MBA留学生论文代写节选-战略人力资源管理（SHRM）的重要性，本文是一篇MBA留学生毕业论文的节选部分，主要内容是分析战略人力资源管理在组织中的重要性：根据作者在讲座期间的理解，人力资源管理战略是组织中人员管理方式的核心理念，并将其转化为人力资源政策和实践。为了有效，需要整合政策和实践，使其成为一个连贯的整体，与业务或组织战略相结合。以下是这篇MBA留学生论文的节选内容，供参考。
The importance of Strategic Human Resource Management in organization: According to my understanding during the lecture period Human Resource Management Strategy as a central philosophy of the way that people in the organization are managed and the translation of this into HR policies and practices. To be affective, policies and practices need to be integrated so that they make a coherent whole that is integrated with the business or organizational strategy (Torrington and Hall)
Strategic Human Resource Management is the vital factor for an organization to achieve its strategic goals as it has increased in importance since 1980’s by considering the following factors which are discussed below:
战略人力资源管理是一个组织实现其战略目标的关键因素，因为自20世纪80年代以来，通过考虑以下因素，战略人力资源的重要性不断提高：
Globalization is the current phenomenon of the world which has integrated all the business environments under one umbrella where Strategic Human Resource Management in only way to show the business what is the actual goals of that business. By its activities business organization can overcome global needs as SHRM learns organizations to sort out what is their positions and where they want to go in global business arena.
全球化是当今世界的一种现象，它将所有的商业环境整合在一个保护伞下，战略人力资源管理是向企业展示企业实际目标的唯一方式。通过其活动，企业组织可以克服全球需求，因为SHRM学习组织如何确定其在全球商业领域中的地位和目标。
Government rules and regulations which are the important issues for organizations, because it affects the organizations, business activities, through its own policy and procedures. An organization which can be overcome these issues through its strategic Human Resource policy, because organizations prepare its staffs, employees, stakeholders to be aware regarding these issues and do accordingly.
政府规章制度是组织的重要问题，因为它通过其自身的政策和程序影响组织的业务活动。一个能够通过其战略人力资源政策克服这些问题的组织，因为组织使其员工、员工和利益相关者意识到这些问题，并采取相应措施。
Knowledge and research based activities have impacted the organization dramatically in today’s world, where Strategic Human Resource management helps the organization to nursing their Human Resource management accurately as well as make ready them to overcome future goals.
在当今世界，基于知识和研究的活动对组织产生了巨大的影响，战略人力资源管理帮助组织准确地管理人力资源管理，并为他们克服未来目标做好准备。
Labour unions which is the combined activities of Labours in the business that has affected the business strategic activities vigorously, but in this place, Strategic Human Resource Management gives treatments to them to be proactive and taking initiatives regarding labour’s demand and benefits which help the organization to meet up the staffs problems.
工会是企业中工人的联合活动，对企业战略活动产生了积极影响，但在这一点上，战略人力资源管理给予了他们积极主动的对待，并就劳工的需求和福利采取主动，帮助组织解决员工问题。
1.2 The purpose and contribution of Strategic Human Resource Management activities in an organization: Case Study ASDA 组织中战略人力资源管理活动的目的和贡献：案例研究ASDA
is one of the reputed retailer companies of WAL-MART which was formed in 1965 by a group of farmers from Yorkshire and its activities are still mainly based in the north of Britain. It expanded south in 70’s and 80’s , in 1989 buying rival change Gateways Superstores which is offering shoppers everything from Frank furthers to Diamond rings. ASDA is the second largest food seller that operates 370 stores from where primarily sell groceries and apparel, also the stores which are situated in different parts of the UK sell CDs, books, DVD’s, House wear financial services, take away meal etc.
ASDA是沃尔玛著名的零售商公司之一，该公司由一群来自约克郡的农民于1965年成立，其业务仍主要位于英国北部。它在70年代和80年代向南扩张，1989年收购了竞争对手change Gateways超市，该超市为购物者提供从Frank Futures到钻石戒指的一切。ASDA是第二大食品销售商，经营370家商店，主要销售食品杂货和服装，位于英国不同地区的商店也销售CD、书籍、DVD、家装金融服务、外卖餐等。
The Strategic Human Resource Management of ASDA which has developed its overall activities, because every year ASDA recruits 10,000 workers, 10,000 permanent staffs to work as little as 10 weeks a year. ASDA always targeted people over 50 and it has already employed 22,000 people aged over 50. For managing their SHRM ASDA’s employees trainings is the highest in the market. Every year they recruit fresh trainee employee to build a proactive team for the management.
