人力资源管理战略外文翻译.doc

外 文 翻 译 原文： Human Resource Management Strategy An organization’s human resources are, according to current management theory, the most important investment of a corporation. Enormous sums of money are spent to recruit, select and hire a qualified staff. Additional expense is incurred in training and development; and even more investment is made on an ongoing and continually increasing basis to maintain a quality workforce with competitive compensation and benefits programs. Still managers often let go of the people in which so much time and money has been invested when the employees make mistakes, or when there is a pattern of disagreement or difference. Such employees routinely leave promising careers with one company to start all over again someplace else. Of course managers expect, and should expect, their employees to be competent, responsible, cooperative and productive; and to perform their tasks with integrity and a high work ethic. In an ideal organization employees work in harmony with management and peers, follow management’s directives and put forth sincere effort to help the organization meet its objectives. Employees are only human however and humans make mistakes. And to expect perfect compliance with the needs and desires of others is not a very realistic expectation of adults in the workplace. More likely, in fact, in today’s organization employees may not work harmoniously with peers and may just as likely not follow management’s directives. Today’s workforce increasingly wants to think for themselves and to use their skills and abilities in ways that enhance their own chances for success, enable them to accomplish their own agendas, and achieve their own goals. The presence (and essence) of the human element in the increasingly fast-paced, smaller staffed, and competitive work environment practically guarantees that mistakes, problems, and disagreements will occur. They are a part of life, a part of being human. For example, look at what happene