然很低。在撒哈拉以南的非洲地区，初等教育的入学率在1980 年和2000 年之间下降了。初等教育的低入学率典型地反映了贫困人民的低参与率。但在许多贫困国家它还有一个性别层面的原因, 反映出对女孩的传统偏见。“教育和自立不属于女孩，女孩应为家庭服务。”这种不平衡状态的后果之一: 在妇女中的高文盲率。
The public sector is the main provider of health care in developing countries-training medical personnel, investing in hospitals, and directly providing medical care. To reduce inequities, many countries have emphasized primary health care, including immunization, provision of sanitation, access to safe drinking water, and safe motherhood initiatives. Even so, much remains to be done. Child malnutrition remains a burden, with 22 countries having rates of more than 30 percent in 1990s. an estimated 40 million people are living with HIV/AIDS, an unprecedented public health challenge. And the reemergence of old diseases such as tuberculosis in Europe and Central Asia and parts of South and East Asia has put severe strains on health budgets. A high prevalence of disease in a country goes hand-in-hand with poor economic performance.在发展中国家，公共部门是医疗保健的主要提供者－－训练医疗人员, 对医院投资, 和直接提供卫生保健。为减少不公平, 许多国家着重于初级卫生保健, 包括免疫法、卫生设施的提供，安全饮用水的供应, 和安全孕产倡议。即使如此, 仍有许多工作要做。儿童营养不良依然是负担, 在20世纪90年代，22 个国家的此比例超过百分之30。估计4千万人民感染HIV/AIDS, 这对公共卫生是一个史无前例的挑战。旧疾病的再度出现，例如在欧洲，中亚和部份南亚和东亚的肺结核，对卫生预算施加了沉重的压力。疾病在一个国家的大流行通常伴随着经济的不振。
There are many ways to measure poverty and its effects on people’s lives. The indicators reported here suffer from many shortcomings, noted in About the data of each table. But taken together, the indicators provide a broad picture of how well different economies are doing in reducing poverty, enhancing human security, and building human capital-and how large a task still faces many developing countries.可以用许多方式来衡量贫穷以及它对人民生活的影响。通过每张表格的数据可以看出，这里所报道的指标都有许多缺陷。但放在一起, 这些指标在为我们提供了一个总的情况：即，不同的经济体制在减少贫穷，提高人民生活保障，构建人力资本方面的表现如何。同时，我们也可以从中看出许多发展中国家面临的任务仍然艰巨。
Enhancing security 提高保障水平 Impoverishing effect 贫困效应 Human capital 人力资本
Personnel Policies人事政策
All agencies have personnel policies, even those that may insist they have no personnel manual. The polices may differ in terms of th
e degree of specificity and formality with which they are expressed, but they are present in the expectations that the governing board and director have of the employees and that the employees have of each other. In some agencies, they may be verbal descriptions of expected behavior, in others they may be a series of memos describing expectations, and in still other agencies they may be codified into a formal manual given to all new employees. Agency variations with regard to degree and specificity of formality are the result of several factors, including whether employees are a part of civil service or union system, the size of the agency, the age of the agency, and whether the agency’s personnel practices have even been the subject of a grievance or lawsuit.所有机构，即便是那些没有人事手册的机构，都有人事政策。这些政策可能会在表达的具体程度和形式上有所不同，但它们都体现了董事会对雇员，以及员工之间的期望。在一些机构，它们可能是口头说明的所预期行为，在另外的机构，它们可能是一系列的阐述期望的备忘录，它们还可能会被整理成正式的手册给所有新员工。有若干因素导致了机构的政策在程度和具体形式上的差异，包括员工是否属于行政或联邦制度，机构的规模，机构的创办时间，以及该机构的人事政策是否甚至一直受到申诉或诉讼。
As with written job descriptions, it is our firm belief that all agencies are well served by having written personnel policies. Written polices clarify expectations and both serve to avoid personnel and make it easier to correct problems, when they occur. They are also an essential element in creating the sense among employees that their treatment is fair because they know that rules apply to them and to other employees.关于书面的工作说明，我们坚定地相信，所有的机构都会从书面的人事政策中受益。书面政策阐明了机构的期望，而且能够有助于避免人员犯错，也更易于纠正问题。为了让员工感到他们的待遇是公平的，必须有书面政策。因为这样他们会知道本规则不仅适用于自己而且也适用于其它员工。
