人力资源网站有哪些？
人力资源网站分为综合咨询类、招聘类、论坛社区类、杂志类、博客等14个模块，其网站为：一、中国七大HR综合类网站1. 中人网 http://www.chinahrd.net/2. 人资网 http://www.hrdb.net/3．HR Bar http://hrbar.com/4. 17R http://www.17hr.com/5. HR大家社区 http://club.hr.com.cn/6. HR管理世界 http://www.hroot.com/7. HR沙龙 http://www.hrsalon.org/二、HR管理类网站1. 中国管理培训网 http://www.glpx.com2. 博锐在线 http://www.boraid.com3. HR管理世界知识库 http://www.hroot.com4. 人资网 http://www.hrdb.net三、HR战略类网站1. 慧聪企业战略 http://info.ceo.hc360.com2. 博锐管理在线 http://www.boraid.com3. 中国企业战略 http://www.chinact.org四、HR论坛类网站1. 中人社区 http://community.chinahrd.net/forum.php2. HRsalon http://bbs.hrsalon.org/3. 人资社区 http://www.hrdb.net/bbs4. HR Bar人力资源实名论坛 http://www.hrbar.com5. 大家社区 http://club.hr.com.cn/6. HR369论坛 http://bbs.hr369.com/五、HR招聘类网站1. 中华英才网 http://www.chinahr.com2. 智联招聘 http://www.zhaopin.com3. 前程无忧 http://www.51job.com4. 英才网联 http://www.800hr.com5. 卓博网 http://www.jobcn.com6. HR Bar 招聘网站http://zhaopin.hrbar.com六、HR资讯类网站1. 中人网 http://www.chinahrd.net/focus2. 中国人力资源网 http://www.hr.com.cn3. 人资网 http://www.hrdb.net4. HR Bar机构观点 http://2010.hrbar.com/jigou七、HR外包类网站1. 易才外包 http://www.ctghr.com2. 无忧无虑 http://www.job5156.com3. 中国国家人才网人事代理 http://www.newjobs.com.cn八、 HR杂志类网站1. 《商学院》 http://news.cb.com.cn/html/34/category-catid-134.html2. 《人力资源》 http://www.chinacho.com/3. 《HR经理人》 http://www.chinahr.com/email/hr_manager/4. 《人力资源管理》http://www.rlzygl.com/5. 《培训》杂志 http://www.trainingmag.com.cn/6. 《才富》http://www.job5156.com/chitone/magazine/caifu.jsp7. 《人力资源学院》 http://edu.hrbar.com8. 《建筑英才》 http://www.800hr.com/ezine/090716/九、HR博客类网站1、人才培养能量站 http://51peixun.blog.tianya.cn1．HR Bar家园 http://home.hrbar.com/space.php?do=home2．HR沙龙 http://www.hrsalon.org/3．HR大家社区 http://club.hr.com.cn/十、HR案例类网站1．中人网案例 http://www.chinahrd.net2．中国人力资源网经典案例 http://case.hr.com.cn3．HR Bar案例研究中心 http://edu.hrbar.com十一、HR俱乐部类网站1.经理人俱乐部 http://www.sino-manager.com/club2.人资堂（HR不可缺少的俱乐部） http://www.hrdb.net/bbs/home.php3. HR Bar人力资源实名俱乐部 http://bbs.hrbar.com/4. HRoot Club http://www.hroot.com5.世界经理人俱乐部 http://all.icxo.com/index.do十二、企业商学院类网站1． IBM商业价值研究院 http://www.ibm.com/cn/zh/2． 长江商学院 http://www.ckgsb.com/3． 中欧商学院 http://www.ceibs.edu/index_cn.shtml4． 汇丰商学院 http://phbs.edu.cn/5． 惠普商学院 http://phbs.edu.cn/十三、法律法规类网站1． 51社保网 http://bbs.51shebao.com2． 中国法律资源网 http://www.lawbase.com.cn3． 中国劳动争议网 http://www.btophr.com十四、HR软件类网站1．ORACLE http://www.oracle.com/cn/solutions/2．金蝶s-HR http://www.kingdee.com/index.jsp3．SAP EHR http://www.sap.com/china/index.epx
简历上跳槽经历太频繁是不是很不受HR的欢迎啊
跳槽太频繁的人，很多公司都不是很喜欢的。觉得这个人没有定性，好高骛远。
其实你可以不用那么诚实，虽然你是在五个单位工作过，你可以写一两个干的比较久或是比较好的单位上去。其他的就不用写，还有简历吸引眼球还有一些窍门：
1、简历可以写得夸大写。
2、现在文凭很重要，如果你的文凭太低。很多单位看了，基本都不考虑。就算你能力再好，他不了解你也不会录用你的。
3、简历最好可以放上自己最好的一张照片，这样别人才会注意你。
4、发一封没用就多发几次，然后再打电话。
中国人力资源网的介绍
中国人力资源网始建于1998年。经过近十年的发展，中国人力资源网逐步成为了人力资源咨询服务行业的第一个垂直型网站，确立了在业内的优势地位和品牌影响，在ALEXA的排名中，居同类网站首位。中国人力资源网目前已拥有超过100多万的注册会员，每日浏览量达到50万次以上。网站的会员主要由各行业人力资源管理人员、企业中高层管理人员、专家学者等组成，他们分布在工业、金融、科技等十多个行业。
人力资源网站有哪些
现在的国内出名的人力资源网站大概有：三茅人力资源网这里是80万HR的盛大Party，全国第一HR活动平台——三茅HR活动平台。专为全国HR提供海量专业的活动信息，并定期举办各种实效HR培训。三茅人力资源网拥有24小时更新的行业资讯；与千家培训机构共建的HR活动平台；与百度知道联手打造国内首家HR知道宝库；更有百名专家团共同传播业界前沿声音，隶属于深圳朋兴科技有限公司。人力资源开发网中国人力资源开发网是目前中国排名第一的人力资源类网站，也是目前国内最大、最专业的人力资源社区。致力于推动全球华人圈优秀的人力资源管理思想和技术的总结、研究、沉淀与传播，促进优秀知识向生产力的转化，通过帮助企业提高管理水平和进行人才培养推动并实现国民经济发展和国民素质的提高。HR沙龙HR沙龙，是01HR俱乐部旗下俱乐部，不定期组织HR聚会、沙龙、商务、户外、旅游、竞技、拓展等线下活动。圈子内汇聚国内各大企业人力资源从业者及高管。扩展资料：人力资源（Human Resources ，简称HR）指在一个国家或地区中，处于劳动年龄、未到劳动年龄和超过劳动年龄但具有劳动能力的人口之和。或者表述为：一个国家或地区的总人口中减去丧失劳动能力的人口之后的人口。人力资源也指一定时期内组织中的人所拥有的能够被企业所用，且对价值创造起贡献作用的教育、能力、技能、经验、体力等的总称。狭义讲就是企事业单位独立的经营团体所需人员具备的能力（资源）。参考网址：人力资源-百度百科
