資源管理司 的英文怎麼說

中文拼音 [zīyuánguǎnlǐsī]
資源管理司 英文
division of resources management
  • 資 : Ⅰ名詞1 （錢財; 費用） money; wealth; expenses 2 （資質） intelligence; endowment 3 （資格） quali...
  • 源 : 名詞1. （水流起頭的地方） source （of a river）; fountainhead 2. （來源） source; cause 3. （姓氏） a surname
  • 管 : Ⅰ名詞1 （管子） pipe; tube 2 （吹奏的樂器） wind musical instrument 3 （形狀似管的電器件） valve;...
  • 理 : Ⅰ名詞1 （物質組織的條紋） texture; grain （in wood skin etc ） 2 （道理;事理） reason; logic; tru...
  • 司 : Ⅰ動詞（主持; 操作; 經營） take charge of; attend to; manage Ⅱ名詞1 （部一級機關里的一個部門） dep...
  • 資源 : natural resources; resource
  • 管理 : manage; run; administer; supervise; rule; administration; management; regulation
  1. It thoroughly analyses the drastic competitive market faced by yongsheng group, which consequentially promote the enterprise inside continuously to improve its labor productivity, product quality, and improve the outer circumstances of services, anisomerous structures on the employee ’ s quantity and quality, and the inner circumstances which limited and affected the whole stuff diathesis ’ s improvement and enhancement. it sums up the existing problems on yongsheng group ’ s human resources development and management and puts forward the mode of yongsheng group ’ s 1e3p1c human resources management system. the mode of 1e3p1c human resources management system is composed of engage system, position analyse system, performance examine system, pay administration system, culture system

    永生集團同其他民營企業一樣也曾走過一段輝煌的時光，但隨著外部競爭環境的不斷變化，至1998年年底，已累計虧損200萬元，但近幾年來，集團高層管理者及時調整了管理思路和領導班子，至2005年低，集團公司利潤超過了公司重組集團效益最優時5個百分點，在長期的調查研究過程中，不難發現，永生企業在外部競爭環境日常激烈的情況下扭虧為盈並取得迅猛的發展的強大動力源很大程度上取決于其是在人力資源管理方面的及時調整，並在長期的模索中形成一套適合自身企業發展的科學合理的1e3p1c人力資源管理系統。
  2. If the human resources are in good management, the effectiveness generated corresponds to geometric progression of resources put in, by contraries ; the company might suffer invaluable losses or irremediable damage

    人力資源管理得好，它所取得的效益是資源投入的幾何倍數，反之，它也是對公司效益無可估計的損失與難以彌補的損害。
  3. Currently most of multinational companies and excellent domestic enterprises pay much attention to how to attract and retain talents, therefore focusing on this issue, i make a summary of some effective practical skills and cases on how to attract, take care and retain talents in it enterprises in the sector of hr management in it enterprises. hereinto, issues as the focal point of retaining core talent plan in it enterprises, how to analyze that who is the key talent in enterprise, what is the cost of losing key talent of the enterprise, the reason for staff in leave on software and hardware factor of the company, how to analyze what kind of employees is likely to leave and what kind of steps should be taken to retain the core talents

    目前許多跨國公司和國內先進企業都在特別地關注如何吸引人才並留住人才的問題，因此作為本文的重點闡述部分，在it企業人力資源管理領域的論述中我總結了it企業吸引人才、關注人才、留住人才的一些非常有效的具體實戰方法和案列，其中特別討論了作為it企業核心人才保留計劃的重點，企業應如何分析企業誰是企業的核心人才，失去核心人才的代價到底是多少，造成員工流失的軟硬體原因，如何分析哪種員工最容易流失以及採用何種策略留住核心人才的問題。
  4. Secondly introduce rw company ' s developing process and management situation, separately from basis management and operating management aspect describe the existent problem, for example enterprise organizational structure is bulky, the idea and mode of human resource management is unadapted to knowledge economy age ' s requirement, enterprise information management get behind, product development and manufacture separate from marketing each other, fall short of market guidance and so on

    在對rw公司發展歷史和經營情況進行較為詳細的介紹后，分企業基礎管理和運營管理兩個層面提出了rw公司目前組織結構臃腫，人力資源管理觀念和方式不適應知識經濟時代要求，企業管理信息化滯后，企業研發、製造、營銷環節相互分離，缺乏市場導向等問題。
  5. He has substantial experience in the areas of general management, m a, corporate finance and project management. through his career, james has developed a deep understanding of what is required to do business in china ; he has developed strong contacts in both industry and government. james serves as chairman and president of silong consulting

    具有在外資企業和國有企業工作的經驗，其中8年致力於在外資企業500強公司等擔任人力資源管理工作，分別擔任過人事主任高級人力資源經理， 5年多綜合經營管理的工作經驗，曾擔任過高科技公司總經理助理科技人才服務公司總經理等職務。
  6. With the support of tsinhua management collegue, tianjin university, jinan university and dongguan hr talent club, we aim to provide the professinal hr service for loacal company, it covers headhunter, training, management consultants and so on. we have successfully serviced many famous fortune 500 mutinatinal company such as flextronics, foxconn, liteon, johnson

