionbydirectingtheactivitiesofthepeopleinhisorherowndepartmentandinserviceareas(liketheplantcafeteria).Inotherwords,heorsheexertslineauthoritywithinthepersonneldepartment.IIRmanagersarealsolikelytoexertimpliedauthority.ThisissobecauselinemanagersknowtheHRmanageroftenhasaccesstotopmanagementinpersonnelareasliketestingandaffirmativeaction.Asaresult,HRmanagers'"suggestions"areoftenviewedas"ordersfromtopside".Thisimpliedauthoritycarriesevenmoreweightwithsupervisorstroubledwithhumanresource/personnelproblems.Acoordinativefunction.HRmanagersalsofunctionascoordinatorsofpersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.HeretheHRmanageranddepartmentactas"therightarmofthetopexecutivetoassurehim(orher)thatIIRobjectives,policies,andprocedures(concerning,forexample,occupationalsafetyandhealth)whichhavebeenapprovedandadoptedarebeingconsistentlycarriedoutbylinemanagers.Staff(service)functions.Servingandassistinglinemanagersisthe"breadandbutter"oftheHRmanager'sjob.Forexample,HRassistsinthehiring,training,evaluating,rewarding,counseling,promoting,andfiringofemployees.Italsoadministersthevariousbenefitprograms(healthandaccidentinsurance,retirement,vacation,andsoon).Itassistslinemanagersintheirattemptstocomplywithequalemploymentandoccupationalsafetylaws.Anditplaysanimportantrolewithrespecttogrievancesandlaborrelations.Aspartoftheseserviceactivities,theHRmanagerslanddepartment)alsocarryoutan"innovator"rolebyproviding'uptodateinformationoncurrenttrendsandnewmethodsofsolvingproblems.Forexample,thereismuchinteresttodayininstitutingreengineeringprogramsandinprovidingcareerplanningforemployees.HRmanagersstayontopofsuchtrendsandhelptheirorganizationsimplementtherequiredprograms.CooperativeLineandStaffHumanResourceManagement:AnExampleExactlywhichHRmanagementactivitiesarecarriedoutbylinemanagersandstaffmanagers?There'snosingledivisionoflineandstaffresponsibilitiesthatcouldbeappliedacrosstheboardinallorganizations.Buttoshowyouwhatsuchadivisionmightlooklike.ThisshowssomeHRresponsibilitiesoflinemanagersandstaffmanagersinfiveareas:recruitmentandselection;traininganddevelopment;compensationlaborrelations;andemployeesecurityandsafety.Forexample,intheareaofrecruitingandhiringit,sthelinemanager'sresponsibilitytospecifythequalificationsemployeesneedtofillspecificpositions.ThentheHRstafftakesover.Theydevelopsourcesofqualifiedapplicantsandconductinitialscreeninginterviews.Theyadministertheappropriatetests.Thentheyreferthebestapplicantstothesupervisor(linemanager),whointerviewsandselectstheonesheorshewants.Insummary,HRmanagementisanintegralpartofeverymanager'sjob.Whetheryou'reafirst-linesupervisor,middlemanager,orpresident,whetheryou'reaproductionmanager,salesmanager,officemanager,hospitaladministrator,countymanager(orHRmanager),gettingresultsthroughpeopleisthenameofthegame.Andtodothis,you'11needagoodworkingknowledgeofthehumanresource/personnelconceptsandtechniquesinthisbook.Tomorrow,sHRTrendslikeglobalizationandtechnologicalinnovationarechangingthewayfirmsaremanaged.Organizationstodaymustgrapplewithrevolutionarytrends,acceleratingproductandtechnologicalchange,globalizecompetition,deregulation,demographicchanges,andtrendstowardaservicesocietyandtheinformationage.Thesetrendshavechangedtheplayingfieldonwhichfirmsmustcompete.Inparticular,theyhavedramaticallyincreasedthedegreeofcompetitioninvirtuallyallindustries,whileforcingfirmstocopewithunprecedentedproductinnovationandtechnologicalchange.Inthecompaniesthathavesuccessfullyrespondedtothesechallenges,newmodesoforganizingandmanaginghaveemerged.Forexample:Thetraditional,pyramid-shapedorganizationisgivingwaytoneworganizationalforms.AtfirmslikeAT&Tthenewwayoforganizingstressescross-functionalteamsandboostinginterdepartmentalcommunications.Thereisacorrespondingde-emphasison"stickingtothechainofcommand"togetdecisionsmade.AtGeneralElectric,ChairmanJackWelchtalksoftheboundarylessorganization,inwhichemployeesdonotidentifywithseparatedepartmentsbutinsteadinteractwithwhomevertheymusttogetthejobdone.Employeesarebeingempoweredtomakemoreandmoredecisions.Expertsargueforturningthetypicalorganizationupsidedown.Theysaytoday,sorganizationshouldputthecustomerontopandemphasizethateverymovethecompanymakesshouldbetowardsatisfyingthecustomer'sneeds.Managementmustthereforeempoweritsfront-lineemployees-thefrontdeskclerksatthehotel,thecabinattendantsontheDeltaplane,andtheassemblersatSaturn.Inotherwords,employeesneedtheauthoritytorespondquicklytothecustomer'sneeds.Themainpurposeofmanagersinthis"upsidedown"organizationistoservethefront-lineemployees,toseethattheyhavewhattheyneedtodotheirjobs-andthustoservethecustomers.Flatterorganizationsarethenorm.Insteadofthepyramid-shapedorganizationwithitsseventotenormorelayersofmanagement,flatorganizationswithjustthreeorfourlevelswillprevail.Manycompanies(includingAT&TandGeneralElectric)havealreadycutthemanagementlayersfromadozentosixorfewer.Astheremainingmanagershavemorepeoplereportingtothem,theywillbelessabletomeddleintheworkoftheirsubordinates.Workitself-onthefactoryfloor,intheoffice,eveninthehotel-isincreasinglyorganizedaroundteamsandprocessesratherthanspecializedfunctions.Ontheplantfloor,aworkerwillnotjusthavethejobofinstallingthesamedoorhandleoverandoveragain.Heorshewillbelongtoamultifunctionteam,onethatmanagesitsownbudgetandcontrolsthequalityofownwork.Thebasesofpowerarechanging."Intheneworganization,“saysmanagementtheoristRosabethMossBanter,"position,title,andauthorityarenolongeradequatetoolsformanagerstorelyontogettheirjobsdone.Instead,successdependsincreasinglyontappingintosourcesofgoodideas,onfiguringoutwhosecollaborationisneededtoactonthoseideas,andonworkingwithbothtoproduceresults.Inshort,thenewmanagerialworkimpliesverydifferentwaysofobtainingandusingpower.