人力资源管理专业英语—工作说明书

第一篇：人力资源管理专业英语—工作说明书

Job Description

JOB TITLE: supermarket sales person

General description of job: do all the work related to the goods the supermarket sales,including goods and service

check the amout of all kinds of subjects ,clean up the storeroom, lay the new arrivals on the shelf tidily.lead and help the customers,help promote the goods.1.checking,cleaning and laying.Every day,when the new arrival comes,the staff should do the counting and lay them on the sales shelf.They should do the cleaning with the sales place as well as the storeroom,They should check the amount of all kinds of subjucts at the end of the day and take notes.2.service

Except the tasks with the product,service is also important.The sales person should help the customers find their target,giving them some advise or guide.The sales person also have the responsibility to promote the goods especially the new ones and those less favourite.A Job specification

Since supermarket sales person is not a professional job,and it is easy to learn,some professional skills is not needed by doing this job.The demands are following:

Knowledge：simle math,communication

Ability:be familiar with account cleaning and communicationg

Experience:more than 1 year working experience about sales

Grade levels:senior high school degree or above

Age：between 20 and 40

Sex:lady first

第二篇：人力资源管理专业英语

退休金计划 pension plan 科学管理 scientific management 任务设计 task design 集体谈判 collective bargaining 职工 staff

业务部门 operational departments 作业设计 job design

医疗保健福利 health-care benefits 机构重组 organizational restructuring 员工参与管理法 participative management 工作丰富化 job enrichment 免职，撤换 displacement

人力资源管理 Human Resource Management 惩戒 discipline

企业内部互联网 intranet 外包 outsourcing 新职介绍 outplacement

劳动法的遵守 labor law compliance 档案记录 record keeping

失业补偿金 unemploymentcompensation 福利管理 benefits administration 工作描述 job description

高级管理人员报酬 executive compensation 激励工资 incentive pay工作评价 job evaluation

休假管理 vacation-leave administration 退休计划 retirement plan 利润分享 profit sharing 股权计划 stock plan

雇员援助计划 employee assistance program 雇员的重新安置 relocation service 自我服务 self-service 员工态度调查 attitude surveys 劳工关系 laborrelations 修炼 wellness

精神契约 psychologicalcontract 工作配置 jobposting 工资 payrolladministration

基层部门经理 linemanager 成本-收益效用 cost-benefit utility 职业病 occupational disease 压力综合症 stress-related illnesses 晋升制度 advancement system 合理解雇 termination for cause 减员 reductioninforce 甄选程序 selection process 受贿 take bribes

索要回扣 demand kickbacks 档案审核 reference checks 账本底线 bottom line

人力资源规划 human resource planning 福利管理 benefits administration 人员档案记录 personnel record keeping 零库存管理 just-in-time inventory control 全面质量管理 Total Quality Management 质量圈 quality circles 授权 empowerment 规模经济 economies of scale 裁减 downsizing 技能储备 skill inventory

继任计划，接班人计划 succession planning 绩效评估 performance appraisal 工作家族 job family 工作规范 job specification 问卷调查法 questionnaire method 访谈法 interview method

现场工作日记、日志法 participant diary/logs method

工作公告和工作投标 job posting and bidding 个人证明材料检查 reference checks 实际岗位演习Realistic Job Preview 事业高原 career plateau 裁员 downsizing

行为构建级别 behaviorally based scales 行为观察级别 Behavior Observation Scales 强迫分配法 forced distribution

联合规划委员会 joint planning session

目标管理法 Management-By-Objective

360度反馈系统 360-degree feedback system

职业规划 career planning

翻译： 交叉培训 cross-training 工作轮换，职位轮流 job rotation 角色扮演，角色模仿 role playing 任务确定法 task identification1、What traditionally were called“ personnel departments” now are usually termed “human

resource departments.”But more than the name has changed.The focus of such departments has shifted ,and their responsibilities have expanded.传统中的被称作“人事部门”的部门现在通常被称为“人力资源部”。但不仅仅是名字的改变。这个部门的工作重心已经转变，并且他们的职责已经扩张。

