跟讀練習: HR Basics: Human Resource Management - 通過影片學習英語口語
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63 句
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HR Basics is a series of short courses designed to highlight
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what you need to know about a particular human resource management topic.
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In today's HR Basics, we define human resource management with a simple model.
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Before we explore the model, let's define human resource management.
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Human resource management comprise the formal systems designed to manage people in organizations.
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To best understand human resource management, we'll take a look at a brief history, understand the roles of human resource management in organizations,
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and review a model to best organize the functional areas of HR management.
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What is now called human resource management has evolved a great deal since its beginnings around the year 1900.
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Here's a brief history of human resource management.
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It's believed that the first personnel management department began at the National Cash Register Company in the early 1900s.
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Personnel departments, which is merged as clearly defined in the 1920s, at least in the United States, were largely concerned with technical functions.
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What began as a primarily clerical operation in large companies concerned with payroll
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and employee records began to face changes with social legislation of the 1960s.
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HRM developed in response to increase in competition experienced by the late 1970s as a result of deregulation and rapid technological change.
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In the 1990s, globalization and competition required human resource departments to become more concerned with costs,
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planning, and the implications of various HR strategies for both organizations and their employees.
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The role of human resource management professionals has dramatically evolved over the years.
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This course provides an overview of the past and future roles of human resource management professionals in organizations.
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If an organization has a formal HR group, perhaps an HR department, there are typically three different roles that group might play in an organization.
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Which of the roles predominates
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or whether all three roles are performed depends highly on what management wants HR to do
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and what competencies HR staff have demonstrated.
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The potential mix of roles is shown here.
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The primary role is strategic, which helps define business strategy relative to human capital and its contribution to organizational results.
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The strategic role helps link human resource strategy with organizational mission and of the work of people in the organization.
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The operational and employee advocate role manages most HR activities in keeping with organizational strategy
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and serving as an employee champion to balance the issues of employees and employer.
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And finally, the administrative role, which focuses on clerical administration and record -keeping, including essential legal paperwork, compliance, and policy implementation.
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Human resource management has played an important role in the life of organizations throughout modern history.
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In the past role of human resource management, the personnel function was highly administrative and clerical in nature,
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as you see in this right -hand side of the model labeled the past role.
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The past role focused on transactional activities related to processing of people -related activities, such as payroll.
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A heavy emphasis on compliance led to the personnel function, policing policy, and procedure, which left little time for the important strategic role.
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The present role, as seen on the left here,
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of human resource management has evolved to focus on the strategic contributions of human resource management to organizations.
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As organizations strive to realize their greater results,
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the critical role of people is recognized by the strategic role of human resource professionals to provide technical expertise,
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champion employees, and lead strategically in their organizations.
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Human resource management is a value -added function of the organization, influencing key organizational outcomes.
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Now, let's explore a simple human resource management model.
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The pinwheel model suggests that the management of human resources in an organization centers on eight key functional areas.
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These functions are a collection of specialized human resource management work.
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For each functional area, human resource professionals are responsible for key activities.
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You can see them in the boxes around the model.
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Let's define each functional area and discuss those associated activities.
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Human resource strategy and planning identifies and manages current and future needs to achieve organizational goals.
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The activities of strategy and planning include analysis, planning, effectiveness, metrics, and technology.
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Compliance is doing what is asked or required by federal, state, and local governments in the management of people.
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The activities of compliance include equal employment opportunity, compliance with federal, state, and local employment laws and regulations.
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Talent management are the integrated processes to attract, motivate, and retain productive and engaged employees.
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These activities of talent management include recruitment, talent acquisition, selection, interviewing, and onboarding.
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Training and development is about the betterment of people and performance through information they will use.
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The activities of training and development include training, development, career planning, and so on.
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Performance management are the processes to ensure the organization connects mission with the work of employees.
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The activities of performance management include performance appraisal, improvement, and intervention.
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Total rewards are the financial and non -financial tools used to attract, motivate, and retain employees.
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The activities of total rewards include compensation, benefits, recognition, and work -life effectiveness.
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Employee safety and health is about ensuring the safety, health, and welfare of people at work.
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The activities of safety and health include employee safety, security, and workers' compensation.
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Employee and labor relations focuses on the relationship of employees with the organization and with each other.
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The activities of employee and labor relations include policy management, documentation, workplace investigations, labor relations, and employee rights.
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This human resource management model, along with our brief history,
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should give you the context to best understand and apply the important role of human resource management in today's organizations.