    邦仕馬克咨詢管理咨詢公司由一群來自知名外資企業、人才服務機構的資深專業人士組成，依託清華大學經管學院、天津大學管理學院、暨南大學人力資源系、東莞知名企業hr經理人俱樂部等專家腦庫，致力於為國內的企業提供專業全面的人力資源服務，咨詢服務核心領域涉及獵頭服務、企業發展戰略研究、人力資源管理咨詢、培訓與發展、人才推薦服務、人才租賃等。
  7. With the support of tsinhua management collegue, tianjin university, jinan university and dongguan hr talent club, we aim to provide the professinal hr service for loacal company, it covers headhunter, training, management consultants and so on. we have successfully serviced many famous fortune 500 mutinatinal company such as flextronics, foxconn, liteon, johson

    邦仕馬克咨詢管理顧問公司由一群來自知名外資企業、人才服務機構的資深專業人士組成，依託清華大學經管學院、天津大學管理學院、暨南大學人力資源系、東莞知名企業hr經理人俱樂部等專家腦庫，致力於為國內的企業提供專業全面的人力資源服務，咨詢服務核心領域涉及獵頭服務、企業發展戰略研究、人力資源管理咨詢、培訓與發展、人才推薦服務、人才租賃等。
  8. Company shs is a private curatorial company. facing the fierce competitive pressure and troubles in hrm, it expected to establish a normative hrm system

    A公司是一家民營醫藥企業，在激烈的市場競爭中深感人才競爭所帶來的競爭壓力，面對企業人力資源管理中存在的問題，迫切需求建立規范的人力資源管理體系。
  9. The second part analyses and diagnoses the current status of sichuan province power company dispatching center

    第二部分對四川省電力公司調度中心人力資源管理及績效管理現狀進行分析和診斷。
  10. Beijing person talent consulting service corporation ltd. was founded in 1995. as a shareholding subsidiary of beijing foreign enterprise service group co., ltd. fesco, person focuses on mid and senior level talent search headhunting ; professional career development counseling ; human resources management consulting ; and enterprise temporary employment service

    北京波森人才顧問有限責任公司成立於1995年，是北京外企服務集團有限責任公司fesco的控股子公司，主要從事中高級人才訪尋獵頭職業生涯發展與職業咨詢人力資源管理咨詢企業臨時性用工服務等業務。
  11. The article analyses and studies with positive and inductive method, through analyzing human resources management theory and human resources management case in xhjs, i thinks human resources management is not only applies to gener al business but human resources management strategy is more important in building business

    本文主要採用實證分析和歸納分析相結合的方法，通過對人力資源管理理論的分析，結合西北民航建設公司人力資源管理的案例剖析，認為人力資源管理不僅在一般企業中具有普遍適用性，在建築企業中，人力資源管理戰略更為重要。
  12. Stephen, j., carroll, jr. & henry, l., tosi, jr., 1973. management by objectives : applications and research, new york : mc graw - hill

    劉麗華， 1999 。工作分析與職務說明書之應用?以s公司為例：第五屆企業人力資源管理診斷項目研究成果研討會。
  13. Obtaining from the human resource constitution and the present situation analysis of the salary asignmcnt in jinma company. thorough the thorough research. in view of existing situation. this article asks the main question. which exists in the salany assignment system. in this foundation. from the angle of consummating salary incentive mechanism. it stresses the design of salary system of jinma company. the main content inclwdcs : firstly, research and analysis the salary assignment status quo and the puestions that exists in jinma company ; secondly, establish the decision model of the salary total quantity ; thirdly, design the new pattern of staff salary assignment ; fonrthly, prodme the means of the transition from the old pattern to the new one and the basic principle of the dynamic movement

    本文從金馬公司人力資源構成和薪酬分配現狀分析入手，通過深入研究，針對性地提出薪酬分配體系存在的主要問題。在此基礎上，以現代人力資源管理理論為基礎，從完善薪酬激勵機制這個角度，重點闡述金馬公司薪酬體系設計內容。主體內容包括：一是深刻地研究和分析金馬公司薪酬分配現狀及存在問題；二是建立起薪酬總量決定模型；三是設計出員工薪酬分配新模式；四是給出了新舊模式接替辦法和動態運行的基本原則。
  14. Second, it turns to analyze the outside environment of chongqing pepsi - tianfu in details by using many theories in turn such as pest, five competition power, production life cycles and value chain, and its target is not only to find opportunities in politics, economic, technology, and social culture and also to feel threaten which results from substitute, supplier, new comer, customer and competitor of our company. then, it begins to seek the strength and weakness of this company by analyzing resource of itself in order to seek main problem s during present business operating, specially focusing on marketing promotion, cost controlling, human resource management and enterprise culture. at the same time, it concludes that the main present questions are caused by some history factors, faulty present management rules, incomplete human resource system, different leader types and weak base of enterprise culture