Personnel policies are not statics, and even in agencies with well-established and complete policies they need to be reviewed periodically. Changes are most often identified in response to problems or issues. Several employees, for example, may develop an interest in job sharing because of their family circumstances. A policy may need to be developed to describe under what circumstances is job sharing possible, what categories of positions are eligible for sharing, and how employees apply for sharing. In other instances, there may be concern that too much time is being spent by employees playing computer games or surfing the Internet, and policies may need to be developed that limit the use of agency resources for these purposes.人事政策不是一成不变的，即使是在建立了良好的和完善的政策的机构，也有必要对政策定期进行评估。政策的变化通常是为了解决问题或争论。举例来说，几位员工可能因为家庭情况而喜欢分担工作。这时就需要修订一项政策，来阐明在什么情况下可以分担工作，哪些类别的职位可以分担，并说明如何雇员申请分担。再比如，机构
可能会担心员工花太多的时间玩电脑游戏或上网冲浪。那么就需要修订政策，来限制员工因这些目的而利用机构的资源。
Changes also occur in response to changes in applicable laws. Several years ago, a policy dealing with sexual harassment was probably the exception rather than the rule. Today, given U. S. Supreme Court ruling about employer liability when such harassment occurs, all agencies are well severed by a written policy in this area.同时，政策的变化也是为了适应适用法律的变化。几年前，一个处理性骚扰的政策，可能是个个例，而非规定。今天，鉴于美国最高法院做出的裁决，所有机构的雇主都有义务对于这种骚扰制定相关政策。
Agencies with policies should also review them periodically against a suggested list of what should be included in a policy manual. One such list, adapted from Pecora’s (1995) work, is found in Appendix 3. additional content on behavioral expectations was added because it is often such expectations that create minor sources of tension with the agency. Creating Your Employee Handbook(Bernstein, 1999) and comparable publications can also help in developing a personnel manual.机构的政策也应该参照一份建议材料来确定机构的政策手册中应该包括哪些内容。在附录3可以找到这样一份材料，它改编自pecora的（ 1995年）的著作。对行为期望的政策补充了一些内容，因为这些期望往往会引起机构内的紧张气氛。编订你自己的雇员手册（伯恩斯坦， 1999年），类似的出版物也有助于修订人事手册。
Agencies that do not have many written policies or have not codified their existing policies may believe that the task of developing such a codification is overwhelming when reviewing a list of possible personnel manual content. Such agencies are likely to be small or new. Unless the agency is able to devote a portion of someone’s time to developing a policy manual of contract with someone to develop one, the task may indeed be overwhelming. However, the director can make use of a range of supports to make the task less overwhelming. For example, she can ask colleagues from other more established agencies if it would be possible to review and adopt portions of their personnel manual when such adoptions fit her agency. She can ask staff and board members to each other be responsible for writing a section of manual. Or she can see manual development as a task that stretches over a year or two, dealing with limited pats of the manual at any given time. If this approach is taken, it will be important for the director to be disciplined and establish a timeframe for completion and hold to that timeframe.在参照了一系列的人事手册的内容后，一些没有许多书面政策或没有编篡自己的现行政策的机构，可能会认为这项编篡任务是无法承受的。这类机构很可能是小型的或新建立的。除非该机构能够先花时间制定一个关于合同的政策手册，以便和别人签合同去编篡人事手册，否则，这项任务的确是很艰巨的。然而，负责人可以利用一系列的支持手段，使这项任稍微轻松些。例如，
她可以向在其它更成熟的机构工作的同事咨询，是否可以参考并采纳该机构的人事手册中适合自己机构的部分。她可以要求员工和董事会成员每人负责写一部分的手册。或者她可以把手册的修订作为一项一两年的长期任务，这样她可以在任何可能的时间处理有限的一部分。如果采取这种做法，负责人必须是训练有素的，能够制定一个完成任务的时间表，并严格遵从它。
The governing board typically adopts personnel policies. Thus, a certain level of board involvement in the process of developing of modifying policies may be essential. The procedures to implement the policies may also be adopted by the governing board but are more often left to the discretion of the director or other appropriate administrators. A personnel manual typically includes the policies or the essence of the policies as well as the procedures used to implement the policies.董事会通常会采用人事政策。因此，在政策的制订和修改过程中，董事会有一定程度的参与，这是很重要的。董事会也可以采纳政策的执行程序，但更多的时候，执行程序的处理权留给了负责人或其他适当的管理人员。一份典型的人事手册一般包括政策或政策的本质，以及落实政策的程序。
