Appraisal Theory
最齐全的人力资源常用英语词汇
以章节为顺序一、人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive) / i`gzekjutiv职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)二、外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)三、工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)四、人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS)五、招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)六、选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)七、组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD) 培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)八、企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development,OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM)团队建设:(team building)九、职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)十、绩效评价绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)3600反馈:(360-degree feedback)叙述法:(essay method)集中趋势:(central tendency)十一、报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation)非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method) 工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)十二、福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)十三、安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)十四、员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)以开头字母为顺序16PF 卡特尔16 种人格因素测试360-degree appraisal 360 度评估360-degree feedback 360 度反馈7S 7S 原则/模型New 7S 新7S 原则/模型80/20 principle 80/20 法则AAR-After Action Review 行动后学习机制Ability Test 能力测试Ability of Manager 管理者的能力Absence Management 缺勤管理Absence rate 缺勤率Absent with leave 因故缺勤(被)许可缺勤Absent without Leave 无故缺勤擅离职守Absenteeism 缺勤Accelerating Premium 累进奖金制Accident Frequency 事故频率Accident Insurance 意外伤害保险Accident Investigation 事故调查Accident Loss 事故损失Accident Prevention 事故预防Accident Proneness 事故(频发)倾向Accident Severity 事故严重程度Accident Severity Rate 事故严重率Accident Work Injury 工伤事故Achievement Need 成就需求Achievement Test 成就测试Action Learning 行动(为)学习法Action Research 行动研究Active Practice 自动实习Adjourning 解散期解散阶段Administer 管理者Administrative Level 管理层次Administrative Line 直线式管理ADR-Alternative Dispute Resolution 建设性争议解决方法Adventure learning 探险学习法Adverse Impact 负面影响Advertisement Recruiting 广告招聘Affective Commitment 情感认同Affiliation Need 归属需求Affirmative Action 反优先雇佣行动Age Composition 年龄结构Age Discrimination 年龄歧视Age Retirement 因龄退休Agreement Content 协议内容ALIEDIM 费茨帕特里克出勤管理模型Allowance 津贴Alternative Ranking Method 交替排序法Amoeba Management 变形虫式管理Analytic Approach 分析法Annual Bonus 年终分红Annual Leave 年假Annuity/Pension 退休金Applicant-Initiated Recruitment 自荐式招聘Application Blank 申请表Appraisal Feedback 考评反馈Appraisal Interview 考评面谈Appraisal Standardization 考评标准化Appraiser Training 考评者培训Apprenticeship Training 学徒式培训Arbitration/Mediation 仲裁Assessment Center 评价中心ATS-Applicant Tracking System 求职跟踪系统Attendance 考勤Attendance Incentive Plan 参与式激励计划Attendance Rate 出勤率Attitude Survey 态度调查Attribution Theory 归因理论Audiovisual Instruction 视听教学Authority 职权Availability Analysis 可获性分析Availability Forecast 供给预测Background Investigation 背景调查Balance-Sheet Approach 决算表平衡法Bargaining Issue 谈判问题BARS-Behaviorally Anchored Rating Scale Method 行为锚定等级法Basic Skill 基础技能Behavior Modeling 行为模拟Behavior Modification 行为矫正疗法Behavioral Description Interview 工作方式介绍面试Behavioral Rating 工作方式考核法BEI-behavior event interview 行为事件访谈法Benchmark Job 基准职位Benchmarking Management 标杆管理Benefit Plan 福利计划Benefit/Welfare 福利BFOQ-Bona Fide Occupational Qualification 实际职业资格Biological Approach 生物型工作设计法Board Interview 会议型面试BOS-Behavior Observation Scale 行为观察量表Borter-Lawler's theory of Expectency 波特—劳勒期望激励理论Bottom-Line Concept 底线概念Boundaryless Organizational Structure 无疆界组织结构Bounded Rationality 有限理性Brainstorm Ideas 头脑风暴法Broadbanding Pay Structure 扁平薪资结构BSC-balanced scorecard 平衡计分卡Burnout 精力耗尽Business Necessity 经营上的必要性Cafeteria-Style Benefit 自助式福利CAI-Computer-assisted Instruction 电脑辅助指导Campus Recruiting 校园招聘Candidate-Order Error 侯选人次序错误Career Anchors 职业锚/职业动机Career Counseling 职业咨询Career Curve 职业曲线Career Cycle 职业周期Career Development Method 职业发展方法Career Path 职业途径Career Path Information 职业途径信息Career Planning 职业规划career plateau 职业高原Career Stage 职业阶段Career Training 专业训练职业训练Career-Long Employment 终身雇佣制Case Studay Training Method 案例研究培训法CBT-Computer Based Training 以计算机为载体的培训Central Tendency 居中趋势CIPP-Context,Input,Process,Product CIPP 评估模型CIRO-Context Evaluation,Input Valuation,Reaction Evaluation,Output Evaluation CIRO 培训评估模式CIT-Critical Incident Technique 关键事件技术Classification Method 分类法Classroom Training 课堂培训Closed Shop 闭门企业CMI-Computer-managed Instruction 电脑管理指导Coaching 辅导教练Co-Determination 共同决策制Coercive Power 强制权力Cognitive Aptitude Test 认知能力测试Cohesiveness 凝聚力Colleague Appraisal 同事考评Collective Bargaining 劳资谈判Comparable Worth 可比价值Comparative Appraisal Method 比较评估法Compensable Factor 报酬要素Compensation & Benefit 薪酬福利Compensation Committee 报酬委员会Compensatory Time Off 补假Competence-Based Interview 基于能力的面试Competency Assessment 能力评估Competency 胜任特征Competency Model 胜任特征模型Competency-Based Education and Training 能力本位教育与训练Competency-Based Pay/Skill-Based Pay 技能工资Complex 情结Compressed Workweek 压缩工作周Compulsory Binding Arbitration 强制性仲裁Computerized Career Progression System 电脑化职业生涯行进系统Computerized Forecast 电脑化预测Conceptual Skill 概念性技能Conciliation 调解Concurrent Validity 同期正当性Conference Method 会议方法Conflict 冲突Conflict Management 冲突管理Construct Validity 结构效度Constructive Discharge 事实上的解雇Content Validity 内容效度Contractual Right 契约性权利Contrast Error 比较性错误Contributory Plan 须付费的退休金计划Coordination Training 合作培训Copayment 共同付费Core Competency 核心竞争力Core Value 核心价值观Core Worker 核心员工Core Workforce 核心工作团队Corporate Culture 企业文化Corporate Identity 企业识别Corporate Image 企业形象Correlation Analysis 相关分析Cost Per Hire 单位招聘成本Criterion-Related Validity 标准关联效度Critical Job Dimension 关键性工作因子Cross-Functional Training 跨功能训练Cross-Training 岗位轮换培训Culture Shock 文化冲突Cumulative Trauma Disorder 累积性工伤Cutoff Score 录用分数线Cyclical Variation 循环变动Decertification 取消认可Defined Benefit Plan 固定收益制Delphi Analysis 德尔菲分析Deutero Learning 再学习Differential Piece Rate 差额计件工资Dimission 离职Dimission Interview 离职面谈Dimission Rate 离职率Disciplinary Action 纪律处分Discriminant Analysis 判别分析dismissal reason 解雇理由disparate impact 差别性影响disparate treatment 差别性对待distribute bonus/profit sharing 分红distributive bargaining 分配式谈判distributive justice 分配公正diversity management 多样性管理diversity training 多样化培训division structure 事业部结构Double-Loop Learning 双环学习Downsizing 裁员DTL-Decision Tree Induction 决策树归纳法Dual Career Path 双重职业途径dust hazard 粉尘危害EAP-Employee Assistance Program 员工帮助计划Early Retirement 提前退休Early Retirement Factor 提前退休因素Early Retirement Window 提前退休窗口Earnings 薪资Economic Strike 经济罢工Education 学历Education Subsidy 教育津贴EEO-Equal Employment Opportunity 公平就业机会EEOC-Equal Employment Opportunity Commission 公平就业机会委员会Effect Factors of Career Planning 职业规划影响因素Effect Factors of Development 开发影响因素Effective Coaching Technique 有效的训练方法Effective Working Hour 有效工时Efficiency of Labor 劳动效率Efficiency Wage 效率工资Ego-Involvement 自我投入E-Learning 网络化学习Election Campaign 选举活动Electronic Meeting 电子会议Emotional Appeal 感召力Employee Attitude Surveys 员工态度调查Employee Career Management 员工职业生涯管理Employee Consultation Services 员工咨询服务Employee Equity 员工公平Employee Leasing 员工租借Employee Involvement 员工参与Employee Manual 员工手册Employee