2、Human resource management(HRM)refers to the policies, practices, and systems that

influenceemployees’ behavior, attitudes, and performance.人力资源管理涉及到政策、实践和影响员工行为、态度和绩效的系统。

3、Applicants who are likely to steal from their employer, take bribes, demand kickbacks, violate

the law, or work under the influence of drugs sometimes may be identified by careful background investigation, reference checks, or paper-pencil honesty testing.那些很可能偷雇主东西、受贿、索要回扣、违法和在药物影响下工作的求职者很有可能被仔细的调查背景、审核档案、笔试诚实测试。

4、In the strategic view of HRM, the functional duties as listed above remain important.Indeed,hiring, training, and providing pay and benefits to employees are essential tasks that must be accomplished in any organization.在战略性的HRM的观点中，上面列出的职能性职责依然是很重要的。确实，雇佣、培训、给员工提供报酬和福利都是必要的任务，在任何组织中都是必要完成的。

5、Within the configurational approach to SHRM, the effectiveness of HRM in enhancing a

firm’s competitive advantage and success depends on a set, or bundle, of HR practices rather than on any single HR program or policy.在SHRM的结构性管理中，HRM的效力就是增加一个公司的竞争优势，并且成功的依靠于一套或一系列的HR实践而不是单一的HR计划或者政策。

6、Obviously, the appropriate structure for the HR function will depend on the nature of the

firm’s business activity, the firm’s size, and its overall business strategy.显然，HR功能适当的结构，将取决于公司商业活动的性质，公司的规模，和他们整体经营战略。

7、human resource planning is the sum total of the plan formulated for the recruiting ,screening ,compensation ,training ,job structure ,promotion ,and work rules of an organization's human resource.人力资源规划是一个组织人力资源招募、甄选、工资、培训、工作结构、晋升和工作规则的计划规划的总和。

8.An environmental scan may address a number of external factors: economic ,social ,and

political trends and developments in labor markets；labor relations;governmental affairs； and HR policies and practices in other firms.一个环境扫描也许能罗列出若干外部因素：

其他公司劳动力市场的经济、社会、政治倾向和发展、劳动关系、政府事务、HR政策和实践。

9、Demand forecasts frequently involve analyzing pas trend and productivity levels ,linking business plans to productivity levels ,and projecting future needs.需求预测频繁涉及到分析过去的倾向和生产力水平，联系经营计划与生产力水平，预测未来的需求。

10、A task is distinct ,identifiable work activity composed of motions ,whereas a duty is a larger work segment composed of several tasks that are performed by an individual.任务是区分开来的，识别出工作活动运动的构成，而职责是一个很大的工作部分，由若干个人执行的任务组成。

11、while the job description describes activities to be done in the job, job specifications list the knowledge, skills, and abilities(KSAs)an individual needs perform the job satisfactorily.当工作描述描述工作中要做的活动时，工作规范列出了个人执行令人满意的工作所需的知识、技能和能力（KSAs）.12、Another method requires that employees “observe ”their own performances by keeping adiary/log of their duties ,nothing how frequently they are performed and the time required for each duty.另一个方法要求雇员“观察”他们自己的绩效，通过记录他们工作职责的日记/日志，记录他们执行工作的频率和每个职责需要的时间。

13、Recruiting is the process of generating a pool of qualified applicants for organizational jobs.招聘是一个形成一批符合组织工作的申请者的过程。

14、Also ,it may be cheaper to recruit professionals such as accountants or computer programmers from outside than to train less skilled people promoted from within the organization.同样,它从外面招募专业人士如会计和电脑程序员是可能比培训来自组织内部晋升的低技能的人更便宜。

15、When employees' bids are turned down ,they should have discussion with their supervisors or someone in the HR area regarding the knowledge , skills , and abilities they need in order to improve their opportunitiesin the future.当员工的报价被拒绝,他们应该与他们的上级或人事专员关于他们为了提高他们的未来的机遇所需要的知识、技能和能力进行讨论。

