留學(xué)生dissertation：電子人力資源（EHR）-如何有效地開發(fā)和應(yīng)用電子健康記錄？-implement Electronic-Hum

電子人力資源(EHR)管理在當(dāng)今也越來越成為企業(yè)管理熱點(diǎn)議題并付之于實(shí)踐。那么如何有效地開發(fā)和應(yīng)用電子健康記錄？

留學(xué)生dissertation-電子人力資源（EHR）-如何有效地開發(fā)和應(yīng)用電子健康記錄？-implement Electronic-Human Resource

Introduction
The development of economic globalization is increasingly rapid while the human society is turning into the new knowledge age. It is inevitably for China’s economy to be faced with the challenge of economic globalization with its joining the WTO. One of the important features of knowledge economy is that the focus of market competition will be changed [from competition for physical strength and capital] to competition for intellectual resources, namely talents, from that for physical resources such as capital and product. Global competition for talents[talent] will increase the position of human resources to a certainty so that business administration of human resources is confronted with unheard of challenge[challenges], [unclear how the remainder of the sentence is relevant]as talents are a carrier of advanced science and technology and advanced culture, representing advanced productivity. The rapid development of network technology has changed traditional human resources in management style inside an organization, bringing [a] new vital force to modern business administration of human resources.
Along withinformation industry unceasing development, Information[information] technology and human resources have become the core resources for modern business management. The application of information technology to business is http://elviscollections.com/Thesis_Writing/HRM/obviously increasing interpersonal information exchange quality and speed so that there have been great changes in both channeland innovation in a business and its employees’ obtaining knowledge. A majority of employees tend to select an ordered, transparent, and shared business culture and work environment all the more in order to obtain more information and resources in favor of business development and their own growth; and thus human resources have become the most active and decisive factor in an enterprise system.[remove period] (Guohong, 2009). Therefore, how to enhance management of human resources by use of information technology to increase enthusiasm, initiative, and creation of employees in order to increase an enterprise’s working efficiency and core competitiveness has become the key to modern business being thriving and prosperous.
With increasingly deepened[???] information technology, to implement Electronic-Human Resource (eHR) has become an important selection for a good many enterprises to increase their competitiveness and working efficiency. And how to effectively develop and apply eHR is becoming a hot point of enterprises academically and in practice.
The thesis is divided into four chapters. Chapter I and II provided[provide] a detailed introduction to human resource management and electronic human resource management; Chapter three discuss how to use information technology [to] construct [an] electronic human resource management system; chapter four will discuss and analyze about implementation of electronic human resource management; [incomplete sentence] [need to say something about why an electronic system is better than the alternatives]#p#分頁標(biāo)題#e#
Key Words: Information technology, Human resources management, eHR (E-human resources.)

Preface [the previous pages were the preface]

留學(xué)生dissertationPeter Drucker believes that so-called business administration is management of human resources finally, and human resources management is a pronoun[???] of business administration. (2007, Peter) (Drucker, 2007). With the advent of economic globalization and the age of knowledge economy, more and more enterprises are making joint investment[s in] and developing international marketing. It is already common for enterprises in different countries to participate in international cooperation and competition. The competition is increasingly keen with the scope of business competition expanded. Then, how to get victory[????] in the globally keen competition? The most critical and the most fundamental [way] to get victory[????] are human resources instead of abundant physical resources, advanced technology, and solid[???] capital.
With the advent of knowledge economy, a good many enterprises are aware that all the links to their operation flow such as product design, production, marketing, and service cannot be separated from human participation. Any problem arising out of the links tends to be manifested as a problem of people. Employee’s quality and morale have become a basis for business existence and development. The companies[Do you mean A company’s] own good management and development of human resources will make a contribution towards an enterprise creating its conditions for personnel development,[remove comma] so as to increase its competitiveness. On the other hand, enterprises [an enterprise’s] existence and development are increasingly depends[depend] on human resources[resource] management while current international competition intensely. Employees are becoming the most precious enterprise assets. Talents are an important precondition and condition for business existence and development. Modern enterprises can only have a competitive advantage if they establish their human-oriented managerial system to realize scientific, institutional, and normalized management of human resources.
In the new era, there are remarkably two developing trends in China and in the world. First is information technology rapidly developing; second is Chinese [is] faced with [an] economic challenge at [in] the age of globalization. Whether the ubiquitous Internet or the increasingly closed international cooperation in politics, economy, and culture, it is typical of China's turning into the information age of globalization. It is necessary for Chinese enterprises to depend on scientific management of human resources, for example, flexible system of recruitment, good training mechanism, and reasonable assessment of performance that [in order to] obtain, culture[acculturate], and retain highly accomplished personnel, so as to increase their competitiveness, being faced with an expanding business scale as well as new technology and new knowledge coming forth under the background of having joined the WTO to meet international requirements. In the meanwhile, the application of information technology, which is changing with each passing day, is enriching the content of management of human resources, expanding the scope of management of human resources, and is pushing management of human resources to a new stage all the more. [provide a transition to the next section]#p#分頁標(biāo)題#e#
I. Concept of human resources management [introduce the subsections of this section, then transition to the first subsection]
1.1 concept of human resource
Human resource is also called labor resources[resource], which is a kind of human-oriented economic resources. It directly or indirectly reflects an enterprise’s labor capabilities. As viewed from business administration, human resources mean total labor capabilities, which are supported and developed by an enterprise, attached to individual employees, and play an active role in business benefit and business development, to realize business objectives and meet employee’s social demand. [transition to next subsection]
1.2 The role of human resources
Generally, the role of human resources is to realize increased value by means of human activities. In the course of the realization workers change their physical strength and intellectual power to specific product or service to realize increase in value by means of such resource elements as their own labor capabilities, integrated physical resources, and information resources.
[If you are going to use a table or graph, then it should at least introduced in the body of the paper in such a way that its inclusion makes sense.]

Figure 1: The role of human resources in other resources①
①annotateZhihua, Q. CHO——majordomo of human resource. Beijing: China Renmin University Press 2003. P 26 [follow APA guidelines for citations and the References section]
[transition to this section] 1.3 Management of human resources
As for management of human resources, scholars put forward different definitions viewed from different point of views. Viewed from [a] practical function, [the purpose of] Human[human] resources[resource] management is to perform activities to reach individual and organizational objectives by means of such functions as recruitment, selection, training, and reward. Viewed from [the] managerial function, [the purpose of] human resources[resource] management is to further effectively utilize human resources so as to reach organizational objectives by means of managerial function[clarify]. Viewed from technology, [the purpose of] human resources[resource] management is to effectively utilize human resources to reach organizational objectives by means of human resources by means of different techniques and methods. Viewed from managerial decision [is this distinct from “managerial function” – if so, how?], human resources management is an important managerial function, including all managerial decision[s] and action[s] that have an influence upon the nature of the relation between a company and its employees. From [a] functional view [is this distinct from “practical function”], human resources management is a process to make and implement a plan so as to most properly ensure, develop, maintain, and flexibly utilize all organizational human resources. [include citations as appropriate]
In general, human resources management is a process for an organization to steadily obtain human resources by means of effective organization, guidance, coordination, incentive, and control and to #p#分頁標(biāo)題#e#留學(xué)生dissertationintegrate, regulate and control, develop and utilize human resources obtained by use of modern science and technology and managerial theory to realize its strategic objectives. It is to bring the role of human resources of an enterprise into play furthest. As a result the productivity will be increased and competitiveness increased as for an organization; and their[the organization or the employees?] living quality and degree of satisfaction with their employment increased as for employees.