Rule of engagement
壳体设计规范
Needs to be manufactured to tight tolerances to ensure the bore is round and concentric to the shaft axis. 需要严格按照公差加工，以确保该孔的圆度并且于轴的轴线同心。 The amount of interference / clearance depends on the type of bearing and load 轴承与轴承孔之间的配合间隙取决于轴承类型和轴承力 Typical transmission applications the outer race is held in the casing with a interference fit. 传统的变速箱应用，轴承外圈与壳体采用过盈配合 For bearings that require some adjustment during build a transition fit can be employed. 一些需要调整的轴承，一般采用过度配合。 General recommendations 一般建议 Aluminum - 0.001mm of interference per mm of diameter. 铝合金壳-直径方向每毫米过盈量为0.001mm Magnesium - 0.0015mm of interference per mm of diameter. 镁合金壳-直径方向每毫米过盈量为0.0015mm
变速器外形尺寸，铸造性能，机械加工
性能 Complexity 复杂性 Influenced by Size and Function
Number of units 组件数量
Small, medium of large volumes 小件，中件，大件 Function功能 Structural, Non structural, Loaded vs Non- Loaded 结构性或者非结构性功能，承载或者非承载结构
Engagement of Legal Services
Engagement of Legal ServicesAs we have discussed, our law firm is pleased to represent PGA Inc. (your Company) in connection with XYZ (the Matter). The purpose of this letter is to set forth our agreement with respect to the terms of our engagement. If you engage our Firm on additional legal matters, this engagement letter will apply to shoes ones as well, unless separate engagement letters are executed for such matters.Scope of EngagementAs counsel for your company, we will represent your interest in regard to the Matter. Although we will endeavor to achieve a result in this Matter that is satisfactory to you, it is understood that we make no promises or guarantees to you concerning the outcome and cannot do so.CooperationTo enable us effectively to perform the services contemplated, it is essential that you disclose fully and accurately all facts and keep us apprised of all developments relating to the matter. You have agreed to cooperate fully with us and to make your representatives available to attend meetings, conference, hearings and other proceedings. We will attempt to schedule meetings and other proceedings to serve the convenience of those representative, but it is the nature of the legal representation that such schedules often are not within our control.FeesOur fees are based on the time spent by the attorneys and paralegal or translation personnel who work on the Matter. We will charge for all time spent in representing your interests, including, by way of illustration, telephone and office conferences with your representatives, opposing counsel and others; conferences among our attorneys and paralegal or translation personnel; factual investigation; legal research; responding to your requests for us to provide information to your or someone appointed by your company; drafting letters and other documents and travel if needed.The hourly billing rates range from $500 to $600 for partners, form $300 to $400 for of counsels, form $100 to $200 for staff attorneys and $100 for paralegals and tra nslators. In particular, Mr. White’s service is billed at $600 perhour, and the time of Mr. Black is to billed at $500 an hour. The billing rates per hour for Mr. Blue and Ms. Green are $300.There will be a discount of ten percent for hours billed after the collective billing and collection for a single project reach 300 hours. Billing rates for both attorneys and paralegal personnel are reviewed annually and might be revised at the beginning of each year to reflect an attorney’s and paralegal’s increased experience level. I may require outside assistance for the Matter, if necessary, for independent expert opinions. The time for professional experts will be billed at $300 per hour.The fees ultimately charged for the Matter also may be based upon a number of factors, such as the ability, reputation and experience of the attorneys working on the Matter, the skill required to perform the legal services required by the Matter, the time and labor involved, the customary range of billing rates for attorneys, the novelty and difficulty of the questions involved, the size of the Matter and the results we achieve.The customary billing rates are set forth above. However, in setting an appropriate fee for the Matter, we will take into consideration all of the factors set forth in the previous paragraph and not just our customary range of billing rates. Thus, the fee we charge may be greater or lesser than a fee based solely on the billing rates for the time expended on this Matter.TravelWhile we are aware of the need always to minimize costs, the expense of conducing legal business outside the (wonderland) necessitates that we consider the health and safety of our staff. Therefore, while traveling within the wonderland for longer than five hours, the client will be charged for business class or first class airfare and billed for travel time, and on travel outside the wonderland, the client will be billed a minimum of tem hours a day for travel. In the event the attorney travels more than tem hours in that day, the charge will be for the actual amount of travelling time.Other ChargesIn addition to our fees for rendering professional services, our statement will include other charges for expenses and services incurred incidental to the performance of our services, such as photocopying, delivery charges, travel expenses, long-distance telephone calls, facsimile transmissions, overtime for secretaries and other non-legal staff. A copy of our current recharge schedule, which is subject to change from time to time, is attached hereto as Attachment X. Unless special arrangements are otherwise made, fees and expenses of thirdparty, e.g., court reporters, experts, investigators, consultants and translators are your responsibility and will be billed directly to you. Further, all invoices in excess of $100 will forwarded to you for direct payment.Billing CycleOur billing rates are based on the assumption of prompt payment. Consequently, fees for our legal services and other charges will be billed monthly and are payable within thirty days of receipt.Cost EstimateFrom time to time, at your request, we may furnish estimates of legal fees and other charges that we anticipate will be incurred in connection with the Matter. Such estimates are by their nature inexact because of unforeseeable circumstances and, therefore, our actual fees and other charges billed may vary from such estimates.ConflictsIf a controversy arises between you and any other client of our Firm, we may decline to represent either you or such other client or both after taking into account the rules of professional ethics applicable to us.Termination or WithdrawalOur representation may be terminated prior to the conclusion of the Matter by either of us by written notice to the other party. We reserve the right to withdraw from our representation if, among other things, you fail to honor the terms of engagement letter, including timely payment of our fees, or fail to cooperate or follow our advice on a material matter, or if any fact or circumstance would, in our view, render our continuing representation unlawful, unethical or ineffective. No such termination or withdrawal, however, will relieve you of the obligation to pay the legal fees owed us for service performed and other charges owing us to the date of termination or withdrawal.Client DocumentsWe will maintain all documents you furnish us for the Matter. At the conclusion of this Matter, it is your obligation to advise us as to which if any, of the documents in our files you wish us to return to you. We may keep copies thereof to the extent we believe advisable for our records. We will retain any remaining documents in our files for a certain period of time and ultimately destroy them in accordance with our record retention program schedule then in effect.DepositAt the time you return an executed copy of this letter, you agree to deliver to us a deposit in the amount of $10,000, which will be deposited in a trust account. The deposit will not be applied against our periodic invoices. Rather, our invoices will be payable as provided in the paragraph entitled “Billing Cycle”, and the deposit will be held in reserve to be applied against any invoices for legal fees or other charges outstanding at the conclusion of the Matter. After all such invoices have been satisfied, any unused portion of the deposit will be refunded to you. You hereby authorize us to withdraw the deposit from the trust account and apply the deposit as described above.RetainerYou agree to deliver to us at the time you return an executed copy of this letter a retainer in the amount of $15,000, which will be deposited in a trust account. We will charge our legal fees and other charges against the retainer and credit them on our billing statements. In the event our legal fees and other charges exceed the retainer, we will bill you for the excess. Any unused portion of the retainer will be refunded at the conclusion of the Matter. We may required additional retainer amounts from time to time based on our estimates of future work required.If the foregoing correctly reflects the terms and conditions of our representation, please so indicate by executing the enclosed copy of this letter in the space provide below and return it to me.Please do not hesitate to telephone me if you have any questions. We are pleased to have this opportunity to be of service to you as our client, and we look forward to working with you.Very truly__________Accepted and agree tothis _____ day of _____, 2009By: __________For and on behalf of ABC Compnay。
Oman WC Incident Engagement Alert 2015_双语V2
b) Rig staff should inform the Saxon Rig manager as he is Man in Charge (MIC) in case of Well control events after complying with company man instructions. 钻台人员应该通知Saxon平台经理因为他是井控事件中的负责人
会沟通。
Responsibilities assigned:相关责任分配如下：
―Driller with Trainee Night pusher 司钻和夜班队长实习生 Mud pump operation操
控泥浆泵
―Rig Manager with Tour pusher 平台经理和白班队长 Choke Operation操作节流阀 ―Mud tester, Assistant Driller and mud engineer泥浆工，副司钻和泥浆工程师 Mud tanks. 负责泥浆罐。
因为他的当班时间结束了，而拥有IWCF井控证的白班队长应该承担压井职责。
Engagement Alert
Quiz 2 – What is the correct decision?
测试2 – 哪个是正确的决定？
The Rig manager leaves the choke to the Tour pusher and goes to update the kill sheet.平台经理应该把节流阀控制交给白班队长然后去更新压井施工单。 The Rig manager requests the Tour pusher to update the kill sheet.平台经理
到4020米时，观察到该井有溢流的征兆。
外企英文规章制度
IntroductionAs a leading international company, [Company Name] is committed to maintaining a professional, ethical, and productive work environment. This Code of Regulations and Policies is designed to provide guidelines for all employees to ensure compliance with local laws, company standards, and international best practices. It is the responsibility of every employee to read, understand, and adhere to the following regulations and policies.1. Equal Opportunity and Non-Discrimination[Company Name] is an equal opportunity employer. We are committed to providing a work environment free from discrimination and harassment based on race, color, religion, sex, national origin, age, disability,or any other characteristic protected by law. All employment decisions are made on the basis of qualifications, merit, and business need.2. Health and SafetyThe health and safety of our employees are of utmost importance. [Company Name] adheres to all local and international health and safety regulations. Employees are required to follow all safety procedures and report any hazards or accidents immediately.3. Work Hours and OvertimeRegular working hours are [number] hours per day, [number] days per week, as per local regulations. Overtime is permitted only with prior approval from the supervisor and is compensated in accordance with local laws and company policy.4. Attendance and LeaveEmployees are expected to be punctual and maintain regular attendance. Leave policies include annual leave, sick leave, bereavement leave, and parental leave, as per local laws and company policy.5. Confidentiality and Intellectual PropertyEmployees are expected to maintain the confidentiality of all company information and intellectual property. Unauthorized use, disclosure, or reproduction of such information is strictly prohibited.6. Use of Company PropertyEmployees are granted access to company property for business purposes only. Unauthorized use of company equipment, facilities, or resources is prohibited.7. Anti-Bribery and Corruption[Company Name] strictly prohibits any form of bribery or corruption. Employees must comply with all applicable anti-bribery and corruption laws and regulations.8. Ethics and Professional ConductEmployees are expected to conduct themselves in a professional and ethical manner at all times. This includes treating colleagues, clients, and business partners with respect and integrity.9. CommunicationEffective communication is essential for the success of [Company Name]. Employees are encouraged to communicate openly and honestly with their colleagues and management.10. Internet and Email UsageThe company provides internet and email access for business purposes only. Personal use is permitted during breaks and lunch hours, but must not interfere with work performance or violate any company policies.11. Social MediaEmployees are advised to be cautious when using social media platforms. Any comments or posts that could reflect negatively on the company orits employees should be avoided.12. Termination of EmploymentThe termination of employment may occur for various reasons, including mutual agreement, performance issues, or violation of company policies. In such cases, [Company Name] will follow local laws and company procedures.ConclusionThis Code of Regulations and Policies is a living document that may be updated from time to time. Employees are expected to familiarize themselves with the contents of this document and seek clarification on any points of uncertainty. Compliance with these regulations and policies is essential for maintaining a positive and productive work environment at [Company Name].。
最高效最详细的的CFA协会ESG证书备考计划
最高效率、最详细的CFA协会ESG证书备考计划ESG是环境、社会和治理的缩写，是一种关注企业环境、社会和治理绩效的投资理念和商业决策。
它强调企业应该注重环境保护、社会责任和公司治理结构等方面，以实现可持续发展和长期价值创造。
ESG有助于超越单一财务底线，实现利益相关者共赢和社会可持续发展。
在投资领域，ESG投资是一种将ESG因素纳入投资决策的投资方法，旨在评估企业的ESG绩效，并选择那些在ESG方面表现良好的企业进行投资。
这种投资方法可以帮助投资者了解企业的可持续发展能力和风险控制能力，从而做出更加明智的投资决策。
因此，备考协会CFA的ESG证书需要了解ESG的基本概念、ESG投资的理论和实践以及如何评估企业的ESG绩效等方面的知识。
同时，也需要了解如何运用ESG投资策略进行资产配置和风险管理等方面的技能。
以下为CFA协会ESG证书备考计划的详细内容及复习步骤：1.制定详细的学习计划：在备考过程中，制定一个详细的学习计划，包括每天的学习时间和学习内容等。
这有助于确保你在考试前已经分了解考试的范围和要求，并且可以合理地分配时间来学习各个知识点。
2.注重知识点的理解和掌握：CFA协会的ESG证书考试涉及面较广，因此需要注重知识点的理解和掌握。
在备考过程中，要认真阅读教材和其他相关资料，深入理解每个知识点，并能够熟练地应用这些知识来解决实际问题。
3.多做模拟题和真题：模拟题和真题是备考CFA协会ESG证书考试的最好资料。
通过多做模拟题和真题，可以熟悉考试形式和提高答题速度，同时也可以更好地了解自己的弱点和需要改进的地方。
4.提高英文表达和阅读理解能力：由于CFA协会的ESG证书考试采用全英文形式，因此需要提高英文表达和阅读理解能力。
在备考过程中，要多读英文文章和进行口语练习，以提高英文表达能力和阅读理解能力。
5.调整好心态和状态：备考CFA协会ESG证书考试需要耐心和恒心，不要过度自信或过于紧张。
要保持积极的心态和良好的状态，合理安排时间进行学习和休息，以保持最佳的考试状态。
完整word版联合国海洋法公约中英文