16、The computer at Grate Western can also be used to give a realistic job preview, test applicants on change-making skills, and record applicants verbal responses to simulated angry customers.计算机在大西部也可以用来给一个现实的工作预览,测试申请者在改变制造技能,并记录申请人口头回应模拟愤怒的客户。

17、A selection interview is designed to assess job-related knowledge, skills, and abilities(KSAs)and clarify information from other sources.选拔性面谈指在评估与工作相关的知识、技能和能力(KSAs)和分清从其他来源的信息。

18、In many cases, the objectives are established by a joint planning session involving both the subordinate and the supervisor.It is strongly recommended that the objectives be tied to the organization’s and department’s mission.在许多情况下,目标是建立在一个联合规划会议,其中包括下属和主管。强烈建议目标被绑定到该组织的和部门的使命。

19、A 360-degree feedback system is a performance management process that gathers performance information from multiple parties, including one’s subordinates, peers, supervisor, and customers.一个360度反馈系统是绩效管理的过程,从多方收集绩效信息,包括你的下属,同事、上司、客户.20、Transference.The more closely the demands of the training program match the demands of the job, the faster a person learns to master the job.迁移法。越密切的训练计划的要求匹配任务的需求,一个人就越快学会掌握工作。

21、Coaching is similar to apprenticeships, although it tends to be less formal than an apprenticeship program because there are few formal classroom sessions and because it is provided when needed rather than being part of a carefully planned program.教练法似于学徒制,尽管它往往倾向于不太正式的一个学徒计划,因为很少有正式的课堂上,但是因为它是在需要的时候提供而不是精心策划的计划的一部分。

连线：

1、Human resource management：the policies, practices, and systems that influence employee’s

behavior, attitudes, and performance.2、Collective bargaining：negotiation between the representatives of organized workers and

their employer or employers to determine wages, hours, rules, and working conditions.3、Outsourcing： an organization’s use of an outside organization for a broad set of services.4、Unemployment compensation： financial compensation for unemployed workers, provided

in the United States chiefly by state governments.5、Internal fit：theconsistency among various HR practices within a firm.6、Job analysis：the process of getting detailed information about jobs.7、Total quality management：an cooperative form of doing business that relies on the talents

and capabilities of both labor and management to continually improve quality and productivity.8、Empowerment：making employees more involved in their jobs by increasing their

participation in decision making.9、downsizing.：reducing the size of an organizational workforce.10、successionplan：he process and actions that aim atidentifyingand developing a pool of

potential successors forsenior or key jobs in the future.11、skills inventories：listings of the skills of all employees in anorganization.12、human resource planning：the process and actions that identifying the need for and availability of human resources so that the organization can meet its objectives.13、task：a distinct, identifiable work activity composed of motions.14、job description：identification of the tasks, duties ,andresponsibilities.15、job analysis：a systematic way to gather and analyze information about the content and the human requirements of jobs are performed.16、job specifications：list the knowledge, skills, and abilities(KSAs)an individual needs to do

the job satisfactorily.17、labor force population：all individuals who are available for selection if all possible recruitmentstrategies as used.18、independent contractors：workers who specific services on a contract basis.19、absenteeism： the failure to report for scheduled work.20、job posting and bidding：a system in which the employer providesnotices of job openings within the organization and employees respond byapplying for specific openings.21、flexible staffing：use of recruiting sources and actually evaluated for selection.22、selection--------the process of choosing individuals whohave relevant qualifications to fill jobs in an organization.23、Realistic Job Preview---------the process through which an interviewer provides a job applicant with an accurate picture of a job.24、reference checks--------a form of BACKGROUND CHECKING.Applicants provide names of individuals who can verify information provided by the applicant and/or provide additional information.25、mental ability--------the capability or capacity to develop and learn mental skills, such as mathematics and verbal comprehension.26、forced distribution-------a method that forces managers to rate a certain percentage of his subordinates as excellent, average, below-average, etc.27、management-by-objectives--------the management of employee’s performance by setting clearly-defined goals and monitoring the achievement of these goals.28、joint planning session---------a meeting between subordinate and supervisor aiming at discussing work objectives and plans.29、career planning---------the designing of the career path of an individual employee.30、downsizing---------the reducing of the number of employees by a company in order to reduce costs.31、self-nomination---------the report of things like one’s needs or problems etc.by oneself.32、transference---------the process of beginning to applythe things learned in training programs to one’s actual work.