求HR（人力资源管理）英文材料
Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.
Features
Its features include:
Personnel administration
Personnel management
Manpower management
Industrial management[2][3]
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even industrial relations and employee relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in companies.
The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.
HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.[5]
Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:
“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49).
While Miller (1987) suggests that HRM relates to:
".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352).
Academic theory
The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989).
The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial engineering, industrial and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management.
One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]
Strategic business partner
Change agent
Employee champion
Administration
However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7]
Critical Academic Theory
Postmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation (Modernism).
Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management.
Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship.
Business practice
Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments.
Workforce planning
Recruitment (sometimes separated into attraction and selection)
Induction and Orientation
Skills management
Training and development
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employee benefits administration
Personnel cost planning
Performance appraisal
Careers
The sort of careers available in HRM are varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often conducted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.
Professional organizations
Professional organizations in HRM include the Society for Human Resource Management, the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) and the International Personnel Management Association of Canada (IPMA-Canada).Management Association of Nepal [MAN]
人力资源管理，是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。
人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。
人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，个中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集资讯渠道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。
发展简史
在现实世界不同的国家人力资源的发展情况以及历史都不同。一般说来，人力资源的学术界发展经历了：人事管理（Personnel Management），人力资源管理（Human Resource Management）到现在新近兴起的人力资本管理（Human Capital Management）。其只要不同即在于公司和企业对待职员的理念的变化和发展。
在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。
在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等¨。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。
在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。
主要职能
人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。
人员招募：
人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。
人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。
培训及开发：
培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。
主要的技术及手段有：
培训 在岗培训 轮岗 员工继续教育计划 辅导，训导
薪酬；福利管理：
人力资源管理的内外部条件
人力资源管理的外部条件
劳动法规
劳动力市场
当地文化
人力资源管理的内部条件
企业经营战略
国际化程度
人力资源部的组织设置
有以下三种方式：
职能型组织设置
人力规划
人力购得
培训与进修
工资和薪水
社会事业
对象型组织设置
技术类员工
管理类员工
领导层
受培训者
混合模式