relationship betwee n Government and busine ss. T he wo se ssions, General Se cretary of Pro, clear the wor d succinctly summarized t he new relationship betwee n Gov ernment a nd business, as pure politi cs, resha ping the political relationship specified i n the directi on. District le aders i n handling political and busi ness relations, engage in tradi ng power for money, and finallystumbl ed, we a lesson, always kee p in mind that Pro, cl ean pra cticing Pro, clear. Pr o is to open a sincere engagement wit h private enterprise t o help solve practical difficulties; Clear is to clarify the Division of pow er, exercised i n accordance with, private e nt repre neurs with i nnoce nt purity, not abusi ng power for per sonal gain, not to engage in tra ding power for money. Third, in order t o maintain fairness and justice. Fairness and justice i s the lifeline of the rule of law, is t he be st development environme nt. Currentl y, lax law enforcement a nd t he judicial sector in our regi on al so exist t o varying degrees, la wenforcement departments a nd individual window units power for persona l gains and bribes, thick friends, relations, human cases, money cases in which seriously infringe on the legitimate rights and i nterests of enterpri ses and pe ople. Especially some law e nforcement and inspe ction for profit purpose s, deliberately looking for cor porate loophol es, found dire ctly under the ti cket does not give business impr ovement opportunities. We re cruit a company doesn't easily, cultivati ng a business more difficult, never for personal gai n, systemati c harassment, card, last checked to check to get the enter prise collapse d. og uarantee t he legitimate rig hts a nd interests. Al ways procee d from the overall situati on of reform and devel opment of services, fully consider the chara cteristics of pr oduction a nd management i n non-public enterprises and social benefits, an a ccurate grasp of legal limits, protect the enthusia sm of entre preneurs a nd practitioners in innovation and e ntrepre neurship, enhancing expectations a nd confi dence. To promote strict enforcement. Strengthening law enforcement procedures, impr ove law enforcement performance evaluation, strengthening the supervi sion of law e nforcement, explorati on and practice of risk control mechanism of lawe nforcement to further standardize the social security, urba n management, road trafficadmi nistrative law enfor cement, effectively free, extensive law-enfor cement and lax enforcement of law enforcement and ot her issues. o uphol d justi ce. Justice is the last li ne of Defe nse to safeguard fairne ss a nd justice, to unequivocall y support the courts and procuratorates independently exerci se level ... Judicial activities were rampa nt, must not be allowe d to run, favors, money, must not be allowed to knowingly violate the miscarriage,vi olations of the l egitimate rights and interests of the masses must not be allowed to a buse of power, to make forest mass ca n be felt in every judicial cases i n equity and justice. Four todee pen grass-r ootsgovernance according to law【标题】１９８２年联合国海洋法公约(附英文)【分类】国际海事【时效性】有效【颁布时间】1982.12.10【实施时间】1982.12.10【发布部门】蒙特哥湾目录第Ⅰ部分用语和范围第Ⅱ部分领海和毗连区第１节一般规定第２节领海的界限第３节领海的无害通过第４节毗连区第Ⅲ部分用于国际航行的海峡第１节一般规定Grass-roots g overna nce according to law i s an importa nt foundation for pr omoting the constr uction of rule of la w, but also the most ba sic development e nvironment. Despite my good social order in General, but there are law-a biding consciousness, social order i s not standard, regardless of faith, Twining visit visit and other outstanding problems. We want t o actively promote the f ield of multi-level governa nceaccor ding to law, promote the continuous improvement of the socia l environment. o promote universal compliance. Actively foster the rule of law culture, carry out law publicity and e ducation on honesty a ndtr ustworthine ss, guide the masse s and consciously abi de by t he law, failing to find method, problem-solving method, method of graduallycha nging the world, he is not l ooking for but some湯?unspoken rule s, formed all law lawabide by t he good atmosphere. To strengthe n the comprehensive ma nagement of public security. Deepening peace xingan constr uction, stronglyagainst viole nce crime, mafia and serious criminal offences, to protect the legitimate rights a nd interests of citizens, legal persons, carry out criminal policy of temper justice with mercy, the maximum stimulating social vitality, and earnestly safeguard social harmony and stabilit y. To resolve social confli cts by law. To further sm ooth channels of reporting soci al conditi ons and public opi nion, improving regulati on, arbitration, as well a s dispute resolutionme cha nisms, implement f ully the petitioners ' ca ses hir d-party hearings and supervising system of letters and calls, and to resolve the involved law lawsuit into the orbit of rule of law, vexatious, Twini ng visit visit, distur bing social order and other mali cious extortion, resolutely crack dow n. Five, impr oving cadres Vitale, provide str ongpr otection for forest developme nt XI General Secretary stressed that the com prehe nsive revitaliza tion in Northeast China, needs a high quality, solid style, cadres of the dare to play. Cadre cadres is a pledge, shouldwant to do work and able to do good, enthusiasm is paramount. Treat party ca dres, it is necessary to Strict management, and warm care, enable the br oad masses of cadres work har d work, this is tw o parallelprinciple s. In strict accor dance with the sta ndard s of good cadres selecti on and a ppoint ment, the real officer s, dare officers, those who wa nt to play, good as excellent cadre s at all levels of lea dership in the past. At present, some l eadi ng cadres work i nitiative is not high, beyond politi cal, idle, lazy governa nce g overna nce, not a s, slow, messy and a phenomenon still exist t o varying de grees, affected and restricted economic and social development. We must mobilize the enthusiasm of ca dres as an urgent task, adhere to combination of incentives and constraints, and adhere to the strict management and warm care, practi cal solutionor the officers not to problem, m otivate cadres and better lead the masses to an undertaking, t he ca dres and create t he new achievement i n a dare to play, em, accurate pulseprobl dentify the s as new. To igood at showrelationship betwee n Government and busine ss. T he wo se ssions, General Se cretary of Pro, clear the wor d succinctly sum marized t he new relationship betwee n Gov ernment a nd business, as pure politi cs, resha ping the political relationship specified in the direction. District leaders i n handling political and busi ness relations, engage in tradi ng power for money, and finally stumbl ed, we a lesson, always kee p in mind that Pro, cl ean pra cticing Pro, clear. Pro is to open a sincere engagement wit h private enterprise t o help solve practical difficulties; Clear is to clarify the Division of pow er, exercised i n accordance with, private entrepre neurs with i nnoce nt purity, not abusi ng power forper sonal gain, not to e ngage in trading power for money. Third, in order t o maintain fairness and justice. Fairness and justice i s the lifeline of the rule of law, is t he be st development environme nt. Currentl y, lax law enforcement a nd t he judicial sector in our regi on al so exist t o varying degrees, la wenforcement departments a nd individual window units power for persona l gains and bribes, thick friends, relations, human cases, money cases i n which seriously infringe on the legitimate rights and i nterests of enterpri ses and people. Especially some lawe nforcement and inspection for pr ofit purpose s, deliberately looking for cor porate loophol es, found directly under the ti cket does not give business improvement opportunities. We re cruit a company doesn't easily, cultivati ng a busines s more difficult, never for personal gain, systematic harassment, card, last checked to check to get the enter prise collapse d. o guarantee t he legitimate rig hts a nd i nterests. Always procee d from the overall situati on of reform and devel opment ofservi ces, f ully consider the chara cteristics of pr oduction a nd management i n non-public enterprises and social benefits, an a ccurate grasp of legal limits, protect the enthusia sm of entre preneurs a nd practitioners in innovation and e ntrepre neurship,enhancing expectations a nd confi dence. To promote strict enforcement. Strengthening law enforcement procedures, impr ove law enforcement performance evaluation, strengthening the supervi sion of lawe nforcement, explorati on and practice of risk control mechanism of law e nforcement to further standardize the social security, urba n management, road traffic admi nistrative law enfor cement, effectively free, extensive law-enfor cement and lax enforcement of law enforcement and ot her issues. o uphol d justi ce. Justice is the last li ne of Defense to safeguard fairne ss a nd justice, to unequivocall y support the courts and procuratorates independently exercise level ... Judi cial activities were rampant, must not be allowe d to run, favors, money,must not be allowed to knowingly violate the miscarriage, vi olations of the l egitimate rights and interests of the masses must not be allowed to a buse of power, to make forest mass ca n be felt in every judicial cases in equity and justice. Four to dee pen grass-r ootsgovernance according to law第２节过境通行第３节无害通过第Ⅳ部分群岛国第Ⅴ部分专属经济区第Ⅵ部分大陆架第Ⅶ部分公海第１节一般规定第２节公海生物资源的养护和管理第Ⅷ部分岛屿制度第Ⅸ部分闭海或半闭海第Ⅹ部分内陆国出入海洋的权利和过境自由第Ⅺ部分“区域”第１节一般规定第２节支配“区域”的原则第３节“区域”内资源的开发Grass-roots governance a ccording to law is a n important foundation for promoting the construction of rule of law, but al so the most basic development environment. Despite my good social order in General, butthere are law-a biding consciousness, social order is not standard, regardless of faith, Twining visit visit and other outstanding problems. We want to actively promote the f ield of multi-level governance according to law, pr omote the continuous improvement of the sociale nvironment. To pr omote universal compliance. Actively foster the r ule of law culture, carry out law publicity a nd educati on on honesty andtr ustworthiness, guide the masses and consci ously abi de by the law, failing to find method, problem-solving method, method of gradually changi ng the worl d, he is not looking for but some one %unspoken r ules, formed all law law, abide by the good atmosphere. o strengthen the comprehensive ma nagement of public securit y. Dee pening peace xi ngan constr uction, str onglyshould dres is a pledge, dare to pla y. Cadre cation in Northeast China, needs a high quality, solid styl e, ca dres of the ssed t ive, improvi nd other malici ous extortion, resol utely crack down. Fng cadres Vitale, provide strong prote ction for forest development XI Ge neral Secretary stre hat the comprehensive revitalizang visit visit, disturhe orsing system of letters a nt fully the s well as nion, improvi ons a ooth ony and stability. social vitality, acarry out criminal he legitimate rights and interestcrime, mafia and against viole nce serious criminal offences, to protect ts of citizens, legal persons, policy of temper justice with mercy, the maximum stimulating nd ear nestly safeguar d social harm To resolve social confli cts by law. To further sm channels of reporting social conditi nd public opi ng regulati on, ar bitration, a dispute resoluti on mechani sms, implemepetitioners ' cases hird-party heari ngs and supervind calls, and to resolve the involved law lawsuit into tbit of rule of la w, vexatious,Twini bing social order adare to play,w achievement in a dres and create t he ne, the cas to an cadres and better leas not to prctical soluti ct management and and combi s an urgenthusiasm c and social development. We m grees, affected and restricted non still exist to varyince, not as, sl, idle high, ork initiative iding st. At preseof leadership ient ca ho wament, the real officers, dare officernd a lectids of good cah the sta ciples. In strict a s two parallhard woad masses of ca nable tcessary to Strict manageme husiasm is param want to do work and able to do good, entount. Treat party cadres, it is nent, and warm care, ehe br dres work ork, this iel princcordancewit ndardres seon a ppoint s, those w nt to play, good as excell dres at all levels n the pant, some lea cadres ws not beyond political, lazy governance governaow, messy and a phenome ng deeconomiust mobilize the eof cadres a nt task, adhere to nation of incentives a constraints, a dhere to the strind warm care, pra onor the officer oblem, motivate d the masseundertaking2em, accurate pulseprobl dentify the s as new. To igood at showrelationship betwee n Government and busine ss. T he wo se ssions, General Se cretary of Pro, clear the wor d succinctly summarized the new relationship betwee n Gov ernment a nd business, as pure politi cs, resha ping the political relationship specified i n the direction. District leaders i n handling political and busi ness relations, engage in tradi ng power for money, and finally stumbl ed, we a lesson, always kee p in mind that Pro, cl ean pra cticing Pro, clear. Pr o is to open a sincere engagementwit h private enterprise t o help solve practical difficulties; Clear is to clarify the Division of pow er, exercised i n accor dancewit h, private entrepre neurs with i nnoce nt purity, not abusi ng power for per sonal gain, not to engage in tra ding power for money. Third, in order t o maintain fairness and justice. Fairness and justice i s the lifeline of the rule of law, is t he be st development environme nt. Currentl y, lax law enforcement a nd t he judicial sector in our regi on al so exist t o varying degrees, la wenforcement departments a nd individual window units power for persona l gains and bribes, thick friends, relations, human cases, money cas es i n which seriously infringe on the legitimate rights and i nterests of enterpri ses and pe ople. Especially some law enforcem ent and inspection for pr ofit purpose s, deliberately looking for cor porate loophol es, found dire ctly under theti cket does not give business improvement opportunities. We re cruit a company doesn't easily, cultivati ng a business more difficult, never for personal gai n, systematic harassment, card, last checked to check to get the enter prise collapse d. og uarantee t he legitimate right s a nd i nterests. Always procee d from the overall situati on of reform and devel opment of services, fully consider the characteristics of production a nd management i n non-public enterprises and social benefits, an a ccurate grasp of legal limits, protect the enthusia sm of entre preneurs a nd practitioners in innovation and e ntrepre neurship, enhancing expectations a nd confi dence. To pr omote stri ct enforcement. Strengthening law enforcement procedures, impr ove law enforcement performance evaluation, strengthening the supervi sion of law e nforcement, explorati on and practice of risk control mechanism of law e nforcement to further standardize the social security, urba n management, road trafficadmi nistrative law enfor cement, effectively free, extensive law-enfor cement and lax enforcement of law enforcement andot her issues. o uphol d justi ce. Justice is the last li ne of Defe nse to safeguard fairne ss a nd justice, to unequivocall y support the courts and procuratorates independently exerci se level ... Judicial a ctivities were rampa nt, must not be allowe d to run, favors, money, must not be allowed to knowingly violate the miscarriage, violations of the legitimate rights and interests of the masses must not be allowed to a buse of power, to make forest mass ca n be felt in every judicial cases in equity and justice. Four todee pen grass-r ootsgovernance according to law第４节管理局第５节争端的解决和咨询意见第Ⅻ部分海洋环境的保护和保全第１节一般规定第２节全球性和区域性合作第３节技术援助第４节监测和环境评价第５节防止、减少和控制海洋环境污染的国际规则和国内立法第６节执行第７节保障办法第８节冰封区域第９节责任第１０节主权豁免第１１节关于保护和保全海洋环境的其他公约所规定的义务第ＸＩＩＩ部分海洋科学研究Grass-roots governance a ccording to law is a n important foundation for promoting the construction of rule of law, but al so the most basic development environment. Despite my good social order in General, but there are law-a biding consciousness, social order is not standard, regardless of faith, Twining visit visit and other outstanding problems. We want to actively promote t he field of multi-level governance according to law, pr omote the continuous improvement of the sociale nvironment. To pr omote universal compliance. Actively foster the r ule of law culture, carry out law publicity a nd educati on on honesty andtr ustworthiness, guide the masses and consci ously abide by the law, failing to find method, problem-solving method, method of gradually changi ng the worl d, he is not looking for but someone %unspoken rules, formed all law law, abide by the good atmosphere. o strengthen t he comprehensive management of public securit y. Dee pe ning peace xingan constr uction, str onglyshould dres is a pledge, dare to play. Ca dre cation in Northeast China, needs a high quality, solid styl e, cadres of the hat the compre ng cadre nd other malicious extortion, resol utely crack down. Five, improvis Vitale, provide strong prote ction for forestdevelopment XI General Secretary stre ssed thensive revitaliza bing social bit of rule of la nd calpetitioners ' cases hirddispute resoluti ng regulati nd cha To resolve social nd earcy of temper justice wit ns, legal nal offences, to against viole nce crime, mafia and serious crimiprotect t he legitimate rights and interest s of citizepersons, carry out criminal polih mercy, the maximumstim ulating social vitality, anestly safeguar d social harm ony and stability. confli cts by law. To further sm ooth nnels of reporting social conditi ons a public opi nion, improvi on, ar bitration, as well as on mechanisms, impleme nt fully the -party heari ngs and supervising system of letters als, and to resolve the involved law lawsuit into the or w, vexatious, Twining visit visit, distur order adare to play,w achievement in a dres and create t he ne, the cas to an cadres and better lea s not to prctical soluti ct management and and combis an urge nthusiasm c and social development. We m grees, affected and restricted ist to varyi, messy and a phenomence, not as, sl, idle high, ork initiative i ding st. At preseof leadership ient ca ho wament, the real officers, dare officernd a lecti ds of good ca h the sta el principles. In strict a ork, this idres work he brnt, and warm care, eount. Treat party cadres, it is nee to do good, entwant to do work and abl husiasm is param cessary to Strict managemenable t oad masses of cahard w s twoparall ccordance wit ndardres seon a ppoint s, those w nt to play, good as excelldres at all levels n the pant, some lea cadres ws not beyond political, lazy governance governaow non still exng deeconomiust