第三篇：人力资源管理专业英语

人力资源管理师专业英语词汇 词汇

中译词意 Acceptability可接受性 2 Achievement tests成就测试 3 Action plan行动计划 Action steps行动步骤 Adventure learning探险学习法 6 Adverse impact负面影响 7 Agency shop工会代理制 Alternative dispute resolution(ADR)建设性争议解决方法 9 Analytic approach分析法 10 Appraisal politics评价政治学 11 Apprenticeship学徒制 12 Arbitrary仲裁 Assessment评价 Assessment center评价中心 Attitude awareness and change program态度认知与改变计划 16 Attitudinal structuring态度构建 17 Audiovisual instruction视听教学 18 Audit approach审计法 Balanced scorecard综合评价卡 20 Basic skills基本技能 Behavior-based program行为改变计划 22 Behavior modeling行为模拟 23 Benchmarks基准 24 Benchmarking评判 25 Benefits收益 26 Bonus奖金 Boycott联合抵制 28 Career职业 Career counseling职业咨询 Career curves(maturity curves)职业曲线（成熟曲线）31 Career management system职业管理系统 32 Career support职业支持 33 Centralization集权化 34 Coach教练

Cognitive ability认知能力

Cognitive outcomes认知性结果

Collective bargaining process劳资谈判过程 38 Community of practice演练小组 39 Compa-ratio比较比率

Compensable factors报酬要素 41 Competency assessment能力评估 42 Competitive advantage竞争优势 43 Concentration strategy集中战略

Concurrent validation同时效度

Consumer price index, CPI消费者价格指数 46 Content validation内容效度 47 Continuous learning持续学习48 Contributory plan投入计划 49 Coordination training合作培训

Core competencies核心竞争力 51 Criterion-related validity效标关联效度 52 Critical incident关键事件

Critical incident method关键事件法 54 Cross-cultural preparation跨文化准备 55 Cross-training交叉培训 56 Cultural environment文化环境 57 Cultural shock文化冲击 58 Customer appraisal顾客评估 59 Data flow diagram数据流程图 60 Database数据库

Decentralization分散化

Decision support systems决策支持系统 63 Defined-benefit plan养老金福利计划

Defined-contribution plan资方养老金投入计划 65 Delayering扁平化 66 Depression沮丧

Development planning system开发规划系统 68 Differential piece rate差额计件工资 69 Direct costs直接成本 70 Discipline纪律

Disparate impact差别性影响 72 Disparate treatment差别性对待 73 Diversity training多元化培训 74 Downsizing精简

Downward move降级

Efficiency wage theory效率工资理论

Electronic performance support system(EPSS)电子绩效支持系统 78 Employee empowerment员工授权 79 Employee leasing员工租借

Employee survey research雇员调查与研究

Employee wellness programs(EWPs)雇员健康修炼计划 82 Entrepreneur企业家

Equal employment opportunity(EEO)公平就业机会 84 Essay method书面方式 85 Ethics道德

Expatriate外派雇员 87 Expert systems专家系统 88 External analysis外部分析

External growth strategy外边成长战略 90 External labor market外部劳动力市场 91 Factor comparison system因素比较法 92 Feedback反馈

Flexible benefits plans(cafeteria plans)灵活的福利计划（自助福利方案）94 Flextime灵活的时间

Forecasting（劳动力供求）预测

Formal education programs正规教育计划 97 Frame of reference参照系

Functional job analysis, FJA职能工作分析 99 Gain sharing plans收益分享计划 100 Globalization全球化 101 Goals目标

Goals and timetables目标和时间表

Graphic rating-scale method图式评估法 104 Group-building methods团队建设法 105 Group mentoring program群体指导计划 106 Hay profile method海氏剖析法