Orientation 员工向导Employee Ownership 员工所有制Employee Polygraph Protection Act 《雇员测谎保护法案》[美] Employee Potential 员工潜能Employee Referral 在职员工推荐Employee Retirement Income Security Act 《职工退休收入保障法》[美] Employee Safety and Health 员工安全和健康Employee Security 员工安全Employee Security Measures 员工安全措施Employee Self-Service 员工自助服务Employee Services Benefits 员工服务福利Employee Skill 员工技能Employee Stock Ownership Trust 企业员工持股信托Employee Surplus 员工过剩Employee Survey 员工测评Employee Training Method 员工培训方法Employee Turnover 员工流动Employee Turnover Rate 员工流动率Employee Under Training 受训员工Employee-Centered Job Redesign 以员工为中心的工作再设计Employees Bonus 雇员红利Employer Unfair Labor Practices 雇主不当劳动行为Employment 雇用Employment Agency 职业介绍所Employment Application Form 应聘申请表Employment at will 自由就业Employment Consultant 招聘顾问Employment Contract Renewal 雇用合同续签Employment Diseases 职业病Employment History 工作经历Employment Objective 应聘职位Employment Offer/Enrollment 录用Employment Relationship 员工关系Employment Separation Certificate 离职证明书Empowerment 激励自主Entitlement 授权法EQ-Emotional Quotient 情感智商EPA-Equal Pay Act 《平等工资法案》Equal Pay For Equal Work 同工同酬Equity Theory 公平理论E-Recruit 网络招聘ERG theory ERG 理论ERM-Employee Relationship Management 员工关系管理ERP-Enterprise Resource Planning 企业资源计划ESOP-Employee Stock Ownership Plan 员工持股计划Essay Method 叙述法ETS-Environmental Tobacco Smoke 工作场所吸烟问题E-Survey 电子调查Evaluation Criterion 评价标准Excellent Leader 优秀领导Executive Ability 执行力Executive Compensation 管理层薪资水平Executive Development Program 主管发展计划Executive Director 执行董事Executive Management 行政管理Executive Marketing Director 市场执行总监Executive Recruiters 高级猎头公司Executive Salaries 管理层工资Exempt Employee 豁免员工Exit Interview 离职面谈Expectancy Theory 期望理论Expectation 期望值Expected Salary 期望薪水Experimental Method 实验法Experimental Research 试验调查Expiry of Employment 雇用期满Exploit of HR 人力资源开发External Costs 外部成本External Employment 外部招聘External Environment of HR 人力资源外部环境External Equity 外部公平External Labor Supply 外部劳力供应External Recruiting Sources 外部招聘来源External Recruitment Environment 外部招聘环境Extra Work 加班Extrinsic Rewards 外部奖励Face Validity 表面效度Factor Comparison Method 因素比较法Fair Labor Standards Act 《公平劳动标准法案》Family and Medical Leave Act 《家庭和医疗假期条例》[美] Fiedler Contingency Model 费德勒的权变模型First Impression Effect 初次印象效应Five-Day Workweek 每周五天工作制Fixed Term Appointment 固定期聘用Fixed Term Contract 固定任期合同Fixed Term Staff 固定期合同工FJA-Functional Job Analysis 功能性工作分析法Flat Organizational Structure 扁平化组织结构Flex Place 弹性工作地点Flex Plan 弹性工作计划flex time 弹性工作时间Flexible Benefits Program 弹性福利计划Forced Distribution Method 强制分配法Forced-Choice Method 强迫性选择法Formal Organization 正式组织Front-Line Manager 基层管理人员Full-Time 全职Function 职能Function of HRM 人力资源管理职能Functional Conflict Theory 冲突功能理论Functional Department 职能部门Funeral Leave 丧假Fundamental Attribution Error 基本归因误差Gain-Sharing Plan 收益分享计划Gang Boss 领班/小组长Gantt Charts 甘特图GATB-General Aptitude Test Battery 普通能力倾向成套测验General Union 总工会Given Role Playing 角色定位演示法Glass Ceiling 玻璃天花板Goal Conflict 目标冲突GOJA-Guidelines Oriented Job Analysis 指导性工作分析Golden Handshake 黄金握别Golden Parachute 黄金降落伞Graphic Rating Scale 图尺度评价法Grievance Mediation 抱怨调解Grievance Procedure 抱怨程序Gross Pay/Total Payroll 工资总额Group Appraisal 小组评价Group/Team Bonus 团体/小组奖金Group Congeniality/Cohesiveness 群体凝集力Group Life Insurance 团体人寿保险Group Pension Plan 团体退休金计划Group Piece Work 集体计件制Guaranteed Employment Offer 雇用信H.C.Gantt Premium System 甘特奖励工资制H.Emerson Premium System 艾末生奖励工资制Halo Effect 晕轮效应Halseys Premium System 哈尔赛奖励工资制Handwriting Analysis 笔迹分析法Headhunting 猎头Health Insurance 健康保险H-Form/Holding Company H 型结构Hierarchy of Needs Theory 需要层次理论High Performance Organization 高绩效组织High-Performance Work System 高绩效工作系统HMO-Health Maintenance Organization 健康维护组织Holiday Pay 假日薪水Home/Family Leave 探亲假Horizontal Career Path 横向职业途径Hot Stove Rule 热炉规则Housing/Rental Allowance 住房补贴HR Generalist 人力资源通才HR Information System 人力资源信息系统HR Manager 人力资源经理HR Officer 人力资源主任HR Policy 人力资源政策HRCI-Human Resource Certification Institute 人力资源认证机构HRD Appraisal 人力资源开发评价HRD Intermediary 人力资源开发媒介HRD Process 人力资源开发过程HRD-Human Resource Development 人力资源开发HRM-Human Resource Management 人力资源管理HRP-Human Resource Planning 人力资源规划Human Relations Movement 人际关系运动Hygiene Factor 保健因素Hypnosis 催眠Ill-Health Retirement 病退In-Basket Training 篮中训练Incentive Compensation/Reward Payment/Premium 奖金Incentive Plan 激励计划Incentive-Suggestion System 奖励建议制度Incident Process 事件处理法Independent Contractor 合同工Indirect Financial Compensation 间接经济报酬Individual Incentive Plan 个人奖金方案Individual Income Tax 个人所得税Individual Interview 个别谈话Individual Retirement Account 个人退休账户Industrial Injury Compensation 工伤补偿Industrial Union 产业工会Informal Communication 非正式沟通Informal Organization 非正式组织In-House Training 在公司内的培训Initial Interview 初试Insurance Benefit 保险福利Internal Environment of HR 人力资源内部环境Internal Equity 内部公平Internal Growth Strategy 内部成长战略Internal Job Posting 内部职位公开招聘Internal Recruitment 内部招聘Internal Recruitment Environment 内部招聘环境Interpersonal Skill 人际交往能力Interview Appraisal 面谈考评Interview Content 面试内容Interview Method 访谈法Interview Objective 面试目标Interview Planning List 面试计划表Intrinsic Reward 内在奖励Jack Welch's Management 韦尔奇式管理JAS-Job Analysis Schedule 工作分析计划表Job 工作、职业Job Account 工作统计Job Action 变相罢工(如怠工、放慢速度等) Job Aid 工作辅助Job Assignment 工作分配Job Analysis 工作分析Job Analysis Formula 工作分析公式Job Analysis Methods 工作分析方法Job Analysis Information 工作分析信息Job Analysis Process 工作分析流程JAP-Job Analysis Program 工作分析程序法Job Attitude 工作态度Job Bidding 竞争上岗Job Card 工作单Job Characteristic 工作因素Job Characteristics Model 工作特性模式Job Classification 职位分类Job Clinic 职业问题咨询所Job Code 工作编号,职位编号Job Context 工作背景Job Description 职位描述,工作说明Job Design 工作设计Job Enlargement 工作扩大化Job Enrichment 工作丰富化Job Evaluation 工作评估Job-Family 工作群Job Identification 工作识别Job Involvement 工作投入Job Inventory 工作测量表Job Knowledge Test 业务知识测试Job Morale 工作情绪Job Performance 工作表现Job Plan 工作计划Job Posting 公开招聘Job Pricing 工作定价Job Qualification and Restriction 工作任职条件和资格Job Redesign 工作再设计Job Rotation 工作轮换Job Satisfaction 工作满意度Job Security 工作安全感Job Scope 工作范围Job Sharing 临时性工作分担Job Specialization 工作专业化Job Specification 工作要求细则Job Standard 工作标准Job Stress 工作压力Job Surrounding 工作环境Job Time Card 工作时间卡Job Vacancy 职业空缺,岗位空缺Job-hop 跳槽频繁者Job-posting system 工作告示系统JTPA-Job Training Partnership Act 《职业培训协作法》J.S.Adams Equity Theory 亚当斯的公平理论Junior Board 初级董事会Johari Window 约哈瑞窗户Just Cause 正当理由Karoshi 过劳死Keogh Plan 基欧计划KPI-key Process Indication 企业关键业绩指标Kirkpatrick's Four-level Model of Evaluation 四阶层评估模型Knowledge Database 知识数据库Knowledge Management 知识管理KSA-knowledge ,skill, attitude 知识,技能,态度Labor Clause 劳工协议条款Labor Condition 劳动条件Labor Contract 劳动合同,雇佣合同Labor Contract Renewal 劳动合同续签Labor Cost 劳动成本Labor Demand Forecast 劳动力需求预测Labor Discipline 劳动纪律Labor Dispute 劳动纠纷Labor Exchange/Employment Agency 职业介绍所Labor Handbook 劳动手册Labor Insurance 劳保Labor Laws 劳动法Labor Management Relations Act 《劳动关系法》Labor Market 劳动力市场Labor Protection 劳动保护Labor Rate Variance 工资率差异Labor Redundance 劳动力过剩Labor Relation 劳动关系Labor Relation Consultant 劳工关系顾问Labor Relations Process 劳工关系进程Labor Reserve 劳动力储备Labor Shortage 劳动力短缺Labor Stability Index 人力稳定指数Labor Wastage Index 人力耗损指数Labor/Trade Union 工会Labor/Working Hour 人工工时Labor-Management 劳动管理Lateral Communication 横向沟通Lateral Thinking 