ASDA的战略人力资源管理已经发展了其整体活动，因为ASDA每年招聘10000名员工，10000名长期员工，每年只工作10周。ASDA一直以50岁以上的人群为目标，已经雇佣了22000名50岁以上员工。为了管理他们的SHRM，ASDA的员工培训是市场上最高的。每年他们都会招募新的实习员工，为管理层建立一个积极主动的团队。
As the part of SHRM management ASDA follows following structures of management: 作为SHRM管理的一部分，ASDA遵循以下管理结构
ASDA
Corporate level Business level Operational level 公司层面、业务层面、运营层面
Board of Directors All regional managers Line managers 董事会、所有区域经理、直线经理
Chief executive officer(CEO) Line Supervisors etc. 首席执行官（CEO）、直线主管等
Country Directors 地区总监
Chairman 主席
Chief Financial Officer (CFO) 首席财务官
Chief Technical Officer(CTO) 首席技术官
Divisional Head 部门主管
By this structure ASDA monitored and supervised all the activities while they ensure the power and position of that structure by its unique policy. For managing Strategic Human Resource Management ASDA assists organization to meet the needs of their employees in the best way they can, so that company goals can be promoted. It also managing people proactively, because it requires planning ways for ASDA to meet the needs of its employees, thinking ahead and also helping the employees to meet the needs of the organization. This process changes the outlook and affects the way things are done at this business site, in others words it help to integrate modern ideas and models into the traditional Human Resource practices to come up with better solutions which not only benefit the employees, but the organization. It helps the organization from the hiring of employees, to the training
通过这种结构，ASDA监控和监督所有活动，同时通过其独特的政策确保该结构的权力和地位。在战略人力资源管理方面，ASDA协助组织以最佳方式满足员工的需求，从而促进公司目标的实现。它还积极主动地管理人员，因为它需要规划ASDA满足其员工需求的方式，提前思考并帮助员工满足组织的需求。这一过程改变了公司的前景，影响了公司的工作方式。换句话说，它有助于将现代理念和模式融入传统的人力资源实践，从而提出更好的解决方案，不仅有利于员工，也有利于组织。它帮助组织从雇佣员工到培训
For proper employee management by ASDA it has affected the organization significantly, because ASDA be aware about the employees career and development resulting reducing time frame of recruitment and selection process, retention staff in the organization, creates the productivity of the employee by developing training programs. It also arranges career programs for the employee which builds the employees loyalty towards ASDA which gives them unique efforts to fight with competitors in the market.
对于ASDA适当的员工管理，它对组织产生了重大影响，因为ASDA了解员工的职业和发展，从而缩短了招聘和选拔过程的时间框架，在组织中保留员工，通过制定培训计划提高员工的生产力。它还为员工安排职业计划，建立员工对ASDA的忠诚度，使他们在与市场竞争对手的竞争中做出独特的努力。
Strategic Human Resource Management is the process of Human resource Management for a long period of time which helps organization to achieve its long term goals. As a part of these activities ASDA maintains high standard of Human Resource Management through its unfair and competitive employees selection, motivation and training which given ASDA to be almost a market leader in the UK super market. It has established companies overall growth, revenue and satisfaction of stakeholders. (According to my understanding during the class period)
战略人力资源管理是长期人力资源管理的过程，有助于组织实现其长期目标。作为这些活动的一部分，ASDA通过其不公平和竞争性的员工选择、激励和培训保持了高标准的人力资源管理，这使ASDA几乎成为英国超级市场的市场领导者。它确立了公司的整体增长、收入和利益相关者的满意度。
From the ASDA business site it is viewed that it has announced plans to create 9000 jobs in the UK through a mixture of new stores (20+new stores + extensions to existing stores), product range extensions in terms of non-food selling space named ‘ASDA living’ and others business expansion like home shopping, online shopping via-ASDA direct.
从ASDA商业网站上可以看到，该公司已宣布计划通过新店（20多家新店+现有店的扩展）、非食品销售空间方面的产品范围扩展（名为“ASDA living”）和其他业务扩展，如家庭购物、通过ASDA direct的在线购物，在英国创造9000个就业机会。
It sounds like an ambitious growth plan, although ASDA needs to keep growing quickly just to maintain its relative market share, where ASDA planed 179000 employees employ in the year
这听起来像是一个雄心勃勃的增长计划，尽管ASDA需要保持快速增长，以保持其相对市场份额，ASDA计划今年雇佣179000名员工
President and CEO of Wal-Mart International, Dong McMillan thanked Andy Clarke for his leadership role in the development of the ASDA business during his times as president and CEO and in other roles during his 16 year career at the retailer ”I am extremely proud of the management team at ASDA and the contribution that each of our nearly 170,000 colleagues makes every to serve our customer. We are very well positioned to continue to win in the UK market”
沃尔玛国际总裁兼首席执行官董麦克米兰感谢安迪·克拉克在其担任总裁和首席执行官期间以及在其16年的零售职业生涯中在ASDA业务发展中发挥的领导作用。“我为ASDA的管理团队以及我们近17万名同事为服务客户所做的贡献感到非常自豪。“我们处于非常有利的位置，可以继续在英国市场上取胜。”
From the discussion above it has been found that ASDA has been serve the customer promptly through their proactive management team which has impacted ASDA to improve its business growth revenue which attracts stakeholders such as employees, customers, suppliers, government, local community and competitors etc. Nowadays ASDA stakeholders feel confident as they invest as they could. Therefore, as a global company ASDA which is maintain its SHRM policies resulting to achieve overall growth of its business.