It is also appropriate and desirable for employees to be involved in the development of personnel policies. The extent to witch they see the policies as clear, fair, and easy to observe will influence their observation of them. They may also identify problems in implement that even the best board and director cannot anticipate. As with job descriptions, however, those practices that best help the agency accomplish its mission need to take precedence over employees’ preferences. Employees, for example, may not prefer to work evenings on a rotating schedule, but if evenings are when the clients need to access services, those preferences cannot be respected. Though their preferences cannot determine the policies, encouraging employees to be involved in the development and periodic review of policies can do much to empower them and win their cooperation. It will also help ensure that the personnel manual is not just a tool used by management, but something that is helpful to all in the agency.员工参与人事政策的修订是适宜，可取的。员工对于政策的明确度，公平度，易于遵守度的评价，将影响他们对政策的遵守程度。他们也可能找出那些即使是最好的董事会和负责人都无法预料到的政策执行过程中的问题。但是对于职务说明，能以最佳方式帮助该机构完成任务的做法，必须优先于雇员的偏好。举例来说，员工不喜欢在轮班制的晚上工作，但如果是晚上，当客户需要服务，这些个人的喜好就不能受到尊重。虽然员工的喜好不能决定政策，但鼓励职工参与制定和定期评估有关政策，可以授予他们一定权力，并赢得他们的合作。这也将有助于确保人事手册不仅是一个管理工具，而且对整个机构都有所助益。
Personnel Policy 人事政策 Personnel manual 人事手册
Periodic review of policies 对政策的定期评估
What Is HRD?
什么是人力资源开发
Human resource development is a dynamic and evolving practice used to enhance organizational effectiveness. It is the goal of this publication to provide a resource through which HRD professional and students can understand the field and grasp its simplicity. It is within this simplicity that an appreciation of the complexity of HRD can be realized. An introductory book such as this should provide only an overview; other more focused publications will provide the crystallization. For example, when entering a community for the first time, its landmarks, citizens, and complexity often seem overwhelming to the newcomer. But after familiarizing oneself with its uniqueness, its roads, streets, buildings, and people, it does not appear as threatening or complex. In fact, if given time, even the most alien community can take on the characteristics of “home”.人力资源开发是用于提高机构的效率的一个动态发展的行业。这份出版物的目的是为HRD专家和学生提供知识资源，通过这些资源使他们能了解和掌握这个领域的简要之处。 在简要性中蕴含着对HRD复杂性的理解体会。象这样的一本入门书仅能提供概要; 其他更专业的出版物将提供此领域的精辟之处。 例如，对于一个新来者来说，当第一次时进入社区时，它的路标、居民和复杂性似乎无法接受。但在熟悉它的特点以后，它的路、街道、建筑和人民，似乎变得不再危险或复杂。 实际上，如果给予足够时间，甚而最不同的社区都能变得象家一样。
The same is true for new, exciting, and emerging professional practice. We have tried to simplify HRD in such a way that it becomes less complicated to the newcomer. If, after studying the following chapters, readers feel better able to understand the field, its components, roles, areas of practice, unique competencies, and strategies for improving credibility within organizations, then the book has indeed accomplished its mission. Ultimately, however, HRD professionals will provide the leaning and career development activities, performance improvement and management initiative, organizational development intervention, and insights through which organizational effectiveness is enhanced. Thus, it is their responsibility to master their craft in order for others within the organization to master theirs. Simultaneously, our goal is to provide the details, descriptions, and facts necessary to enable the HRD professional to create a development strategy for becoming as even more effective professional.以上道理对于一个令人激动的新兴职业也是同样适用的.我们设法简化HRD，这样它对入门者会变的不那么复杂。 如果，在学习以下章节以后，读者能更好的了解这个领域，它的组成部分，角色，实践区域，独特的能力要求以及改进机构内可信度的策略，那么这本书就完成了它的使命。然而,最终，HRD专家要提供学习和职业发展的活动,提高业绩和管理的主观能动性的方法,对组织发展的干预以及提高组织的效率的能力。 因此，HRD专家有责任掌握好他们的技能,以使组织内的其他人员能