跟读练习: HR Basics: Human Resource Management - 通过视频学习英语口语
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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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本课的词汇与口语要点
这节口语课以视频“HR Basics: Human Resource Management”为素材。 视频中反复出现的词有：management, resource, role, organization, employee。 这段视频共有 63 个句子、934 个单词可供跟读。 讲话部分时长为 6:28。 说话人语速平稳，每分钟约 144 个词，很适合跟读。 只有 80% 的单词属于英语最常用的 3,000 词，词汇难度较高。
视频中的重点词汇
视频中 15 个值得学习的单词，附发音和释义：
| 单词 | 发音 | 释义 |
|---|---|---|
| resource 名词 | /ɹɪˈzɔːs/ | 資源 /资源 |
| strategic 形容词 | /stɹəˈti.dʒɪk/ | 戰略的 /战略的 |
| define 动词 | /dɪˈfaɪn/ | 界定 |
| compliance 名词 | /kəmˈplaɪ.əns/ | 遵守, 服從 /服从 |
| organizational 形容词 | /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/ | 組織的 /组织的 |
| functional 形容词 | /ˈfʌŋkt͡ʃənəl/ | 功能的 |
| relation 名词 | /ɹɪˈleɪʃ(ə)n/ | 關係 /关系 |
| formal 形容词 | /ˈfɔɹməl/ | 正式 |
| contribution 名词 | /ˌkɑntɹɪˈbjuʃən/ | 貢獻 /贡献 |
| reward 名词 | /ɹɪˈwɔɹd/ | 報酬 /报酬, 獎勵 /奖励 |
| explore 动词 | /ɪkˈsploɹ/ | 探索, 探險 /探险 |
| attract 动词 | /əˈtɹækt/ | 吸引 |
| retain 动词 | /ɹəˈteɪn/ | 留班, 留級 /留级 |
| effectiveness 名词 | /ɪˈfɛk.tɪv.nɪs/ | 有效性 |
| motivate 动词 | /ˈmoʊ.tɪ.veɪt/ | 激发 |
视频中的语法
说话人最常用的结构，并附上视频中的原话：
| 结构 | 视频中的用法 |
|---|---|
| 被动语态 be + 过去分词 — 强调发生了什么，而不是谁做的 | is now called · is merged · are performed |
| 现在完成时 have/has + 过去分词 — 过去发生但与现在仍有关联的事 | has evolved · has dramatically evolved · have demonstrated |
需要注意的发音
- “sh” 和 “zh” 音: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, relation /ɹɪˈleɪʃ(ə)n/, contribution /ˌkɑntɹɪˈbjuʃən/, compensation /ˌkɑm.pənˈseɪ.ʃən/, recognition /ˌɹɛkəɡˈnɪʃ(ə)n/
- 长单词——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/
中文母语者容易读错的音：
- /v/ — 不要读成 /w/，上齿轻触下唇: evolve /ɪˈvɑlv/, administrative /ədˈmɪn.ɪ.stɹə.tɪv/, effectiveness /ɪˈfɛk.tɪv.nɪs/, motivate /ˈmoʊ.tɪ.veɪt/, relative /ˈɹɛl.ə.tɪv/
- 词尾辅音 — 要读清楚，后面不要加元音: resource /ɹɪˈzɔːs/, strategic /stɹəˈti.dʒɪk/, compliance /kəmˈplaɪ.əns/, evolve /ɪˈvɑlv/, administrative /ədˈmɪn.ɪ.stɹə.tɪv/
- /r/ 和 /l/ 的区别: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, relation /ɹɪˈleɪʃ(ə)n/, formal /ˈfɔɹməl/, explore /ɪkˈsploɹ/, payroll /ˈpeɪˌɹəʊl/
如何用这段视频练习
- 先完整听一遍视频，不要开口，记下不认识的单词。
- 用正常速度逐句跟读，每句重复到你的节奏与说话人一致为止。
- 录下自己的声音并与原声对比，特别注意 resource, strategic, define 这类单词。
什么是跟读法？
跟读法 (Shadowing) 是一种有科学依据的语言学习技巧，最初开发用于专业口译员的培训，并由多语言者Alexander Arguelles博士普及。这个方法简单而强大：您在听英语母语原声的同时立即大声重复——就像是一个延迟1-2秒紧跟说话者的影子。与被动听力或语法练习不同，跟读法强迫您的大脑和口腔肌肉同时处理并模仿真实的讲话模式。研究表明它能显着提高发音准确性，语调，节奏，连读，听力理解和口语流利度——使其成为雅思口语备考和真实英语交流最有效的方法之一。