从以上讨论中可以发现，ASDA通过其积极主动的管理团队迅速为客户服务，这影响了ASDA提高其业务增长收入，吸引了利益相关者，如员工、客户、供应商、政府、当地社区和竞争对手等。如今，ASDA利益相关者在尽可能投资时感到自信。因此，作为一家全球性公司，ASDA将维持其SHRM政策，从而实现其业务的整体增长。
Conclusion 结论
As a part of HRM development ASDA has been taking more initiatives in its operation, because every year ASDA recruited highly educated trainee officer in their organization. As well as they arranges graduate programmes for hunting talents to their organization. Moreover, they provide training for improving the skills of employees and prepared them to perform duties for next designation. There are so many others programs which has been conducted by ASDA such as communication with all levels of employees, stakeholders etc. Therefore, the HRM management of ASDA has got success in its operation by which organization achieves its strategic goals.
作为人力资源管理发展的一部分，ASDA在其运作中采取了更多的主动行动，因为ASDA每年都在其组织中招聘受过高等教育的受训人员。此外，他们还安排研究生课程，为组织寻找人才。此外，他们还提供培训，以提高员工的技能，并为他们履行下一次任命的职责做好准备。ASDA还开展了许多其他项目，如与各级员工、利益相关者的沟通等。因此，ASDA的人力资源管理在其运营中取得了成功，组织通过这些项目实现了其战略目标。
Human Resource Planning 人力资源规划
2.1 The business factors that underpin human resource planning and the human resource requirements in an organization:支持组织人力资源规划和人力资源需求的业务因素
Tesco is considered as one of the Britain’s biggest and most profitable super market chain and according to the website of Tesco which states that “is the darling-of the City”.
特易购被认为是英国最大和最有利可图的超级连锁超市之一，据特易购网站称，该网站称“是城市的宠儿”。
Tesco PLC which is an overseas retailer that principal activity is retailing and associated activities in the UK, China, Czech Republic, Hungary, the republic of Ireland, India, Japan, Malaysia, Poland etc.
特易购股份有限公司是一家海外零售商，其主要业务是在英国、中国、捷克共和国、匈牙利、爱尔兰共和国、印度、日本、马来西亚、波兰等国开展零售和相关活动。
The main activity of the company is that of retailing, retailing service and financial services, retailing services which includes the company’s online shopping channels, Tesco.com, Tesco.direct, Tesco personal finance (TPF) and dunhumby which is consumer research business.
公司的主要业务是零售、零售服务和金融服务，零售服务包括公司的在线购物渠道特易购。Tesco.com,Tesco.direct、特易购个人金融（TPF）和dunhumby，后者是消费者研究业务。
Tesco is 2nd largest super market in Europe and 4th largest in the World operates 2318 stores in twelve countries around the world and employs 326,000 people. According to Terry Lehy Tesco is market leader in six out of twelve countries it operates in with its largest stores not in Bristol or Birmingham but in Budapest. It operates 1878 stores in the UK, 261 stores in Europe and 179 stores across Asia and plans to open 184 stores worldwide over the next year.
乐购是欧洲第二大超市，全球第四大超市，在全球12个国家拥有2318家门店，员工32.6万人。据特里·莱希称，特易购在其运营的12个国家中有6个国家是市场领导者，其最大的门店不在布里斯托尔或伯明翰，而是在布达佩斯。该公司在英国拥有1878家门店，在欧洲拥有261家门店，并在亚洲拥有179家门店。该公司计划明年在全球开设184家门店。
Recently Tesco has started business in petroleum named Tesco petroleum as well as it operates Tesco finance and Tesco CNG conversion. Every Tesco involve with so many accusation, joint venture, merger etc. locally and internally. As a part of these expansion activities Tesco maintains high standard of quality staff that have facilitated Tesco to operate its business successfully. However, the business factors that underpins the Human Resource of Tesco which are given below:
最近，特易购开始了名为特易购石油的石油业务，并经营特易购金融和特易购CNG转换。每一家特易购在本地和内部都涉及到许多指控、合资、合并等。作为这些扩张活动的一部分，特易购拥有高标准的高质量员工，帮助特易购成功运营其业务。然而，支撑特易购人力资源的业务因素如下：
Human Resource planning is the term use to describe how companies ensure that their staffs are the right staff to do the jobs. Sub topics include planning for staff retention, planning for candidate search, training and skills analysis and much more.