mobilize the eof cadres a nt task, adhere to nation of incentives a constraints, a dhere to the strind warm care, pra onor the officer oblem, motivate d the masseundertaking3em, accurate pulseprobl dentify the s as new. To igood at showrelationship betwee n Government and busine ss. T he wo se ssions, General Se cretary of Pro, clear the wor d succinctlysum marized t he new relationship betwee n Gov ernment a nd business, as pure politi cs, resha ping the political relationship specified in the direction. District leaders i n handling political and busi ness relations, engage in tradi ng power for money, and finally stumbl ed, we a lesson, always kee p in mind that Pro, cl ean pra cticing Pro, clear. Pro is to open a sincere engagementwit h private enterprise t o help solve practical difficulties; Clear is to clarify the Division of pow er, exercised i n accordance with, private entrepre neurs with i nnoce nt purity, not abusi ng power for per sonal gain, not to e ngage in trading power for money. Third, in order t o maintain fairness and justice. Fairness and justice i s the lifeline of the rule of law, is t he be st development environme nt. Currentl y, lax law enforcement a nd t he judicial sector in our regi on al so exist t o varying degrees, la wenforcement departments a nd individual window units power for persona l gains and bribes, thick friends, relations, human cases, money cases i n which seriously infringe on the legitimate rights and i nterests of enterpri ses and people. Especially some law e nforcement and inspection for pr ofit purpose s, deliberately looking for cor porate loophol es, found directly under theti cket does not give business improvement opportunities. We re cruit a company doesn't easily, cultivati ng a busines s more difficult, never for personal gain, systematic harassment, card, last checked to check to get the enter prise collapse d. o guarantee t he legitimate rig hts a nd i nterests. Always procee d from the overall situati on of reform and devel opment of servi ces, f ully consider the chara cteristics of pr oduction a nd management i n non-public enterprises and social benefits, an a ccurate grasp of legal limits, protect the enthusia sm of entre preneurs a nd practitioners in innovation and e ntrepre neurship, enhancing expectations a nd confi dence. To promote strict enforcement. Strengthening law enforcement procedures, impr ove law enforcement performance evaluation, strengthening the supervi sion of law e nforcement, explorati on and practice of risk control mechanism of law e nforcement to further standardize the social security, urba n management, road trafficadmi nistrative law enfor cement, effectively free, extensive law-enfor cement and lax enforcement of law enforcement andot her issues. o uphol d justi ce. Justice is the last li ne of Defense to safeguard fairne ss a nd justice, to unequivocall y support the courts and procuratorates independently exercise level ... Judi cial activities were rampant, must not be allowe d to run, favors, money, must not be allowed to knowingly violate the miscarriage, vi olations of the l egitimate rights and interests of the masses must not be allowed to a buse of power, to make forest mass ca n be felt in every judicial cases in equity and justice. Four todee pen grass-r ootsgovernance according to law第１节一般规定第２节国际合作第３节海洋科学研究的进行和促进第４节海洋环境中科学研究设施或装备第５节责任第６节争端的解决和临时措施第ＸＩＶ部分海洋技术的发展和转让第１节一般规定第２节国际合作第３节国家和区域性海洋科学和技术中心第４节国际组织间的合作第ＸＶ部分争端的解决第１节一般规定第２节导致有拘束力裁判的强制程序第３节适用第２节的限制和例外Grass-roots governance a ccording to law is a n important foundation for promoting the construction of rule of law, but al so the most basic development environment. Despite my good social order in General, but there are law-a biding consciousness, social order is not standard, regardless of faith, Twining visit visit and other outstanding problems. We want to actively promote the f ield of multi-level governance according to law, pr omote the continuous improvement of the sociale nvironment. To pr omote universal compliance. Actively foster the r ule of law culture, carry out law publicity a nd educati on on honesty andtr ustworthiness, guide the masses and consci ously abi de by the law, failing to find method, problem-solving method, method of gradually changi ng the worl d, he is not looking for but some one %unspoken r ules, formed all law law, abide by the good atmosphere. o strengthen the comprehensive ma nagement of public securit y. Dee pening peace xi ngan constr uction, str onglyshould dres is a pledge, dare to pla y. Cadre cation in Northeast China, needs a high quality, solid styl e, ca dres of the ssed t ive, improvi nd other malici ous extortion, resol utely crack down. Fng cadres Vitale, provide strong prote ction for forestdevelopment XI Ge neral Secretary stre hat the comprehensive revitalizang visit visit, disturhe orsing system of letters a nt fully the s well as nion, improvi ons a ooth ony and stability. social vitality, acarry out criminal he legitimate rights and interestcrime, mafia and against viole nce serious criminal offences, to protect ts of citizens, legal persons, policy of temper justice with mercy, the maximum stimulating nd ear nestly safeguar d social harm To resolve social confli cts by law. To further sm channels of reporting social conditi nd public opi ng regulati on, ar bitration, a dispute resoluti on mechani sms, implemepetitioners ' cases hird-party heari ngs and supervind calls, and to resolve the involved law lawsuit into tbit of rule of la w, vexatious,Twini bing social order adare to play,w achievement in a dres and create t he ne, the cas to an cadres and better leas not to prctical soluti ct management and and combi s an urgenthusiasm c and social development. We m grees, affected and restricted non still exist to varyince, not as, sl, idle high, ork initiative iding st. At preseof leadership ient ca ho wament, the real officers, dare officernd a lectids of good cah the sta ciples. In strict a s two parallhard woad masses of ca nable tcessary to Strict manageme husiasm is param want to do work and able to do good, entount. Treat party cadres, it is nent, and warm care, ehe br dres work ork, this iel princcordancewit ndardres seon a ppoint s, those w nt to play, good as excell dres at all levels n the pant, some lea cadres ws not beyond political, lazy governance governaow, messy and a phenome ng deeconomiust mobilize the eof cadres a nt task, adhere to nation of incentives a constraints, a dhere to the strind warm care, pra onor the officer oblem, motivate d the masseundertaking4em, accurate pulseprobl dentify the s as new. To igood at showrelationship betwee n Government and busine ss. T he wo se ssions, General Se cretary of Pro, clear the wor d succinctly summarized the new relationship betwee n Gov ernment a nd business, as pure politi cs, resha ping the political relationship specified i n the direction. District leaders i n handling political and busi ness relations, engage in tradi ng power for money, and finally stumbl ed, we a lesson, always kee p in mind that Pro, cl ean pra cticing Pro, clear. Pr o is to open a sincere engagementwit h private enterprise t o help solve practical difficulties; Clear is to clarify the Division of pow er, exercised i n accor dancewit h, private entrepre neurs with i nnoce nt purity, not abusi ng power for per sonal gain, not to engage in tra ding power for money. Third, in order t o maintain fairness and justice. Fairness and justice i s the lifeline of the rule of law, is t he be st development environme nt. Currentl y, lax law enforcement a nd t he judicial sector in our regi on al so exist t o varying degrees, la wenforcement departments a nd individual window units power for persona l gains and bribes, thick friends, relations, human cases, money cas es i n which seriously infringe on the legitimate rights and i nterests of enterpri ses and pe ople. Especially some law enforcem ent and inspection for pr ofit purpose s, deliberately looking for cor porate loophol es, found dire ctly under theti cket does not give business improvement opportunities. We re cruit a company doesn't easily, cultivati ng a business more difficult, never for personal gai n, systematic harassment, card, last checked to check to get the enter prise collapse d. og uarantee t he legitimate right s a nd i nterests. Always procee d from the overall situati on of reform and devel opment of services, fully consider the characteristics of production a nd management i n non-public enterprises and social benefits, an a ccurate grasp of legal limits, protect the enthusia sm of entre preneurs a nd practitioners in innovation and e ntrepre neurship, enhancing expectations a nd confi dence. To pr omote stri ct enforcement. Strengthening law enforcement procedures, impr ove law enforcement performance evaluation, strengthening the supervi sion of law e nforcement, explorati on and practice of risk control mechanism of law e nforcement to further standardize the social security, urba n management, road trafficadmi nistrative law enfor cement, effectively free, extensive law-enfor cement and lax enforcement of law enforcement andot her issues. o uphol d justi ce. Justice is the last li ne of Defe nse to safeguard fairne ss a nd justice, to unequivocall y support the courts and procuratorates independently exerci se level ... Judicial a ctivities were rampa nt, must not be allowe d to run, favors, money, must not be allowed to knowingly violate the miscarriage, violations of the legitimate rights and interests of the masses must not be allowed to a buse of power, to make forest mass ca n be felt in every judicial cases in equity and justice. Four todee pen grass-r ootsgovernance according to law第ＸＶＩ部分一般规定第ＸＶＩＩ部分最后条款附件Ⅰ高度回游鱼类（略）附件Ⅱ大陆架界限委员会探矿、勘探和开发的基本条件附件Ⅲ企业部章程附件Ⅳ调解附件Ⅴ按照第ＸＶ部分第１节的调解程序第１节按照第ＸＶ部分第３节提交的强制调解程序第２节国际海洋法法庭规约附件Ⅵ。
engagement_letter
SPECIMEN ENGAGEMENT LETTERThe following is an example of an engagement letter for an audit of general purpose financial statements prepared in accordance with International Financial Reporting Standards. This letter is not authoritative but is intended only to be a guide and it will need to be varied according to individual requirements and circumstances of the engagement. It will also need to reflect the relevant legal and regulatory frameworks. It may be appropriate to seek legal advice that any proposed letter is suitable.Addressee (to the appropriate representative of management or those charged with governance of the entity)Entity address1. The objective and scope of the audit1.1 You have requested that we audit the financial statements of [entity name], which comprise the balancesheet as at [specify date], and income statement, statement of changes in equity and cash flow statement for the year/period then ended, and a summary of significant accounting policies and other explanatory information. Our role will be to provide the professional services detailed below; the duties and responsibilities of [firm name] shall be limited to the matters expressly referred to herein. We are please to confirm our acceptance and our understanding of this audit engagement by means of this letter. Out audit will be conducted with the objective of our expressing an opinion on the financial statements.2. The responsibilities of the auditor2.1 We will conduct our audit in accordance with International Stan dards on Auditing (‘ISAs’) (or other relevantauditing standards). Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well a evaluating the overall presentation of the financial statements.2.2 Furthermore, it will be conducted in such manner as we consider necessary to fulfil our responsibilitiesand will include such tests of transactions and of the existence, ownership and valuation of assets and liabilities as we consider necessary. We shall obtain an understanding of the accounting systems in order to assess their adequacy as a basis for the preparation of the financial statements and to establish whether proper accounting records have been maintained. We shall expect to obtain such relevant and reliable evidence as we consider sufficient to enable us to draw reasonable conclusions therefrom. The nature and extent of our tests will vary according to our assessment of the entity’s accounting systems, and where we wish to place reliance on them, the systems of internal control, and may cover any aspect of the business operations.2.3 Because of the inherent limitations of an audit, together with the inherent limitations of internal control,there is an unavoidable risk that some material misstatements may not be detected, even though the audit is properly planned and performed in accordance with ISAs (or other relevant auditing standards). In particular it is your responsibility to make appropriate arrangements to ensure the propriety of transactions and the accuracy and reliability of the accounting records and to safeguard the assets of the entity against loss by theft, fraud, defalcation or otherwise. However, we shall endeavour to plan our audit so that we have a reasonable expectation of detecting material misstatements in the financial statements or accounting records resulting from irregularities or fraud, but our examination should not be relied upon to disclose irregularities and frauds which may exist.2.4 In making our risk assessments, we consider internal control relevant to the entity’s preparation of thefinancial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. However, we will communicate to you in writing concerning any significant deficiencies internal control relevant to the audit of the financial statements that we have identified during the audit.2.5 Our audit will be conducted on the basis that management [and [where appropriate] those charged withgovernance] acknowledge and understand that they have responsibility:(a) For the preparation and fair presentation of the financial statements in accordance with InternationalFinancial Reporting Standards (or other relevant financial reporting framework), including thecomparative figures and the disclosures needed for your financial statements to give a fairpresentation. Where the use of the relevant financial reporting framework has an impact on theappropriateness of the going concern basis of preparation of the financial statements, you areresponsible for assessing that impact.;(b) For such internal control as [management] determines is necessary to enable the preparation offinancial statements that are free from material misstatement, whether due to fraud or error; and(c) To provide us with:(i) Access to all information of which [management] is aware that is relevant to the preparation ofthe financial statements such as records, documentation and other matters;(ii) Additional information that we may request from [management] for the purpose of the audit;and(iii) Unrestricted access to persons within the entity from whom we determine it necessary to obtain audit evidence.2.6 We have a professional responsibility to report if the financial statements do not comply in any materialrespect with applicable financial reporting standards, unless in our opinion the non-compliance is justified in the circumstances. In determining whether or not the departure is justified we consider:∙Whether the departure is required in order for the financial statements to give a true and fair view; and ∙Whether adequate disclosure has been made concerning the departure.2.7 As part of our audit process, we will request from [management and, where appropriate, those chargedwith governance], written conformation concerning representations made to us in connection with the audit.2.8 We look forward to full co-operation from your staff during our audit and we trust that they will makeavailable to us whatever records, documentation and other information as are requested by us in connection with or audit.2.9 [Wording depending on applicable legal and regulatory requirements] We have a statutory responsibility toreport to the members of the entity whether in our opinion the financial statements give a true and fair view of the state of the entity’s affairs and of the profit or loss for the per iod/year and whether they comply with [the relevant legal requirements]. In arriving at our opinion, we are required to consider the following matters to report on any in respect of which we are not satisfied:∙Whether proper accounting records have been kept by the entity and proper returns adequate for our audit have been received from branches not visited by us;∙Whether the entity’s balance sheets and profit and loss accounts are in agreement with the accounting records and returns;∙Whether we have obtained al the information and explanations that we think necessary for the purpose of our audit; and∙Whether other information presented with the financial statements is consistent with that in the audited financial statements.