横向思维Layoff 临时解雇Layoff Process 临时解雇程序Leader Attach Training 领导者匹配训练Leaderless Group Discussion 无领导小组讨论法Leader-Member Exchange Theory 领导者-成员交换理论Leader-Member Relation 上下级关系Leader-Participation Model 领导参与模式Leadership 领导能力Learning Curve 学习曲线Learning Organization 学习型组织Learning Performance Test 学习绩效测试Legitimate Power 合法权力Level-to-Level Administration 分级管理Life Cycle Theory of Leadership 领导生命周期理论Life Insurance 人寿保险Likes and Dislikes Survey 好恶调查表Limitation Factors of PA 考评的限制因素Line Manager 直线经理Line Authority 直线职权Line-Staff Relationship 直线参谋关系Line Structure 直线结构Loaned Personnel 借调人员Lockout 停工闭厂Locus of Control 内外控倾向Long Term Trend 长期趋势Long-Distance Education 远程教育Long-Range Strategy 长期策略Long-Term Contract 长期合同Lower Management 基层管理Lower-Order Need 低层次需求Lump Sum Bonus/Pay Incentive 绩效奖金Lump-Sum Merit Program 一次性总付绩效报酬计划Managed Care 有控制的医疗保健Management As Porpoise 海豚式管理Management Assessment Center 管理评价中心Management by Walking About 走动管理Management Development 管理层开发Management Development of IBM IBM 的管理层开发Management of Human Resource Development 人力资源开发管理Management Psychology 管理心理学Management Right 管理权Management Risk 管理风险Management Tool 管理工具Management Training 管理培训Managerial Art 管理艺术Managerial Authority 管理权威Managerial Function 管理职能Managerial Grid Theory 管理方格理论Mandated Benefit 强制性福利Mandatory Bargaining Issue 强制性谈判项目Marital Status 婚姻状况Market Price 市场工资Markov Analysis 马尔可夫分析过程Marriage Leave 婚假Massed Practice 集中练习集中学习Matrix Structure 矩阵结构MBO-Management By Objective 目标管理MBTI-Myers-Briggs Type Indicator 迈尔斯—布里格个性类型测量表Mc-Clelland's Theory of Needs 麦克里兰需要理论McDonnell-Douglas Test 麦当纳道格拉斯法Mechanistic Approach 机械型工作设计法Mediator/Negotiator 调解人Medical Insurance 医疗保险Medical/Physical Ability Inspection/Physical Ability Test 体检Membership Group 实属群体Mental Ability Test 逻辑思维测试Mentor 指导者Mentoring 辅导制Mentoring Function 指导功能Merit Pay 绩效工资Merit Raise 绩效加薪Metrics-Driven Staffing Model 标准驱动招聘模式Mid-Career Crisis Sub Stage 中期职业危机阶段Minimum Wage 最低工资Mission Installation Allowance 出差津贴Mixed-Standard Scale Method 多重标准尺度法Motivation 激励Motivational Approach 激励型工作设计法Motivational Factor 激励因素Motivational Pattern 激励方式Motivation-hygiene Theory 激励保健论MPS-Motivating Potential Score 激励潜能分数Multidivisional Structure M 型结构Multimedia Technology 多媒体技术Multiple Cutoff Model 多切点模式Multiple Hurdle Model 跨栏模式National Culture 民族文化National Union ( 国家)总工会Needs Assessment 需求评估Negligent Hiring 随意雇佣Nepotism 裙带关系Network Career Path 网状职业途径Networking 网络化(组织)NGT-Nominal Group Technique 群体决策法No Financial Compensation 非经济报酬Noncontributory Plan 非付费退休金计划Nondirective Interview 非定向面试Nondiscrimination Rule 非歧视性原则Nonexempt Employee 非豁免的员工Nonverbal Communication 非言语沟通No-Pay Study Leave 无薪进修假期Normal Retirement 正常退休Normative Analysis 规范分析法No-Smoking Rule 禁烟规定object teaching 实物教学,直观教学observation method 观察法occupational choice 职业选择occupational disease 职业病occupational environment 职业环境occupational guidance 职业指导,就业指导Occupational Health &Safety Training 职业安全与卫生培训occupational market condition 职业市场状况occupational mobility 职业流动性occupational outlook handbook 职业展望手册offer letter 录用通知书off-the-job training 脱产培训Ombudsperson 督察专员OMS-Occupational Measurement System 职业测定系统on boarding training 入职培训on-the-job training 在职培训open-door policy 门户开放政策opinion survey 意见调查organization 组织organization change and development 组织变革与发展organization character 组织特征organization design 组织设计organization development appraisal 组织发展评价organization development method 组织发展方法organization environment 组织环境organization goal 组织目标organization renewal 组织革新organization size 组织规模organization structure 组织结构organizational analysis 组织分析organizational authority 组织职权organizational career planning 组织职业规划organizational citizenship behavior 组织公民行为organizational climate 组织气候organizational commitment 组织认同感organizational diagnosis 组织诊断organizational function 组织职能organizational level 组织层次organizational merger 组织合并organizational orientation 组织定位organizational/job stress 组织/工作压力organization-centered career planning 以企业为中心的职业计划organized administration 组织管理orientation 岗前培训orientation objective 岗前培训目标orientation period 岗前培训阶段OSHA standard 美国职业安全与健康局/职业安全与健康法案标准out placement 岗外安置oversea assignment 海外工作overtime hour 加班工时overtime wage 加班工资overtime work 加班paired comparison method 配对比较法panel/group interview 小组面试PA-Performance Analysis 绩效分析Parkinson's Law 帕金森定律participant diary 现场工人日记participative management 参与式管理part-time job 兼职PAS-Performance Appraisal 绩效评估体系pattern bargaining 模式谈判patterned behavior description interview 模式化行为描述面试pay calculation 工资结算pay card 工资卡pay cheque/employee paycheck 工资支票pay compression 压缩工资Pay day 发薪日pay equity 报酬公平pay freeze 工资冻结pay grade 工资等级pay period 工资结算周期pay range 工资幅度pay rate 工资率pay rate adjustment 工资率调整pay secrecy 工资保密pay slip/envelop 工资单pay survey 薪酬调查pay/salary rate standard 工资率标准payroll system 工资管理系统Payroll tax 工资所得税payroll/wage analysis 工资分析payroll/wage form 工资形式payroll/wage fund 工资基金pension plan 退休金计划pension/retirement benefit 退休福利people-first value " 以人为本"的价值观perceptual-motor approach 知觉运动型工作设计法performance appraisal 绩效评估performance appraisal interview 绩效评估面谈performance appraisal objective 绩效评估目标performance appraisal period 考评期performance appraisal principle 绩效评估原则performance feedback 绩效反馈performance management system 绩效管理制度performance standard 绩效标准performance-reward relationship 绩效与报酬关系periodic salary adjustment 定期薪资调整permissive management 放任式管理personal character 个人性格,个性personal grievance 个人抱怨personal information record 人事档案personal leave 事假personality test 个性测试Personality-Job Fit Theory 性格与工作搭配理论personnel selection 选拔personnel test 人格测验品格测验Peter M. Senge's Theory of Learning Organization 彼德.圣吉的学习型组织理论physiological need 生理需要piece-rate system 计件工资制pink slip 解雇通知point method 因素计点法polygraph test 测谎测试position analysis questionnaire 职位分析问卷法position description 职位描述position vacant 招聘职位positional level 职位层次positional title 职称post wage system 岗位工资制power distance 权力距离practice 实习predictive validity 预测效度premium plan/incentive system/reward system 奖金制pre-natal/maternity leave 产假prescribed group 正式群体primary welfare 基本福利privacy right 隐私权prize contest 奖励竞争probationary term/probation period 试用期problem-solving team 问题解决团队procedural justice 过程正义process benchmarking 流程标杆管理professional certificate 职业资格证书professional competence/capacity 专业能力professional ethics 职业道德professional examination 专业考试professional liability insurance 职业责任保险professional manager 职业经理人profit-sharing plan 利润分享计划programmed instruction 程序教学projective personality test 人格投射测试promote/demote 晋升/降职protected group 受保护群体psychic reward 精神奖励psychoanalysis 心理分析psychological characteristic/feature 心理特征psychological contract 心理/精神契约psychological factor 心理因素psychological goal 心理目标psychological phenomenon 心理现象psychological test/psychometry 心理测验心理测试psychomotor abilities test 运动神经能力测试quality circles 质量圈quantity of applicant 侯选人数量questionnaire method 问卷调查法quit rate 离职率Race Discrimination 种族歧视Ranking Method 排序法Rater Bias 评估偏差Rating Certificate 等级证书Ratio Analysis 比率分析法Realistic Job Preview 实际岗位演习Reality Shock 现实冲击Reallocate 重新安排重新分配Recommend 员工推荐Recreation Leave Allowance 休假津贴Recreation/Sabbatical Leave 休假Recruiter 招聘人员Recruitment 招聘Recruitment Ditch 招聘渠道Recruitment