High-leverage training高层次培训

High-performance work systems高绩效工作系统

Hourly work计时工资制 110 Human capital人力资本

Human resource information system(HRIS)人力资源信息系统 112 Human resource management人力资源管理 113 Human resources planning, HRP人力资源计划 114 Indirect costs间接成本

Individualism/collectivism个人主义/集体主义 116 Input投入

Instructional design process指导性设计过程 118 Internal analysis内部分析

Internal growth strategy内部成长战略 120 Internal labor force内部劳动力

Internet互联网

Internship programs实习计划

Interview面试

Intraorganizational bargaining组织内谈判 125 Job analysis工作分析

Job classification system工作分类法 127 Job description工作描述 128 Job design工作设计

Job enlargement工作扩大化 130 Job enrichment工作丰富化 131 Job evaluation工作评价

Job experiences工作经验 133 Job involvement工作认同

Job posting and bidding工作张贴和申请 135 Job progressions工作提升

Job ranking system工作重要性排序法 137 Job rotation工作轮换 138 Job satisfaction工作满意度 139 Job specification工作规范 140 Job structure工作结构 141 Key jobs关键工作

Labor market劳动力市场

Labor relations process劳动关系进程

Leaderless group discussion无领导小组讨论法 145 Learning organization学习型组织

Long-term-short-term orientation长期-短期导向 147 Maintenance of membership会员资格维持 148 Management by objectives, MBO目标管理 149 Management forecasts管理预测

Management prerogatives管理特权

151 Manager and / or supervisor appraisal经理和/或上司评估 152 Managing diversity管理多元化 153 Markov analysis马克夫分析法 154 Mediation调解 155 Mentor导师

156 Merit guideline绩效指南 157 Minimum wage最低工资

158 Motivation to learn学习的动机

159 Needs assessment（培训）需要评价 160 Negligence疏忽 161 Nepotism裙带关系

162 Ombudsman调查专员

163 On-the-job training, OJT在职培训 164 Opportunity to perform实践的机会 165 Organizational analysis组织分析 166 Organizational capability组织能力 167 Orientation导向培训

168 Outplacement counseling重新谋职咨询 169 Output产出

170 Outsourcing外包

171 Panel interview小组面试

172 Pay-for-performance standard按绩效的报酬标准 173 Pay grade工资等级 174 Pay level工资水平

175 Pay-policy line工资政策线 176 Pay structure工资结构 177 Peer appraisal同事评估

178 Performance appraisal绩效评价 179 Performance feedback绩效反馈

180 Performance management绩效管理

181 Performance planning and evaluation(PPE)绩效规划与评价系统 182 Perquisites津贴

183 Person analysis个人分析

184 Person characteristics个人特征 185 Personnel selection人员甄选 186 Point system积分法

187 Position analysis questionnaire, PAQ职位分析问卷调查 188 Power distance权力差距 189 Predictive validation预测效度 190 Profit sharing利润分享 191 Promotion晋升

192 Protean career多变的职业

193 Psychological contract心理契约 194 Psychological support心理支持 195 Range spread工资范围跨度 196 Readability易读性

197 Readiness for training培训准备 198 Reasoning ability推理能力 199 Recruitment招募

200 Reengineering流程再造

201 Relational database关联数据库 202 Reliability信度

203 Repatriation归国准备

204 Replacement charts替换表

205 Request for proposal(REP)（培训）招标书 206 Return on investment(ROI)投资回报 207 Role ambiguity角色模糊

208 Role analysis technique角色分析技术 209 Role play角色扮演

210 School-to-work从学校到工作 211 Selection甄选

212 Self-appraisal自我评估 213 Self-efficacy自信心

214 Situational interview情景面试 215 Skill-based pay技能工资 216 Skill inventories技能量表 217 Specificity明确性 218 Spot bonus即时奖金

219 Staffing tables人员配置表

220 Strategic choice战略选择

221 Strategic congruence战略一致性

222 Strategic human resource management(SHRM)战略性人力资源管理 223 Strategy formulation战略形成 224 Strategy implementation战略执行 225 Task analysis任务分析