∙Other disclosures required by relevant statute2.10 In order to assist us with the examination of your financial statements, we shall request sight of alldocuments or statements (eg chairman’s statement, directors’ report, remuneration statements and other reports required by statute or regulation) and any other information which is due to be issued with the financial statements. [We are also entitled to attend al general meetings of the entity and to receive notice of all such meetings].2.11 We are required by ISA 260 “Communication with those charged with governance” to communicate withthe audit committee (or other title for those charged with governance) certain matters relating to the audit of your financial statements.Independence (requirement for listed entities, perhaps for other entities in some circumstances)Annually, we must confirm to the audit committee in writing that we (and other network member firms) are independent within the meaning of our regulatory and professional requirements, and that the independence of our audit engagement partner, other partners involved with your audit, and audit staff is not impaired.Planning informationBefore we commence our audit, we shall issue a planning letter to the audit committee giving an outline of the nature and scope of our audit work, and the form of reports that we intend to make.Findings from the auditAt the conclusion of the audit we shall issue a management and governance letter to the audit committee, This letter will be sent to the audit committee before the financial statements are issued, and may include the following:∙Expected modifications to our report;∙Unadjusted misstatements∙Material weaknesses in the accounting and internal control systems identified during the audit;∙Our views about the qualitative aspects of your accounting practices and financial reporting;∙Matters specifically required by ISAs other than ISA 260 to be communicated to those charged with governance; and∙Any other relevant matters relating to the audit.2.12 We ask that you respond to the letter mentioned above, identifying how you intend to address the issuesthat we have raised with you.3. Reporting3.1 Insert reference to the expected form and content of the auditor’s report.3.2 The form and content of our report may need to be amended in the light of our audit findings.4. Working papers4.1 Our working papers and other internal documentation created for the purpose of carrying out our duties asauditors belong solely to us and will not be provided to you. However, we may be required to give access to our working papers for regulatory purposes or because of other statutory or legal obligations.4.2 We are regulated in the conduct of our audit work by [specify]. Our regulatory body may request access toaudit working papers in relation to parts of your entity/group prepared by overseas audit firms, including fellow member firms of Moore Stephens International Limited. You agree to take all reasonable steps to procure that your overseas components grant consent, wherever necessary, to enable an overseas auditor to comply with such requests.5. Limitation of liabilityIf available, wordings will vary according to relevant legal and regulatory frameworks.6. Service6.1 If at any time you would like to discuss with us how our service to you could be improved, or if you aredissatisfied with the service you are receiving please let us know by contacting [specify name of the partner with responsibility for the client relationship]. If you are still not satisfied, you should contact our Senior Partner [specify name or equivalent details for another senior individual selected to deal with complaints]. In the event of your not being satisfied by our response, you may also wish to bring the matter to the attention of the [relevant regulatory body [if this mechanism applies].7. Agreement of terms7.1 We shall be grateful if you will kindly acknowledge receipt of this letter [and the attached Terms andConditions] by signing the enclosed copy of this letter where indicated and returning it to us. If the contents are not in accordance with your understanding of our terms of appointment, please let us know.7.2 Once it has been agreed, this letter [and the Terms and Conditions] will remain effective, from oneappointment to another, until replaced, or revised by mutual agreement or we cease to act on your behalf.Yours faithfullyFirm signatoryAs an authorised signatory, I confirm that the contents of this letter [and the attached Terms and Conditions] are in accordance with our understanding of your terms of appointment.Name PositionSignature Date。
Employee Engagement
Employee EngagementIntroductionEmployee engagement describes the relationship between an organization and employees who work for it. This concept was first raised up by Kahn in 1990, when he gave the definition of employee engagement as the harnessing of members of an organization to their works. Nowadays, scholars (Shaw 2005; Richman 2006) also define this word as both intellectual and emotional commitment of an employee to his or her organization.In general, organization with high degree of employee engagement usually out-performs those who have low employee engagement. Therefore, not matter what fields the organization stands in, its HR manager and top executives all wants to figure out the proper methods to enhance the employee engagement of their own organization. Especially in business word, according to the recent study conducted by hay group, profit organizations in top quartile on employee engagement demonstrate revenue growth x 2.5 than that of organizations in the bottom quartile.Since engagement directly affects the commitment and discretionary effort of an employee to its organization, it can also affect the employee’s daily performance, and then further influence the customer satisfaction, financial performance as well as the attraction and retention of talents of an organization. (Weight, 2000; Griffith, 2004; Macey, 2008; Hakanen, 2008 )Given such great importance, keeping employees engaged in high level is probably the biggest challenge a manager faces in both the short-term and the long-term of running a business.Literature reviewAlthough employee engagement has been a hot topic for many year both in academic and practical word, there is no universal and consistent definition of it. From the early 1990s, when employee engagement has first brought into academic world, its meaning and measurement has always been changing and discussed in disparate ways.As discussed in the first part, the early definition was given by Kahn (1990). He divided the engagement into three aspects, namely the physical aspect, cognitive aspect, and the emotional aspect. In the first aspect, cognitive engagement concerns employees’ engagement of its working conditions and leade rs. The physical engagement describes the energy employee exerted to accomplish his or her work. Meanwhile, the emotional engagement includes not only the employees’ feeling about the organization and their coworkers, but also their attitudes towards the above two aspects.In the following years, scholars also discussed employment engagement from three different approaches. There are approach of physical working conditions, behavioral outcome of engagement and the psychological conditions of an employee under certain working conditions.When seeing employment engagement from the perspective of physical working conditions, researchers such as Macey (2008) and (Robinsons et al., 2004) would like to measure the engagement by doing surveys on how employees describe their working environment. In practical word, many standardized survey were designed to test the employees’ satisfactions of their working environment and help organization to improve the employment engagement by providing better working environment. However, when taking organizational behavior into consideration, hardware of working environment is not enough to facility the employment engagement of an organization. On the contrary, the relationship in the working places (Organ, 2006), personal behavior (Crant, 2000), as well as the role expansion (Frese, 2001) would contributes a lot to employee’s engagement. In this perspective, OCB (short for organizational citizen behavior) is most discussed when measuring the engagement. Finally, researchers who consider employee engagement form the psychological prospective emphasis more on employee’s emotional reaction and personal thoughts than the working condition of the role itself. As discussed in the early studies of Kahn in 1990 and 1992, engagement is compromised by two important components, namely the absorption and attention in a role, suggesting that when employee fully engaged in an organization, he or she would not only physically engaged but also emotionallyand cognitively engaged in it by expressing feelings, innovating, questioning and etc. MBI (short for Maslach-Burnout Inventory) or MBI-GS (short for Maslach-Burnout Inventory-General Survey) all can be seen as practical examples of measuring the employment engagement from the psychological prospective (Schaufeli and Bakker, 2004).Although definitions are not all the same, most studies are unified in the positive outcome of high engagement. According to the meta-analysis of Harter in 2002, and many other empirical studies (Towers Perrin, 2003; ISR 2004; Johnson 2004; Seijts and Crim 2006), business results are positively related to the high employment engagement and the employee satisfaction. The Gallup Group also found the connections between these two concepts form the large scale survey. For example Frank and his coworkers (2004) believe that if the top manger concerns more on human capital than other affairs of a company, this company may outperform other companies in satisfaction, financial and productivity performance.What’s more, survey results suggest that, usually newly employed workers have the highest scores among all the employees, so keeping them engaged in this high level is also significant and cost saving than first let them down than find ways to let them re-engaged in the organization.As for how to use different approaches to improve the employee engagement, scholars usually take individual personality as a key influence factor. They argued that when applying strategies individual’s personal perception, social environment, relationships with soundings should all be taken into consideration (Bowditch, 2001; May et al, 2004). Because given varies life/working/education experiences/conditions/backgrounds, employees have different psychological conditions, different needs, different career goals, different perception of their roles in the company, and etc. therefore the best way to keep different people engaged is to first put them into different categories and then apply corresponding measures to stratify their unique needs and expectations (Robinson, 2006).To be more specific, scholars (Kahn, 1990) suggest using the regular investigation or survey to predict the engagement level of an organization then influence employee’sengagement accordingly. For instance, learning and training programs, flexible working arrangements, fine working conditions, enough supporting recourses are all important and commonly used practices. Moreover, strategies using to improve the employee engagement should be applied on all levels of employees from the top managers to the first line workers, since the transparent and continuous communication of all the employees as well as the overall efforts from the whole company contribute more than the efforts from only one or two top or middle level managers (Truss, 2006).Analysis and discussionAs discussed above, high employee engagement drives organization success, therefore in real business world is widely concerned by many HR managers in all kinds of organizations. According to researchers from the psychology field, Kahn (1990), for example, employee engagement is closely related to each individual instead of the organization as a whole. Therefore, different approaches should be used to improve the engagement of different employees according to their working roles and characters. Following report gives an example of employee engagement program for a medium sized brewing company based in UK. In this program, three kinds of strategies are designed regard to three completely different departments: the R&D department, customer service center, and the manufacturing department.To begin with, to enhance the employee engagement in R&D department, which will influence the innovation of products, and is one of the core departments of a company, strategies related to knowledge sharing and improving the value of the individual should be concerned. Since, employees in this department are well young and educated scientists with PhD degrees.For example, company can create a knowledge sharing environment or system, or build a learning organization, to engage all the scientists evolve in the departments. For instance, brainstorm meetings or daily sharing can be organized more frequently in ordinary work days instead of project oriented. Benefits of this approach are many: first of all, new comers can quickly feel that they are one of the team, and are givenenough chance to express their own ideas. Second, unlike the old days, when departments are divided in different small groups targeting to different product lines, open sharing system allows the inter-group sharing and enlarges the benefit of every innovation and breakthrough in related areas, and therefore maximizes the outcome of the whole company. Third, as for the company, knowledge sharing system may also to some extent help save learning and R&D cost.Another approach specialized for improve the engagement of young employees is mentorship program. In this program, experienced employees and new comers are paired to create a one to one learning and teaching group, helping every one highly engaged in the organization as well as keeping skills and knowledge flowing in the organization.Last but not the least, managers should clearly know that the turnover rate in R&D center may cause big loss of the company’s core information, therefore, should not save many paying those talents.In terms of keeping employee engaged in customer service center, which consist of 50 middle aged predominantly female personnel, companies should concern more about their feelings to the job and their own family. Employees in customers’ service center are the frontline staff who directly contact with the customer feeling, so they may be easily influenced by the negative feelings of the customers through complaint calls and after-sales service requirements. So company should provide good working conditions for them to satisfy them, for example, afternoon teas may give them more leisure time to relax, and setting rooms to let employees vent their emotions may also help. In addition, create excitement in the working place can also reduce the degree of fatigue and stress.Employees who are middle aged women usually put their family prior to their jobs, so giving them relatively free working time arrangements more keep them engaged in the organization. Since customers services center should be run all day 24 hours, employees could have right to pick which working hours they like to work as long as no affect the overall work. Moving one step further, the company could even letemployees serving in the call center or other sub departments who have needs to meet the customers face to face to choose their own onboarding environment and experience. For instance, set the monthly or the quarterly goal for them, then let them finish all the rest: pick the working schedule, place, and method, as long as the finish the goal, let them choose the working way they like.What’s more, on one hand, customer satisfaction is greatly depends on the performance of customer service center, and on the other hand, the turnover in the department will result in customer churn, manager should not save the investment in keeping employees engaged in this department.Last, as for the manufacturing department, which consists of 500 low to medium skilled workers who concerned more about the health and safety of their own, so companies should emphasis more on improving the working conditions for them and give them substantial salary.Getting enough money and benefits is the basic requirements of fist line workers, as they need the money to feed the family. However, linking their benefits to the company’s benefits could be a better way to keep them engaged. So how to get them linked together?With our own experience, showing the financial statement of our own to others are always based on the great trust. And it is the same for the company: showing the financial statement as well as the company’s detailed goal, and how it related to everyone’s efforts could