Examination 招聘考试Recruitment Method 招聘方法Recruitment Optional Program 招聘备择方案Recruitment Task Guide 招募工作指导Red-Circled Employee 红圈员工Reducing Accident 减少事故Reducing Burnout 减少衰竭Reengineering the Corporation 企业再造Reference Check 个人证明材料检查Refusing Applicant 拒绝求职者Regency Effect 近因性错误Regression Analysis 回归分析Regular Earning/Pay/Wage 固定工资Regular Incentive 常规奖励Rehiring 回聘Reinforcement Theory 强化理论Reliability Evaluation 信度评估Renege 违约Replacement Cost 重置成本Requirement Identification 需求识别Requisite Task Attributes Theory 必要任务属性理论Resignation 辞职Resume 简历Resume Inventory 简历数据库Resumption from Leave 销假Retiree System 退休制度Retirement 退休Retirement Age 退休年龄Retirement Fund 退休基金Return of Talent 人才回流Rewarding by Merit/Pay According to Work 业绩报酬Right to Rest and Leisure 休息权Risk Pay Planning 风险工资计划Rokeach Values Survey 罗克奇价值观调查表Role Ambiguity 角色模糊Role Behavior 角色行为Role Conflict 角色冲突Role Playing 角色扮演Roles of HRM 人力资源管理角色Roll-Down Training 自上而下分级培训法Safety Director 安全负责人Safety Inspection 安全检验Safety Measure 安全措施Safety Program 安全方案Safety Training 安全培训Salary Administration 薪水管理Salary Band/Range 薪水范围Salary Survey 薪资调查。
心理学名词——精选推荐
心理学名词1.从众(conformity)2.单纯曝光效果(mere exposure effect)3.模仿(modeling)4.跛足策略(self-handicapping)5.过度辩证效应(over justification effect)6.恋爱基模(love schema)7.习得无助(learned helplessness)关系8.睡眠效果(sleeper effect)9.破窗效(Broken Window Effect)10.联结与强化(linking vs. reinforcement)11.惩罚之前(before punishment)12.旁观者效应(bystander effect)13.消弱突现(extinction burst)14.自我实现预言(self-fulfilling prophecy)决定15.正义世界假说(a just world)16.自我评价维护理论(self-evaluation maintenance theory, SEM)17.自我中心偏误(egocentric bias)18.基本归因谬误(fundamental attribution error)19.印象的初始信息(primacy effect)20.虚假的一致(false consensus)21.服从(obedience)22.认知失调理论(cognitive dissonance theory)23.团体迷思(group thinking)心理学十大著名效应1.蝴蝶效应非线性,俗称“蝴蝶效应”。
什么是蝴蝶效应?先从美国麻省理工学院气象学家洛伦兹(Lorenz)的发现谈起。
为了预报天气,他用计算机求解仿真地球大气的13个方程式。
为了更细致地考察结果,他把一个中间解取出,提高精度再送回。
而当他喝了杯咖啡以后回来再看时竟大吃一惊:本来很小的差异,结果却偏离了十万八千里!计算机没有毛病,于是,洛伦兹(Lorenz)认定,他发现了新的现象:“对初始值的极端不稳定性”,即:“混沌”,又称“蝴蝶效应”,亚洲蝴蝶拍拍翅膀,将使美洲几个月后出现比狂风还厉害的龙卷风!蝴蝶效应是气象学家洛伦兹1963年提出来的。
评价理论简介
Appraisal TheoryIt is within the general theoretical framework of SFL that Martin and White‟s (2005) Appraisal Theory evolved. The basic idea of SEL is that “language i s a resource for mapping ideational, interpersonal and textual meaning onto one another in virtually every act of communication” (Martin and White, 2005: 7). Appraisal Theory focuses on interpersonal meaning at the discourse level for three reasons. Firstly, the realization of an “attitude tends to splash across a phase of discourse, irrespective of grammatical boundaries - especially where amplified”; secondly, a given attitude can be “realized across a range of grammatical categories and we need to move out of lexicogrammar to generalize the evaluative meaning common to this kind of scatter”; and finally, there is grammatical metaphor “whereby meaning is not cooked twice as it were, introducing a degree of tension between wording and meaning” (Martin and White, 2005: 10). As Martin and White suggest, appraisal can be located as an interpersonal system at the level of discourse semantics. At this level it co-articulates interpersonal meaning with two other systems of negotiation and involvement, as can be shown in the following figure:Figure3.4Interpersonal semantic systems and tenor variable(Martin and White,2005:34)solidaritypowernegotiationappraisalAs can be seen from the figure, appraisal is one of three major discourse semantic resources construing interpersonal meaning (alongside involvement and negotiation). In this sense, we can firmly say that appraisal is mainly concerned with semantic sources for construing evaluative meaning in the interpersonal dimension at the discourse level.The notion of appraisal is used to cover the “resources for modalising, amplifying, reacting emotionally (affect), judging morally (judge-ment) and evaluating aesthetically (appreciation).” (Martin 1995b: 28). In SFL terms, the appraisal system realises tenor at the level of discourse semantics and is constituted by three semantic categories: ATTITUDE, ENGAGEMENT, and GRADUATION, with further sub-divisions:Figure3.5An overview of appraisal resources(Martin and White2005:38)monoglossENGAGEMENTheteroglossAPPRAISALAFFECT…ATTITUDEJUDGEMENT …APPRECIATION …FOCUSFORCEATTITUDE is concerned with “values by which speakers pass judgements and associate emotional/affectual responses with participants and processes” (W hite 2001a: 1). APPRAISAL system holds the view that evaluations can be divided into three basic kinds – (i) the value of things, (ii) people‟s character and (iii) people‟sfeelings (Martin and White, 2005). Accordingly, ATTITUDE system involves three semantic regions which are termed AFFECT, JUDGEMENT and APPRECIATION.AFFECT construes emotion with the person experiencing the emotion being the Emoter and what evokes the emotion being the Trigger (Martin and White, 2005). JUDGEMENT construes attitude about character and is subdivided into two broad categories: judgements of social esteem (normality, capacity, tenacity) and judgements of social sanction (veracity, propriety) APPRECIATION construes attitudes about texts, performances or natural phenomena and is organised around three variables: Reaction, Composition, and Valuation. Reaction concerns the impact of the text/process on our attention (reaction: impact) and its emotional impact (reac-tion: quality). Composition concerns perceptions of proportionality/balance (composition: balance) and detail (composition: complexity) in a text/process. Valuation has to do with our assessment of the social significance of the text/process (Martin and White, 2005).GRADUATION is concerned with gradability and is divided into force and focus. Focus applies most typically to categories which are not scalable and functions to sharpen or soften the specification to indicate strong or weak sense of prototypicality. Force is divided into intensification and quantification. Assessments of degree of intensity can operate over qualities (e.g. slightly foolish), over process (e.g. It greatly hindered us), or over the verbal modalities of likelihood, usuality, inclination and obligation (e.g. it’s very possible that). The term …quantification‟ is employed to indicate assessment of amount that applies to entities. The system of GRADUATION can be shown in figure 3.6.Figure3.6System of GRADUATION(Martin and White,2005:154)ENGAGEMENT system adjusts a speaker‟s commitment to what he or she is saying (Martin 2000), and is related to what has traditionally been described as epistemic modality. Under the system, the following options are seen as enabling the textual voice to vary the terms by which it engages with alternative voices and alternative positions.Dialogic Contraction includes resources for disclaiming and proclaiming. Disclaim covers “mean ings by which some dialogic alternative is directly rejected or supplanted, or is represented as not applying ” (Martin and White, 2005: 117) and is accordingly divided into two sub-types: deny (negation) and counter. According to Martin and