226 Team leader training团队领导培训

227 360-degree feedback process 360度反馈过程 228 Total quality management(TQM)全面质量管理 229 Training培训

230 Training administration培训管理 231 Training outcomes培训结果 232 Transaction processing事务处理 233 Trend analysis趋势分析 234 Utility效用

235 Utility analysis效用分析

236 Validity效度 237 Verbal comprehension语言理解能力 238 Vesting既得利益

239 Virtual reality现实虚拟 240 Voicing发言

241 Wage and salary survey薪资调查 242 Wage-rate compression工资压缩 243 Web-based training网上培训

244 Work permit/ work certificate就业许可证 245 World Wide Web万维网 246 Yield ratio成功率

人力资源管理:(Human Resource Management ,HRM)人力资源经理:(human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ)行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS)招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment

t interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)组织变化与人力资源开发

人力资源开发:(Human Resource Development,HRD)培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)企业文化与组织发展

企业文化:(corporate culture)组织发展:(organization development,OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM)团队建设:(team building)职业计划与发展 职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)反馈:(-degree feedback)叙述法:(essay method)集中趋势:(central tendency)报酬与福利

报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation)非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method)工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)福利和其它报酬问题 福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)安全与健康的工作环境 安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)员工和劳动关系 工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)

第四篇：餐厅收银员工作说明书 人力资源管理 - 副本

招聘与选拔椀峰

餐厅收银员（学生职工）工作说明书

一、基本资料

岗位名称：餐厅收银员（学生职工）岗位评价：岗位编码：定员标准：7直接上级：财务部经理所属部门：财务部

二、岗位职责

（一）概述：在全职收银员和财务部经理的带领下，负责餐厅收银工作，帮助客人点餐和快速结账。

（二）工作职责

1、服从上级管理，认真完成完成上级交给的各项任务。

2、严格执行部门的工作制度按照部门的服务标准、操作规范和服务程序为客人服务。

3、正确迅速结账，熟练酒水与餐点收银机、验钞机、刷卡机的操作，价格的输入，小票的开具。

4、熟悉菜单、酒单和餐厅的促销活动，积极向顾客推销。

5、亲切待客，语言温和，态度亲和，方法适合，适宜的仪容仪表。

6、迅速服务，为顾客提供咨询和礼仪服务，了解餐厅结构与布局，帮助客人就快速找到位子。17、准确迅速点收货款，妥善保管好营业款，在规定时间内交款，确保货款安全。

8、与同事做好交接班工作，对重要信息要及时反馈或通知给相关人员，做好对重要信息的传递、整理及备案的工作

9、做到经常检查、保养好收银设备，在下班前确认电源关闭。