help a lot in building trust of employees to the company. Moreover, by linking the company’s benefits and goals with those of individual workers, this approach can also encourage and motivate employees to put discretionary efforts to achieve their own goals in order to get more benefits, and ultimately achieve the company’s goal. Accompany with this approach, a friendly competition environment could further encourage employees engaged in the organization and perform better. Employees who win this kind of competition can not only award by money, but also award by spiritual rewards. For example, employees who have the highest performance get the chance to hang with the top manager andpost his or her photo on Honor Wall. Or the company can name one set of work processes as the name of the person or the group who did the best or once made some improvements.What’more import, first-line workers often feels lack of participation in the company’s business, and many feel that they are less concerned by the top managers, so involving them in the company’s business can also improving their engagement. Implantations may include that organize the meetings of top managers and fist line workers to discuss their feelings and attitudes towards the company in every quarter or 6 months. In these meetings, workers can freely talk about their ideas and suggestions to boost the company’s business to top managers, and in the meanwhile, managers get the chance to know the challenges and suggestions from the first line staff, which is also important in planning the business of the whole company.In addition, proving learning opportunities for employees in manufacturing departments are also important. Since there are more than 500 employees in this departments, feeling lack of learning opportunities may be one of the top reasons for employees to quit their job. In terms of this requirement, approaches such as the skill sharing meetings and mentorship pairs as suggested in R&D center can also be applied here. What’s more, different levels of curriculums helping employees improve their working skills could also be arranged for all the workers. To be more specific, 1 or 2 classes are offered on weekends or after working hours, which workers can freely join in the class paying no fee. Company can even offer scholarships for those who passed the curriculums and obtain the relevant vocational skills certification.Besides the above recommendations and implementations, one more important thing for the company is to regularly conduct the survey of employee engagement. By using the standardized or customized questioners, top managers or HR managers can keep an eye on the employee engagement conditions of the company. Usually, engagement scores or scorecards are used to measure the engagement and performance of employees. By analyzing the statistics, one can know which aspect the company outperforms the industry, and which area to improve in order to keep employeesengaged. This approach helps the company to frequently check its engagement strategy, modifying the implementations, changing the action accordingly and further boost the performance of its employees.Conclusion and recommendationTo sum up, high level of employee engagement has positive influence on the performance of an organization. Thus for a manager, he or she should first identify the diffident needs of employees in varies departments, and then apply different strategies and action plans with regard to their needs, as suggested by the scholars and according to the real world practice.Common engagement drivers mainly include the following aspects: understand the company’s values, connect the individual career goals with the goal of the organization, opportunities to learn and develop good working environment and proper rewards and benefits. Taking the UK brewing company as an example, three kinds of strategies were recommended for three completely different departments respectively. For R&D center, knowledge and experience sharing meetings and mentorship pairs system can be used to keep employees with high education backgrounds engaged and promote the good atmosphere of scientific research of the company at the same time. For customer service centers, flexible working arrangements and relaxing working conditions could help employees there to not only taking care of their own families but also have a good working mood when dealing with complicated customer feedbacks. Last for the manufacturing department, employee engagement strategies may include providing enough learning and developing opportunities, connecting the financial/business goals of the company with that of the individual, and offering varies rewards to high performance workers, all under the premise of guaranteed salary.Last but not the least, keeping employee engaged needs long-term efforts of an organization, in which qualitative and quantitative analysis based on the regular survey or research could help managers keep an eye on their employee engagement.ReferencesBowditch, J. and Buono, A. (2001) A Primer on Organisational Behaviour. 5th ed. New York, John Wiley.Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26, 435–462.Griffith, J. (2004). Relation of principal transformational leadership to school staff job satisfaction, staff turnover, and school performance. Journal of Educational Administration. Year: 2004. pp: 333-356Hakanen, J.J., Schaufeli, W. & Ahola, K., (2008). The Job Demands-Resources model: A threeyear cross-lagged study of burnout, depression, commitment, and work engagement. Work & Stress. V ol 22. No 3. 224-241.ISR (2004) International Survey Research. [Online] Available at: [Accessed 6th July]Johnson, M. (2004) ‘Gallup study reveals workplace disengagement in Thailand’, The Gallup Management Journal, 12th May. [online] Available at: /content/16306/3/Gallup-Study-Reveals-Workplace-Disengagem entin.aspx. Accessed 27th July 2007.Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724.Kahn, W. A. (1992). To be fully there: Psychological presence at work. Human Relations, 45, 321–349.May, D.R. Gilson, R.L. and Harter, L.M. (2004) ‘The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work’, Journal of Occupational and Organisati onal Psychology, V ol 77, pp11-37.Macey, W, & Schneider, B. (2008). Industrial and Organizational psychology. Engaged in Engagement: We are delighted we did it.1. 76-83.Robinson, D., Perryman. S & Hayday.S. (2004). The Drivers of Employee Engagement. Institute for employment studies.Robinson, I. (2006) Human Resource Management in Organisations. London, CIPD.Schaufeli, W.B., Salanova, M., Gonzalez-Roma, V., & Bakker, A.A. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of happiness Studies 3: 71-92.Seijts, G.H and Crim, D. (2006) ‘What engages employees the most or, the ten C’s of employee engagement’, Ivey Business Journal, March/April, pp1-5.The Gallup Organisation (2004) [online] Available at: . Accessed 28th June 2007.Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working Life: Employee Attitudes and Engagement 2006. London, CIPD.Perrin, T. (2003). The 2003 Towers Perrin talent report: Working today: Understanding what drives employee engagement.Wright, T.A., & Cropanzano, R. (2000). Psychological well-being and job satisfaction as predictors of job performance. J Occup Health Psychol. Jan;5(1):84-94。
中英文对照规章制度
中英文对照规章制度1. Introduction / 导言Rules and regulations are essential to maintaining order and ensuring the smooth functioning of any organization. They serve as guidelines for behavior, conduct, and performance, and help create a sense of discipline and responsibility among individuals. In this document, we outline the rules and regulations that govern our organization and its members, and we expect everyone to adhere to them in order to promote a harmonious and productive work environment.规章制度对于维护秩序、确保组织顺利运行至关重要。
它们作为行为、品行和表现的准则，帮助创建个人之间的纪律和责任感。
在本文件中，我们概述了管理我们组织和其成员的规章制度，并期望每个人遵守这些规定，以促进和谐、高效的工作环境。
2. Code of Conduct / 行为准则2.1 Respectful Behavior / 尊重行为All members of the organization are expected to treat each other with respect and dignity at all times. Discrimination, harassment, bullying, or any form of disrespectful behavior willnot be tolerated.组织的所有成员应始终以尊重和尊严对待彼此。
10条规章制度英文
10条规章制度英文1. Dress CodeAll employees are required to adhere to the company's dress code policy. This includes wearing business casual attire Monday through Thursday and business professional attire on Fridays. Any deviation from the dress code must be approved by a manager. Failure to comply with the dress code may result in disciplinary action.2. AttendanceAll employees are expected to arrive at work on time and be present for their scheduled shifts. Any absences or tardiness must be reported to a manager as soon as possible. Excessive absenteeism or tardiness may result in disciplinary action, up to and including termination.3. Workplace ConductAll employees are expected to conduct themselves in a professional manner at all times. This includes treating coworkers, customers, and vendors with respect and courtesy. Any behavior that is disruptive, offensive, or harassing will not be tolerated and may result in disciplinary action.4. ConfidentialityAll employees are required to maintain the confidentiality of sensitive company information, including customer data, financial information, and trade secrets. Any unauthorized disclosure of confidential information may result in immediate termination.5. SafetyAll employees are responsible for maintaining a safe work environment. This includes following all safety protocols and procedures, reporting any potential hazards or safety concerns, and participating in safety training as required. Failure to comply with safety guidelines may result in disciplinary action.6. EthicsAll employees are expected to adhere to the company's code of ethics. This includes acting with honesty, integrity, and fairness in all business dealings. Any violations of the code of ethics may result in disciplinary action, up to and including termination.7. Use of Company ResourcesAll employees are expected to use company resources, including equipment, supplies, and technology, responsibly. Any misuse or unauthorized use of company resources may result in disciplinary action.8. Social Media PolicyAll employees are required to adhere to the company's social media policy. This includes refraining from posting derogatory or offensive content about the company, coworkers, or clients on social media platforms. Any violations of the social media policy may result in disciplinary action.9. Conflict of InterestAll employees are required to disclose any potential conflicts of interest that may arise in the course of their employment. This includes financial interests in vendors or competitors, family relationships with coworkers, or any other situation that may create a conflict of interest. Failure to disclose conflicts of interest may result in disciplinary action.10. Compliance with Laws and RegulationsAll employees are required to comply with all applicable laws and regulations in the course of their employment. This includes but is not limited to laws related to equal employment opportunity, workplace safety, and environmental protection. Any violations of laws and regulations may result in disciplinary action.By signing below, I acknowledge that I have read and understand the company's rules and regulations and agree to comply with them at all times.Employee Signature: _______________________________________Date: _______________________________________Manager Signature: _______________________________________Date: _______________________________________(Note: The word count is 621 words.)。
Employee Engagement
/ijbm International Journal of Business and Management V ol. 5, No. 12; December 2010 Employee Engagement: The Key to Improving PerformanceSolomon Markos (Corresponding author)PhD Scholar, Department of Commerce and Management Studies, Andhra UniversityWaltair, Visakhapatnam-530 003, Andhra Pradesh, IndiaTel: 91-996-664-1683 E-mail: solomonmarkos5@M. Sandhya SrideviProfessor, Department of Commerce and Management Studies, Andhra UniversityWaltair, Visakhapatnam-530 003, Andhra Pradesh, IndiaTel: 91-984-884-2230 E-mail: sandhya.sridevi@AbstractEmployee engagement is a vast construct that touches almost all parts of human resource management facets we know hitherto. If every part of human resources is not addressed in appropriate manner, employees fail to fully engage themselves in their job in the response to such kind of mismanagement. The construct employee engagement is built on the foundation of earlier concepts like job satisfaction, employee commitment and Organizational citizenship behaviour. Though it is related to and encompasses these concepts, employee engagement is broader in scope. Employee engagement is stronger predictor of positive organizational performance clearly showing the two-way relationship between employer and employee compared to the three earlier constructs: job satisfaction, employee commitment and organizational citizenship behaviour. Engaged employees are emotionally attached to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going extra mile beyond the employment contractual agreement.Keywords: Employee engagement, Employee commitment, Organizational citizenship behaviour, Job satisfaction1. IntroductionManagers unequivocally agree that this century demands more efficiency and productivity than any other times in history. Businesses are striving to increase their performance. Managers have been grappling with many challenges to succeed putting their company ahead of competitors. To help managers manage, different scholars, researchers and consultants have been contributing their part showing the best ways they think are useful to managers. Among those suggested techniques, concepts like Total Quality Management (TQM) and Business Process Reengineering (BPR) earned recognition from many authors in the second half of twentieth century and were found helpful in increasing organizational performance by focusing on operational and process improvements. They were/still being used as tools for management in their effort to plan, execute and control of the desired changes in the operational quality.Thanks to technology, nowadays business companies are making use of advanced techniques of operation. As sophistication of technologies continues to evolve, they pose more challenges for managers because organizations will have to need more number of employees with increased technical and professional skills. These knowledge workers can not be managed with old styles of totalitarian management. They expect operational autonomy, job satisfaction and status. It is because of these facts that attention of managers is shifting towards employees’ side of organizations. From last quarter of twentieth century onwards, concepts like employee commitment and Organizational Citizenship Behaviour (OCB) started to appear on the ground that efficiency and productivity lie within the employees’ ability and commitment. Managers’ eye is on how to keep employees engaged in their job. Employers now realize that by focusing on employee engagement, they can create more efficient and productive workforce. Any initiatives of improvement which are taken by management can not be fruitful without wilful involvement and engagement of employees. Employee engagement as a concept is vast. This article limits itself to discuss only the basic concepts on employee engagement based on recent literatures. It has four major parts. Firstly, the article explores the evolution of the concept, its definition and how it is different from the earlier concepts such as Commitment, Organizational Citizenship Behaviour (OCB) and job satisfaction. Secondly, the article discusses the factors or drivers leading to engagement. Thirdly, Published by Canadian Center of Science and Education 89/ijbm International Journal of Business and Management V ol. 5, No. 12; December 2010 ISSN 1833-3850 E-ISSN 1833-811990it details the impact of employee engagement on organizational performance indicators or business outcomes such as profitability, customer satisfaction, company growth, productivity and others pointing out its benefits and importance to organizations. Finally, the article suggests strategies the companies should take up to keep employees engaged in their jobs.2. Evolution of Employee Engagement and its Definition2.1 Evolution of Employee EngagementMost references relate employee engagement to survey houses and consultancies. It is less taken as an academic construct. The concept is relatively new for HRM and appeared in the literatures for nearly two decades (Rafferty, Maben, West and Robinson, 2005; Melcrum Publishing, 2005; Ellis and Sorensen, 2007).The construct, employee engagement emanates from two concepts that have won academic recognition and have been the subjects of empirical research-Commitment and Organizational Citizen Behaviour (OCB) (Robinson, Perryman and Hayday, 2004; Rafferty et al., 2005). Employee engagement has similarities to and overlaps with the above two concepts.Robinson et al. (2004) state that neither commitment nor OCB reflect sufficiently two aspects of engagement-its two-way nature, and the extent to which engaged employees are expected to have an element of business awareness, even though it appears that engagement overlaps with the two concepts. Rafferty et al (2005) also distinguish employee engagement and the two prior concepts- Commitment and OCB, on the ground that engagement clearly demonstrates that it is a two-way mutual process between the employee and the organization.2.2 Definition of Employee EngagementTo date, there is no single and generally accepted definition for the term employee engagement. This is evident if one looks at the definitions forwarded for the term by three well-known research organizations in human resource area, let alone individual researchers. Below are the definitions:Perrin’s Global Workforce Study (2003) uses the definition “employees’ willingness and ability to help their company succeed, largely by providing discretionary effort on a sustainable basis.” According to the study, engagement is affected by many factors which involve both emotional and rational factors relating to work and the overall work experience.Gallup organization defines employee engagement as the involvement with and enthusiasm for work. Gallup as cited by Dernovsek (2008) likens employee engagement to a positive employees’ emotional attachment and employees’ commitment.Robinson et al. (2004) define employee engagement as “a positive attitude held by the employee towards the organization and its value. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.”This verdict and definition forwarded by Institute of Employment Studies gives a clear insight that employee engagement is the result of two-way relationship between employer and employee pointing out that there are things to be done by both sides. Furthermore, Fernandez (2007) shows the distinction between job satisfaction, the well-known construct in management, and engagement contending that employee satisfaction is not the same as employee engagement and since managers can not rely on employee satisfaction to help retain the best and the brightest, employee engagement becomes a critical concept. Other researchers take job satisfaction as a part of engagement, but it can merely reflect a superficial, transactional relationship that is only as good as the organization’s last round of perks and bonuses; Engagement is about passion and commitment-the willingness to invest oneself and expand one’s discretionary effort to help the employer succeed, which is beyond simple satisfaction with the employment arrangement or basic loyalty to the employer (BlessingWhite, 2008; Erickson, 2005; Macey and Schnieder ,2008). Therefore, the full engagement equation is obtained by aligning maximum job satisfaction and maximum job contribution. Stephen Young, the executive director of Towers Perrin, also distinguishes between job satisfaction and engagement contending that only engagement (not satisfaction) is the strongest predictor of organizational performance (Human Resources, 2007).Recent researches also indicate that Employee commitment and OCB are important parts and predictors of employee engagement in that commitment is conceptualized as positive attachment and willingness to exert energy for success of the organization, feeling proud of being a member of that organization and identifying oneself with it and OCB is a behaviour observed within the work context that demonstrates itself through taking/ijbm International Journal of Business and Management V ol. 5, No. 12; December 2010 innovative initiatives proactively seeking opportunities to contribute one’s best and going extra mile beyond employment contract. However, these constructs constitute the bigger construct employee engagement and they can not independently act as a replacement for engagement (Macey and Schneider, 2008; Robinson et al, 2004). The bad news for management is that global surveys conducted by survey houses and research organizations indicate that significant size of employees are disengaged being sceptical of any organizational initiative or communication and rather more likely indulging in contagious negativity (Dernovsek, 2008; Perrin, 2003; Ellis and Sorensen, 2007; BlessingWhite, 2008). The problem with these surveys is that they use their own items to measure employee engagement. If looked at the available literatures on measuring employee engagement, one would get surprisingly several measurement items to the extent that it seems different constructs are being measured (Robinson et al, 2004; Cohen and Higgins, 2007; Perrin, 2003; Ellis and Sorenson, 2007; Dernovsek, 2008). Future researches are expected to come up with clear definition and dimensions of employee engagement on basis of which the level of engagement can be measured thereby pointing out to managers the roadmap for fully engaging employees in their job. As the old saying goes “what you can’t measure, you can’t manage”. Thus, there is a call for future researches, as suggested by Endres and Mancheno-Smoak (2008), to define engagement in clear terms to avoid interpretation by subsequent users giving to the construct different meanings.3. Drivers of Employee EngagementMany researches have tried to identify factors leading to employee engagement and developed models to draw implications for managers. Their diagnosis aims to determine the drivers that will increase employee engagement level.According to Penna research report (2007) meaning at work has the potential to be valuable way of bringing employers and employees closer together to the benefit of both where employees experience a sense of community, the space to be themselves and the opportunity to make a contribution, they find meaning. Employees want to work in the organizations in which they find meaning at work. Penna (2007) researchers have also come up with a new model they called “Hierarchy of engagement” which resembles Maslow’s need hierarchy model. In the bottom line there are basic needs of pay and benefits. Once an employee satisfied these needs, then the employee looks to development opportunities, the possibility for promotion and then leadership style will be introduced to the mix in the model. Finally, when all the above cited lower level aspirations have been satisfied the employee looks to an alignment of value-meaning, which is displayed by a true sense of connection, a common purpose and a shared sense of meaning at work.The BlessingWhite (2006) study has found that almost two third’s (60%) of the surveyed employees want more opportunities to grow forward to remain satisfied in their jobs. Strong manager-employee relationship is a crucial ingredient in the employee engagement and retention formula.Development Dimensions International (DDI, 2005) states that a manager must do five things to create a highly engaged workforce. They are:x Align efforts with strategyx Empowerx Promote and encourage teamwork and collaborationx Help people grow and developx Provide support and recognition where appropriateThe Towers Perrin Talent Report (2003) identifies the top ten work place attributes which will result in employee engagement. The top three among the ten drivers listed by Perrin are: Senior management’s interest in employees’ well-being,Challenging work and Decision making authority.After surveying 10,000 NHS employees in Great Britain, Institute of Employment Studies (Robinson et al., 2004) points out that the key driver of employee engagement is a sense of feeling valued and involved, which has the components such as involvement in decision making, the extent to which employees feel able to voice their ideas, the opportunities employees have to develop their jobs and the extent to which the organization is concerned for employees’ health and well-being.CIPD (2006) on the basis of its survey of 2000 employees from across Great Britain indicates that communication is the top priority to lead employees to engagement. The report singles out having the opportunity to feed their views and opinions upwards as the most important driver of people’s engagement. The report also identifies the importance of being kept informed about what is going on in the organization. Published by Canadian Center of Science and Education 91/ijbm International Journal of Business and Management V ol. 5, No. 12; December 2010 ISSN 1833-3850 E-ISSN 1833-811992The oldest consulting organization in conducting engagement survey, Gallup has found that the manager is the key to an engaged work force. James Clifton, CEO of Gallup organization indicates that employees who have close friendships at work are more engaged workers (Clifton, 2008). Vance (2006) explains the fact that employee engagement is inextricably linked with employer practices. To shed light on the ways in which employer practices affect job performance and engagement, he presents a job performance model. According to him, Employee engagement is the outcome of personal attributes such as knowledge, skills, abilities, temperament, attitudes and personality, organizational context which includes leadership, physical setting and social setting and HR practices that directly affect the person, process and context components of job performance.Most drivers that are found to lead to employee engagement are non-financial in their nature. Therefore, any organization who has committed leadership can achieve the desired level of engagement with less cost of doing it. This does not mean that managers should ignore the financial aspect of their employees. In fact, performance should be linked with reward. Nevertheless, this is simply to repeat the old saying of Human Relations Movement which goes “as social being, human resource is not motivated by money alone.” As Buckingham and Coffman (2005) said, pay and benefits are equally important to every employee, good or bad. A company’s pay should at least be comparable to the market average. However, bringing pay and benefits package up to market levels, which is a sensible first step, will not take a company very far- they are like tickets to the ballpark, -they can get the company into the game, but can’t help it win.4. Employee Engagement and Organizational PerformanceWhy should companies invest in employee engagement? The answer is because employee engagement is interwoven significantly with important business outcomes. In this part we will see how employee engagement impacts organizational performance in the light of various research works done.Studies have found positive relationship between employee engagement and organizational performance outcomes: employee retention, productivity, profitability, customer loyalty and safety. Researches also indicate that the more engaged employees are, the more likely their employer is to exceed the industry average in its revenue growth. Employee engagement is found to be higher in double-digit growth companies. Research also indicates that engagement is positively related to customer satisfaction (Coffman, 2000; Ellis and Sorensen, 2007; Towers Perrin Talent Report, 2003; Hewitt Associates, 2004; Heintzman and Marson, 2005; Coffman and Gonzalez-Molina, 2002).Engaged employee consistently demonstrates three general behaviours which improve organizational performance:x Say-the employee advocates for the organization to co-workers, and refers potential employees and customersx Stay-the employee has an intense desire to be a member of the organization despite opportunities to work elsewherex Strive-the employee exerts extra time, effort and initiative to contribute to the success of the business ( Baumruk and Gorman, 2006)What will happen to an organization if its employees are disengaged? Employees who are not engaged are likely to be spinning (wasting their effort and talent on tasks that may not matter much), settling (certainly do not show full commitment, not dissatisfied enough to make a break) and splitting (they are not sticking around for things to change in their organization), have far more misgivings about their organization in terms of performance measures such as customer satisfaction (BlessingWhite, 2006; Perrin Report, 2003). Meere (2005) based on the survey conducted by ISR on 360000 employees from 41 companies in the world’s 10 economically strong countries finds that both operating margin and net profit margins reduced over a three year period in companies with low engagement, while these measures increased over the specified period in companies with high levels of engagement.Financial News, March 2001, as cited by Accord Management Systems (2004), reveals that disengaged employees are more likely to cost their organization. According to the report, Employees who are disengaged:x Miss an average of 3.5 more days per yearx Are less productivex Cost the US economy $292 to $355 billion per year/ijbm International Journal of Business and Management V ol. 5, No. 12; December 20105. Employee Engagement StrategiesSo far we have discussed the evolution and definition of employee engagement, the factors that affect it and importance of employee engagement explaining how it is linked to business performance. Now, at this stage any inquisitive reader may ask a question: So what? Employee engagement strategies listed below answer this question. In order to have engaged employees in any organization, managers need to look at the following ten points. We can call these points “tablets” because it is believed that they will cure employee disengagement diseases. Take these ten tablets:1.Start it on day one: Most organizations do have clear new talent acquisition strategies. However, theylack employee retention strategies. Effective recruitment and orientation programs are the first building blocks to be laid on the first day of the new employee. Managers should be careful in pooling out the potential talent of the new employee through effective recruitment. The newly hired employee should be given both general orientation which is related to the company mission, vision, values, policies and procedures and job-specific orientation such as his/her job duties, and responsibilities, goals and current priorities of the department to which the employee belongs in order to enable him/her to develop realistic job expectations and reduce role conflict that might arise in the future. After the hiring decision is made, the manager has to ensure role-talent fit when placing an employee in a certain position and exert all managerial efforts needed to retain that talent in the organization.2.Start it from the top: Employee engagement requires leadership commitment through establishingclear mission, vision and values. Unless the people at the top believe in it, own it, pass it down to managers and employees, and enhance their leadership, employee engagement will never be more than just a “corporate fad” or “another HR thing”. Employee engagement does not need lip-service rather dedicated heart and action-oriented service from top management. It requires “Leading by Being example”3.Enhance employee engagement through two-way communication: Managers should promotetwo-way communication. Employees are not sets of pots to which you pour out your ideas without giving them a chance to have a say on issues that matter to their job and life. Clear and consistent communication of what is expected of them paves the way for engaged workforce. Involve your people and always show respect to their input. Share power with your employees through participative decision making so that they would feel sense of belongingness thereby increasing their engagement in realizing it.4.Give satisfactory opportunities for development and advancement:Encourage independentthinking through giving them more job autonomy so that employees will have a chance to make their own freedom of choosing their own best way of doing their job so long as they are producing the expected result. Manage through results rather than trying to manage all the processes by which that result is achieved.5.Ensure that employees have every thing they need to do their jobs: Managers are expected to makesure that employees have all the resources such as physical or material, financial and information resources in order to effectively do their job.6.Give employees appropriate training: Help employees update themselves increasing their knowledgeand skills through giving appropriate trainings. Generally it is understood that when employees get to know more about their job, their confidence increases there by being able to work without much supervision from their immediate managers