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上海google的L5薪水（谷歌上海工资待遇）

发布时间：2023-04-22 02:00:25 稿源：创意岭阅读： 72

大家好！今天让创意岭的小编来大家介绍下关于上海google的L5薪水的问题，以下是小编对此问题的归纳整理，让我们一起来看看吧。

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本文目录:

1、谷歌l4升l5要多久
2、Sepon district在老挝哪个位置?我一网友说他在这地工作，google earth都没找到！百度翻译为：塞蓬区。
3、EBEST一L5手机参数
4、有关人力资源管理的中英文文献

上海google的L5薪水（谷歌上海工资待遇）

一、谷歌l4升l5要多久

2年。根据查询谷歌公司官网发布的公告可以得知，该公司作为全球最大的搜索引擎公司，其在公司内部有着非常严格的等级制度，而I4等级的员工在经过两年的时间，并且对公司做出突出贡献才可以升级为I5等级，获得更多的权利和薪资。

二、Sepon district在老挝哪个位置?我一网友说他在这地工作，google earth都没找到！百度翻译为：塞蓬区。

这个地方又译“车邦”，英文名又作Xepon或Sepone

此区(县)位于老挝下寮地区的沙湾拿吉省(Savannakhet Province)，是该省的15个区(县)之一，中心城镇与区(县)同名

地理位置图

http://ditu.google.cn/maps?q=Sepon&client=aff-cs-worldbrowser&oe=UTF-8&hl=zh-CN&gs_sm=e&gs_upl=1797l4188l0l4984l5l5l0l0l0l0l0l0ll0l0&um=1&ie=UTF-8&sa=N&tab=wl

三、EBEST一L5手机参数

基本参数

支持频段 2G：GSM 900/1800MHz

3G：WCDMA 2100MHz

CPU核心数双核

内存容量 ROM内存容量：4GB

扩展卡扩展存储：支持，Tflash卡

扩展卡容量：16G

标配主机x1、旅行充电器x1、数据线x1、电池x1、保修卡x1、说明书x1

保修政策全国联保，享受三包服务

CPU频率 1024MHz

手机网络 GSM,联通3G(WCDMA)

操作系统 Google Android 4.0

显示屏幕

手机屏幕 4.500英寸

主屏色彩 26万色

主屏分辨率 540x960像素

屏幕材质 TFT

触摸屏多点电容触摸屏

外观设计

输入方式手写

QWERTY全键盘虚拟QWERTY键盘

可选颜色白色

尺寸（长宽厚） 130.5x68.2x11.2mm

手机重量 149g

产品天线内置

手机样式直板

娱乐功能

摄像头像素 500万像素

电子书支持

收音机支持

音乐播放支持

重力感应支持

视频格式支持3GP，MPEG-4，AVI等格式

音乐格式支持WAV，AMR，MP3，MID等格式

摄像头描述双摄像头

前置摄像头：30万像素

后置摄像头：500万像素

视频拍摄支持

照相功能支持

媒体播放类型支持3GP，MPEG-4，AVI等格式

副摄像头 30万像素

通话记录已接+已拨+未接电话

话机通讯录容量 1000条

传输功能

耳机插孔 3.5mm

数据线接口 Micro USB v2.0

本地连接方式 USB，蓝牙

蓝牙支持

导航 GPS导航

网络功能

WWW浏览器支持

WAP浏览器支持，Wap 2.0

电子邮件支持，POP3

四、有关人力资源管理的中英文文献

注意！楼上的这个英文文献是google译的，不顺。。。

http://www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm

http://en.wikipedia.org/wiki/Human_resource_management

http://zh.wikipedia.org/wiki/%E4%BA%BA%E5%8A%9B%E8%B5%84%E6%BA%90%E7%AE%A1%E7%90%86

http://books.google.com.sg/books?id=FciK6xtWfy0C&pg=PT166&lpg=PT166&dq=Private+Enterprise+human+resource+management&source=web&ots=OFncstpski&sig=6f_0AsxbQZFRexeS08L8UAT_Zf8&hl=en

http://en.wikipedia.org/wiki/List_of_human_resource_management_topics

http://books.google.com.sg/books?hl=en&id=9fWF_ndSCcAC&dq=human+resource+management&printsec=frontcover&source=web&ots=4xwIYBuMf9&sig=6qfNhxSFoKD-_s0NWnwVdVS-vHk

http://books.google.com.sg/books?hl=en&id=EZ1CLRm3FnQC&dq=human+resource+management&printsec=frontcover&source=web&ots=e9ZXXrcD0q&sig=i_JxI28y7ZXehl-dqvoX-KtdldI

http://books.google.com.sg/books?hl=en&id=1m0i_YKPDNwC&dq=human+resource+management&printsec=frontcover&source=web&ots=yu6BZIhFj_&sig=WU6l52bZ0JH2JZPN4Qy038OtuKA

http://books.google.com.sg/books?hl=en&id=Gu1YWQGHgLcC&dq=human+resource+management&printsec=frontcover&source=web&ots=H7SbJNAizE&sig=Y3GssDjBHljJr3aRrmVgCaA9gTY

http://books.google.com.sg/books?hl=en&id=bnAiaXdzbRwC&dq=human+resource+management&printsec=frontcover&source=web&ots=NbX4F8U9oG&sig=umxDaoU05w_dZkxyT_usnZH5lR0

http://books.google.com.sg/books?hl=en&id=Vs98_GTpU5EC&dq=human+resource+management&printsec=frontcover&source=web&ots=571NexI6ER&sig=i8A4B8m2nb1LkNv8UrzVcgm2XI8

http://books.google.com.sg/books?hl=en&id=aQpPzvu4eC0C&dq=human+resource+management&printsec=frontcover&source=web&ots=9c4a-JsUBC&sig=N8_-lXARbKr61H9yKwrhNcPQF8Y

http://books.google.com.sg/books?hl=en&id=2BWLZTWoAeUC&dq=human+resource+management&printsec=frontcover&source=web&ots=msCayB2Gwr&sig=2WxIZuqhy3ZvWW7rPYsqCwkOwcY

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