Tesco has to consider some external factors such as supply and demand, labour market, image/goodwill, PESTEL, unemployment rate, housing, childcare, competitors, spouse/partner career, location etc. and internal factors such as recruitment policy, HR planning, size of the farm, cost of recruitment, travel time, recognition, temporary part time employees, work culture, growth and expansion, timeliness.
人力资源规划是一个术语，用于描述公司如何确保其员工能够胜任工作。子主题包括员工保留计划、候选人搜索计划、培训和技能分析等。 特易购必须考虑一些外部因素，如供需、劳动力市场、形象/商誉、PESTEL、失业率、住房、育儿、竞争对手、配偶/伴侣职业、地点等，以及内部因素，如招聘政策、人力资源规划、农场规模、招聘成本、旅行时间、认可度、临时兼职员工、工作文化、增长和扩张，及时性。
All part of these factors influence the Tesco in case of expanding its business locally and globally, but Human Resource management overtake these factors by its unique features such as training, motivating, recruiting, learning, coaching etc.
World is changing rapidly, where all the business organization has come to the global umbrella. Every year Tesco has to do so many accusation, mergers and joint ventures all over the world to fulfil the global needs of customers, but for these expanded business activities it requires thousands and thousands skilled employees who have proper local and global knowledge to handle the business swiftly.
所有这些因素都会影响特易购在当地和全球扩张业务的情况，但人力资源管理因其独特的特点而超越这些因素，如培训、激励、招聘、学习、辅导等。世界正在迅速变化，所有的商业组织都在全球范围内。每年，特易购都要在世界各地进行大量的指控、合并和合资企业，以满足客户的全球需求，但对于这些扩大的业务活动，它需要成千上万拥有适当本地和全球知识的熟练员工来迅速处理业务。
For example, recently Tesco has started its operation in Asian countries while it requires some skilled people who have local knowledge of Asia, in terms of Asian Language, religion, culture, political and ethical matter. There also need a country director who has capability to lead the business in Asia with his strong hand. He must be well-known about Asian labour market, culture, political and legal situation as well as he should be capable enough to understand language of every people of that country. Manpower is the vital factor for Tesco to operate its business in Asia as it wants to penetrate the whole Asian market chronologically within next couple of years. As part of its activities they should be required to reserve some staffs to employ them in proper expansion. Furthermore, they should be needed for hiring some skilled employees from local organization to overcome competitive market in that environment. Tesco also should be considered employ some local employees by lower cost where they could be given the company better opportunity.
例如，最近，特易购开始在亚洲国家开展业务，但它需要一些在亚洲语言、宗教、文化、政治和道德问题方面具有当地知识的熟练人员。此外，还需要一名国家主管，他有能力以自己的强势领导亚洲业务。他必须熟悉亚洲的劳动力市场、文化、政治和法律状况，并有足够的能力理解该国每个人的语言。人力是特易购在亚洲开展业务的关键因素，因为特易购希望在未来几年内按时间顺序渗透整个亚洲市场。作为其活动的一部分，应要求他们保留一些员工，以便在适当的扩张中雇用他们。此外，他们还需要从当地组织雇佣一些技术熟练的员工，以克服该环境中的竞争市场。特易购还应考虑以较低的成本雇佣一些当地员工，以便为公司提供更好的机会。
Expansion the business outlets which is the continuous process of ASDA as it tries to increase its outlets locally and globally every year, but for expanding its business HRM is the vital issue, because it ensures the overall expansion activities. As a part of that activities ASDA would be required to take following initiatives:
扩大营业网点是ASDA的持续过程，因为ASDA每年都试图在本地和全球增加营业网点，但对于扩大其业务而言，人力资源管理是至关重要的问题，因为它确保了整体扩张活动。作为这些活动的一部分，ASDA将需要采取以下举措：
Recruiting highly educated employees as a fresh trainee officer.招聘受过高等教育的员工作为新的实习官员
Hiring highly experienced employees from others similar organization.从其他类似组织雇佣经验丰富的员工
Recruiting staff to adapt with new environment.招聘员工以适应新环境
Giving promotions to tolerate the new business outlets.提供促销以容忍新的商业网点
Recruiting highly experience CEO or Country Director specially for global expansion.招聘经验丰富的首席执行官或国家总监，专门负责全球扩张
Therefore, the requirement of Human Resource is very important issue for Tesco to expand its business locally and globally. So, it should be aware about HR management through proper selection, recruiting, motivation, communications, trainings etc.