“Managerswillnot"manage".Yesterday'smanagerknewthatthepresidentandownersofthefirmgavehimorherauthoritytocommandandcontrolsubordinates.Todaymostmanagersrealizethatrelianceonformalauthorityisincreasinglyathingofthepast.PeterDruckersaysthatmanagershavetolearntomanageipsituationswheretheydonothavecommandauthority,where“youareneithercontrollednorcontrolling".Yesterday'smanagerthinksofhimselforherselfasa"manager"or"boss";thenewmanagerincreasinglythinksofhimselforherselfasa"sponsor","teamleader",or"internalconsultant"ManagerstodaymustbuildcommitmentBuildingadaptive,customer-responsiveorganizationsmeansthatelicitingemployee'scommitmentandself-controlismoreimportantthanithaseverbeen.GE'sJackWelchputitthisway:TheonlywayIseetogetmoreproductivityisbygettingpeopleinvolvedandexcitedabouttheirjobs.Youcan'taffordtohaveanyonewalkthroughagateofafactoryorintoanofficewhoisnotgiving120%".人力資源管理的戰(zhàn)略作用———摘自.人力資源管理工作什么是人力資源管理認(rèn)識(shí)到什么是人力資源管理，首先要考慮管理人員做什么。大多數(shù)專家贊成，有五個(gè)基本職能的所有管理人員執(zhí)行的計(jì)劃、組織、人員配備、領(lǐng)導(dǎo)和控制?？傊?，這些職能表現(xiàn)了管理的過(guò)程。一些參與了每個(gè)功能的具體活動(dòng)包括：計(jì)劃：確立目標(biāo)和標(biāo)準(zhǔn)；發(fā)展規(guī)則和程序；發(fā)展計(jì)劃和預(yù)報(bào)一預(yù)言或預(yù)測(cè)未來(lái)的一些情況。組織：給每個(gè)下屬的具體任務(wù):建立部門：給下屬權(quán)力:建立權(quán)威和交流的渠道:協(xié)調(diào)下屬的工作。人員編制：決定什么類型的人應(yīng)該雇用；招募潛在雇員；選擇雇員；制定的性能標(biāo)準(zhǔn);補(bǔ)償雇員；評(píng)價(jià)性能;輔導(dǎo)員工；培訓(xùn)和發(fā)展員工。領(lǐng)導(dǎo)：讓別人來(lái)完成任務(wù)；保持士氣；激勵(lì)下屬?？刂疲涸O(shè)置標(biāo)準(zhǔn)，如銷售定額、質(zhì)量標(biāo)準(zhǔn)或生產(chǎn)水平；查看實(shí)際的執(zhí)行情況是否符合這些標(biāo)準(zhǔn)；需要時(shí)采取糾正行為。在這本書(shū)中，我們將重點(diǎn)放在其中的一個(gè)職能：人員編制、人事管理，或者（現(xiàn)在的說(shuō)法是）人力資源（HR）管理職能。人力資源管理指的是您需要進(jìn)行的人或人員方面的管理工作的做法和政策。這些包括：進(jìn)行就業(yè)分析（確定的性質(zhì)，每個(gè)員工的工作）規(guī)劃勞動(dòng)力需求和招聘職位候選人選擇應(yīng)聘者定向和培訓(xùn)新雇員管理工資和薪金（如何補(bǔ)償雇員）提供獎(jiǎng)勵(lì)和福利績(jī)效評(píng)價(jià)為什么人力資源管理的重要是面向所有管理人員為什么這些概念和技術(shù)對(duì)所有管理人員來(lái)說(shuō)是重要的？通過(guò)列舉一些管理時(shí)你不想出現(xiàn)的人為錯(cuò)誤也許就能很容易回答這個(gè)問(wèn)題。例如，你不希望：為這份工作聘請(qǐng)了錯(cuò)誤的人體驗(yàn)高營(yíng)業(yè)額發(fā)現(xiàn)您的員工沒(méi)有盡全力浪費(fèi)時(shí)間與無(wú)用會(huì)見(jiàn)因?yàn)槟愕钠缫曅孕袆?dòng)而將您的公司送上法庭根據(jù)職業(yè)安全法對(duì)您的公司指出不安全做法讓一些員工認(rèn)為，相對(duì)其他公司來(lái)說(shuō)他們的工資是不公平的允許訓(xùn)練的缺乏而破壞你部門的效率出現(xiàn)不公平的勞動(dòng)仔細(xì)研究這本書(shū)可以幫助您避免這樣的錯(cuò)誤。更重要的是，它可以幫助您確保通過(guò)其他途徑得到結(jié)果。記住，你可以使用一切作為一名管理者的權(quán)利來(lái)制定輝煌的計(jì)劃，制定明確的組織結(jié)構(gòu)圖，設(shè)立現(xiàn)代化的生產(chǎn)流水線，并使用復(fù)雜的財(cái)務(wù)管理一但作為管理者仍不能雇用錯(cuò)誤的人或者不去激勵(lì)下屬（舉例來(lái)說(shuō)）。