which in turn builds their self-efficacy and commitment.7.Have strong feedback system: Companies should develop a performance management system whichholds managers and employees accountable for the level of engagement they have shown. Conducting regular survey of employee engagement level helps make out factors that make employees engaged.After finalizing the survey, it is advisable to determine all the factors that driving engagement in the organization, then narrow down the list of factors to focus on two or three areas. It is important that organizations begin with a concentration on the factors that will make the most difference to the employees and put energy around improving these areas as it may be difficult to address all factors at once. Managers should be behind such survey results and develop action-oriented plans that are specific, measurable, and accountable and time- bound.8.Incentives have a part to play: Managers should work out both financial and non-financial benefits foremployees who show more engagement in their jobs. Several management theories have indicated that Published by Canadian Center of Science and Education 93/ijbm International Journal of Business and Management V ol. 5, No. 12; December 2010ISSN 1833-3850 E-ISSN 1833-811994when employees get more pay, recognition and praise, they tend to exert more effort into their job. There should be a clear link between performance and incentives given to the employees.9. Build a distinctive corporate culture : Companies should promote a strong work culture in which thegoals and values of managers are aligned across all work sections. Companies that build a culture of mutual respect by keeping success stories alive will not only keep their existing employees engaged but also they baptize the new incoming employees with this contagious spirit of work culture.10. Focus on top-performing employees : A study conducted by Watson Wyatt Worldwide in 2004/05 onHR practices of 50 large USA firms shows that high-performing organizations are focusing on engaging their top-performing employees. According to the finding of the same research, what high-performing firms are doing is what top-performing employees are asking for and this reduces the turnover of high-performing employees and as a result leads to top business performance.Note that there is lack of sufficient literature on what could be the challenges that entangle with leaders’ effort to improve their employee engagement scores. Most researches on the area focus on identifying the drivers or factors leading to engagement; however, failing to indicate clearly articulated strategies to get employees engaged in their work. The suggested strategies will definitely have financial implications on organizations. However, researches do not lucidly show the cost of efforts aimed at increasing employee engagement.ConclusionTo date, there is no generally accepted definition for employee engagement. However, there is growing consensus among the authors that the construct is distinguishable from related concepts in management such as employee commitment, organizational citizenship behaviour and job satisfaction in such a manner that employee engagement clearly reflects the two-way exchange of effort between employees and employers, and it has stretched meaning beyond the aforementioned constructs. Research on engagement is still on its infancy, attempting to come up with more clear-cut and acceptable definition.Most studies demonstrate that feeling valued by management, two-way communication between management and employees, management’s interest in employees’ well-being and giving more opportunities for employees to grow are the top drivers of employee engagement. Nevertheless, as studies indicate, employees do not give much importance to pay and benefits. This might be the case because almost all the surveys were made in companies working in economically-well-to-do countries. The priorities of drivers might have varied if similar surveys were undergone in other third world countries, like African countries. Therefore, there is a need for more global surveys including more number of countries.The literatures indicate that employee engagement is closely linked with organizational performance outcomes. Companies with engaged employees have higher employee retention as a result of reduced turnover and reduced intention to leave the company, productivity, profitability, growth and customer satisfaction. On the other hand, companies with disengaged employees suffer from waste of effort and bleed talent, earn less commitment from the employees, face increased absenteeism and have less customer orientation, less productivity, and reduced operating margins and net profit margins. Most researches emphasize merely the importance and positive impacts of employee engagement on the business outcomes, failing to provide the cost-benefit analysis for engagement decisions. As any other management decisions, engagement decision should be evaluated in terms of both its benefits and its associated costs, without giving greater emphasis to neither of the two, not to bias the decision makers. Thus there is a need to study the cost aspect of engagement decisions. The remarkable fact is, the findings of today’s researches, can be used as corner stone for the building of complete essence to the construct. Furthermore, much of the works related to “employee engagement” construct is attributed to survey houses and consultancies. Therefore, there is a need for academia to investigate this new construct and come up with a clear definition and dimensions that will be used for measuring employee engagement justifying the importance of engagement concept. Otherwise, it will pass away shortly as many other human resource fads did. Findings of various researches suggest their own strategies in order to keep employees engaged. Here in this article ten points or strategies called ‘the ten tablets” were suggested to keep employees engaged. For managers, work of employee engagement starts at day one through effective recruitment and orientation program, the work of employee engagement begins from the top as it is unthinkable to have engaged people in the organizations where there are no engaged leadership. Managers should enhance two-way communication, ensure that employees have all the resources they need to do their job, give appropriate training to increase their knowledge and skill, establish reward mechanisms in which good job is rewarded through various financial and non-financial incentives, build a distinctive corporate culture that encourages hard work and keeps success stories alive, develop a strong performance management system which holds managers and employees。
FIDIC银皮书(中英文对照)
CONTENTS目录1General Provisions一般规定 (5)1.1Definitions定义 (5)1。
2Interpretation解释 (10)1.3Communications通信交流 (11)1。
4Law and Language法律和语言 (12)1。
5Priority of Document文件优先次序 (12)1。
6Contract Agreement合同协议书 (12)1。
7Assignment权益转让 (13)1.8Care and Supply of Document文件的照管和提供 (13)1.9Confidentiality保密性 (14)1.10Emplo yer’s Use of Contractor’s Documents雇主使用承包商文件 (14)1。
11Contractor’s Use of Employer’s Documents承包商使用雇主文件 (15)1。
12Confidential Details保密事项 (15)1。
13Compliance with Laws遵守法律 (15)1.14Joint and Several Liability共同的和各自的责任 (16)2The Employer雇主 (16)2.1Right of Access to the Site现场进入权 (16)2。
2Permits, Licences or Approves许可、执照或批准 (17)2.3Employer’s personnel雇主人员 (18)2。
4Employer’s Financial Arrangements雇主的资金安排 (18)2。
5Employer's Claims雇主的索赔 (18)3The Employer’s Administration雇主的管理 (19)3.1The Employer’s Representative雇主代表 (19)3。
管理制度及规定英文翻译
管理制度及规定英文翻译1. IntroductionThe Employee Management System and Regulations have been developed to ensure a harmonious and efficient workplace environment. It is the responsibility of all employees to adhere to these regulations and contribute to a positive and productive workplace culture. The following document outlines the various rules and guidelines that govern the conduct and performance of employees within the organization.2. Recruitment and HiringThe recruitment and hiring process is conducted in a fair and transparent manner. All candidates are evaluated based on their qualifications, skills, and experience, without any discrimination on the basis of race, gender, age, religion, or any other personal characteristic. The organization is committed to diversity and inclusion in the workplace.3. Employee Code of ConductAll employees are expected to adhere to a code of conduct that promotes professionalism, respect, and integrity. This includes treating colleagues, clients, and stakeholders with courtesy and respect, maintaining confidentiality of sensitive information, and complying with all applicable laws and regulations. Any breaches of the code of conduct will be addressed through appropriate disciplinary measures.4. Attendance and PunctualityEmployees are expected to report to work on time and maintain regular attendance. Any absences or late arrivals should be communicated to the supervisor or HR department in advance, with a valid reason. Unexcused absences or tardiness can result in disciplinary action.5. Performance ManagementThe organization has a performance management system in place to evaluate and monitor the performance of employees. This includes setting clear objectives, providing regular feedback, and conducting performance reviews to identify areas for improvement and development. Employees are encouraged to take ownership of their performance and strive for continuous improvement.6. Leave PoliciesThe organization provides various types of leave, including annual leave, sick leave, and other types of leave as mandated by law. Employees are required to follow the leave request procedures and provide supporting documentation where necessary. The organization reserves the right to deny leave requests based on operational needs.7. Health and SafetyThe organization is committed to providing a safe and healthy work environment for all employees. This includes implementing safety protocols, providing necessary training, and addressing any hazards or risks in the workplace. Employees are expected to comply with all health and safety guidelines and report any safety concerns to the appropriate authority.8. Grievance ProceduresThe organization has established a grievance procedure to address any complaints or concerns raised by employees. This includes providing a mechanism for employees to voice their grievances, conducting an impartial investigation, and taking appropriate action to resolve the issue. Employees are encouraged to utilize the grievance procedure to seek redress for any workplace-related problems.9. Disciplinary ActionsIn the event of misconduct or non-compliance with the organization's policies, disciplinary actions may be taken. This can range from verbal warnings to written reprimands, suspension, or termination of employment, depending on the severity of the violation. The organization will ensure that disciplinary actions are fair and consistent.10. Confidentiality and Data ProtectionEmployees are required to maintain the confidentiality of all proprietary and sensitive information belonging to the organization, its clients, and stakeholders. This includes personal data, financial information, trade secrets, and other confidential data. Any unauthorized disclosure or misuse of confidential information can result in disciplinary action.11. Compliance with Laws and RegulationsAll employees are expected to comply with applicable laws and regulations, as well as the organization's policies and procedures. This includes anti-discrimination laws, labor laws, tax regulations, and any other legal requirements that apply to the business. Non-compliance can result in disciplinary action and legal consequences.12. ConclusionThe Employee Management System and Regulations are designed to promote a professional, ethical, and productive workplace culture. It is the responsibility of all employees to familiarize themselves with these regulations and uphold the highest standards of conduct and performance. By adhering to these rules and guidelines, the organization can achieve its goals and create a positive work environment for all employees.。
规章制度翻译成英文
规章制度翻译成英文Article 1: Purpose and ScopeThese rules and regulations are established to ensure order and discipline in the workplace. They apply to all employees of the company and are mandatory for everyone to follow. Article 2: Work Hours1. Employees are required to arrive at work on time and work their designated hours. Any tardiness or early departure must be approved by the supervisor.2. Overtime work is only allowed with prior authorization from the supervisor.Article 3: Dress Code1. Employees are expected to dress in a professional and appropriate manner. Casual attire is only permitted on designated days.2. Personal hygiene is important and employees should maintain a clean and neat appearance.Article 4: Conduct1. Employees must treat each other with respect and courtesy. Harassment or discrimination of any kind will not be tolerated.2. Use of foul language or inappropriate behavior is strictly prohibited.3. Smoking is only allowed in designated areas and during designated break times.Article 5: Confidentiality1. Employees must maintain the confidentiality of all company information. Disclosure of confidential information is a serious violation and will result in disciplinary action.2. Use of company resources for personal gain is prohibited.Article 6: Attendance and Leave1. Employees are expected to notify their supervisor in advance if they will be absent from work.2. Approval from the supervisor is required for any leave requests.3. Sick leave must be supported by a doctor's note.Article 7: Performance1. Employees are expected to perform their duties to the best of their abilities. Poor performance will not be tolerated.2. Feedback on performance will be provided regularly and employees are expected to work on areas of improvement.Article 8: Training and Development1. Employees may be required to attend training sessions to improve their skills and performance.2. Employees are encouraged to take initiative in their own development and seek opportunities for growth.Article 9: Disciplinary Action1. Violation of any of these rules and regulations will result in disciplinary action, which may include warnings, suspension, or termination.2. The severity of the violation will determine the appropriate disciplinary action.Article 10: AmendmentsThese rules and regulations may be amended as necessary to meet the changing needs of the company. All employees will be notified of any changes.Article 11: EnforcementThese rules and regulations are enforceable by the management of the company. Any questions or concerns regarding these rules should be addressed to the supervisor.By signing below, I acknowledge that I have read, understand, and agree to comply with the rules and regulations outlined above._______________________Employee Signature_______________________Date_______________________Supervisor Signature_______________________Date。
规则的英语单词
规则的英语单词规则的英语有两种说法，可以翻译为regularity -，其次还可以说成" [数] rule"，在《郎文当代初级英语辞典》中，共找到19个与规则相关的译文和例句。
英语翻译1. regularity -规则翻译为 regularity - 。
示例：少数官员准备篡改规则。
A minority of officers were prepared to bend the rules.来源：新英汉词典（第3版）2. [数] rule规则翻译为 [数] rule 。
示例：这项规则是为此特意推行的。
The rule was introduced expressly for this purpose.来源：现代英语词典3. principle -规则翻译为 principle - 。
示例：这些规则是不会突然改变的。
The rules are not going to change overnight.来源：英国拉丁词典4. 5136 Chapter III is about the procedure rules of test action.规则翻译为 5136 Chapter III is about the procedure rules of test action. 。
示例：Sometimes that's the best plan of action.Sometimes that's the best plan of action.来源：新英汉词典（第3版）英语网络翻译1. stopping rules(止步规则；终止规则, 停止规则)2. regularness(规则)3. the rules(规则)4. rull(规则)5. regeln(规则)英语短语&俚语fair rules equity in rules ( 规则公平 )international rule international rules ( 国际规则 )irregular galaxies Irregulars ( 不规则星系 )the rules of the game game rules Rules What Must They Do ( 游戏规则 ) Market rules Marketplace Rule market principle market regulation ( 市场规则 )international rule- rule- ABA and judicial conference committee ( 规则制定 )equal access to rules ( 规则平等 )procedural rule rules s of procedure rules of procedure ( 议事规则 ) rule of reference/designation ( 指称规则 )规则翻译例句1. McLaren Formula One. What's the formula?译文:麦克朗规则1 什么规则?。
公司规章制度的英语翻译