Development of a human resource plan and its contribution on the meeting of organizations objectives as well as purpose of human resource management policies and impact of regulatory requirements on this policies in organization
因此，人力资源需求是特易购在本地和全球拓展业务的一个非常重要的问题。因此，它应该通过适当的选择、招聘、激励、沟通、培训等方式了解人力资源管理。人力资源计划的制定及其对实现组织目标的贡献，以及人力资源管理政策的目的，以及监管要求对组织中该政策的影响
Human Resource development plan for an organization is the important issue to on how the organizations are managing their activities well in the market, this includes following steps: 一个组织的人力资源开发计划是一个重要问题，以了解该组织如何在市场上管理好其活动，这包括以下步骤：
Job analysis which identifies a job regarding specific roles and responsibilities and abilities, skills, qualifications need to perform the jobs successfully.工作分析，它确定了一项工作的具体角色和职责，以及成功完成工作所需的能力、技能和资格。
Human Resource planning which is the initiative through which an organization tries to ensure right number of qualified people in the right jobs at the right times.人力资源规划是一个组织试图确保在适当的时间在适当的岗位上有适当数量的合格人员的举措。
Employee recruitment that is the way for seeking and attracting a pool of applicants from which qualified candidates can be selected for the organizations against of that job vacancy.员工招聘是寻找和吸引一批申请人的一种方式，从中可以为该职位空缺的组织选择合格的候选人。
Employees selections which involves offer the employee for recruitments from the available candidates applied for this job.
员工选择，包括从申请该职位的可用候选人中为员工提供招聘。
Performance appraisal that is associated with identifying how well employees are performing their jobs, communicating that information to the employees and taking initiative for measurement their performance by their activities, i.e. arranging promotion for good performance.
Training and development which help employees learn how to perform their jobs, improve their performance and prepare themselves for more senior positions.
Career planning and development by which organization identifies employees career goals, possible future job opportunities and personal improvement by which it is ensured qualified employees are available when needed.
Employee motivation which is the vital factor for any organization which focuses to make employees productive and lower rates of absenteeism and turnover.
绩效评估与确定员工工作表现如何、向员工传达该信息以及主动通过其活动衡量其绩效相关，即安排晋升以获得良好绩效。
培训和发展，帮助员工学习如何履行职责，提高绩效，并为更高级职位做好准备。
职业规划和发展，组织通过它确定员工的职业目标、未来可能的工作机会和个人改进，确保在需要时提供合格的员工。
员工激励是任何致力于提高员工生产力、降低缺勤率和离职率的组织的关键因素。
Every year Tesco collects so many bi-data from different sources from qualified applicant from which they select some people for recruitments. After recruiting they arrange training for fit themselves for their assign jobs. They also motivate staff by giving incentives, bonus, refreshment leave for motivation of employees, resulting a good employees structure for Tesco to implement its strategic goals.
每年，特易购都会从合格的申请人那里收集来自不同来源的大量bi数据，从中挑选一些人进行招聘。招聘后，他们安排培训，以适应分配的工作。他们还通过奖励、奖金、茶点假来激励员工，从而为特易购实现其战略目标提供了良好的员工结构。
Human Resource plan for an organization is the curse of action by which organization can manage its Human Resources efficiently and effectively by which achieve the organizations objectives. The role of Human Resource functions is explained by the key objectives to be achieved. The following diagram shows the role of Human Resources which is helped to organizational objectives.
一个组织的人力资源计划是一个行动的诅咒，通过它，组织可以有效地管理人力资源，实现组织的目标。人力资源职能的作用由要实现的关键目标来解释。下图显示了有助于实现组织目标的人力资源的作用。
Human resource plan can be contributed the organization for meeting its objectives by following ways: 人力资源计划可以通过以下方式帮助组织实现其目标：
It strengthens human resource structures which helps organization to utilize all of the efforts of human resource into the organization resulting to achieve strategic goals.
它加强了人力资源结构，有助于组织利用人力资源在组织中的所有努力，从而实现战略目标。
It keeps balance between management of employees & management of financial resources which brings results for the organization.
它在员工管理和财务资源管理之间保持平衡，为组织带来成果。
It helps organization to create skilled employment by which organization could expand its business locally & globally.
These activities help organization to involving acquisition, merger & joint venture etc. in the own country as well as for operating business in the international countries.
它有助于组织创造技术就业机会，使组织能够在本地和全球范围内扩展业务。
这些活动有助于组织在本国进行收购、合并和合资等，以及在国际国家开展业务。
It ensures good practices for employees employment policies such as promotions, retention, rewards, punishments, health & safety rules & regulations which ensure the loyalty of employees towards the organization resulting to achieve organizational goals by these joint efforts.
它确保员工雇佣政策的良好实践，如晋升、留任、奖励、惩罚、健康和安全规则和条例，确保员工对组织的忠诚，从而通过这些共同努力实现组织目标。
Tesco, making a human resource plan to set up a highly skilled person in the branch as a manager by whom it monitored & implemented all of the activities in the operations levels. As a result, a lot of outlets which are giving service to customers resulting to achieve good turnovers which make sure the overall goals of tesco.