White (2005), Proclaim includes the formulations which act to limit the scope of dialogistic alternatives by representing a proposition as valid or plausible in order to rule out alternative positions. Proclaim is divided into three sub-types: concur, endorsement, pronounce. The category of c oncur involves formulations which “overtly announce the addresser as agreeing with, or having the same knowledge as, some projected dialogic partner” (Martin and White, 2005: 123). Endorsement refers numbermass/presencetimeQUANTIFICATIONPROXIMITYspacetimeDISTRIBUTIONspacequalityINTENSIFICATIONFORCE processisolatinginfusingFOCUSEXTENTto those formulations by which “propositions sourced to external sources re-construed by the authorial voice as correct, valid, undeniable or otherwise maximally warrantable” (Martin and White, 2005:126). Pronounce covers formulations which involve “authorial emphases or explicit authorial interventions or interpolations”(Martin and White, 2005:127).Dialogic Expansion includes those resources for entertaining and attributing a proposition. Entertain means that the writer “represents the proposition as one of a range of possible positions” (White, 2002a:2). Under this sub-system the term attribution mainly deals with those formulations which “disassociate the proposition from the text‟s internal voice by attributing it to some external source” (Martin and White, 2005: 111) and is further divided into the two sub-categories of acknowledge and distance. Acknowledge covers those locutions which have no overt indication as to “where the authorial voice stands with respect to the proposition” (Martin and White, 2005: 112. Distance, in contrast, involves formulations by which there is an “explicit distancing of the authorial voice from the attributed material” (Martin and White, 2005: 113).Figure3.7The ENGAGEMENT System(Martin and White,2005:134)denydisclaimcountercontractaffirmconcurconcedeproclaimpronounceendorseentertain。
评价理论简介
Appraisal TheoryIt is within the general theoretical framework of SFL that Martin and White‟s (2005) Appraisal Theory evolved. The basic idea of SEL is that “language is a resource for mapping ideational, interpersonal and textual meaning onto one another in virtually every act of communication” (Martin and White, 2005: 7). Appraisal Theory focuses on interpersonal meaning at the discourse level for three reasons. Firstly, the realization of an “attitude tends to splash across a phase of discourse, irrespective of grammatical boundaries - especially where amplified”; secondly, a given attitude can be “realized across a range of grammatical categories and we need to move out of lexicogrammar to generalize the evaluative meaning common to this kind of scatter”; and finally, there is grammatical metaphor “whereby meaning is not cooked twice as it were, introducing a degree of tension between wording and meaning” (Martin and White, 2005: 10). As Martin and White suggest, appraisal can be located as an interpersonal system at the level of discourse semantics. At this level it co-articulates interpersonal meaning with two other systems of negotiation and involvement, as can be shown in the following figure:Figure 3.4 Interpersonal semantic systems and tenor variable(Martin and White, 2005: 34)As can be seen from the figure, appraisal is one of three major discourse semantic resources construing interpersonal meaning (alongside involvement and negotiation). In this sense, we can firmly say that appraisal is mainly concerned with semantic sources for construing evaluative meaning in the interpersonal dimension at the discourse level.The notion of appraisal is used to cover the “resources for modalising, amplifying, reacting emotionally (affect), judging morally (judge-ment) and evaluating aes thetically (appreciation).” (Martin 1995b: 28). In SFL terms, the appraisal system realises tenor at the level of discourse semantics and is constituted by three semantic categories: ATTITUDE, ENGAGEMENT, and GRADUATION, with further sub-divisions:Figure 3.5 An overview of appraisal resources (Martin and White 2005: 38)APPRAISALATTITUDE is concerned with “values by which speakers pa ss judgements and associate emotional/affectual res ponses with participants and processes” (White 2001a: 1). APPRAISAL system holds the view that evaluations can be divided into three basic kinds –(i) the value of things, (ii) people‟s character and (iii) people‟sfeelings (Martin and White, 2005). Accordingly, ATTITUDE system involves three semantic regions which are termed AFFECT, JUDGEMENT and APPRECIATION.AFFECT construes emotion with the person experiencing the emotion being the Emoter and what evokes the emotion being the Trigger (Martin and White, 2005). JUDGEMENT construes attitude about character and is subdivided into two broad categories: judgements of social esteem (normality, capacity, tenacity) and judgements of social sanction (veracity, propriety) APPRECIATION construes attitudes about texts, performances or natural phenomena and is organised around three variables: Reaction, Composition, and Valuation. Reaction concerns the impact of the text/process on our attention (reaction: impact) and its emotional impact (reac-tion: quality). Composition concerns perceptions of proportionality/balance (composition: balance) and detail (composition: complexity) in a text/process. Valuation has to do with our assessment of the social significance of the text/process (Martin and White, 2005).GRADUATION is concerned with gradability and is divided into force and focus. Focus applies most typically to categories which are not scalable and functions to sharpen or soften the specification to indicate strong or weak sense of prototypicality. Force is divided into intensification and quantification. Assessments of degree of intensity can operate over qualities (e.g. slightly foolish), over process (e.g. It greatly hindered us), or over the verbal modalities of likelihood, usuality, inclination and obligation (e.g.it’s very possible that). T he term …quantification‟ is employed to indicate assessment of amount that applies to entities. The system of GRADUATION can be shown in figure 3.6.Figure 3.6 System of GRADUATION (Martin and White, 2005:154)ENGAGEMENT system adjusts a speaker‟s commitment to what he or she is saying (Martin 2000), and is related to what has traditionally been described as epistemic modality. Under the system, the following options are seen as enabling the textual voice to vary the terms by which it engages with alternative voices and alternative positions.Dialogic Contraction includes resources for disclaiming and proclaiming. Disclaim covers “meanings by which some dialogic alternative is directly rejected or supplanted, or is represented as not applying” (Martin and White, 2005: 117) and is accordingly divided into two sub-types: deny (negation) and counter. According to Martin and White (2005), Proclaim includes the formulations which act to limit the scope of dialogistic alternatives by representing a proposition as valid or plausible in order to