公司规章制度的英语翻译Article 1 General Provisions1. These regulations are formulated in accordance with the relevant laws and regulations of the Company, adhering to the principles of fairness, impartiality, and promoting corporate culture.Article 2 Employee Recruitment1. The Company shall recruit employees based on the principles of openness, fairness, and meritocracy, without discrimination based on gender, age, race, religion, or any other factors.2. The recruitment process shall be transparent and fair, and all candidates shall be treated equally.Article 3 Employee Appointment and Promotion1. Employee appointment and promotion shall be based on performance, competency, and potential. Employees shall be evaluated objectively and fairly.2. The Company shall establish a performance evaluation system to assess employee performance regularly.Article 4 Employee Training and Development1. The Company shall provide training programs to enhance employee skills and knowledge, promoting their career development.2. Employees shall actively participate in training programs to improve their performance and contribute to the Company's growth.Article 5 Employee Conduct1. Employees shall adhere to the Company's code of conduct, show respect and tolerance towards colleagues, and maintain a harmonious working environment.2. Employees shall comply with the laws and regulations, respect intellectual property rights, and protect the Company's confidential information.Article 6 Attendance and Leave1. Employees shall arrive at work on time and adhere to the designated work schedule. Any absence or delay shall be reported in advance to the supervisor.2. Employees are entitled to various types of leave, such as annual leave, sick leave, and maternity leave, as stipulated by the Company's policies and regulations.Article 7 Remuneration and Benefits1. The Company shall provide competitive salaries and benefits to employees based on their job performance, position, and market conditions.2. Employees shall have the right to receive fair compensation for their work and shall be entitled to benefits such as insurance, social security, and other welfare programs.Article 8 Occupational Safety and Health1. The Company shall prioritize the safety and health of its employees, providing a safe working environment and promoting occupational safety measures.2. Employees shall follow the safety regulations and guidelines set by the Company and report any safety hazards or accidents to the relevant authorities.Article 9 Disciplinary Actions1. Employees who violate the Company's regulations and policies shall be subject to disciplinary actions, including warnings, demotions, suspension, or termination.2. Disciplinary actions shall be carried out in a fair and transparent manner, with due process and the right to appeal.Article 10 Confidentiality1. Employees shall keep confidential information about the Company, customers, and colleagues, and shall not disclose such information to unauthorized parties.2. Any breach of confidentiality shall result in disciplinary actions and legal consequences. Article 11 Amendment and Interpretation1. These regulations may be amended or modified by the Company as deemed necessary. Any changes shall be communicated to employees in a timely manner.2. Any disputes or issues arising from the interpretation or application of these regulations shall be resolved through mutual consultation between the Company and employees.In conclusion, all employees are expected to adhere to these regulations and policies to promote a positive working environment, ensure the Company's success, and contribute to their professional growth. Failure to comply with these regulations may result in disciplinary actions and legal consequences.。
公司规则管理制度英文
公司规则管理制度英文IntroductionAt our company, we value professionalism, integrity, and teamwork. In order to maintain a productive and efficient work environment, we have established a set of company rules and management policies that all employees are expected to adhere to. These rules and policies are designed to promote fairness, respect, and compliance with local laws and regulations. By following these guidelines, we can ensure that our company operates smoothly and effectively.Code of Conduct1. All employees are expected to conduct themselves in a professional manner at all times. This includes treating colleagues, clients, and vendors with respect and courtesy.2. Harassment of any kind, including but not limited to, sexual harassment, discrimination, bullying, or intimidation, will not be tolerated. Any employee found engaging in such behavior will be subject to disciplinary action, up to and including termination.3. Confidential information, including but not limited to, trade secrets, client information, and financial data, must be kept strictly confidential. Employees who violate this policy will face disciplinary action, including termination and legal consequences.4. All employees are expected to comply with local laws and regulations, as well as company policies and procedures. Failure to do so may result in disciplinary action, up to and including termination.5. Use of company resources, including computers, software, and office equipment, should be for business purposes only. Any unauthorized use or abuse of company resources will result in disciplinary action.6. Attendance and punctuality are important aspects of professionalism. Employees are expected to arrive on time and adhere to their scheduled work hours. Excessive tardiness or absenteeism may result in disciplinary action.7. Dress code guidelines will be provided to employees upon hire. Employees are expected to dress appropriately for their role and to maintain a neat and professional appearance.8. Smoking is prohibited on company premises, except in designated areas. The use of alcohol or drugs during work hours, or reporting to work under the influence, is strictly prohibited and will result in immediate termination.9. Workplace safety is of utmost importance. All employees are expected to adhere to safety guidelines and protocols, and to report any safety hazards or concerns to their supervisor.10. Employees are expected to uphold the values and reputation of the company at all times, both inside and outside of work. Any behavior that reflects poorly on the company may result in disciplinary action.Human Resources Policies1. Recruitment and hiring processes will be conducted based on merit, qualifications, and skills. Discrimination of any kind will not be tolerated.2. Performance evaluations will be conducted regularly to provide feedback and guidance to employees. Employees are encouraged to communicate openly with their supervisors about their performance and goals.3. Compensation and benefits will be determined based on job responsibilities, skills, and market competitiveness. Employees are encouraged to discuss any concerns or questions regarding compensation with the HR department.4. Training and development opportunities will be available to employees to enhance their skills and knowledge. Employees are encouraged to take advantage of these opportunities to advance their careers.5. Grievance and dispute resolution procedures will be available to employees to address any concerns or issues that may arise. Employees are encouraged to bring any grievances or disputes to the attention of their supervisor or the HR department for resolution.Information Technology Policies1. Employees are responsible for safeguarding company-owned devices, such as laptops, smartphones, and tablets, and for using them for business purposes only.2. All employees are required to follow company guidelines for data security and protection. This includes password policies, data encryption, and safe handling of sensitive information.3. Internet usage is monitored and should be used for business purposes only. Employees are expected to refrain from visiting inappropriate websites or engaging in activities that may jeopardize data security.4. Employees are prohibited from downloading unauthorized software or files onto company devices, as this may pose a security risk.5. Email communication should be professional and courteous. Employees should refrain from using company email for personal reasons and should be cautious when opening attachments or clicking on links from unknown sources.ConclusionBy adhering to these company rules and management policies, we can maintain a positive work environment that fosters collaboration, productivity, and success. Any employee whohas questions, concerns, or suggestions regarding these guidelines is encouraged to contact their supervisor or the HR department for clarification or assistance. Together, we can uphold the values and standards of our company and work towards achieving our goals and objectives. Thank you for your cooperation and commitment to these guidelines.。
科索沃的独立宣言“ (2008年)
召开一次特别会议上，2008年2月17日，在普里什蒂纳的科索沃的资本，回答人民的号召，建立一个社会人的尊严，荣誉，并申明其公民的自豪和目的，致力于和解和宽恕的精神，在面对最近的痛苦遗产，致力于保护，促进和表彰我国人民的多样性，重申我们的愿望成为民主国家的欧洲- 大西洋家庭完全集成的，观察，科索沃是一个特例，从产生的南斯拉夫的非自愿分手，是不是其他任何情况的先例，回顾多年的冲突和在科索沃的暴力行为，扰乱了所有文明的人的良心，感谢，在1999年的世界进行干预，从而消除贝尔格莱德对科索沃的治理，并置于联合国科索沃临时行政当局，自豪，科索沃以来开发的功能，多种族的民主制度，自由表达我国公民的意愿，回顾多年来，贝尔格莱德和普里什蒂纳之间的国际赞助我们未来的政治地位问题的谈判，遗憾的是没有相互可以接受的状态的结果是可能的，尽管我们的领导人的善意参与，确认联合国特使马尔蒂·阿赫蒂萨里的建议，为未来的发展提供了全面的框架科索沃和欧洲最高标准的人权和良好治理，决心要看到解决的地位，为了给自己的未来，我们的人民清晰度，超越过去的冲突和实现我们社会的民主潜力，Honouring所有的男性和女性谁作出了巨大牺牲，为科索沃建立一个更美好的未来，1。
我们，我们人民的民选领导人，现宣布科索沃是一个独立的主权国家。
这一声明反映了我国人民的意志，它是完全按照联合国特使马尔蒂·阿赫蒂萨里和他对解决科索沃地位问题的综合建议，建议。
2。
我们宣布科索沃是一个民主，世俗和多民族共和国，非歧视和平等的法律保护的原则指导下。
我们应当保护和促进科索沃所有社区的权利，并创造条件，为他们有效地参与政治和决策过程中所必需的。
3。
我们接受科索沃充分阿赫蒂萨里计划中所载的义务，并欢迎提出的框架，以指导今后几年的科索沃。
我们将实施在那些通过优先采用包括在其附件XII，特别是那些保护和促进社区及其成员的权利的立法，包括义务。
4。
我们应当采取尽快宪法，供奉着我们的承诺，尊重人权和基本自由的全体公民，特别是通过“欧洲人权公约”的定义。
企业文化规章制度英语
企业文化规章制度英语Introduction:At our company, we believe that a strong company culture is essential for the success and growth of our business. Our company culture encompasses the values, beliefs, and behaviors that guide how we interact with each other, our customers, and the community. It is important that all employees understand and adhere to our company culture rules and regulations to ensure a positive and productive work environment.1. Respect for Others:Respect for others is a foundational principle of our company culture. We expect all employees to treat each other with dignity and respect, regardless of their position or background. This means listening to others, valuing their opinions, and treating them with kindness and courtesy. Discrimination, harassment, or bullying of any kind will not be tolerated in our workplace.2. Professionalism:Professionalism is a key component of our company culture. We expect all employees to conduct themselves in a professional manner at all times. This includes dressing appropriately for the workplace, being punctual, and communicating effectively with colleagues and customers. We expect all employees to uphold the highest standards of professionalism in their interactions with others.3. Teamwork:Teamwork is essential for the success of our company. We believe that collaboration and cooperation are key to achieving our goals and objectives. We encourage all employees to work together as a team, supporting and helping each other to achieve common goals. We believe that a strong team spirit is essential for the success of our business.4. Integrity:Integrity is a core value of our company culture. We expect all employees to act with honesty, transparency, and integrity in all their business dealings. This means taking responsibility for one's actions, being accountable for one's decisions, and always acting in the best interests of the company. We believe that integrity is essential for building trust and credibility with our customers and stakeholders.5. Continuous Improvement:Continuous improvement is a key priority for our company. We believe in the importance of learning, growing, and evolving as individuals and as a company. We encourage all employees to seek opportunities for personal and professional development, to embrace change, and to innovate and improve our products, services, and processes. We believe thatcontinuous improvement is essential for staying competitive in a fast-paced and ever-changing business environment.6. Work-Life Balance:Work-life balance is important for the well-being and satisfaction of our employees. We believe in the importance of maintaining a healthy balance between work and personal life. We encourage all employees to prioritize their health and well-being, to take time off when needed, and to avoid working excessive hours. We believe that a healthy work-life balance is essential for employee morale, productivity, and job satisfaction.7. Environmental Responsibility:Environmental responsibility is a key priority for our company. We believe in the importance of reducing our environmental footprint and promoting sustainability in all aspects of our business. We encourage all employees to take proactive steps to minimize waste, conserve energy, and reduce our impact on the environment. We believe that environmental responsibility is essential for the long-term success and sustainability of our business.Conclusion:In conclusion, our company culture rules and regulations are designed to promote a positive, inclusive, and productive work environment. We believe that a strong company culture is essential for the success and growth of our business. We expect all employees to adhere to our company culture rules and regulations, to uphold our values and beliefs, and to contribute to a culture of respect, professionalism, teamwork, integrity, continuous improvement, work-life balance, and environmental responsibility. By embracing and embodying our company culture, we can work together to achieve our goals and create a successful and sustainable business for the future. Thank you for your commitment to our company culture rules and regulations.。
职场英语公司规章制度大全
职场英语公司规章制度大全Introduction:These rules and regulations are put in place to ensure a safe, respectful, and productive work environment for all employees of the company. It is important for all employees to familiarize themselves with these rules and regulations and to abide by them at all times. Failure to comply may result in disciplinary action, up to and including termination of employment.1. Attendance and Punctuality:- Employees are expected to arrive on time for their scheduled shifts. Any delays or absences must be communicated to the appropriate supervisor as soon as possible.- Excessive tardiness or unexcused absences may result in disciplinary action.- The company reserves the right to request medical documentation for any absences due to illness.2. Dress Code:- Employees are expected to dress in a professional and appropriate manner while at work. - Clothing that is revealing, offensive, or inappropriate for a business setting is not permitted.- Casual Fridays are allowed, but employees are still expected to dress in a neat and presentable manner.3. Workplace Conduct:- All employees are expected to conduct themselves in a respectful and professional manner while at work.- Harassment, discrimination, or any form of disrespectful behavior towards colleagues or clients will not be tolerated.- Use of profanity or inappropriate language in the workplace is strictly prohibited.4. Confidentiality:- Employees must maintain the confidentiality of all company information, including but not limited to, client information, business strategies, and financial data.- Sharing confidential information with unauthorized individuals may result in termination of employment.5. Use of Company Resources:- Company resources, including computers, phones, and other equipment, are to be used for work-related purposes only.- Personal use of company resources should be kept to a minimum and should not interfere with work duties.6. Safety and Security:- All employees are responsible for maintaining a safe and secure work environment.- Report any safety hazards or security concerns to the appropriate supervisor immediately. - Employees are required to adhere to all safety protocols and procedures established by the company.7. Social Media and Internet Usage:- Employees are permitted to use social media and the internet for business purposes only. - Use of social media and the internet for personal reasons should be limited to breaks and lunch times.- Posting negative or defamatory comments about the company or colleagues on social media is strictly prohibited.8. Conflict of Interest:- Employees are expected to avoid any conflicts of interest that may arise in the course of their work.- Employees must disclose any potential conflicts of interest to the appropriate supervisor.9. Compliance with Laws and Regulations:- All employees are expected to comply with all applicable laws and regulations in the course of their work.- Violation of any laws or regulations may result in disciplinary action, up to and including termination of employment.Conclusion:It is important for all employees to understand and adhere to the company rules and regulations in order to maintain a positive and productive work environment. Failure to comply with these rules may result in disciplinary action, up to and including termination of employment. If you have any questions or concerns about the rules and regulations, please speak to your supervisor or the human resources department.。