特易购正在制定一项人力资源计划，在分公司设立一名高技能人员作为经理，负责监督和实施运营层面的所有活动。因此，许多为客户提供服务的门店实现了良好的营业额，从而确保了特易购的总体目标。
Purpose of human resource management policies in the organization is important factors that ensures the right, rules & regulations of employees for doing works in the organization.
组织人力资源管理政策的目的是确保员工在组织内工作的权利、规则和条例的重要因素。
Impact of regulatory requirements on human resource policies confirms the right of employees & employers. These policies focus to ensure the best practices of human resource management & achieve organizational goals by employing them. Human resource policies revive all the rights of employees by which the inspire to invest all of the merits & talents to the organization resulting to achieve of company’s long term goals. These policies include getting best employees in the company paying employees all benefits , ensuring training, ensuring compliance to regulation, implement fair, safe & equitable work environments, sustaining its performing employees & non- profit human resources.
监管要求对人力资源政策的影响确认了员工和雇主的权利。这些政策的重点是确保人力资源管理的最佳实践，并通过使用这些最佳实践实现组织目标。人力资源政策恢复了员工的所有权利，激励员工将所有优点和人才投入到组织中，从而实现公司的长期目标。这些政策包括获得公司最佳员工，向员工支付所有福利，确保培训，确保遵守法规，实施公平、安全和公平的工作环境，维持其表现良好的员工和非营利人力资源。
All the policies mentioned above have unique features of its own by which organization can implement all of its strategic goals.
For example, Tesco, the largest superstore in UK which is assuring high standard products & services for customers through its performing team members while it reserves some rights for employees in the organization which has been sustained each employee management. According to part of that policies, Tesco maintains minimum national wages for employees, fixing up highly pay rates for its skilled employees where the arrange some training programmes, graduate programme, motivation, coaching, face to face discussion which has built its to make relationship with its employees. It also always aware about the health & safety policies of its employees as it ensures some free medical treatment, health & hygiene training for its employees for ensuring these policies. Tesco nowadays sustainable situation on human resource management. For proper human resource management gives Tesco power to bargain with customers, compete with rivals in price war, making bondage with its stake holders.
上述所有政策都有其独特的特点，组织可以通过这些特点实现其所有战略目标。
例如，英国最大的超市特易购通过其表现出色的团队成员确保为客户提供高标准的产品和服务，同时为组织中的员工保留一些权利，这些权利一直由每位员工管理层维持。根据该政策的一部分，特易购维持员工的最低国家工资，为其技术熟练的员工制定高工资率，安排一些培训课程、研究生课程、激励、辅导、面对面讨论，建立了与员工的关系。它还始终了解其员工的健康和安全政策，因为它确保为其员工提供一些免费医疗、健康和卫生培训，以确保这些政策。乐购人力资源管理的可持续发展现状。因为适当的人力资源管理使特易购有权与客户讨价还价，在价格战中与竞争对手竞争，并与利益相关者捆绑在一起。
In an organization regulatory policies ensure discipline of organization because it limits it into its system as well as employees in their organizational activities. More over into increases the loyalties of employees towards employers resulting to achieve organizational goals. Furthermore, it teaches employees to be motivated, dedicative, energetic into their duties as well as ensures their present lives, future lives & family lives easier & happy. The important matter to consider that these factors protected everyone in the organizations from the discriminations in terms of age, sex, ethnic groups, dis ability etc. while it ensures equal opportunities for all levels of employees & making good relationship between employer & employees.
在一个组织中，监管政策确保了组织的纪律性，因为它限制了组织的系统以及员工的组织活动。此外，还增加了员工对雇主的忠诚度，从而实现组织目标。此外，它还教导员工积极、敬业、精力充沛地履行职责，并确保他们现在的生活、未来的生活和家庭生活更轻松、幸福。需要考虑的重要事项是，这些因素保护组织中的每个人免受年龄、性别、种族、残疾等方面的歧视，同时确保各级员工的平等机会，并在雇主和员工之间建立良好关系。
For example-When Tesco recruits people the meets these regulatory factors in their recruitment process as they make criteria for those people who are vulnerable for our society such as dis able, ethnic groups as well as they prioritize all levels of employees with their equal opportunities policies. In Tesco superstore who is working they do not know what is their origin of country, but they only know that they are the members of Tesco team which makes it very confident towards its staff management.