rule out alternative positions. Proclaim is divided into three sub-types: concur, endorsement, pronounce. The category of c oncur involves formulations which “overtly announce the addresser as agreeing with, or having the same knowledge as, some projected dialogic partner” (Martin and White, 2005: 123). Endorsement refersto those formulations by which “propositions sourced to external sources re-construed by the authorial voice as correct, valid, undeniable or otherwise maximally warrantable” (Martin and White, 2005:126). Pronounce covers formulations which involve “authorial emphases or explicit authorial interventions or interpolations” (Martin and White, 2005:127).Dialogic Expansion includes those resources for entertaining and attributing a proposition. Entertain means that the writer “represents the proposition as one of a range of possible positions” (White, 2002a:2). Under this sub-system the term attribution ma inly deals with those formulations which “disassociate the proposition from the text‟s internal voice by attributing it to some external source” (Martin and White, 2005: 111) and is further divided into the two sub-categories of acknowledge and distance. Acknowledge covers those locutions which have no overt indication as to “where the authorial voice stands with respect to the proposition” (Martin and White, 2005: 112. Distance, in contrast, involves formulations by which there is an “explicit distancing of the authorial voice from the attributed material” (Martin and White, 2005: 113).Figure 3.7 The ENGAGEMENT System (Martin and White, 2005:134)。
行为经济学四大理论
哈喽,诶瑞巴蒂!今天我们给大家普及一些与行为经济学有关的知识。
行为经济学产生了4个重要的理论或者说4个结论:前景理论(或视野理论)(Prospect Theory)、后悔理论(Regret Theory)、过度反应理论(Overreaction Theory)及过度自信理论(Over confidence Theory)。
1 前景理论很多学者研究风险以及不确定性条件下的决策,提出的模型非常多,其中最常用的被接受的理性选择模型是Von Neumann和Morgenstern(1953)发展的财富预期效用理论。
该理论提供了数学化的公理,是一个标准化的模型(解决了当人们面对风险选择时他们应该怎样行动的问题),应用起来比较方便。
但是在最近的几十年,该理论遇到了很多问题,它不能解释众多的异象,它的几个基础性的公理被实验数据所违背,这些问题也刺激了其它的一些试图解释风险或者不确定性条件下个人行为的理论的发展。
前景理论(Prospect Theory)就是其中比较优秀的一个。
前景理论认为人们通常不是从财富的角度考虑问题,而是从输赢的角度考虑,关心收益和损失的多少。
面对风险决策,人们会选择躲避还是勇往直前?这当然不能简单绝对的回答,因为还要考虑到决策者所处的环境,企业状况等情况,我们先抛开这些条件来研究在只考虑风险本身的时候,人们的心理对决策的影响。
这时候我们会得出很有意思的结论。
卡尼曼的前景理论有两大定律:(1)人们在面临获得时,往往小心翼翼,不愿冒风险;而在面对损失时,人人都变成了冒险家。
(2)人们对损失和获得的敏感程度是不同的,损失的痛苦要远远大于获得的快乐。
2 后悔理论(遗憾理论)遗憾理论认为个人评估他对未来事件或情形的预期反应。
贝尔(Bell, 1982)将遗憾描述为将一件给定事件的结果或状态与将要选择的状态进行比较所产生的情绪。
例如,当在熟悉和不熟悉品牌之间进行选择时,消费者可能考虑选择不熟悉品牌造成效果不佳时的遗憾要比选择熟悉品牌的遗憾要大,因而,消费者很少选择不熟悉品牌。
评价理论
评价理论马丁创立的评价理论appraisal theory 的初衷应该是对韩礼德三大元功能中的人际元功能在词汇层面的发展。
下面根据本人对评价理论的理解,对“人品与物值的界限”作点小小的脚注:许多评价理论爱好者说,在选择评价词语时往往不知道把所选的词语归于裁决系统还是鉴赏系统。
这个问题,其实评价理论的创始人J·R·M artin也注意到了。
马丁(Martin &Rose, 2003: 35—7)在working with Discourse: Meaning Beyond the Clause一书中专辟一节讨论这个问题。
他认为解决这个问题的办法是通过语境。
在马丁建议的基础上,我觉得一个评价词语是裁决类还是鉴赏类,首先看它评价的是人的行为(如能力)还是人的行为所致的结果(如业绩,即performance)。
其次看它是含有伦理道德意义还是含有美学价值。
若评价的是人的行为,并涉及伦理道德,评价词语属于裁决类;若评价的是行为导致的结果,具有美学价值,那就是鉴赏类。
例如“于丹热”是社会对于丹《论语心得》等的写作和在中央电视台‘百家讲坛”栏目中的表现的评价,她写作和演讲的内容引起社会的兴趣,社会是在“鉴赏”她写出和讲出的内容,井非她写作和言讲的行为。
因此,”于丹热”属于鉴赏系统。
评价理论总结:简而言之,评价系统就是一整套运用语言表达态度的资源。
包括下大主系统:态度、介入和级差。
态度是指心理受到影响后对人类行为,文本/过程,及现象做出的裁决和鉴赏。
态度系统的中心成分是情感系统。
裁决系统和鉴赏系统都是以情感系统为基础的。
情感系统是对行为、文本/过程、及现象的心理反应,分‘品质”情感( Affect as quality')、过程”情感(Affect as process')和评注情感( Affect as comment')。
裁决系统根据伦理道德的标准来评价语言使用者的行为,由两个子系统实现:社会评判( social esteem)和社会约束(social sanction)。
评价理论
Appraisal TheorySFL identifies three modes of meaning which operate simultaneously in all texts/discourses—the textual, the ideational, and the interpersonal.Appraisal Theory comprises three subsystems: Attitude, Engagement and Graduation.①Attitude deals with feelings, including emotional reactions, judgments of human behavior and appreciation of things. ②Engagement involves sourcing attitudes of different voices in discourse. ③Graduation grades phenomena whereby feelings are amplified.In general, in discourses or texts, the speakers or writers used appraisal resources to negotiate their social relationships with the audience or readers by telling them how they feel about things and people.AttitudeAttitude mainly refers to those values by which speakers attach assessment to participants and processes by referenceeither to emotional responses or to systems of culturally determined value systems. Attitudes have to do with evaluating things, people ’s character and their feelings. Attitudinal meanings are classified into three semantic regions of feeling:Affect, Judgment, and Appreciation.Affect deals with resources for construing positive or negative emotional reactions.Judgment is concerned with attitudes towards human or human behavior as positive or negative regarding ethics or social normative principles.Appreciation involves positive or negative evaluations of things. AffectAffect encompasses three major categories un/happiness, in/security and dis/satisfaction.The un/happiness variable covers emotions concerned with ‘affairs of the heart ’ – sadness , hate , happiness and love ;The in/security variable covers emotions of ecosocial well-being – anxiety , fear , confidence and trust ;The dis/satisfaction variable covers emotions concernedwith the pursuit of goals such as ennui, displeasure, curiosity and respect .Your offer pleases me; I hate chocolate.)I’m sad you’ve decided to do that;I’m happy She’s joining the group; She’s proud of her achievements; He’s frightened of spider, etc.His fear was obvious to all; I was overcome with joy.)JudgmentHe’s naughty.He’s often naughty.It’s usual for him to be naughty.It’s normal for him to be naughty.It’s normal, average, fashionable, peculiar, odd, etc.AppreciationEngagement deals with the diverse range of resources by which speakers/writers adjust and negotiate the arguability of their propositions and proposals.Graduation is concerned with the degree of values:Force : “slightly foolish”, “extremely foolish”.Assessments of amount apply to entities, rather than to qualities and processes and these assessments are termed ‘quantification’such as “a few miles, many miles” .Focus is concerned with how prototypical things, or qualities are in a semantic category, either sharpening (e.g. a real father) or softening (e.g. sort of friend) .In/clinationUn/happinessAffect In/securityDis/satisfactionSocial Esteem PositiveATTITUDE Judgement orSocial Sanction Negative(Relative frequency)ReactionAppreciation ValuationComposition评价理论为确定了三个模式的含义,同时在所有文本/话语,文本,概念功能,人际和。
The Appraisal Theory and Translation of Appraisal Verbs (I)Attitude
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AppraisalTheory功能语言学评价理论课堂
? Prof. J. R. Martin ? Life: J. R. Martin is Professor of Linguistics at the
University of Sydney. His research interests include systemic theory, functional grammar, discourse semantics, register, genre, multimodality and critical discourse analysis, focusing on English and Tagalog with special reference to the transdisciplinary fields of educational linguistics and social semiotics. Professor Martin was elected a fellow the Australian Academy of the Humanities in 1998, and awarded a Centenary Medal for his services to Linguistics and Philology in 2003.