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本課的詞彙與口語要點
這節口語課以影片“HR Basics: Human Resource Management”為素材。 影片中反覆出現的詞有：management, resource, role, organization, employee。 這段影片共有 63 個句子、934 個單詞可供跟讀。 講話部分時長為 6:28。 說話人語速平穩，每分鐘約 144 個詞，很適合跟讀。 只有 80% 的單詞屬於英語最常用的 3,000 詞，詞彙難度較高。
影片中的重點詞彙
影片中 15 個值得學習的單詞，附發音和釋義：
| 單詞 | 發音 | 釋義 |
|---|---|---|
| resource 名詞 | /ɹɪˈzɔːs/ | 資源 /資源 |
| strategic 形容詞 | /stɹəˈti.dʒɪk/ | 戰略的 /戰略的 |
| define 動詞 | /dɪˈfaɪn/ | 界定 |
| compliance 名詞 | /kəmˈplaɪ.əns/ | 遵守, 服從 /服從 |
| organizational 形容詞 | /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/ | 組織的 /組織的 |
| functional 形容詞 | /ˈfʌŋkt͡ʃənəl/ | 功能的 |
| relation 名詞 | /ɹɪˈleɪʃ(ə)n/ | 關係 /關係 |
| formal 形容詞 | /ˈfɔɹməl/ | 正式 |
| contribution 名詞 | /ˌkɑntɹɪˈbjuʃən/ | 貢獻 /貢獻 |
| reward 名詞 | /ɹɪˈwɔɹd/ | 報酬 /報酬, 獎勵 /獎勵 |
| explore 動詞 | /ɪkˈsploɹ/ | 探索, 探險 /探險 |
| attract 動詞 | /əˈtɹækt/ | 吸引 |
| retain 動詞 | /ɹəˈteɪn/ | 留班, 留級 /留級 |
| effectiveness 名詞 | /ɪˈfɛk.tɪv.nɪs/ | 有效性 |
| motivate 動詞 | /ˈmoʊ.tɪ.veɪt/ | 激發 |
影片中的語法
說話人最常用的結構，並附上影片中的原話：
| 結構 | 影片中的用法 |
|---|---|
| 被動語態 be + 過去分詞 — 強調發生了什麼，而不是誰做的 | is now called · is merged · are performed |
| 現在完成時 have/has + 過去分詞 — 過去發生但與現在仍有關聯的事 | has evolved · has dramatically evolved · have demonstrated |
需要注意的發音
- “sh” 和 “zh” 音: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, relation /ɹɪˈleɪʃ(ə)n/, contribution /ˌkɑntɹɪˈbjuʃən/, compensation /ˌkɑm.pənˈseɪ.ʃən/, recognition /ˌɹɛkəɡˈnɪʃ(ə)n/
- 長單詞——注意重音位置: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, administrative /ədˈmɪn.ɪ.stɹə.tɪv/, contribution /ˌkɑntɹɪˈbjuʃən/, compensation /ˌkɑm.pənˈseɪ.ʃən/, effectiveness /ɪˈfɛk.tɪv.nɪs/
中文母語者容易讀錯的音：
- /v/ — 不要讀成 /w/，上齒輕觸下唇: evolve /ɪˈvɑlv/, administrative /ədˈmɪn.ɪ.stɹə.tɪv/, effectiveness /ɪˈfɛk.tɪv.nɪs/, motivate /ˈmoʊ.tɪ.veɪt/, relative /ˈɹɛl.ə.tɪv/
- 詞尾子音 — 要讀清楚，後面不要加母音: resource /ɹɪˈzɔːs/, strategic /stɹəˈti.dʒɪk/, compliance /kəmˈplaɪ.əns/, evolve /ɪˈvɑlv/, administrative /ədˈmɪn.ɪ.stɹə.tɪv/
- /r/ 和 /l/ 的區別: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, relation /ɹɪˈleɪʃ(ə)n/, formal /ˈfɔɹməl/, explore /ɪkˈsploɹ/, payroll /ˈpeɪˌɹəʊl/
如何用這段影片練習
- 先完整聽一遍影片，不要開口，記下不認識的單詞。
- 用正常速度逐句跟讀，每句重複到你的節奏與說話人一致為止。
- 錄下自己的聲音並與原聲對比，特別注意 resource, strategic, define 這類單詞。
什麼是跟讀法？
跟讀法 (Shadowing) 是一種有科學依據的語言學習技巧，最初開發用於專業口譯員的培訓，並由多語言者Alexander Arguelles博士普及。這個方法簡單而強大：您在聽英語母語原聲的同時立即大聲重複——就像是一個延遲1-2秒緊跟說話者的影子。與被動聽力或語法練習不同，跟讀法強迫您的大腦和口腔肌肉同時處理並模模擬實的講話模式。研究表明它能顯著提高發音準確性，語調，節奏，連讀，聽力理解和口語流利度——使其成為雅思口語備考和真實英語交流最有效的方法之一。