例如，当特易购招聘人员时，他们在招聘过程中满足这些监管因素，因为他们为社会弱势群体制定了标准，如残疾人、族裔群体，并以平等机会政策优先考虑所有级别的员工。在特易购超市工作的人不知道他们来自哪个国家，但他们只知道他们是特易购团队的成员，这使他们对员工管理非常有信心。
Reviewing Human Resource Management 审查人力资源管理
4.1,4.2,4.3 : Impact of Organizational structure, culture and effectiveness on Human Resource Management: Organizational structure and Human Resource Management practices are two special factors involved in corporate entrepreneurship which achieve organizational goals. By selecting and implementing the appropriate structure and practices, Human Resource professional can systematically foster and facilities innovation and entrepreneurship within the organization. The more that new and different entrepreneurial activities are needed, the more that complete structural arrangement as well as policy and procedures flexibility are needed.
组织结构、文化和有效性对人力资源管理的影响：组织结构和人力资源管理实践是实现组织目标的企业创业所涉及的两个特殊因素。通过选择和实施适当的结构和实践，人力资源专业人员可以系统地促进和促进组织内的创新和创业。越需要新的和不同的创业活动，就越需要完整的结构安排以及政策和程序的灵活性。
Proper organization structure is important for company to function effectively. Communicating clear paths of responsibility is key for a company to meet the needs the future growth as well as help in streaming the organization. The following diagram which shows the organizational structure for a company.
适当的组织结构对公司有效运作至关重要。沟通明确的责任路径是公司满足未来发展需求的关键，也有助于组织的流动。下图显示了公司的组织结构。
There are some important points which are essential for the structure of an organization which is given below: 以下是一些对组织结构至关重要的要点：
Organizational Chart: Organizational chart which is the ideal manner for mapping the organization. It is an instrument for assessing personnel and managing the work force effectively. An organization which needs to visualize the company’s structure in order to find out the role of each employee plays in the Human Resource chain.
组织结构图：组织结构图是映射组织的理想方式。它是评估人员和有效管理劳动力的工具。一个需要可视化公司结构的组织，以了解每个员工在人力资源链中所扮演的角色。
Human Resource Software: Human Resource Software which assist management of Human Resources to take decisions for the following matter: 人力资源软件：协助人力资源管理层就以下事项作出决定的人力资源软件：
Succession Planning 继任规划
Organizational development 组织发展
Human Resource management 人力资源管理
Corporate re-organization 公司重组
Efficient management of resources.资源的有效管理
An organizational chart is specialized tool used by Human Resources professionals to be able to get a solid picture of the organization. An organizational chart is generally deployed in situation when management wants to identify areas throughout the enterprise that present opportunities for downscaling also known as down sighing.
组织结构图是人力资源专业人员使用的一种专门工具，可以获得组织的详细情况。组织结构图通常是在管理层希望确定整个企业中存在缩小规模机会的领域时部署的，也被称为低声叹息。
Organizational culture is the workplace environment formulated from the interaction of the employees in the work environment. It is defined by all of the life experiences, strengths, weakness, education, up-bringing and so forth of the employees, while executive leaders play a great role in defining organizational culture by their actions and leadership, all employees contribute to the organizational culture.
组织文化是由员工在工作环境中的互动形成的工作环境。它由员工的所有生活经历、优势、劣势、教育、成长等来定义，而执行领导在通过他们的行动和领导力定义组织文化方面发挥着重要作用，所有员工都为组织文化做出了贡献。
Organizational culture and its environment factors in which organization exist determines the way of managing the organization(Saffold,1988:547).The relationship between Organisational Culture and Human Resources practices can be explained as follows:
组织文化及其环境因素决定了组织的管理方式。组织文化与人力资源实践之间的关系可以解释如下：
When the member of organization i.e. employees, understand and internationalized the organizational culture which can be said as the way things are done around here, it will enable for employee to choose strategy and behaviour that fit with their personality as well as with the main routines of organization activities.
当组织成员（即员工）理解组织文化并将其国际化时，可以说组织文化就是这里的工作方式，这将使员工能够选择符合其个性以及组织活动主要常规的战略和行为。
Human Resource Management policies which directly influence and are influenced by Corporate Culture, also significantly impact supply chain members. That is, Human Resource decisions are important because when firms hire personnel that meld with their company culture, these actions enhance shared social knowledge and increase consistency between employee and firm goals (Wilkens &Ouchi 1983), shared social knowledge guides employees in making the right decision when confronted with novel situation(Weitz and Jap 1995).
直接影响并受企业文化影响的人力资源管理政策也对供应链成员产生重大影响。也就是说，人力资源决策非常重要，因为当公司雇佣与公司文化相融合的人员时，这些行为会增强共享的社会知识，并提高员工和公司目标之间的一致性，共享的社会知识会指导员工在面对新情况时做出正确的决策。
Organizational effectiveness depends on having the right people in the right jobs at the right time to meet rapidly changing organizational requirements. Right people can be obtained by reforming the role of Human Resource function.