Martin & P R R White) ? Shidonii Gakuha no SFL: Haridei Gengo Riron no Tenkai . ? Genre relations: mapping culture. (J R Martin & David
Rose). ? Learning to write/reading to learn: scaffolding democracy
Appraisal Theory 功能语言学评价理论
Recent publications
Working with Discourse: meaning beyond the clause (J R Martin & David Rose)
The Language of Evaluation: appraisal in English. (J R Martin & P R R White)
韩礼德和哈桑致力于从社会学的角度研究语言的三大元 功能:概念功能、人际功能和语篇功能。然而他们却 忽略了对谈话人的赋值语义(semantics of evaluation) 的研究(王振华,2001)。澳大利亚语言学家马丁 (J.R.Martin)进一步发展了系统功能语法,在原有的基 础上创造性地提出了评价系统。此系统是一个人际意 义系统,人们可利用它来领会各种社会关系。它涉及 文本所揭示出来的各种态度,各种情感的强度以及确 定各种价值来源的手段(Martin 2001:19)。
People use the resources of appraisal for negotiating social relationships, by telling our listeners or readers how we feel about things and people (in a word ,what our attitudes are. ).
评价理论是对人际功能所进行的横向和纵向的延伸, 它主要研究个人如何运用语言去对事物做出评价,采取 立场,从而调节主体间立场乃至意识形态立场。Martin 指出,通过告诉听话人或读者对某些人和事物的感受,便 可以利用评价资源去协商和调节社会关系。这就是说, 评价理论所关心的是说话人利用其话语介入到者的态度和立场。
霍桑实验、梅奥学说及其当代评价
霍桑实验、梅奥学说及其当代评价论文摘要无论就其对西方管理实践史还是对西方管理思想史来说,霍桑实验及梅奥等对其解读而形成的梅奥学说都可谓是划时代的。
其影响巨大、意义深远、价值独具,就是今天也深值玩味。
几乎每个对其深研的人都会得到一些启迪,然而立场不同、用意迥异、背景驳悖,对霍桑实验也就难免众说纷纭,各取所需。
发生在 20 世纪二三十年代的美国霍桑实验对当代中国管理又有何启示呢?本论文想愿以换境别景(生活场景、文化语境转换)之解读法,融进中国优秀传统文化,立足于当代全球化、知识化、全球知识化的复杂激烈竞争现实,揉合个人独特的一系列视角、体验、感悟进行读取与理解。
以哲学的视野批判重审霍桑实验与梅奥学说,在管理学、哲学与马克思主义哲学之间架设桥梁。
在马克思主义哲学指点下,对霍桑实验与梅奥学说形成新的认识,得出管理哲学上的一系列新结论与对当代中国管理的具体适用与启示。
本论文先综合对霍桑实验的时代背景进行说明、探视,进行新的概括与分析,以本土化话语引介霍桑实验的基本过程,并对这一基本过程之所以如此做些分析,接着对梅奥等人对霍桑实验的解读进行糅和进中国优秀传统文化、当代中国与世界场景、马克思主义哲学地再解说;并对这一学说的战略转换、思维转型意义进行当代评价,由此演绎出三大管理思想及在当代评价中创发一系列新的管理思想、体悟、见解,对当代中国管理做些个性探索;如:1,知识人假设,全球化网络无边界组织,虚拟组织,跨文化创建与管理。
2,在阐解梅奥学说中依次分部分提出适合当代中国实际的管理建议。
3,对梅奥的社会人假设与马克思有关人的本质论述进行比较。
4,对梅奥为何能作出划时代贡献做了新探讨等。
昀后,从哲学上解剖之、批判之,以形成管理哲学上的清明与管理实践中的慧识。
企望在对霍桑实验的基本过程、时代背景包括梅奥本人的了解中把握霍桑实验的精神实质及时代因缘。
通过对梅奥等对霍桑实验的独特解读的再解读知悉梅奥学说的为何与何为,尤其是其中体现的个性解释及时代因素。
construal level theory 解释水平理论
construal level theory 解释水平理论ConstrualLevelTheory(水平理论)是由美国心理学家S.L.Trope、N.Liberman和A.K.Wakslak等学者提出的一种新颖的心理学理论。
他们提出,当人们思考和决策某件事时,会根据他们做出的决定在不同的抽象水平上进行抽象化,从而表达出不同的思维方式。
基于以上观点,水平理论可以认为是一种由决策行为引发的抽象思维模式。
本文将对水平理论进行更加深入的阐述,包括水平理论的基本概念、影响因素和应用等。
一、水平理论的基本概念水平理论的基本概念是将决策行为分成三种不同的抽象水平:近景水平、中景水平和远景水平。
近景水平是指关注被评估目标本身实际属性的决策行为。
这种类型的决策行为受到被评估目标的客观属性的影响,可以说是以实用主义的态度进行的决策行为。
而中景水平则是指关注被评估目标与自身的关系的决策行为。
这种类型的决策行为更多的关注的是自身的需求和期望,而不是目标的实际属性。
最后,远景水平指的是关注被评估目标的社会意义、结果性影响及其他一些抽象而又广泛的属性的决策行为。
二、影响水平理论的因素水平理论认为,决策行为受到许多因素的影响,使得人们在抽象水平上做出不同的决定。
首先,重要的认知影响因素,如目标的信息可获取度、时间和经验等因素,会影响人们个体的抽象水平。
其次,外部影响因素,如文化、社会制度、社会资本和社会支持等,也会影响个体行为的抽象水平。
三、在实际应用中的水平理论水平理论在实际应用中可以用于评估和改善用户体验,将不同的决策行为分成不同的抽象水平,以便在决策过程中更好地满足用户的需求和期望。
同时,水平理论还可以用于影响和管理社会关系,让个体更好地理解和预测彼此的决策行为。
最后,水平理论还可以应用于管理和组织理论,帮助管理者在组织中更好的做出决策,从而提高组织的效率。
综上所述,水平理论可以用于评估和改善用户体验、影响和管理社会关系、帮助管理者更好地做出决策等,其在实际应用中的作用是不可忽视的。
Appraisal Theory
monogloss heterogloss
Engagement: sources of attitudes
monogloss
ENGAGEMENT
heterogloss
PROJECTION… MODALITY… CONCESSION…
monogloss construes a proposition or proposal baldly, with no referencing to sources or alternative positions heterogloss opens things up in various ways via:
Affect: expressing one’s feelings
Positive or negative
Direct or implicit
Direct: emotional state and physical expression Implicit: extraordinary behavior and metaphor
Now, it is applied in other aspects, e.g.:
• • • •
•
Eggins& Slade (1997): in casual conversation Kö ner(2000): in dialogues in common law judgments Hood(2004): in academic writing Li (2004): in commercial, history and autobiographical discourse Martin(2004): in editorial
Appraisal-Theory-功能语言学评价理论
➢ 7.wild energy. Sharply intelligent. (amplification)
They would become restless.