另一方面，許多管理人員，無(wú)論總裁、經(jīng)理、主管人員或管理者，即使使用了不充分的計(jì)劃、組織或管理也獲得了成功。他們成功了，是因?yàn)樗麄冇薪o合適的人提供合適的就業(yè)機(jī)會(huì)的訣竅，并能激勵(lì)、評(píng)價(jià)和發(fā)展他們。當(dāng)你讀這本書(shū)的時(shí)候記住，得到結(jié)果是管理的底線，而且，作為一個(gè)經(jīng)理，你將通過(guò)別人來(lái)得到這些結(jié)果。就像一個(gè)公司的總裁總結(jié)的：“多年來(lái)，大家一直認(rèn)為，資金是一個(gè)發(fā)展中行業(yè)的瓶頸。我并不認(rèn)為這將長(zhǎng)期如此。、活力和熱情支持的重大項(xiàng)目因?yàn)橘Y金短缺而停工。我同樣也知進(jìn)一些行業(yè)因?yàn)椴荒芫S持一個(gè)有效率的、熱情的勞動(dòng)力而部分停止發(fā)展或發(fā)展受到阻礙，而且，我認(rèn)為這在未來(lái)會(huì)更加重要一”在我們歷史中的任何時(shí)候，這一聲明都比當(dāng)時(shí)更加真實(shí)。正如我們?cè)谀硞€(gè)瞬間可以看到，在全球競(jìng)爭(zhēng)的加強(qiáng)、管理的放松和技術(shù)的進(jìn)步引發(fā)的雪崩般的變化面前，，未來(lái)將屬于那些最能面對(duì)管理變革的管理者;而面對(duì)管理變革，他們必須有就像他們自己擁有這個(gè)公司一樣對(duì)自己的工作充滿責(zé)任心的員工。在這本書(shū)中我們會(huì)看到，在更好地應(yīng)對(duì)管理變革、促使雇員效忠本公司中，人力資源的管理和政策扮演著一個(gè)至關(guān)重要的角色。.人力資源管理的項(xiàng)目管理和職員管理方面所有管理人員，從某種意義上說(shuō)，人力資源管理人員，都要參與諸如招聘、面試、選拔和培訓(xùn)的活動(dòng)。然而，多數(shù)企業(yè)也有人力資源部和自己的人力資源管理人員。人力資源管理者和他或她的工作人員涉及到“項(xiàng)目”管理人員的人力資源職責(zé)時(shí)怎樣執(zhí)行這份職責(zé)？讓我們來(lái)回答這個(gè)問(wèn)題，通過(guò)一個(gè)簡(jiǎn)短的相對(duì)職員管理人員的項(xiàng)目管理人員的權(quán)威的定義。相對(duì)職員管理人員的項(xiàng)目管理人員的權(quán)威權(quán)威就是做出決定、引導(dǎo)他人的工作、并下達(dá)命令的權(quán)利。在管理方面，我們通常要區(qū)分各級(jí)管理的權(quán)力和工作人員的權(quán)力。項(xiàng)目管理人員有權(quán)直接管理下屬的工作，他們一直是某些人的老板。此外，項(xiàng)目管理人員負(fù)責(zé)完成本組織的基本目標(biāo)（例如，。他們還有權(quán)直接管理其下屬的工作。）另一方面，職員管理人員被授權(quán)在實(shí)現(xiàn)這些基本目標(biāo)時(shí)給項(xiàng)目管理人員提供協(xié)助和意見(jiàn)。人力資源管理人員是一般的職員管理人員。他們負(fù)責(zé)在招聘、雇用和賠償領(lǐng)域給項(xiàng)目管理人員提供意見(jiàn)（例如為生產(chǎn)、銷售提供的那些）。項(xiàng)目管理人員的人力資源管理職責(zé)據(jù)一位專家說(shuō)，對(duì)人員的直接管理是，并且一直都是，每個(gè)項(xiàng)目管理人員的職責(zé)的主要組成部分，從總裁到最低一級(jí)的主管。例如，一個(gè)公司將其項(xiàng)目管理者進(jìn)行有效的人力資源管理的職責(zé)概述如下：向合適的人提供合適的工作在組織中培養(yǎng)新的員工（有方向性的）為那些對(duì)他們來(lái)說(shuō)是嶄新的工作來(lái)培訓(xùn)員工提高每個(gè)人的工作業(yè)績(jī)?yōu)轫樌墓ぷ麝P(guān)系獲得創(chuàng)造性的合作和發(fā)展解讀S公司的政策和程序勞動(dòng)力成本控制每個(gè)人發(fā)展中的能力創(chuàng)建和維護(hù)部門的士氣保護(hù)員工的健康和身體狀況在小組織中，項(xiàng)目管理人員可以進(jìn)行所有這些無(wú)用的人員職責(zé)。但是，隨著組織的成長(zhǎng)，他們需要對(duì)一個(gè)獨(dú)立的人力資源職員的協(xié)助、專業(yè)知識(shí)和建議。人力資源部門的人力資源管理職責(zé)人力資源處提供這種專門的協(xié)助。在這樣做時(shí)，人力資源管理人員有三個(gè)不同的職能：項(xiàng)目職能。首先，人力資源管理人員通過(guò)指揮在他或她自己的部門和服務(wù)領(lǐng)域（如工廠食堂）里的人的活動(dòng)來(lái)執(zhí)行項(xiàng)目職能。換言之，他或她使用人事部門里的項(xiàng)目權(quán)利。人力資源管理人員也有可能施加默認(rèn)的授權(quán)。，人力資源管理人員的“建議”往往被視為“上層的要求。這就意味著權(quán)力比因人力資源/人事問(wèn)題而困擾的管理人員更有分量。協(xié)調(diào)職能。人力資源管理人員，也可稱作職員活動(dòng)的協(xié)調(diào)員，有著往往被稱為功能控制的責(zé)任。作為高層管理人員的“右臂”的人力資源管理人員和部門要確保那些己被項(xiàng)目管理人員批準(zhǔn)并通過(guò)了的（例如，關(guān)于職業(yè)安全和健康的）人力資源的管理目標(biāo)、政策和程序。職員（服務(wù)）職能。服務(wù)和協(xié)助項(xiàng)目管理人員是人力資源管理者工作中的“面包和奶油”。例如，人力資源協(xié)助雇用、培訓(xùn)、評(píng)價(jià)、獎(jiǎng)勵(lì)、輔導(dǎo)、推