组织有效性取决于在合适的时间让合适的人从事合适的工作，以满足快速变化的组织需求。通过改革人力资源职能的角色，可以获得合适的人。
According to Bratton, J&Gold.J(2003),Human Resource Management is defined as a Strategic approach to managing employment relations which emphasizes that leveraging peoples’ capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices.
According to this definition there is seen that Human Resource management should not merely handle recruitment, pay and discharging, but also should maximize the use of an organization human Resources in a most strategic levels.
据J&Gold的Bratton称，人力资源管理被定义为一种管理就业关系的战略方法，强调利用人民的能力是实现可持续竞争优势的关键，这是通过一套独特的综合就业政策、方案和做法实现的。
根据这一定义，人力资源管理不仅应处理招聘、薪酬和解雇，还应在最具战略性的层面上最大限度地利用组织的人力资源。
Stuffing, training, compensation and performance management are basically important tools in the Human resources practices that shape the organizations role in satisfying the needs of its stakeholders. Team work among lower levels of staff and the management should be created and maintained to assisting various angles that would deem necessary in eliminating, communication breakdown and foster better relationship among workers. The management should emphasize a good corporate culture in order to develop employees and create a positive and conducive work environment.
填充、培训、薪酬和绩效管理基本上是人力资源实践中的重要工具，塑造了组织在满足利益相关者需求方面的角色。应在较低级别的工作人员和管理层之间建立和保持团队合作，以协助从不同角度消除沟通障碍，促进员工之间更好的关系。管理层应强调良好的企业文化，以培养员工并创造积极和有利的工作环境。
In the summarization of Human Resource management there should have aim to capture ‘the people element’ of what an organization is hoping to achieve in the medium to long term, ensuring the following things:
在人力资源管理的总结中，应该有一个目标，即抓住一个组织希望在中长期实现的“人元素”，确保以下几点：
It has the right people in place. 它有合适的人
It has the right mix of skills. 它拥有正确的技能组合
Employees display the right attitude and behaviours, and 员工表现出正确的态度和行为，以及
Employees are developed in the right way.员工以正确的方式发展
An organization which wants to achieve its goals it has to think before regarding the following Human Resource related issues in the organization: 一个想要实现其目标的组织，必须先考虑组织中与人力资源相关的以下问题：
Work force planning issues.劳动力规划问题
Succession planning.继任计划
Workforce skills plan.劳动力技能计划
Employment equity plans.就业公平计划
Black economic empowerment initiatives.黑人经济赋权倡议
Motivation and fair treatment issues.动机和公平待遇问题
Pay levels designed to recruit, retain and motivate people.旨在招聘、留住和激励员工的薪酬水平
The co-ordination of approaches to pay and grading across the organization to create alignment and potential unequal pay claims.
协调整个组织的薪酬和等级方法，以形成一致性和潜在的不平等薪酬要求。
A grading and remuneration system which is seen as fair and giving proper reward for contributions made.
一个被视为公平的等级和薪酬制度，并对所作出的贡献给予适当的奖励。
Wider employment issues which impact on staff recruitment, retention, motivation etc.
影响工作人员招聘、留用、激励等的更广泛的就业问题。
A consistent performance management framework which is designed to meet the needs of all sectors of the organization including its people.
一个一致的绩效管理框架，旨在满足组织所有部门的需求，包括员工的需求。
Recommendations to improve the effectiveness of human resources management in an organization 提高组织人力资源管理效率的建议
Human Resource Management is the essential part of an organization as it ensures the strategic goals of organization. The effectiveness of Human Resource management could be improved by the following ways-
人力资源管理是组织的重要组成部分，因为它确保了组织的战略目标。可通过以下方式提高人力资源管理的有效性：
Recruiting and hiring highly educated and skilled employees for the organization.为本组织招聘和雇用受过高等教育和技术熟练的员工。
Training and development of Human Resource plan for the organization.培训和制定组织人力资源计划。
Appraising the performance of employees for preparing them for performing jobs in the higher rank.评估员工的工作表现，为他们在更高级别的工作做好准备。
Motivating employees by giving incentives, bonus, rewards etc.通过激励、奖金、奖励等激励员工。
Strengthen communication among all levels of employees.加强各级员工之间的沟通。
Maintaining regulator factors for employees such as health and safety, pension, promotion etc.维护员工的监管因素，如健康和安全、养老金、晋升等。
Maintaining equal opportunities system into the management.将平等机会制度纳入管理。
Forming different committee to monitor and supervised the employees roles and regulations such as compensation committee, audit committee, ethic committee etc.成立不同的委员会来监督和监督员工的角色和规定，如薪酬委员会、审计委员会、道德委员会等。
Ensuring job rotation and job analysis for each employee at different department.确保各部门员工的工作轮换和工作分析。
Doing job enrichment for employees.为员工进行工作充实。
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