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Attitudes
➢ 2)a.directly :emotions can described in different ways.
➢ First ,speaker refers to a emotional state, using words that name specific emotions: .for example :torn to pieces, pain ,ecstatic, feared, worried, etc.
➢ metaphor is another way to express feelings indirectly. For example, ice cold in a sweltering night ; eyes bewildered , but dull like the dead.
➢ Appraisal consists of three aspects: attitude, amplification, and source.
ห้องสมุดไป่ตู้
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2.Definitions and basic structure
➢ three aspects of appraisal.
appraisal_theory
• Appraisal resources
Attitude Engagement
Graduation
• Proposed research • Preliminary experiments • Discussion
Appraisal Theory, David Hope and Jonathon Read
discourse semantics textual grammar ideational and lexis
graphology interpersonal
Appraisal Theory, David Hope and Jonathon Read
June 22, 2006
Systemic Functional Linguistics
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企业管理常见理论
企业管理常见理论企业管理常见理论1. 扎根理论(Grounded Theory)2. 雁行理论(Flying-Goose Theory)3. 归因理论(Attribution Theory)4. 目标设定理论(Goal-Setting Theory)5. 公平理论(Equity Theory)6. 行为修正理论(Behavior Modification Theory)7. 期望理论(Expectancy Theory)8. 路径-目标理论(Path-Goal Theory)9. 增强理论(Reinforcement Theory)10.特质理论(Traits Theory)11.两因子理论(Two-Factors Theory)12.信息不对称理论(Information Asymmetric Theory)13.需求层级理论(Hierarchy of Needs Theory)14.情境领导理论(Situational Leadership Theory)15.认知评价理论(Cognitive Evaluation Theory)16.资源基础理论(Resource-Based Theory)17.权变理论(Contingency Theory)18.代理理论(Agency Theory)19.交易成本理论(Transaction Cost Theory)20.等候理论(Queuing Theory)21.博弈(赛局)理论(Game Theory)22.长尾理论(Long-T ail Theory)23.展望理论(Prospect Theory)24.X理论(X Theory)25.Y理论(Y Theory)26.Z理论(Z Theory)27.科技接受模式(Technology Acceptance Model)28.认知失调理论(Cognitive Dissonance Theory)29.目标管理(Management by Objective Theory)30.混沌理论(Chaos Theory)31.激励维生理论(Motivation-Hygiene Theory)32.比马龙效应(Pygmalion Effect)33.自我决定理论(Self-Determination Theory)34.五大人格模式(Big Five Personality Model)35.羊群效应(从众行为)(Herd Effect)36.羊角效应(Horn Effect)37.月晕效应(Halo Effect)38.工作特征模式(Job Characteristic Model)39.地位特征模式(Status Characteristic Model)40.团队效能模式(Team Effectiveness Model)41.帕金森法则(Parkinson’s Law)42.职权接受理论(Acceptance Theory of Authority)43.霍桑效应(Hawthorne Effect)44.群体生态学理论(Population Ecology Theory)45.价值链分析(Value Chain Analysis)46.竞合关系理论(Coopetition Relationship Theory)47.变革力场理论(Force Field Theory of Chance)48.体制理论(Institution Theory)49.组织信息处理理论(Organizational Information Processing Theory)50.资源依赖理论(Resource Dependency Theory)51.策略选择理论(Strategic Choice Theory)52.搭便车效应(Free-Rider Effects)53.转型领导理论(Transformational Leadership Theory)54.三需求理论(ERG Theory,(Existence, Relationship, Growth))55.内容理论(Content Theory)56.社会赋闲效果(Social Loafing Effects)57.魅力领导理论(Charismatic Leadership Theory)58.社会交换理论(Social Exchange Theory)59.领导者-部属交换理论(Leader-Member Exchange Theory)60.认知资源理论(Cognitive Resource Theory)。
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Affect is typically realised through:
White (2001):
mental processes of reaction attributive relationals of affect ideational metaphor, and realised as nouns
GRADUATION
FORCE… FOCUS…
Attitudes:
Attitude focuses on gradable resources for construing evaluation, comprising three regions of its own:
Affect : resources for construing emotional reactions
Questions:
What is the relationship between appraisal and negotiation?
Comments(1): the application of appraisal theory(AT) in discourse analysis
AT was first applied to analyse media discourse by White(1998) in his ph.D dissertation.
the kinds of attitudes that are negotiated in a text, (attitude) the strength of the feelings involved, (graduation) the ways in which values are sourced and readers aligned. (engagement)
Some questions and comments
The origins of appraisal theory
located within the framework of Systemic Functional Linguistics. the researchers’ starting point was the model of Tenor and the interpersonal provided by the established systemic literature.
interpersonal impact, force or volume of their utterances, (force)
2) by which they graduate (blur or sharpen)
the focus of their semantic categorisations. (focus)
Engagement:
system for adjusting a speaker’s commitment to what they are saying. includes options for both eliding and referencing dialogism in discourse.
The relationship between affect, judgment, and appreciation
judgment affect appreciation
Graduation:
Values by which 1) speakers graduate (raise or lower) the
Judgment
social sanction/ personal positive negative
the value of judgement is expressed through:
explicitly by a particular lexical choice – as skilfully, corruptly, lazily etc. more indirectly by what can be termed ‘tokens’ of judgement.
(Read Bakhtin)
Conclusion:
Three main appraisal systems:
Attitude
• Affect • Judgment • Appreciation
Amplification Source
Some comments on appraisal system
•
• •
• •
modalization (I bet, would) projection negation (Aunty Iris never thought, Jeff Kennet has said) counterexpectation (ever, even) restricted provenance (so-called, technically)
•
…etc.
Comments(2): the problems of appraisal theory in discourse analysis (Li, 2004)
the interpersonal nature of attitudes
contextual factors in distinguishing the appraisal categories the division of interpersonal and ideational meaning the relationship between appraisal and genre
• •
monogloss heterogloss
Engagement: sources of attitudes
monogloss
ENGAGEMENT
heterogloss
PROJECTION… MODALITY… CONCESSION…
monogloss construes a proposition or proposal baldly, with no referencing to sources or alternative positions heterogloss opens things up in various ways via:
Now, it is applied in other aspects, e.g.:
• • • •
•
Eggins& Slade (1997): in casual conversation Kö ner(2000): in dialogues in common law judgments Hood(2004): in academic writing Li (2004): in commercial, history and autobiographical discourse Martin(2004): in editorial
composition valuation positive negative
balance
complexity
Values of appreciation may focus on:
the compositional qualities of the evaluated entity the aesthetically-related reaction with which the entity is associated
Martin & Rose (2003: 58): qualities, processes, comments (?)
Judgment: judging people’s character
normality
social esteem/ personal capacity tenacity veracity propriety
e.g. slightly, somewhat, very, completely
focus: sharpening or blurring of category boundaries
e.g. I was feeling kind’v woozy, they effectively signed
his death warrant; a true friend, pure folly
To get more information about this ‘tokens’ of judgment, see White (articles on the internet).
Appreciation: appreciating things
reaction
impact
quality
Appreciation
Appraisal:
negotiating attitudes
presenter: 陈n of appraisal theory
Origins of appraisal Appraisal system
• Attitude • Graduation • Engagement
Behavioral surge or mental disposition
Reaction to other or undirected mood Three degrees of intensity: low, median, high Realis or irrealis? In/security, dis/satisfaction, or un/happiness