10、工作中发现问题及时向领班或上级汇报。

11、热爱集体，积极配合其它部门的工作。

三、岗位权限

1、有对上级部门提出合理化建议和意见的权利

2、可以对餐厅其它部门和活动安排提出合理化建议

四、劳动条件和劳动环境

本岗位属于手工和脑力工作，室内坐姿进行。属于较轻体力劳动。工作环境温、湿度适中，无噪音粉尘污染，照明条件良好.五、任职要求

1、必须是云南财经大学在校大学生

1、身体健康，有一定空余时间。

2、具备一定的灵活应变能力，沟通能力，较强的执行力

3、严谨、细心，善于发现问题，良好的服务意识与心态的产品

六、绩效管理

从德、能、勤、绩四个方面对员工进行考核，以领导评定为主自我评定和同级评定为辅。本岗位工作考核的内容：

1、德：（1）良好的职业道德修养，爱岗敬业，忠于职守。

（2）服务态度良好，仪态端庄，礼仪标准。

2、能：（1）处理突发事件能力，（2）熟悉各项设备和软件的操作，准确完成收银工作，收银款项无差错

（3）能过较好完成工作的要求；

3、勤：出勤率达100%，如有特殊情况无法出勤，应事先告知上级负责人，及时处理。

4、绩：（1）是否按工作计划和领导指令圆满完成任务，顾客点餐时间减少。

第五篇：人力资源管理经理工作说明书及工作描述

人力资源管理经理工作说明书

职位名称：人力资源部经理

管辖人数：2人

工作内容：

1．编制公司人力资源规划。

2．负责选拔、配置分公司中层管理人员。

3．组织公司人员招聘。

4．办理员工人事变动事宜。

5．建立健全公司人力资源管理制度。

6．编制工资计划；核定分公司工资总额，审查分公司工资管理制度。

7．做好劳动合同的签订和管理工作，协商解决劳动纠纷，代表公司进行劳动诉讼。

8．制订员工培训计划，组织技能考核鉴定和岗位培训工作。

9．负责公司考勤管理。

10．制订公司考核制度，定期进和员工考核。

11．负责人力资源管理信息系统的建立，为公司人力资源管理决策提供依据。

12．负责公司专业技术职务的评聘工作。

13．完成上级主管交办的其他工作。

权限与责任：

1.权限：

经总经理授权后，可独立开展人员招聘、录用及安置工作。

有权根据公司有关规定对员工进行日常考核并提出奖惩意见；经公司批准后，执行奖惩决定。

2.责任：

对公司人力资源的合理配置，公司人力资源管理制度的建立健全，建立职务聘任、全员劳动合同制负组织责任。

发生劳动争议时，应承担协商处理责任。

由于劳动合同的签订与管理不善，发生劳动争议并给公司造成损失，应负赔偿责任及相应的行政责任。

负责公司委托的人力资源管理课题的组织、协调和验收工作。

所受指导：

接受办公室主任的行政领导，业务上由总经理直接指导，具体工作任务和目标由总经理下达。所予指导：

1．指导分公司健全人力资源管理制度。

2．指导分公司合理配置人力资源。

3．指导分公司制订并完善工资、奖励制度。

4．指导分公司制订并实施员工培训计划。

任职资格：

1．年龄区间：32-38岁

2．性别：无特殊要求

3．教育背景

所需最低学历：大学专科

专业：人事管理或相关专业

4．培训

培训科目：现代人力资源管理技术，劳动法，公司历史

培训时限：三个月

5．经验：从事人力资源管理实务工作五年以上

6．技能：具有独立从事公司人力资源管理实务工作的能力，能够运用物知识，解决比较复杂的人事管理实际问题，较强的组织协调能力。

7．体能：无特殊要求

8．晋升趋势：暂无

人力资源经理工作描述

所属部门：人力资源部职位系列：管理

职位关系：

直接上级：分管的副总经理

直接下级：人力资源部副经理、人力资源部经理助理、招聘经理、培训经理、人力资源咨询顾问、员工配置管理员、劳动关系管理员、绩效管理员、培训管理员、薪酬福利管理员等平行协调：总经理办公室主任、后勤事务部经理、财务部经理、销售部经理、生产部经理和技术部经理(具体可见公司组织机构图)

职位描述：

1．在总经理的授权下，在分管副总的指导下，全面负责公司人力资源管理工作。

2．制定人力资源部工作目标与工作计划，经审核后实施。

3．组织草拟公司中长期人力资源发展战略与人力资源计划。

4．根据人力资源计划组织招聘工作及审核员工内部调配方案。

5．负责审核人员的调入、招聘、辞退、辞职、调出、停薪留职等。

6．负责制定、修订及执行公司人事管理制度，健全人力资源管理的各项基础资料。

7．制定员工考核办法和薪资管理方案，经批准后组织实施，指导各部门的考核工作。

8．负责组织本公司人力资源开发、职业规划与培训工作。

9．负责员工的配置管理，并定期向高层提供员工满意度分析报告及建议。

10．负责协调本部门与其他部门的工作关系。

11．完成领导临时交办的其他工作任务。

职位责任：

1．责任范围：承担公司人力资源管理的全部责任。

2．失误责任：(见公司相关规定)

3．责任大小：大