    然後，就運用pest法、行業競爭五種力量及價值鏈的戰略管理理論對公司的外部競爭環境進行詳細的分析，發現公司可能在政治、經濟、技術、社會文化上面臨的機會以及行業中替代品、供應商、新進入者、顧客、競爭對手正帶來的威脅；接著，運用資源分析法找出公司內部的優勢和劣勢，特別是目前存在的主要問題及其產生的各種主要原因，其中問題集中表現在市場營銷、成本控制、人力資源管理、企業文化四大方面，而產生原因則是公司的歷史、管理制度不夠完善、人才機制不健全、領導風格不相同、企業文化較薄弱等因素；接著，就是將內、外環境的分析結果通過swot方法進行戰略匹配和選擇，得出三個戰略方案，即：穩定發展戰略、密集型發展戰略和多元化發展戰略。
  15. Now we have the small and medium - sized business of representative for a company ' s electromechanical profession in homeland, the manpower resource management present situation investigation analysis, discover the program of the manpower resource of a company ’ s recruit 、 training 、 effect check and salary reward system have many problems : the function of a company ' s manpower resource management is as follows, the company ’ s management is the experience of each department class cadre of straight line, especially lacks effect check system ; employees lack competitive consciousness, lacking actuating pressure, the employees lose initiatives gradually ; the manpower resource management of a company is confined to only somewhat daily recruit, salary capital calculation provide wait for general affairs, manpower resource management is not obvious for strategic influence as well as and strategic connection

    在筆者對a公司這樣一個在國內機電行業具有代表性的中小型企業的人力資源管理現狀進行調查分析后，發現a公司的人力資源的規劃、招聘、培訓、績效考核及薪酬體系存在很多問題： a公司人力資源管理的功能不足，甚至缺失；公司以各直線部門班幹部的經驗化管理為主，尤其缺乏績效考核體系；員工普遍缺乏競爭意識，缺乏工作壓力，由於缺乏績效評估，沒有有效的激勵，干好乾壞差不多，員工逐漸失去進取心； a公司的人力資源管理只限於一些日常的招聘、薪資計算發放等事務，人力資源管理對戰略的影響以及和戰略的聯系都不明顯。
  16. We must establish a new corporate human resource management system, continue to adjust and optimize the staff mix and further reform the employment system

    我們要建立公司化的人力資源管理新體系，繼續調整和優化人員結構，進一步改革用工制度。
  17. Hr mis can accomplish hr automation, shorten management cycle, optimize hrm procedure, decrease human duplication and interruption. it also can conformity hr date, analyses date, support decision, help self - service, accelerate participation, increase satisfaction of employees. it also can accelerate integration between hr mis and other management system, optimize resource distribution and operation procedure, improve management, and accomplish organization goal

    通過運用人力資源管理信息系統，可以實現人力資源管理自動化，縮短管理周期，優化人力資源管理流程，減少管理工作的重復性及人為干擾;可以整合人力資源數據，進行數據挖掘與分析，實現決策支持;可以開展員工自助服務，促進廣泛的員工參與提高員工滿意度;可以進行人力資源管理信息系統與其他管理信息系統的整合與集成，實現壽險公司整體資源配置優化與業務運作流程優化，促進壽險公司整體管理水平的提高，最終有利於實現壽險公司的經營目標與競爭戰略。
  18. The new model of human resource management in ford company

    福特汽車公司新型人力資源管理方式
  19. And diagnosed the effectiveness and efficiency of the hrm system in company shs combining its actual conditions and the industry features

    並結合民營醫藥企業人力資源管理特徵和shs公司的實際情況，對a公司的人力資源管理狀況進行了診斷。
  20. Water resources management system is one of key factors to restrict high efficient use of water resources, self - financing irriagation and drainage district is a new - type model on water resources management in countryside, distribution and engineering management generalized by world bank in china, by constructing water supplying company or water supplying units and water using association, establishes water supplying, using water, engineering management systems and institutions according with economic mechanism oriented to marketing to realize self - financing and good cycle, high efficient use of water resources, good running of engineering, so that it promotes sustainable development of middle - small irrigation works and irriagation district

    水資源管理體制是制約水資源高效利用的關鍵因素之一。經濟自立灌排區（ sidd ）是世界銀行在我國推廣的一種新型的農村水資源管理、分配及工程管理的新模式，它通過組建供水公司（ wsc ）或供水單位（ wso ）和農民用水者協會（ wua ） ，建立符合市場經濟機制的供水、用水、工程管理體系和制度，實現灌區的經濟自立和良性循環，實現了水資源的高效利用和工程的良性運行，使農村中小型水利工程和灌區能持續發展。
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